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Managing people, human capital and culture - Human Resource Management (HRM) is critical for business success. HRM Guide publishes articles and news releases about HR surveys, employment law, human resource research, HR books and careers that bridge the gap between theory and practice.

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PHR/SPHR

PHR/SPHR: Professional in Human Resources Certification Study Guide

by Sandra M Reed and Anne M. Bogardus
The Professional in Human Resources (PHR) and Senior Professional in Human Resources (SPHR) exams from the Human Resources Certification Institute (HRCI) reflect the evolving industry standards for determining competence in the field of HR. Serving as an ideal resource for HR professionals who are seeking to validate their skills and knowledge.
This new edition is must-have preparation for those looking to take the PHR or SPHR certification exams in order to strengthen their resume.
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PHR Study Guide 2017

PHR Study Guide 2017: PHR Certification Test Prep and Practice Questions for the Professional in Human Resources Exam

Think all PHRŪ/SPHRŪ study guides are the same? Think again! With easy to understand lessons and practice test questions designed to maximize your score, you'll be ready.
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Corporate Communication

Corporate Communication: A Guide to Theory and Practice

by Joep P. Cornelissen
  Academically grounded, it covers the key concepts, principles and models within corporate communication by bringing together academic knowledge and insights from the subject areas of management and communication
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Corporate Culture And Change

September 25 2007 - Research by Jennifer A. Howard-Grenville, a University of Oregon management professor in the Lundquist College of Business published in Organization Science and in "Corporate Culture and Environmental Practice: Making Change at a High-Technology Manufacturer" (Edward Elgar Publishing Inc.) considers the "tug of war" that can occur over innovation and argues that knowledge about past initiatives and the business culture of a target group are essential when promoting organizational change.

The findings are based on a nine-month study of a major U.S. semiconductor manufacturer (given the pseudonym Chipco) undertaken while the author was a doctoral student at the Massachusetts Institute of Technology. Located within a group targeting reduction of the organization's detrimental environmental impact, she observed interactions with a larger technology-development group, studied core organizational culture and change and conducted 26 interviews with employees who had been involved in previous issue-selling initiatives with varying degrees of success.

Jennifer Howard-Grenville explained:

"Research in the last 20 years had been based on interviews with successful issue sellers, focusing solely on what they did right. The studies hadn't given the arguments much context. Failures often were overlooked. I found that people who are looking to advance issues in an organization can do so by learning from failures of past efforts and of running up against core organizational culture. If group members learn from earlier experiences, they'll realize how to better craft their argument and portray an issue so that others in the dominant culture will understand what's at stake."

She continued:

"Issue-sellers must understand other people in an organization's various groups, in particular those being targeted to affect change. The way to get savvy is to build alliances, befriend those who know the culture. They may not share your passion or interest, but they may be able to help you understand another group's culture and levels of resistance."

The study found that the environmental group demonstrated a distinctive change in approach in order to get the attention of the technology-development group and gradually began to influence the design of new processes to incorporate concerns about environmental impact.

Jennifer Howard-Grenville commented:

"The issue-selling group wasn't successful until its members recognized that they needed to adapt their arguments to fit the cultural expectations of the technology group by showing and interpreting data in the language of development engineers. Environmental group members demonstrated their confidence by adopting an approach that said: 'You do measurements; we do measurements. Here's our data.' They portrayed their data in the language of the technology group, for example, in terms of equipment efficiency. They didn't just say that we need to pay attention to the environment."




Successful Onboarding

Successful Onboarding: Strategies to Unlock Hidden Value Within Your Organization

Mark Stein and Lilith Christiansen
  Fact: 1/3rd of all external hires are no longer with the organization after 2 years. What can you do about it? In a word: onboarding; although poorly understood, subject to narrow definitions, and with limited best practice understanding or management rigor. Consultants Mark Stein & Lilith Christiansen have worked with leading companies on it, and they've synthesized their work into a ready to use system.
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The HR Answer Book

The HR Answer Book: An Indispensable Guide for Managers and Human Resources Professionals

by Shawn A. Smith, Rebecca A. Mazin
  The HR Answer Book addresses 200 questions that every employer needs to deal with, from recruiting and hiring to discipline and termination, compensation and benefits to training and employee relations. Accessible and concise, this on-the-job companion offers expert guidance on all types of "people" issues.
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