Human Resource Management
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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: 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 2019-2020: PHR Certification Test Prep and Practice Questions for the Professional in Human Resources Exam

Think all PHR/SPHR 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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Whistle-blowers And Personal Values

May 19 2010 - Research from the University of Illinois published in Business Ethics Quarterly found that connecting with employees' emotions and personal value systems could encourage whistle-blowing in relation to to a range of work-related crimes and misconduct. Researchers point out that fraud alone is estimated to cost U.S. businesses US$ 652 billion annually.

Graduate student Abhijeet Vadera said:

"It's very difficult to encourage people to blow the whistle if you ignore the role of emotions and personal identity, which most company policies do at this point."

Researchers comment that previous studies have proved inconclusive about the motivations of whistle-blowers and found no consistency in characteristics such as age, gender and length of employment.

The current study surveyed employees of a large cement-manufacturing plant in India, of whom 40 per cent said they had witnessed wrongdoing in the workplace. Half failed to report it, citing reasons such as lack of confidence that management would act or fears of retaliation, including losing their jobs. However, emotional reactions were a strong factor for those who did speak out.

Abhijeet Vadera explained:

"When I interviewed whistle-blowers, almost all of them cried during the interview. The survey showed that people mostly blow the whistle because they are absolutely angry over something that they feel is unfair or unjust."

Researchers conclude that organisations can encourage an active moral response to wrongdoing through regular training sessions examining a range of right and wrong behaviors and their consequences for individuals and the company itself.

Ruth Aguilera, professor of business, commented:

"Employers need to explain that wrongdoing can cause an Enron-type scandal that could sink the company, or eat into the revenue that covers payroll and raises. Knowing the implications can bring their moral identity and emotions to the forefront, making them more likely to blow the whistle."

This approach can also facilitate identification with the organisation and employee loyalty, especially in the economic downturn.

Ruth Aguilera continued:

"If I care deeply about my company, I'm more inclined to defend it and blow the whistle on wrongdoing. If my job is just a paycheck, I'm more inclined to just say 'whatever' if I see something wrong."

The researchers argue that this approach should be adopted in conjunction with a company ethics policy that incorporates guidelines for whistle-blowers and commits the organisation to acting on the information received. They suggest that the majority of current policies are designed merely to comply with U.S. Federal law. Those adopted by Fortune 500 firms tend to confirm to a pattern and fail to reflect the distinctive qualities of the different organisations.

Abhijeet Vadera concluded:

"Training programs and capitalizing on emotions are only effective if you have a good system in place. If you don't have a good system, what's the use of encouraging people to report wrongdoing?"

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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