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The Oxford Handbook of Talent Management
The Oxford Handbook of Talent Management offers academic researchers, advanced postgraduate students, and reflective practitioners a state-of-the-art overview of the key themes, topics, and debates in talent management. The Handbook is designed with a multi-disciplinary perspective in mind and draws upon perspectives from, inter alia, human resource management, psychology, and strategy to chart the topography of the area of talent management and to establish the base of knowledge in the field. Furthermore, each chapter concludes by identifying key gaps in our understanding of the area of focus. The Handbook is ambitious in its scope, with 28 chapters structured around five sections. These include the context of talent management, talent and performance, talent teams and networks, managing talent flows, and contemporary issues in talent management. Each chapter is written by a leading international scholar in the area and thus the volume represents the authoritative reference for anyone working in the area of talent management.
View from the Top
Organizations face mounting pressure to thrive amid volatility, uncertainty, complexity and ambiguity. View from the Top explores how HR leaders can turn these challenges into competitive advantages by building robust human and organizational capital. Drawing on contributions from prominent chief human resource officers and HR thought leaders, the book offers real-world case studies, conceptual models and original research that together create a comprehensive roadmap for value creation. It provides insight into how strategic HR can address current challenges while positioning organizations for long-term success. Essential reading for HR professionals and business leaders, this book bridges theory and practice to equip readers with tools and frameworks they can apply directly in their own organizations.
哈佛商業評論2009年6月號
修補，以待春燕 春燕回來了嗎？ 似乎芳蹤乍現，卻又彷彿仍在雲霧飄渺間。無論景氣何時反轉，是V型、U型，還是L型反轉，身為企業主管的你，是否已開始想想景氣好轉之後的做法？ 這次金融風暴肆虐範圍之廣之深，連當紅的諾貝爾經濟學獎得主克魯曼（Paul Krugman）都很意外（見本期第26頁〈克魯曼沒料到的風暴〉）。風暴過境，破壞處處，若要迎向景氣好轉之後的新機會，企業勢必要先修補災後破碎之處。甚至連幸運留任的員工，也不見得比遭裁員的同事更好受。5月下旬，台積電邀請去年底和今年初遭裁員的數百名員工...
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