Arguing that a functional approach to Human Resource Management is fast becoming obsolete, this book explores the many areas of accelerated change in the workplace and how business leaders must evolve their thinking to meet the needs of their workers and managers alike.
With a clear focus on the accelerations caused by Covid-19 and how technological platforms have enabled working practices and business continuity, the book effectively lays the groundwork for a changed but well-functioning people management system. The authors present the new model of Strategic Human Asset Lifecycle Management that incorporates the drastic changes in how jobs are designed, how human talent is acquired, how work is performed, how work is rewarded and conditions set, and crucially, how labor laws must change – all to meet the fast-moving requirements of a digitized world.
Enriched with cases that illustrate both well-adapted and badly-adapted organizations, as well as helpful summaries and thought-provoking challenges, this book is an essential resource for all those who aspire to great people leadership in their organizations, including HR professionals, instructors, and upper-level students.
Table of Contents:
Chapter 1: History of Human Capital Management
Dr. Bashker Biswas
The Industrial Revolution and the History of Labor Management
Personnel Management
Human Resource Management
Human Capital Management
A Company’s Most Valuable Asset
Accounting for Intangibles – From Human Resource to Human Capital
Vast Improvements in Productivity Due to The People
Fleeting Intangible Assets and the Need for Retention
Chapter 2: The Changing Nature of Work
Dr. Bashker Biswas
The Changing Nature of Work
Technology and the Changing Nature of Work
The Fourth Industrial Revolution – Automation and Workforce Diversity
Globalization
Technology as a Disruptor
The "Reskilling" Challenge
Predicting Reskilling Needs
Today’s Skills Gap
Can the Humans Do It?
Assessing Human Capital
High Touch in a High-Tech World
Decomposing Jobs and Skills Inventories
Interoperable Learning Record
Temporary Work
Remote Work
Automation and the Changing Nature of Work
Chapter 3: The Changing Nature of the Employment Contract
Professor William Garrison
The Current Employment Contract
Employee Engagement – Time for Change
Baby Boomer Loyalty and the Promise of a Pension
Gen X – The Individual That Cannot Be Defined But Still Wants Paradise
The Millennial Experience!
Millennial Mindset and The Happiness Formula
Gen Z and the Quest for Stability and Relationships
Attracting and Retaining Talent in a Diverse World of Work
Great Place to Work for Millennials
Top Industries for Gen Z
Structure and Formation of New Employment Contract
Option 1: Traditional Approach
Option 2: Contractor Approach
Option 3: Purpose-Driven Approach
Millennials and Gen Z are the Future of the Workforce
Final Thoughts on Managing Millennials and Gen Z Workers
Chapter 4: The Changing Nature of Workforces and Employment Categories
Professor William Garrison
Workforce Definitions
Unemployment Categories
Current Workforce Terms and What’s Missing
Employees
Self-Employed
Unpaid Family Employees
"Gig Workers"
Labor Force by Age
Current Employment Categories
Why They are Becoming Obsolete
Grey-Collar Work: Why Blue-Collar and White-Collar Labels are No Longer
Appropriate
New Employment Categories
Contingent Worker
Flexible Worker
"Gig Worker"
Opportunities and Benefits of New Employment Structure
Chapter 5: The Changing Nature of Employee Relations and Working Conditions
Professor William Garrison
Current Employee Relations
Motivation Theories
Maslow’s Hierarchy of Needs (1943)
Equity Theory (1963)
Herzberg’s Two-Factory Theory (1964)
Expectancy Theory (1964)
Goal-Setting Theory (1968)
Self-Determination Theory (1985)
Five Sources of Power
Boss-Subordinate Relationship
Hierarchical Structure
Organizational Structures and Strives Towards Improving Employee Relations
Functional Org Charts
Divisional Org Charts
Matrix Systems
Project Management & Special Assignments
Flattening the Org Chart
Current Working Conditions
Role of Unions
Role of OSHA
Role of Technology & AI Systems
Administrative Functions of Management Now Performed by Software
Management Dashboards
Tyranny of the Metrics
International Business – Reducing Travel
Air Travel Has Changed
Technology for Flying After Corona
Telecommuting
Virtual Teams
Remote Work Before Corona
Remote Work After Corona
Chapter 6: Managing Human Resources in the "Gig Economy"
Professor William Garrison and Dr. Bashker Biswas
Who are "Gig Workers"?
