Academic Books
Managing People in the New Economy presents a comprehensive analysis of recent theories and practices of human resource management and strategically aligns them with the emerging knowledge economy. Exploring the many facets of people management in this environment, Mohan Thite persuasively argues that HR managers need to overhaul the tools of their trade in order to balance the endless array of conflicting choices and paradoxes in managing people.
Drawing from contemporary examples and analysis, the author demonstrates that as the industrial economy transforms itself into the knowledge economy, the people management function needs a similar transformation to be able to fulfil its critical role in leveraging intellectual capital. The challenges of transformation include,
- Practicing a sound management philosophy built around people-centric culture
- Institutionalising learning to learn competency letting brains wide open
- Attracting talent through recruitment strategies that cater to changing nature and profile of work and knowledge workers
- Retaining talent by aligning individual & organizational goals and nurturing communities of practices
- Performance assessment that shifts the focus from skills and seniority to competencies and customer satisfaction
- Reward system that goes beyond monetary grading to individual and social recognition, and
- Managing people in a multi-national context to harness the dynamics of diversity.
Chapter Contents
1. Overview of Knowledge Economy and Management
2. HR & Knowledge Management: People-centric Partnership
3. Management Philosophy: Foundation of People-centric Culture
4. Institutionalising Learning to Learn: Key to Leverage Intellectual Capital
5. Attracting Talent
6. Retaining Talent
7. Creating Performance Development Systems
8. Creating Reward Systems
9. Managing people in a multinational context
10. Lessons from Learning Organisations
Endorsements
Managing People in the New Economy uniquely combines theory and practice on knowledge management and human resource management. The book will help those committed to learning how to embed knowledge through HR systems and it will help those committed to HR to recognize and deliver knowledge as the outcome of their work. As the new economy becomes an accepted reality, insights from this book will form the foundation for managerial norms and expectations. Dave Ulrich, Professor, University of Michigan, School of Business, and author of Why the Bottom Line Isn’t
A refreshing update for every senior HR practitioner. If you want to keep your team honest, read this Bruce Highfield, Head of Human Resources, Virgin Blue
It is user-friendly, simple, and easily understandable, with the right mix of theory and practice. It has universal appeal and is a good comprehensive textbook for all students of management. Kalyani Gandhi, Professor of Human Resource Management, Indian Institute of Management, Bangalore
Its structure is very innovative and its language immensely readable. Dr Santrupt Misra, Director, Birla Management Corporation Ltd, India
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NOTE: The book was first published by Response Books, New Delhi in 2004. With Sage India deciding to stop publishing books, the copy rights have reverted to the author.