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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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Male Leaders Judged More Harshly

June 5 2012 - It isn't surprising to find that leaders who make mistakes are viewed as:

  • less competent
  • less appealing to work for
  • less effective

But a new study* by Christian N Thoroughgood, Samuel T Hunter and Katina B Sawyer shows that male leaders who make mistakes in what is perceived as a man's world are also judged more critically than a female leader.

Anybody, including leaders, can make mistakes - often with far-reaching and negative consequences. Effective leaders need their subordinates to have trust in their capacity to make difficult decisions, carry through initiatives and to be positive figureheads in the organization. Leaders have to be viewed as competent and getting things wrong leads to followers questionning their competence and being less willing to follow them and work for them.

The researchers used 284 undergraduates with an average of 3 years work experience as subjects for their study. They were requested to imagine they were men or women subordinates and asked to read a series of fictional emails describing their leaders' actions. Their ratings were compared as they rated male and female leaders who made mistakes. The focus of the study was on how subordinates might look at leaders differently depending on:

  • the type of mistake they made: task errors or relationship errors
  • the gender context, i.e., a man or a woman working in either a man's world (construction) or a woman's world (nursing).

The students then answered an online survey that measured:

  • their view of leadership competence, both task and relationship
  • how much they wanted to work for the leader
  • their opinion on the effectivess/non-effectivenes of the leader

Not surprisingly, it appears that mistakes did have a negative impact on the perception of leaders who made them with 'subordinates' being less likely to want to work for them. Also leaders who made mistakes were seen as being less competent and less effective.

In terms of gender, male leaders were rated more negatively than women leaders for mistakes made in 'masculine' work domains. The researchers point to stereotyped expectations of successful male performance in this context, whie women were expected to fail in a masculine environment.

According to the authors:

"Our results suggest that leader errors matter; errors damage perceptions of a leader's competence and follower's desire to work for them. While it is impractical to suggest leaders should attempt to avoid errors altogether, they should recognize the different types of errors they make and consider how these errors impact their followers in different ways."

* Thoroughgood CN, Sawyer K and Hunter S (2012). "Real men don't make mistakes: investigating the effects of leader gender, error type and the occupational context on leader error perceptions" Journal of Business and Psychology; DOI 10.1007/s10869-012-9263-8




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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