LEADER 04018nam 2200601Ia 450 001 9910780265303321 005 20230617014218.0 010 $a1-283-58881-1 010 $a9786613901262 010 $a1-60994-183-7 035 $a(CKB)111086906322658 035 $a(EBL)838062 035 $a(OCoLC)773565331 035 $a(SSID)ssj0000380441 035 $a(PQKBManifestationID)12153680 035 $a(PQKBTitleCode)TC0000380441 035 $a(PQKBWorkID)10373422 035 $a(PQKB)10430508 035 $a(MiAaPQ)EBC838062 035 $a(EXLCZ)99111086906322658 100 $a20020618d2003 uy 0 101 0 $aeng 135 $aurcn|nnn||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aHuman resource management in the knowledge economy$b[electronic resource] $enew challenges, new roles, new capabilities /$fMark L. Lengnick-Hall, Cynthia A. Lengnick-Hall 205 $aFirst edition. 210 $aSan Francisco, CA $cBerrett-Koehler$dc2003 215 $a1 online resource (221 pages) 300 $aBibliographic Level Mode of Issuance: Monograph 311 $a1-57675-159-7 320 $aIncludes bibliographical references and index. 327 $aChapter 1. A New Imperative for Human Resource Management -- Chapter 2. Human Resource Management in the Knowledge Economy -- Chapter 3. Human Capital Steward; What is Human Capital? -- Chapter 4. Knowledge Facilitator -- Chapter 5. Relationship Builder -- Chapter 6. Rapid Deployment Specialist -- Chapter 7. New Roles, New Solutions. 330 $aOffers a fundamentally new conceptual model for the human resource function to meet the challenges of the knowledge economy Provides concrete suggestions for implementing this model, including numerous examples of effective practices from leading-edge firms Synthesizes current thinking on knowledge management and intellectual capital and identifies how human resource management can make a value-added contribution As more organizations recognize the importance of intellectual capital and knowledge management to competitive success, you would expect human resources (HR) to move to the forefront of organizational leadership. Yet, to the contrary, HR continues to be criticized for its operational and bureaucratic focus and its inability to keep up with changes in the environment. Human Resource Management in the Knowledge Economy examines how human resource management must change if it is to remain a vital part of the organization. The Lengnick-Halls show how HR departments can move beyond a simple operational focus on attracting, selecting, developing, retaining, and using employees to a more strategic focus on managing human capital and managing knowledge. The book identifies the most important features of the knowledge economy and details four new roles HR must adopt in order to help organizations succeed in this new environment: human capital steward, knowledge facilitator, relationship builder, and rapid deployment specialist. Each of these roles is defined and described in detail using examples from leading-edge businesses. Human Resource Management in the Knowledge Economy describes how human resource management has evolved and continues to evolve to meet the increasing demands of organizations for sources of competitive advantage. 606 $aPersonnel management 606 $aKnowledge management 606 $aPersonnel management$zUnited States 606 $aKnowledge management$zUnited States 615 0$aPersonnel management. 615 0$aKnowledge management. 615 0$aPersonnel management 615 0$aKnowledge management 676 $a658.3 700 $aLengnick-Hall$b Mark L$01467247 701 $aLengnick-Hall$b Cynthia A$01467248 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910780265303321 996 $aHuman resource management in the knowledge economy$93677828 997 $aUNINA