Based on a study of 16 sites that have recently implemented advanced manufacturing technology, concludes that while the technology itself will become widespread, the human resources practices used for its implementation will not be easily transferred. Manufacturers will need to spend more time and effort to develop the needed organisational and industrial relations capabilities.

Human resource departments have been a crucial part of business practices for decades and particularly in modern times as professionals deal with multigenerational workers, diversity initiatives, and global health and economic crises. There is a necessity for human resource departments to change as well to adapt to new societal perspectives, technology, and business practices. It is important for human resource managers to keep up to date with all emerging human resource practices in order to support successful and productive organizations. The Research Anthology on Human Resource Practices for the Modern Workforce presents a dynamic and diverse collection of global practices for human resource departments. This anthology discusses the emerging practices as well as modern technologies and initiatives that affect the way human resources must be conducted. Covering topics such as machine learning, organizational culture, and social entrepreneurship, this book is an excellent resource for human resource employees, managers, CEOs, employees, business students and professors, researchers, and academicians.

Based on a study of 16 sites that have recently implemented advanced manufacturing technology, concludes that while the technology itself will become widespread, the human resources practices used for its implementation will not be easily transferred. Manufacturers will need to spend more time and effort to develop the needed organisational and industrial relations capabilities.

Stuart A. Rosenfeld presents a timely analysis of the problems the United States and other industrialized countries face as they adjust from economies based on natural resources and goods to economies based on quality of human resources and high-performance, market-oriented organizations. Some of the questions raised include: Will American industry successfully face the competitive challenge of the global economy? Can US manufacturing raise productivity and innovate enough to remain healthy? Have the latest advances in process technology and management practice penetrated the rural industrial base? How can public policy help improve the competitiveness of the crucial manufacturing sector? This book challenges the conventional wisdom in economic development policy. Past state and local industrial policy focused on locational decisions, not on issues of competitiveness. Building the competitive advantage of industry is more important than promoting the competitive advantages of location. Incentives to modernize are more important than subsidies to locate. Competitive Manufacturing uses the rural South, the most industrialized rural region of the nation, to examine the strengths and weaknesses of manufacturing as the basis for economic growth. Using historical analysis, surveys, and intensive case studies, the author analyzes the technological capabilities of rural manufacturing, the factors that influence the decision to modernize, and the effects of technology on education and work. Comparative studies in Denmark and Italy point to new directions for US economic development policy.

The idea for the Workshop on which this book is based arose from discussions which we had when we both attended an earlier - and more broadly based - NATO Advanced Research Workshop on Computer Supported Collaborative Learning, directed by Claire O'Malley in Maratea, Italy, in 1989. We both felt that it would be interesting to organise a second Workshop in this area, but specifically concerned with the use of computers and networking (telematics) as communication tools for collaborative learning outside the formal school setting. We were particularly interested in examining the ways in which computer conferencing can be used for collaboration and group learning in the contexts of distance education, adult learning, professional training, and organisational networking. And we wanted to ensure that we included, in the scope of the Workshop, situations in which learning is a primary, explicit goal (e.g. an online training programme) as well as situations where learning occurs as a secondary, even incidental, outcome of a collaborative activity whose explicit purpose might be different (e.g. the activities of networked product teams or task groups). Another goal was to try to bring together for a few days people with three different perspectives on the use of computer conferencing: users, researchers, and software designers. We hoped that, if we could assemble a group of people from these three different constituencies, we might, collectively, be able to make a small contribution to real progress in the field.

Because of the slowly evolving nature of these institutions distinctive national 'models' are not converging around a single global norm."--Jacket.