This handbook covers the issues that face human resource (HR) practitioners in the Irish labour market. It looks at the developments and key techniques that HR managers must have if they are to recruit and retain a high quality workforce.

Today's best workers are demanding more before signing on--and requiring more to stay. How does a company find and hang on to great talent? Competition for skilled employees is fierce! This book provides comprehensive, practical advice to employers to get and keep the people they need. It covers such vital topics as what workers want--including a sense of making a real impact in their jobs and getting learning opportunities; why workers leave--sometimes just because they can (it's so easy to find a new job), often because they feel undervalued or bored where they are; and what best-practice companies are doing to attract and retain the talent necessary to remain competitive. Expert Diane Arthur discusses: * Both traditional and new strategies, including a huge array of special incentives and perks * Online recruiting via sites like Monster.com or a company's own Web site * Successful programs from Cisco Systems, Bank of Boston, Eli Lilly, McDonald's, and dozens of other companies, including many small firms * Competency-based recruiting and interviewing, contingent workers, telecommuting and other alternative work arrangements, future trends, and more.

This theory-based text with unique features that distinguish it from other books in the field. The inclusion of a strategic component differentiates it from most other books. However, the application of systems theory to recruitment and selection sets this book apart. While it includes mainstream topics such as interviews, job analysis and question

HRM is central to management teaching and research, and has emerged in the last decade as a significant field from its earlier roots in Personnel Management, Industrial Relations, and Industrial Psychology. People Management and High Performance teams have become key functions and goals for manager at all levels in organizations. The Oxford Handbook brings together leading scholars from around the world - and from a range of disciplines - to provide an authoritative account of current trends and developments. The Handbook is divided into four parts: * Foundations and Frameworks, * Core Processes and Functions, * Patterns and Dynamics, * Measurement and Outcomes. Overall it will provide an essential resource for anybody who wants to get to grips with current thinking, research, and development on HRM.

This handbook includes the most up to date, evidence-based, and comprehensive coverage of recruitment and retention, as written by the top leaders of recruitment research in the world.

The increasing number of cross-border alliances and mergers both within Europe and between Europe and other parts of the world have made it imperative for students of management to have a thorough understanding of the European context for human resource management (HRM). This book enables managers and students to become "fluent" in the many various environments, approaches and practices that exist across Europe for managing human resources. The text employs comprehensive comparable representative data collected longitudinally during the last decade and it also draws directly on the expertise of leading HRM scholars. Entirely fresh analyses of HRM in Europe, based on new and hitherto unpublished data are presented and this analysis is critically important for students, researchers and also for practitioners. The book is divided into three parts: concepts and theoretical issues , trends in relation to these issues and comparisons between individual countries, and summaries and conclusions on the issue of convergence and divergence.

With comprehensive coverage of topics related to learning, training, and development, this volume is a must-have resource for industrial and organizational (I/O) psychologists, human resource (HR) scholars, and adult education specialists. Brown provides a forward-looking exploration of the current research on workplace training, employee development, and organizational learning from the primary point of view of industrial organizational psychology. Each chapter discusses current practices, recent research, and, importantly, the gaps between the two. In analyzing these aspects of the topic, the chapter authors both present the valuable knowledge available and show the opportunities for further study and practice.