Over the last half century, college textbooks on management have taught the importance of valuing the human assets of a business, and they have also focused on how to effectively and appropriately manage those assets. And yet, we look around and rarely see it practiced. In Activate Human Capital, author Richard N. Morrison outlines the eight People-Focused Principles of Management, and he explains them in terms of the values that motivate people to want to do the work given to them. And even more, he shows how these values will actually get employees to initiate their work because they will see how it contributes to the overall purpose of the business. Each principle—such as giving people a purpose, communicating widely, accommodating change, creating a culture of worth and hope, and rewarding performance, to name a few—is linked to a component of human fulfillment, and then through research, personal experience, and shared stories, Morrison discusses how to activate each principle and demonstrates what it should look like in the workplace. Eight simple principles can help enhance all business relationships and improve efficiency, productivity, and profitability—if only managers are willing to change. People-focused management has been done, is being done, and will be done increasingly more often as more business leaders comprehend the potential in this empowering form of leadership. When employees feel valued, respected, encouraged, and fulfilled, they will work harder and be more invested in their work—and in the success of the business.

This book examines human capital investment, employment and bargaining at the level of the firm. It attempts the first summary of results that incorporates both human capital investment and employment decisions within firm - union bargaining models, emphasising investment in teams, or groups, of workers. The authors also examine human capital in relation to labour demand as well as the delineation between neoclassical and coalitional firms. Further, they investigate connections between, on the one hand, turnover costs and firm-specific human capital and, on the other, unemployment. Labour market policy topics recur throughout the book and include the choice between pure wage and profit sharing remuneration systems, the issue of whether training should be subsidised by governments, worksharing versus layoff decisions, payroll tax incidence and the choice of compensation system as well as the role of human capital in influencing a firm's voluntary ex ante decision as to whether or not to bargain with an established union.

A diverse array of factors may influence both earnings and consumption; however, this work primarily focuses on the impact of investments in human capital upon an individual's potential earnings and psychic income. For this study, investments in human capital include such factors as educational level, on-the-job skills training, health care, migration, and consideration of issues regarding regional prices and income. Taking into account varying cultures and political regimes, the research indicates that economic earnings tend to be positively correlated to education and skill level. Additionally, studies indicate an inverse correlation between education and unemployment. Presents a theoretical overview of the types of human capital and the impact of investment in human capital on earnings and rates of return. Then utilizes empirical data and research to analyze the theoretical issues related to investment in human capital, specifically formal education. Considered are such issues as costs and returns of investments, and social and private gains of individuals. The research compares and contrasts these factors based upon both education and skill level. Areas of future research are identified, including further analysis of issues regarding social gains and differing levels of success across different regions and countries. (AKP).

Prominent experts in business and academia examine the priorities and practices of over 400 companies to highlight where industry is keeping pace with the demands of change and where it is behind. Describes what leading firms are doing to redesign work, diversity, education and training, work/family issues, health care costs and the aging workforce. Provides benchmark strategies to develop and maintain a workforce which would meet competitive international standards.

With the shift from "human resources" to "human capital management" (HCM), public agencies are striving to strategically manage their workforces. Sally Selden’s groundbreaking book moves far beyond describing best practices and offers the context in which innovative practices have been implemented. She details how agencies are creating performance-aligned workforces by adopting systems and policies that are driven by their strategic missions. This book covers core topics of personnel courses—including hiring, training, retention, performance, and recognition—but also includes integrated coverage on measuring success through assessment. Further helping readers grasp how HCM works, the book uses original data from the Government Performance Project and incorporates many comparative examples across a wide range of states, plus federal and municipal agencies. Unlike anything else available, Human Capital fills a critical gap for both students and public personnel professionals.