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Human capital management : achieving added value through people /

By: Baron, Angela.
Contributor(s): Armstrong, Michael, 1928-.
Publisher: London ; Philadelphia : Kogan Page Ltd., 2007Description: x, 226 pages : illustrations ; 26 cm.Content type: text | text | still image Media type: unmediated | unmediated Carrier type: volume | volumeISBN: 0749449381; 9780749449384:; 9780749449384.Subject(s): Personnel management | Human capitalDDC classification: 658.301
Contents:
Cover -- Copyright -- Contents -- Foreword -- Acknowledgements -- Introduction -- Part 1 The essence of HCM -- Chapter -- 1 The concept of human capital -- INTELLECTUAL CAPITAL -- HUMAN CAPITAL -- SOCIAL CAPITAL -- ORGANIZATIONAL CAPITAL -- PRACTICAL IMPLICATIONS OF INTELLECTUAL CAPITAL THEORY -- CONCLUSIONS -- Chapter -- 2 The concept of HCM -- HCM DEFINED -- AIMS OF HCM -- RATIONALE FOR HCM -- HCM AND HRM -- THE CONCEPT OF HUMAN CAPITAL ADVANTAGE AND RESOURCE-BASED STRATEGY -- CONCLUSIONS -- Chapter -- 3 The process of HCM -- HCM DRIVERS -- THE HCM JOURNEY -- HUMAN CAPITAL MEASUREMENT -- HUMAN CAPITAL REPORTING -- DRAWING CONCLUSIONS -- GETTING INTO ACTION -- PUTTING IT ALL TOGETHER -- DEVELOPING HCM -- Part 2 The practice of HCM -- Chapter -- 4 Human capital data -- OVERALL CONSIDERATIONS -- TYPES OF DATA -- PROBLEMS WITH DATA COLLECTION -- A GUIDE TO DATA MANAGEMENT -- CONCLUSIONS -- Chapter -- 5 Measuring human capital -- MEASUREMENT ISSUES -- CLASSIFICATION OF MEASURES -- DEVELOPING MEASURES -- APPROACHES TO ANALYSIS -- ANALYTICAL MODELS -- EXAMPLES OF APPROACHES TO MEASUREMENT -- CONCLUSIONS -- Chapter -- 6 Human capital reporting -- INTERNAL REPORTING -- EXTERNAL REPORTING -- CONCLUSIONS -- Chapter -- 7 Applications of HCM -- THE LINK BETWEEN HCM AND STRATEGIC HRM -- HCM AND TALENT MANAGEMENT -- HCM AND LEARNING AND DEVELOPMENT -- KNOWLEDGE MANAGEMENT -- PERFORMANCE MANAGEMENT AS A SOURCE OF HUMAN CAPITAL DATA -- REWARD MANAGEMENT -- SUPPORTING AND DEVELOPING LINE MANAGERS -- Part 3 The role and future of HCM -- Chapter -- 8 The role of HR in HCM -- THE BUSINESS PARTNER CONCEPT AND HCM -- HR'S ROLE IN DEVELOPING, ANALYSING AND USING HUMAN CAPITAL DATA -- THE ROLE OF HR IN ENHANCING JOB ENGAGEMENT AND COMMITMENT -- THE STRATEGIST ROLE -- MAKING THE BUSINESS CASE -- WORKING WITH THE OTHER FUNCTIONS -- Chapter -- 9 The skills HR specialists needfor HCM -- CLOSING THE SKILLS GAP -- DEVELOPING A NEW TEMPLATE FOR HR -- HR VERSUS LINE MANAGER SKILLS -- CONCLUSIONS -- Chapter -- 10 The future of HCM -- THE VIRTUES OF HCM -- QUESTION MARKS ABOUT HCM -- THE LINK BETWEEN HCM AND BUSINESSSTRATEGY -- ESTABLISHING THE LINK BETWEEN HR PRACTICE AND BUSINESS PERFORMANCE -- INFORMATION ON INTANGIBLE VALUE FOR THE INVESTMENT COMMUNITY -- CONVINCING SENIOR MANAGEMENT -- ENLISTING THE INTEREST AND INVOLVEMENT OF LINE MANAGEMENT -- CONVINCING HR SPECIALISTS -- STAGED DEVELOPMENT OF HCM -- DEVELOPING THE HCM SKILLS OFHR SPECIALISTS -- THE MEANING OF ADDED VALUE -- WHAT IS MEANT BY REGARDING PEOPLE AS ASSETS -- SELECTING THE MEASURES -- ANALYSING AND EVALUATING THE DATA -- THE FUTURE OF EXTERNAL REPORTING -- CONCLUSIONS -- AppendixThe HCM toolkit -- PURPOSE OF THE TOOLKIT -- WHAT IS AN HCM APPROACH? -- DO WE NEED TO ADOPT AN HCM APPROACH? -- HOW DO WE ADOPT AN HCM APPROACH? -- INTRODUCING HCM -- DECIDE HCM GOALS -- DECIDE AREAS TO BE COVERED BY HCM -- IDENTIFY MEASURES REQUIRED AND AVAILABLE -- DEVELOP INTERNAL REPORTS -- DEVELOP EXTERNAL REPORTS -- HOW DO WE OPERATE HCM? -- References -- Index -- Last Page.
Summary: Human Capital Management (HCM) has recently been described as a high-level strategic issue that seeks to analyze, measure and evaluate how people policies and practices create value. Put simply, HCM is about creating and demonstrating the value that great people and great people management add to an organization.
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Holdings
Item type Current library Call number Copy number Status Date due Barcode Item holds
Standard Loan Standard Loan ATU Sligo Yeats Library Main Lending Collection 658.301 BAR (Browse shelf(Opens below)) 1 Available M025917
Total holds: 0

Includes bibliographical references (pages 207-213) and index.

