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Human Resources in Research & Practice: RQ Reader

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Human Resources in Research and Practice: The RQ Reader offers a broad spectrum of topics on HR management (HRM) essential in today's global world. This book, a best-of-the-best compilation of SHRM's Research Quarterly, presents both research and a practical focus about key areas in people management. Each chapter includes perspectives and experiences of HR professionals in the field with real life scenarios to illustrate the many challenges and opportunities encountered in HRM. - HR professionals, students, and professors all will value the richness of information and resources that provide a solid foundation of knowledge and opportunity for learning about the top issues of human resources. For the HR professional: This resource covers extensive ground, useful and important for everyone, in the HR field. For the student: whether an undergraduate, in grad school or working on a dissertation for a Ph.D., the student will find a wide range of learning that can be directly applied in the classroom, citations for papers, and group study work. For the professor: each chapter presents structures to serve as the basis for classroom discussion, supplemental reading, and/or project assignments. 

 Part I: Strategic HR Management - For sustainability in today's global marketplace, organizations must be strategic in their approach to human resource management. This section presents five critical areas: employee engagement, organization development, knowledge management, change management, and human capital. These topics are must have's for senior HR professionals and for those learning about human resources on the journey to senior HR work.

Chapter 1. Leveraging Employee Engagement for Competitive Advantage: HR's Strategic Role (2007) Chapter 2. Organizational Development: A Strategic HR Tool (200 Chapter 3. Leveraging HR and Knowledge Management in a Challenging Economy (2009)  Chapter 4. Change Management: The HR Strategic Imperative as a Business Partner (2007)  Chapter 5. Maximizing Human Capital: Demonstrating HR Value with Key Performance Indicators (2006)

Part II: Staffing Management - Staffing management has a wide-reaching impact on the workplace of today and tomorrow. No matter the economic environment, competition for talent is strong. HR professionals need to be knowledgeable about the many resources of talent  from the dynamic Millennial generation, the value of diversity in teams, innovation and customer service, to a solid and respectful understanding of cultural differences in the workplace.

  • Chapter 6. Talent Management: Driver for Organizational Success (2006)
  • Chapter 7. Workplace Diversity: Leveraging the Power of Difference for Competitive Advantage (2005)
  • Chapter 8. Selected Cross-Cultural Factors in Human Resource Management (2008)
  • Chapter 9. The Multigenerational Workforce: Opportunity for Competitive Success (2009)
  • Chapter 10. Global Talent for Competitive Advantage (2010)

Part III: Employee Relations and Organizational Development Leadership. Motivation. Performance. Team work. Ethics. Fairness. What inspires employees to go beyond expectations, for themselves, their group and their organization? Developing leadership skills, working well in a team (local or global), being mentored or mentoring others, effective communication through technology: this section focuses on the important areas of employee relations and organizational development for effective communication, through corporate values, for strong performance.

  • Chapter 11. Leadership Development: Optimizing Human Capital for Business Success (2006)
  • Chapter 12. Motivation in Todays Workplace: The Link to Performance (2010)
  • Chapter 13. Performance Management: Getting It Right from the Start (2004)
  • Chapter 14. Successful Transitioning to a Virtual Organization: Challenges, Impact and Technology (2010)
  • Chapter 15. Business Ethics: The Role of Culture and Values for an Ethical Workplace (2009)

Part IV: The HR Professional What creates the impetus to learn? No matter ones level of experience in the HR profession, never underestimate the value of knowledge. This section showcases pathways to gain knowledge, be steeped in the value of people and management skills, and contribute to the success of the company's strategy, mission, and goals.

  •  Chapter 16. Creativity and Innovation in Human Resource Management: A Sign of the Times (2009)
  • Chapter 17. Career Development for HR Professionals (2008)
NameHuman Resources in Research & Practice: RQ Reader