05749nam 2200745 a 450 991014341670332120170809162031.01-119-20162-41-280-90023-797866109002370-470-13055-5(CKB)1000000000355004(EBL)297215(OCoLC)476071025(SSID)ssj0000263594(PQKBManifestationID)12042228(PQKBTitleCode)TC0000263594(PQKBWorkID)10282455(PQKB)10835029(MiAaPQ)EBC297215(CaSebORM)9780471741213(EXLCZ)99100000000035500420061003d2007 uy 0engur|n|---|||||txtccrUltimate performance[electronic resource] measuring human resources at work /Nicholas C. Burkholder ; with Scott Golas and Jeremy Shapiro3rd ed.Hoboken, N.J. John Wiley & Sonsc20071 online resource (290 p.)Description based upon print version of record.0-471-74121-3 Includes bibliographical references (p. 259-262) and index.ULTIMATE PERFORMANCE; Contents; Preface; Introduction; Chapter 1: Imperatives of Metrics; Metrics of Business; Outsourcing: A Perfect Example; Organization Leaders Should Focus on Objectives, Not Strategy; More and Better Performance Metrics Must Be Developed; Chapter 2: A Path to Alignment; Demonstrating Alignment; Human Resources Accounting: Well Intentioned, but Not Well Received; Chapter 3: Supporting Human Capital Decision Making; Three Decision Maker Perspectives; The Role of Human Resources in Decision Support; Chapter 4: Employee Assets and Contribution; Human Capital and ProductionHuman Capital and Intellectual CapitalModeling Employee Contribution; The Incremental Employee Contribution Model; Chapter 5: Employee Contribution to Risk; Background; Categorizing Risks- Type and Source; Categorizing Risks- Frequency and Consequence; Categorizing Costs; Quantifying the Risk Profile; Quantifying Return; Chapter 6: The Employee Lifecycle- A Metrics Roadmap from the C-Level; Managing Through Metrics; The Chief Human Resources Officer (CHRO) versus Other C-Level Executives; Attract; Acquire; Develop; Utilize; Separate; Chapter 7: Missions, Objectives, and MetricsCorrelating Performance and GoalsWorking with Metrics to Evaluate Human Capital; The Human Capital Blueprint; Measuring Individual Human Capital Performance; Organizational Missions, Objectives and Metrics; HR Metrics Defined- Performance Diagnosed; Chapter 8: Measuring Staffing- A Better Approach to Hiring Metrics; New Hire Quality; Time; Hiring Manager Satisfaction; Recruiting Cost Ratio; Recruiting Efficiency; Case Study: Measuring New Hire Quality; Chapter 9: Beyond Hiring- Metrics for Employee Development and Retention; Introduction; Retention; Approaches to Development MetricsDevelopment and Retention Metrics: Getting StartedProposed Development Metrics; Approaches to Retention Metrics; Predictive Retention Metrics; Proposed Retention Metrics; Chapter 10: Succession Planning and Internal Mobility; Case Study- Internal Mobility at Harrah's Entertainment; Measuring the Supply Side (Employees); Demand Side = Succession Planning; Metrics Three, Four, Five, and Six: Succession Planning and Baby Boomer Retirement; Chapter 11: Current Measurement Practices- Lessons from the Field; Introduction; What Makes a Good Metric?; How Other Industries MeasureCertifications as BenchmarksTen Lessons from the Field; Chapter 12: Case Studies- Metrics in Action; Sherri Bliss: Program Manager, PacifiCare Health Systems; Metrics Help Intel Leap Ahead; Chapter 13: Human Capital and Organizational Performance; Leading-Lagging Indicator Relationships; The Matrix of Relationships; Measures of Meaning; Chapter 14: HR Outsourcing and Metrics; The Problem; The Failed Promise of Transformation; The Real Value; Integrated HR Outsourcing; Metrics Can Play a Pivotal Role in HR Outsourcing Success or Failure; What Is the Measure of Reward for Getting It Right?Know Your Business- and Know OutsourcingMeeting the challenges of high-performance HRUntil 1760 ships routinely disappeared, ran aground, or sank because seafarers could not measure longitude. The cost in life and property was immense. Today, business faces a similar challenge, as the failure to measure human resources performance is just as costly and deadly to modern organizations.Senior executives once considered HR a ""soft,"" unavoidable cost of doing business, responsible for compensation, employee transactions, company functions, workforce problems, and legal issues. Three factors changed this perception: the PerformanceMeasurementOrganizational effectivenessMeasurementEmployeesRating ofPerformance standardsStrategic planningEvaluationElectronic books.PerformanceMeasurement.Organizational effectivenessMeasurement.EmployeesRating of.Performance standards.Strategic planningEvaluation.658.312585.62bclBurkholder Nicholas C958166Golas ScottUniversity JeremyMiAaPQMiAaPQMiAaPQBOOK9910143416703321Ultimate performance2170833UNINA01307nam a2200289 i 450099100102697970753620020507181901.0970225s1973 it ||| | eng b10790901-39ule_instLE01305933ExLDip.to Matematicaeng515.788AMS 32CAMS 32C07Hironaka, Heisuke58880Introduction to real-analytic sets and real-analytic maps /Heisuke Hironaka[Pisa] :Ist. Mat. "L. Tonelli" Pisa,1973ii, [158] p. ;35 cm.Quaderni dei Gruppi di ricerca matematica del Consiglio Nazionale delle RicercheThis note is made out from author's lectures given at Institute "Leonida Tonelli" in Pisa during the months of June, July 1973. - Intr..b1079090123-02-1728-06-02991001026979707536LE013 32C HIR11 C.1 (1973)12013000077895le013-E0.00-l- 00000.i1089148128-06-02LE013 32C HIR11 C.2 (1973)22013000077901le013-E0.00-l- 00000.i1089149328-06-02Introduction to real-analytic sets and real-analytic maps921358UNISALENTOle01301-01-97ma -engit 02