Cover -- Copyright -- Contents -- Foreword -- Acknowledgements -- Introduction -- Part 1 The essence of HCM -- Chapter -- 1 The concept of human capital -- INTELLECTUAL CAPITAL -- HUMAN CAPITAL -- SOCIAL CAPITAL -- ORGANIZATIONAL CAPITAL -- PRACTICAL IMPLICATIONS OF INTELLECTUAL CAPITAL THEORY -- CONCLUSIONS -- Chapter -- 2 The concept of HCM -- HCM DEFINED -- AIMS OF HCM -- RATIONALE FOR HCM -- HCM AND HRM -- THE CONCEPT OF HUMAN CAPITAL ADVANTAGE AND RESOURCE-BASED STRATEGY -- CONCLUSIONS -- Chapter -- 3 The process of HCM -- HCM DRIVERS -- THE HCM JOURNEY -- HUMAN CAPITAL MEASUREMENT -- HUMAN CAPITAL REPORTING -- DRAWING CONCLUSIONS -- GETTING INTO ACTION -- PUTTING IT ALL TOGETHER -- DEVELOPING HCM -- Part 2 The practice of HCM -- Chapter -- 4 Human capital data -- OVERALL CONSIDERATIONS -- TYPES OF DATA -- PROBLEMS WITH DATA COLLECTION -- A GUIDE TO DATA MANAGEMENT -- CONCLUSIONS -- Chapter -- 5 Measuring human capital -- MEASUREMENT ISSUES -- CLASSIFICATION OF MEASURES -- DEVELOPING MEASURES -- APPROACHES TO ANALYSIS -- ANALYTICAL MODELS -- EXAMPLES OF APPROACHES TO MEASUREMENT -- CONCLUSIONS -- Chapter -- 6 Human capital reporting -- INTERNAL REPORTING -- EXTERNAL REPORTING -- CONCLUSIONS -- Chapter -- 7 Applications of HCM -- THE LINK BETWEEN HCM AND STRATEGIC HRM -- HCM AND TALENT MANAGEMENT -- HCM AND LEARNING AND DEVELOPMENT -- KNOWLEDGE MANAGEMENT -- PERFORMANCE MANAGEMENT AS A SOURCE OF HUMAN CAPITAL DATA -- REWARD MANAGEMENT -- SUPPORTING AND DEVELOPING LINE MANAGERS -- Part 3 The role and future of HCM -- Chapter -- 8 The role of HR in HCM -- THE BUSINESS PARTNER CONCEPT AND HCM -- HR'S ROLE IN DEVELOPING, ANALYSING AND USING HUMAN CAPITAL DATA -- THE ROLE OF HR IN ENHANCING JOB ENGAGEMENT AND COMMITMENT -- THE STRATEGIST ROLE -- MAKING THE BUSINESS CASE -- WORKING WITH THE OTHER FUNCTIONS -- Chapter -- 9 The skills HR specialists needfor HCM -- CLOSING THE SKILLS GAP -- DEVELOPING A NEW TEMPLATE FOR HR -- HR VERSUS LINE MANAGER SKILLS -- CONCLUSIONS -- Chapter -- 10 The future of HCM -- THE VIRTUES OF HCM -- QUESTION MARKS ABOUT HCM -- THE LINK BETWEEN HCM AND BUSINESSSTRATEGY -- ESTABLISHING THE LINK BETWEEN HR PRACTICE AND BUSINESS PERFORMANCE -- INFORMATION ON INTANGIBLE VALUE FOR THE INVESTMENT COMMUNITY -- CONVINCING SENIOR MANAGEMENT -- ENLISTING THE INTEREST AND INVOLVEMENT OF LINE MANAGEMENT -- CONVINCING HR SPECIALISTS -- STAGED DEVELOPMENT OF HCM -- DEVELOPING THE HCM SKILLS OFHR SPECIALISTS -- THE MEANING OF ADDED VALUE -- WHAT IS MEANT BY REGARDING PEOPLE AS ASSETS -- SELECTING THE MEASURES -- ANALYSING AND EVALUATING THE DATA -- THE FUTURE OF EXTERNAL REPORTING -- CONCLUSIONS -- AppendixThe HCM toolkit -- PURPOSE OF THE TOOLKIT -- WHAT IS AN HCM APPROACH? -- DO WE NEED TO ADOPT AN HCM APPROACH? -- HOW DO WE ADOPT AN HCM APPROACH? -- INTRODUCING HCM -- DECIDE HCM GOALS -- DECIDE AREAS TO BE COVERED BY HCM -- IDENTIFY MEASURES REQUIRED AND AVAILABLE -- DEVELOP INTERNAL REPORTS -- DEVELOP EXTERNAL REPORTS -- HOW DO WE OPERATE HCM? -- References -- Index -- Last Page.

Human Capital Management (HCM) has recently been described as a high-level strategic issue that seeks to analyze, measure and evaluate how people policies and practices create value. Put simply, HCM is about creating and demonstrating the value that great people and great people management add to an organization.

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