"Gig Worker" Mindset
The Strategic Importance of "Gig Workers"
Human Resources Processes Need to be Different
"Gig Worker" Employment Contracts and Legal Status
"Gig Workers" and Human Capital Acquisition (Staffing) Processes
"Gig Worker" Compensation and Benefits
Performance-based Pay for "Gig Workers"
Early Delivery Bonus
Cost Savings Bonus
Quality Bonus
Retention Bonus
Consultation Stipend
"Gig Worker" Training and Development
Online e-Learning Portals
Modified Employee Relations for "Gig Workers"
Integrating "Gig Workers" into the Company Culture
How HR Can Benefit from "Gig Workers"
Chapter 7: Managing the Remote Employee
Dr. Robert Ramirez
Benefits of a Remote Workforce
Challenges of Remote Working
Remote Issue #1 – Lack of Face-to-Face Supervision
Remote Issue #2 – Lack of Access to Information
Remote Issue #3 – Social Isolation
Remote Issue #4 – Work from Home Distractions
Strategies for Managing the Remote Employee
Strategy #1 – Clarify Goals
Strategy #2 – Schedule Regular Virtual Meetings
Strategy #3 – Humanize Good Communication, Not Products
Strategy #4 – Help the New Work Environment to Become the Norm
Strategy #5 – Track your Employee’s Progress
Strategy #6 – Increase Employee Recognition
Work from Home Software for the Remote Employee
Chapter 8: Corporate Cultures in the Digital Age
Dr. Robert Ramirez
Corporate Cultures and Cultural Intelligence in the Digital Age
National Cultural Differences
Workplace Involvement
Global Collaboration and Cultural Intelligence
Multigenerational Workforce
Corporate Culture and Religion
Avoiding Ethnocentrism and Prejudice
Corporate Culture Evolution from the Industrial Revolution
The First Industrial Revolution – The Manufacturing Age
The Second Industrial Revolution – The Technological Revolution
The Third Industrial Revolution – The Information Age
Today’s Fourth Industrial Revolution – The Digital Age
Corporate Culture Disruptors of The Digital Age
Digital Communities
Digital Collaboration with "Gig Workers" and Contractors
Globalization and a Diverse Workforce
Cultural Intelligence – The Key to Thriving in The Digital Age
Early Culture and Intelligence Theory
Multidimensional Construct Theory
Current Cultural Intelligence Theory
Generations in the Workforce Theory
New Opportunities for H.R. Professionals
Building High-Performance Teams (Virtual Teams)
Managing the Digital Environment
Solutions and Problem Solving
How to Recognize, Avoid, and Stop Stereotype Biases and Threats
Recommendations for Practice
Recommendation #1 – Help Your Workforce Explore their Own Cultural Beliefs
Recommendation #2 – Help Your Workforce Understand Other Cultures
Recommendation #3 – Help Your Workforce by Using Reverse Mentoring
Recommendation #4 – Help Your Workforce by Using C.Q. Assessment Tools
Succeeding in Today’s Global Marketplace
Chapter 9: Organizational Behavior in The Digital Age
Dr. Robert Ramirez
Organizational Behavior
Organizational Citizenship Behavior (OCB)
Pre-Digital Era Theories Leading to the Current Motivational Theories
Taylor Scientific Management Theory
Elton May and the Hawthorne Studies
Maslow’s Hierarchy of Needs Theory
Herzberg’s Motivating Factors Theory
Motivation in The Digital Age
Leadership Theories Before The Digital Age
Autocratic Leadership
Participative (Democratic) Leadership
Free-Rein Leadership
Leadership in The Digital Age
Advantages of a Flat Organizational Structure
Chapter 10: Green Human Resource Management
Professor William Garrison
A Rose by Any Other Name
"Earth Day and the Polling of America"
Could Business Leaders Be the Solution?
