LEADER 00995nam0 22002651i 450 001 UON00147577 005 20231205102907.972 100 $a20020107d1924 |0itac50 ba 101 $aeng 102 $aGB 105 $a|||| 1|||| 200 1 $aˆThe ‰Rose garden of Persia 205 $aRepr 210 $aEdinburgh$cTurnbull & Spears$d1924 215 $a189 p.$d13 cm 606 $aLETTERATURA PERSIANA$xPOESIA$xANTOLOGIE$3UONC029499$2FI 620 $aGB$dEdinburgh$3UONL003034 686 $aIRA VI AEX$cIRAN - LETTERATURA - PERSIANO - TESTI LETTERARI - PERIODO ARCAICO E CLASSICO$2A 712 $aTurnbull & Spears$3UONV264195$4650 801 $aIT$bSOL$c20240220$gRICA 899 $aSIBA - SISTEMA BIBLIOTECARIO DI ATENEO$2UONSI 912 $aUON00147577 950 $aSIBA - SISTEMA BIBLIOTECARIO DI ATENEO$dSI IRA VI AEX 149 $eSI MR 83587 7 149 996 $aRose garden of Persia$91276175 997 $aUNIOR LEADER 05613nam 2200721 a 450 001 9910830279203321 005 20170814181012.0 010 $a1-119-20505-0 010 $a1-283-66508-5 010 $a1-118-50697-9 035 $a(CKB)2670000000261719 035 $a(EBL)1040828 035 $a(SSID)ssj0000827608 035 $a(PQKBManifestationID)12366037 035 $a(PQKBTitleCode)TC0000827608 035 $a(PQKBWorkID)10830932 035 $a(PQKB)10242230 035 $a(PQKBManifestationID)16040805 035 $a(PQKB)20526492 035 $a(MiAaPQ)EBC1040828 035 $a(DLC) 2012031942 035 $a(OCoLC)817829536 035 $a(CaSebORM)9781118506998 035 $a(EXLCZ)992670000000261719 100 $a20120806d2013 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aHuman capital analytics$b[electronic resource] $ehow to harness the potential of your organization's greatest asset /$fGene Pease, Boyce Byerly, Jac Fitz-enz 205 $a1st edition 210 $aHoboken, N.J. $cWiley$dc2013 215 $a1 online resource (252 p.) 225 1 $aWiley & SAS business series 300 $aIncludes index. 311 $a1-118-50699-5 311 $a1-118-46676-4 320 $aIncludes bibliographical references and index. 327 $a""Human Capital Analytics: How to Harness the Potential of Your Organization's Greatest Asset""; ""Copyright""; ""Contents""; ""Preface""; ""Acknowledgments""; ""Introduction Realizing the Dream: From Nuisance to Necessity""; ""Starting from the Back Row""; ""The Value Dream""; ""Barriers in the Human Resource Area""; ""Organizations are all about People, Not Things""; ""Managing Risk""; ""Historic Fundamentals""; ""Intangibles""; ""Predictability""; ""Need for Definition""; ""Breakthrough""; ""Practicality""; ""Analytics Model Foundation""; ""Awakening""; ""Notes"" 327 $a""Chapter 1: Human Capital Analytics""""Human Capital Analytics Continuum""; ""Summary""; ""Notes""; ""Chapter 2: Alignment""; ""The Stakeholder Workshop: Creating the Right Climate for Alignment""; ""Aligning Stakeholders""; ""Who Are Your Stakeholders?""; ""What Should You Accomplish in a Stakeholder Meeting?""; ""Deciding What to Measure with Your Stakeholders""; ""Leading Indicators""; ""Business Impact""; ""Assigning Financial Values to ""Intangibles""""; ""Defining Your Participants""; ""Summary""; ""Notes""; ""Chapter 3: The Measurement Plan""; ""Defining the Intervention(s)"" 327 $a""Measurement Map""""Hypotheses or Business Questions""; ""Defining the Metrics""; ""Demographics""; ""Data Sources and Requirements""; ""Summary""; ""Note""; ""Chapter 4: It's All about the Data""; ""Types of Data""; ""Tying Your Data Sets Together""; ""Difficulties in Obtaining Data""; ""Ethics of Measurement and Evaluation""; ""Telling the Truth""; ""Summary""; ""Notes""; ""Chapter 5: What Dashboards Are Telling You: Descriptive Statistics and Correlations""; ""Descriptive Statistics""; ""Going Graphic with the Data""; ""Data over Time""; ""Descriptive Statistics on Steroids"" 327 $a""Correlation Does Not Imply Causation""""Summary""; ""Notes""; ""Chapter 6: Causation: What Really Drives Performance""; ""Can You Create Separate Test and Control Groups?""; ""Are There Observable Differences?""; ""Did You Consider Prior Performance?""; ""Did You Consider Time-Related Changes?""; ""Did You Look at the Descriptive Statistics?""; ""Have You Considered