Info
- Utilizzare la checkbox di selezione a fianco di ciascun documento per attivare le funzionalità di stampa, invio email, download nei formati disponibili del (i) record.
Outsourcing [[electronic resource] ] : the definitive view, applications and implications / / Nicholas C. Burkholder
| Outsourcing [[electronic resource] ] : the definitive view, applications and implications / / Nicholas C. Burkholder |
| Autore | Burkholder Nicholas C |
| Pubbl/distr/stampa | Hoboken, N.J., : Wiley, c2006 |
| Descrizione fisica | 1 online resource (290 p.) |
| Disciplina |
658.4058
658.723 |
| Soggetto topico | Contracting out |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-119-20120-9
1-280-44857-1 9786610448579 0-471-75847-7 |
| Classificazione | 85.10 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
OUT SOURCING: THE DEFINITIVE VIEW, APPLICATIONS, AND IMPLICATIONS; Contents; Introduction; Chapter 1: What Is Outsourcing?; Case Study: The Federal Government-An Outsourcing Organization; Even the Government Makes Mistakes: What Happens When Outsourcing Is Not the Answer?; Chapter 2: Who Is Outsourcing?; Everyone Is Doing It: An Overview of the Companies That Outsource; How Outsourcing Increases Profit; Combining Existing Technologies and Outsourcing to Produce New Products; Is Outsourcing Right for Your Company?; Chapter 3: Imperatives; Focusing on Objectives, Not Strategy
Improving Performance MetricsApproaching All Resourcing Decisions Holistically; Human Resources' Responsibility for Human Capital Aspects of Outsourcing; Performance-Based Resourcing Decisions; Chapter 4: How Do I Begin Outsourcing?; Why Management, Management, and More Management Are the Keys to a Successful Outsourcing Partnership; Chapter 5: Vertical Integration and Outsourcing Considerations in the Health-Care Sector; Transaction Cost Analysis; The Capabilities Approach; Summary; Outsourcing Trends; Industry Trends; Special Considerations; Food Service; Radiology; Conclusion Chapter 6: From the Experts: Life After Outsourcing-A Sourcing Management Model ( Outsourcing Is Really Sourcing)The Sourcing Management Model; Using the Model; Outsourcing Strategy; Outsourcing Governance; Supply Management; Sourcing Program Management; Sourcing Operations Management; Outsourcing Demand Management; Benefits of the Sourcing Management Model; Key Points to Remember; Chapter 7: More from the Experts; Next-Generation Outsourcing-A Transformational Path to Business Value; The On-Demand Enterprise; Making a Business Case for On Demand Transformational Outsourcing: Critical Success FactorsFinal Thoughts; About IBM Global Services; Outsourcing the Mail Process; Marrying First Class Mail and Technology; The Value of Mail; Data Quality: The Need for Continuous Improvement; Personalization, Color, and Results; Efficient Processes; Making It Work; HRO Strategy: Stay Shallow or Go Deep?; The Deep HRO Methodology; The Financial Executive's Perspective on HRO; Using Reverse Requests for Proposals to Build Stronger Outsourcing Relationships; Reasons to Outsource All or Parts of Your Campus Recruiting Effort Components of Campus Recruiting that Can Be Outsourced EfficientlyTheoretical Overview; Strategic Outsourcing in Practice; Conclusions; References; Economic Literature; Management Literature; Strategy Literature; Business Cases; Conclusion; References; JP Morgan Chase Research; Conclusion; Glossary of Outsourcing Terms; Outsourcing Companies and Services; Index |
| Record Nr. | UNINA-9910143559803321 |
Burkholder Nicholas C
|
||
| Hoboken, N.J., : Wiley, c2006 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Outsourcing [[electronic resource] ] : the definitive view, applications and implications / / Nicholas C. Burkholder
| Outsourcing [[electronic resource] ] : the definitive view, applications and implications / / Nicholas C. Burkholder |
| Autore | Burkholder Nicholas C |
| Pubbl/distr/stampa | Hoboken, N.J., : Wiley, c2006 |
| Descrizione fisica | 1 online resource (290 p.) |
| Disciplina |
658.4058
658.723 |
| Soggetto topico | Contracting out |
| ISBN |
1-119-20120-9
1-280-44857-1 9786610448579 0-471-75847-7 |
| Classificazione | 85.10 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
OUT SOURCING: THE DEFINITIVE VIEW, APPLICATIONS, AND IMPLICATIONS; Contents; Introduction; Chapter 1: What Is Outsourcing?; Case Study: The Federal Government-An Outsourcing Organization; Even the Government Makes Mistakes: What Happens When Outsourcing Is Not the Answer?; Chapter 2: Who Is Outsourcing?; Everyone Is Doing It: An Overview of the Companies That Outsource; How Outsourcing Increases Profit; Combining Existing Technologies and Outsourcing to Produce New Products; Is Outsourcing Right for Your Company?; Chapter 3: Imperatives; Focusing on Objectives, Not Strategy