Corporate Social Responsibility (CSR) and The Green Movement
Earth-Friendly Practices
Environmental Management Systems (EMS)
Why EMS is Not Enough and What Needs to Change
Environmental, Social, and Governance (ESG) Rating
Why HR is the Home of Green
Green HR Framework
How Green HRM Improves Employee Engagement and Retention
Support of Senior Management
Chapter 11: Employees as Owners
Dr. Bashker Biswas
Reviving Industrial Democracy
A Historical Perspective
Labor-Management Collaboration
The "Ascendancy of the Common Man"
The Cooperative Movement
Industrial Democracy in America
The Death of Industrial Democracy
A Second Look
Employee Stock Ownership Programs
The History of Employee Ownership
Employee Ownership Basics
Benefits of Employee Ownership
How Common is Employee Ownership?
What is a Gain-Sharing Plan?
The Scanlon Plan
The Rucker Plan
Advantages and Disadvantages of Gain-Sharing Plans
Chapter 12: Managing Rewards in the Digital Age
Dr. Bashker Biswas
Traditional Compensation
Base Salary
Incentive Compensation
Equity Compensation
Sales Compensation
Expatriate Compensation
Risk Benefits
Retirement Benefits
Prerequisites
Current Practices That Do Not Work in the Digital Age
Issues with Job Evaluation Compensation
Issues with Market Pay
Issues with Performance Pay
The Need for Change
The Impact of Digital Technology on Reward Systems
Design of Pay Frameworks
The Career Model
The Market Model
The Retention Model
The Contribution Model
Redesigning Executive Compensation
Chapter 13: The Human Cloud
Dr. Bashker Biswas
The Human Cloud
Human Cloud Service Arrangements
Geographical Flexibility
Management and Administrative Efficiency
Elements of the Human Cloud
Crowdsourcing
Online Work Services
Online Staffing Platforms
The Evolution of the Human Cloud
The Facilitator Model
The Arbitrator Model
The Aggregator Model
The Governor Model
Key Human Capital Concerns and Issues in the Context of the Human Cloud
Keeping Quality in Check
Project Failure and Intellectual Property Leakage Concerns
What Will Happen Next?
Chapter 14: The Obsolete Labor Laws
Dr. Bashker Biswas
The First Angle: Enhancing Labor Unions
Collective Bargaining
The Obsolete Laws
The Second Angle: Update Union Wins or Eliminate Them
Industrial Era Labor Laws are Less Attractive to Workers
Merging of Management and Worker Roles
The United States Congress and the RAISE Act
Updating Working Conditions Legislation
AB5 in California
Labor Law Implications for the Post-Covid Work Environment
Chapter 15: People Analytics and Measurements
Dr. Bashker Biswas
Current Trends in Data Analytics
Human Resource Analytics
What is HR Analytics?
The History of HR Analytics
The Saratoga Institute Initiative
HR Analytics and Measurements Explained
The Benefits of HR Analytics
Latest HR Metrics
Turnover Forecasts
Employee Engagement
Diversity Hiring Rate
Strategic Management Metrics
Improving Your Talent Process with HR Analytics
Exit Surveys
HR Analytics Software
An HR Analytics Example: Analyzing the Financial Impact of Employee Engagement
HR Analytics Dashboard
Predictive HR Analytics Trends
HR Measurements
Human Resource Metrics Data Comparison
Chapter 16: The Human Asset Lifecycle Model (HALM)©
Dr. Bashker Biswas
The Case for Change
The Era of Human Asset Capital Management
The Human Element of Labor: Costs or Expenses?
A Fleeting Intangible Asset
The Human Asset Lifecycle Model (HALM)©
Closing Remarks
About the Author :
Bashker "Bob" Biswas, Ph.D., is a senior professor at DeVry University/Keller Graduate School of Management.
William Garrison, M.Ed., MBA, is a professor and an online faculty chair at DeVry University and Keller Graduate School of Management.
Robert L. Ramirez is an award-winning professor of International Business and faculty chair at DeVry University and Keller Graduate School of Management.