the Relationship between the Metrics?""; ""A Gentle Introduction to Statistics""; ""Basic Ideas behind Regression""; ""Model Fit and Statistical Significance""; ""Summary""; ""Notes""; ""Chapter 7: Beyond ROI to Optimization"" 327 $a""Optimization""""Segmentation""; ""Mixture""; ""Saturation""; ""Metric Interaction""; ""Time Line""; ""Summary""; ""Notes""; ""Chapter 8: Share the Story""; ""Presenting the Financials""; ""Telling the Story and Adding Up the Numbers""; ""Preparing for the Meetings""; ""Summary""; ""Notes""; ""Chapter 9: Conclusion""; ""Human Capital Analytics""; ""Alignment""; ""The Measurement Plan""; ""It's All about the Data""; ""What Dashboards Are Telling You: Descriptive Statistics and Correlations""; ""Causation: What Really Drives Performance""; ""Beyond ROI to Optimization""; ""The Ultimate Goal"" 327 $a""What Others Think about the Future of Analytics"" 330 $aAn insightful look at the implementation of advanced analytics on human capital Human capital analytics, also known as human resources analytics or talent analytics, is the application of sophisticated data mining and business analytics techniques to human resources data. Human Capital Analytics provides an in-depth look at the science of human capital analytics, giving practical examples from case studies of companies applying analytics to their people decisions and providing a framework for using predictive analytics to optimize human capital investments. Written by Gene Pease, Boyce Byerly, 410 0$aWiley and SAS business series. 606 $aHuman capital 606 $aPersonnel management 615 0$aHuman capital. 615 0$aPersonnel management. 676 $a658.3 676 $a658.301 700 $aPease$b Gene$f1950-$01607503 701 $aByerly$b Boyce$f1962-$01715366 701 $aFitz-enz$b Jac$0115314 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910830279203321 996 $aHuman capital analytics$94109937 997 $aUNINA LEADER 03117nam 2200673Ia 450 001 9910667562703321 005 20200520144314.0 010 $a9781604915280 010 $a1604915285 010 $a9781604917390 010 $a1604917393 035 $a(CKB)111035898511902 035 $a(EBL)3007549 035 $a(SSID)ssj0000079755 035 $a(PQKBManifestationID)11110692 035 $a(PQKBTitleCode)TC0000079755 035 $a(PQKBWorkID)10097168 035 $a(PQKB)11733550 035 $a(Au-PeEL)EBL3007549 035 $a(CaPaEBR)ebr10185361 035 $a(OCoLC)923617990 035 $a(CaSebORM)9781604917390 035 $a(MiAaPQ)EBC3007549 035 $a(OCoLC)1050953526 035 $a(OCoLC)on1050953526 035 $a(EXLCZ)99111035898511902 100 $a19970625d1997 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 00$aShould 360-degree feedback be used only for developmental purposes? /$fDavid W. Bracken ... [et al.] ; with a preface by George P. Hollenbeck 205 $a1st edition 210 $aGreensboro, N.C. $cCenter for Creative Leadership$d1997 215 $a1 online resource (50 p.) 225 1 $aCCL ;$vno. 335 300 $aDescription based upon print version of record. 311 08$a9781882197316 311 08$a1882197313 320 $aIncludes bibliographical references. 327 $a""Table of Contents""; ""Foreword""; ""Preface""; ""Development Only""; ""When the Purpose of Using Multi-rater Feedback Is Behavior Change""; ""Some Faulty Assumptions That Support Using Multi-rater Feedback for Performance Appraisal""; ""Development Plus""; ""Maximizing the Uses of Multi-rater Feedback""; ""Fitting Multi-rater Feedback into Organizational Strategy""; ""On Choosing Sides: Seeing the Good in Both"" 330 $aAlong with the growing use of 360-degree feedback in organizations today, there is much disagreement over how it should be employed: strictly to help the manager develop or also to help those who work with the manager decide such issues as pay and promotion? This publication features the insights of a group of experienced professionals on both sides of the issue. To set the stage, George P. Hollenbeck, a management psychologist and adjunct faculty member at Boston University's Graduate School of Management, discusses the popularity of 360-degree feedback today. 