Improving Performance MetricsApproaching All Resourcing Decisions Holistically; Human Resources' Responsibility for Human Capital Aspects of Outsourcing; Performance-Based Resourcing Decisions; Chapter 4: How Do I Begin Outsourcing?; Why Management, Management, and More Management Are the Keys to a Successful Outsourcing Partnership; Chapter 5: Vertical Integration and Outsourcing Considerations in the Health-Care Sector; Transaction Cost Analysis; The Capabilities Approach; Summary; Outsourcing Trends; Industry Trends; Special Considerations; Food Service; Radiology; Conclusion Chapter 6: From the Experts: Life After Outsourcing-A Sourcing Management Model ( Outsourcing Is Really Sourcing)The Sourcing Management Model; Using the Model; Outsourcing Strategy; Outsourcing Governance; Supply Management; Sourcing Program Management; Sourcing Operations Management; Outsourcing Demand Management; Benefits of the Sourcing Management Model; Key Points to Remember; Chapter 7: More from the Experts; Next-Generation Outsourcing-A Transformational Path to Business Value; The On-Demand Enterprise; Making a Business Case for On Demand Transformational Outsourcing: Critical Success FactorsFinal Thoughts; About IBM Global Services; Outsourcing the Mail Process; Marrying First Class Mail and Technology; The Value of Mail; Data Quality: The Need for Continuous Improvement; Personalization, Color, and Results; Efficient Processes; Making It Work; HRO Strategy: Stay Shallow or Go Deep?; The Deep HRO Methodology; The Financial Executive's Perspective on HRO; Using Reverse Requests for Proposals to Build Stronger Outsourcing Relationships; Reasons to Outsource All or Parts of Your Campus Recruiting Effort Components of Campus Recruiting that Can Be Outsourced EfficientlyTheoretical Overview; Strategic Outsourcing in Practice; Conclusions; References; Economic Literature; Management Literature; Strategy Literature; Business Cases; Conclusion; References; JP Morgan Chase Research; Conclusion; Glossary of Outsourcing Terms; Outsourcing Companies and Services; Index |
| Record Nr. | UNINA-9910831162103321 |
|
Burkholder Nicholas C
|
||
| Hoboken, N.J., : Wiley, c2006 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Outsourcing [[electronic resource] ] : the definitive view, applications and implications / / Nicholas C. Burkholder
| Outsourcing [[electronic resource] ] : the definitive view, applications and implications / / Nicholas C. Burkholder |
| Autore | Burkholder Nicholas C |
| Pubbl/distr/stampa | Hoboken, N.J., : Wiley, c2006 |
| Descrizione fisica | 1 online resource (290 p.) |
| Disciplina |
658.4058
658.723 |
| Soggetto topico | Contracting out |
| ISBN |
1-119-20120-9
1-280-44857-1 9786610448579 0-471-75847-7 |
| Classificazione | 85.10 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
OUT SOURCING: THE DEFINITIVE VIEW, APPLICATIONS, AND IMPLICATIONS; Contents; Introduction; Chapter 1: What Is Outsourcing?; Case Study: The Federal Government-An Outsourcing Organization; Even the Government Makes Mistakes: What Happens When Outsourcing Is Not the Answer?; Chapter 2: Who Is Outsourcing?; Everyone Is Doing It: An Overview of the Companies That Outsource; How Outsourcing Increases Profit; Combining Existing Technologies and Outsourcing to Produce New Products; Is Outsourcing Right for Your Company?; Chapter 3: Imperatives; Focusing on Objectives, Not Strategy
Improving Performance MetricsApproaching All Resourcing Decisions Holistically; Human Resources' Responsibility for Human Capital Aspects of Outsourcing; Performance-Based Resourcing Decisions; Chapter 4: How Do I Begin Outsourcing?; Why Management, Management, and More Management Are the Keys to a Successful Outsourcing Partnership; Chapter 5: Vertical Integration and Outsourcing Considerations in the Health-Care Sector; Transaction Cost Analysis; The Capabilities Approach; Summary; Outsourcing Trends; Industry Trends; Special Considerations; Food Service; Radiology; Conclusion Chapter 6: From the Experts: Life After Outsourcing-A Sourcing Management Model ( Outsourcing Is Really Sourcing)The Sourcing Management Model; Using the Model; Outsourcing Strategy; Outsourcing Governance; Supply Management; Sourcing Program Management; Sourcing Operations Management; Outsourcing Demand Management; Benefits of the Sourcing Management