517 3 $aShould three hundred and sixty-degree feedback be used only for developmental purposes? 606 $a360-degree feedback (Rating of employees) 606 $aEmployees$xRating of 615 0$a360-degree feedback (Rating of employees) 615 0$aEmployees$xRating of. 676 $a658.3/125 700 $aBracken$b David$0975880 701 $aBracken$b David$0975880 712 02$aCenter for Creative Leadership. 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910667562703321 996 $aShould 360-degree feedback be used only for developmental purposes$92222280 997 $aUNINA LEADER 03836nam 22006855 450 001 9910672444903321 005 20251008150432.0 010 $a9783031215377 010 $a3031215370 024 7 $a10.1007/978-3-031-21537-7 035 $a(MiAaPQ)EBC7203253 035 $a(Au-PeEL)EBL7203253 035 $a(CKB)26154787600041 035 $a(DE-He213)978-3-031-21537-7 035 $a(EXLCZ)9926154787600041 100 $a20230216d2023 u| 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aRethinking Modernity $ePostcolonialism and the Sociological Imagination /$fby Gurminder K. Bhambra 205 $a2nd ed. 2023. 210 1$aCham :$cSpringer International Publishing :$cImprint: Palgrave Macmillan,$d2023. 215 $a1 online resource (288 pages) 311 08$aPrint version: Bhambra, Gurminder K. Rethinking Modernity Cham : Springer International Publishing AG,c2007 9783031215360 320 $aIncludes bibliographical references and index. 327 $aIntroduction: Postcolonialism, Sociology, and the Politics of Knowledge Production -- Part 1: Sociology and its Historiography -- Chapter 1: Modernity, Colonialism, and the Postcolonial Critique -- Chapter 2: European Modernity and the Sociological Imagination -- Chapter 3: From Modernization to Multiple Modernities: Eurocentrism Redux -- Part 2: Deconstructing Eurocentrism: Connected Histories -- Chapter 4: Myths of European Cultural Integrity ? The Renaissance -- Chapter 5: Myths of the Modern Nation-State ? The French Revolution -- Chapter 6: Myths of Industrial Capitalism ? The Industrial Revolution -- Conclusion: Sociology and Social Theory after Postcolonialism ? Towards a Connected Historiography. 330 $aThe second edition of this influential book addresses how the experiences and claims of non-European ?others? have been rendered invisible to the standard narratives and analytical frameworks of sociological understandings of modernity. In challenging the dominant, Euro-centred accounts of the emergence and development of modernity, Bhambra puts forward an argument for ?connected histories? in the reconstruction of historical sociology at a global level. This updated version of the original, published in 2007, adds a new preface which explores key themes that Bhambra has further developed over the intervening years: specifically, how the rethinking of modernity enables us to reconstruct sociology and a call for a 'reparatory sociology' committed to the repair of the social sciences and the securing of global justice. Gurminder K. Bhambra is Professor of Postcolonial and Decolonial Studies in the School of Global Studies, University of Sussex, UK. 606 $aSocial sciences$xPhilosophy 606 $aSocial history 606 $aCivilization$xHistory 606 $aCulture$xStudy and teaching 606 $aHistoriography 606 $aHistory$xMethodology 606 $aSocial Theory 606 $aSocial History 606 $aCultural History 606 $aCultural Studies 606 $aHistoriography and Method 615 0$aSocial sciences$xPhilosophy. 615 0$aSocial history. 615 0$aCivilization$xHistory. 615 0$aCulture$xStudy and teaching. 615 0$aHistoriography. 615 0$aHistory$xMethodology. 615 14$aSocial Theory. 615 24$aSocial History. 615 24$aCultural History. 615 24$aCultural Studies. 615 24$aHistoriography and Method. 676 $a909.82 700 $aBhambra$b Gurminder K.$0803445 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910672444903321 996 $aRethinking Modernity$93044765 997 $aUNINA