Model; Key Points to Remember; Chapter 7: More from the Experts; Next-Generation Outsourcing-A Transformational Path to Business Value; The On-Demand Enterprise; Making a Business Case for On Demand Transformational Outsourcing: Critical Success FactorsFinal Thoughts; About IBM Global Services; Outsourcing the Mail Process; Marrying First Class Mail and Technology; The Value of Mail; Data Quality: The Need for Continuous Improvement; Personalization, Color, and Results; Efficient Processes; Making It Work; HRO Strategy: Stay Shallow or Go Deep?; The Deep HRO Methodology; The Financial Executive's Perspective on HRO; Using Reverse Requests for Proposals to Build Stronger Outsourcing Relationships; Reasons to Outsource All or Parts of Your Campus Recruiting Effort Components of Campus Recruiting that Can Be Outsourced EfficientlyTheoretical Overview; Strategic Outsourcing in Practice; Conclusions; References; Economic Literature; Management Literature; Strategy Literature; Business Cases; Conclusion; References; JP Morgan Chase Research; Conclusion; Glossary of Outsourcing Terms; Outsourcing Companies and Services; Index |
| Record Nr. | UNINA-9910841345203321 |
|
Burkholder Nicholas C
|
||
| Hoboken, N.J., : Wiley, c2006 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Ultimate performance [[electronic resource] ] : measuring human resources at work / / Nicholas C. Burkholder ; with Scott Golas and Jeremy Shapiro
| Ultimate performance [[electronic resource] ] : measuring human resources at work / / Nicholas C. Burkholder ; with Scott Golas and Jeremy Shapiro |
| Autore | Burkholder Nicholas C |
| Edizione | [3rd ed.] |
| Pubbl/distr/stampa | Hoboken, N.J., : John Wiley & Sons, c2007 |
| Descrizione fisica | 1 online resource (290 p.) |
| Disciplina | 658.3125 |
| Soggetto topico |
Performance - Measurement
Organizational effectiveness - Measurement Employees - Rating of Performance standards Strategic planning - Evaluation |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-119-20162-4
1-280-90023-7 9786610900237 0-470-13055-5 |
| Classificazione | 85.62 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
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 Production
Human 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 Metrics Correlating 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 Metrics Development 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 Measure Certifications 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 Outsourcing |
| Record Nr. | UNINA-9910143416703321 |
|
Burkholder Nicholas C
|
||
| Hoboken, N.J., : John Wiley & Sons, c2007 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Ultimate performance [[electronic resource] ] : measuring human resources at work / / Nicholas C. Burkholder ; with Scott Golas and Jeremy Shapiro
| Ultimate performance [[electronic resource] ] : measuring human resources at work / / Nicholas C. Burkholder ; with Scott Golas and Jeremy Shapiro |
| Autore | Burkholder Nicholas C |
| Edizione | [3rd ed.] |
| Pubbl/distr/stampa | Hoboken, N.J., : John Wiley & Sons, c2007 |
| Descrizione fisica | 1 online resource (290 p.) |
| Disciplina | 658.3125 |
| Soggetto topico |
Performance - Measurement
Organizational effectiveness - Measurement Employees - Rating of Performance standards Strategic planning - Evaluation |
| ISBN |
1-119-20162-4
1-280-90023-7 9786610900237 0-470-13055-5 |
| Classificazione | 85.62 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
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 Production
Human 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 Metrics Correlating 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 Metrics Development 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 Measure Certifications 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 Outsourcing |
| Record Nr. | UNINA-9910830674303321 |
|
Burkholder Nicholas C
|
||
| Hoboken, N.J., : John Wiley & Sons, c2007 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Ultimate performance [[electronic resource] ] : measuring human resources at work / / Nicholas C. Burkholder ; with Scott Golas and Jeremy Shapiro
| Ultimate performance [[electronic resource] ] : measuring human resources at work / / Nicholas C. Burkholder ; with Scott Golas and Jeremy Shapiro |
| Autore | Burkholder Nicholas C |
| Edizione | [3rd ed.] |
| Pubbl/distr/stampa | Hoboken, N.J., : John Wiley & Sons, c2007 |
| Descrizione fisica | 1 online resource (290 p.) |
| Disciplina | 658.3125 |
| Soggetto topico |
Performance - Measurement
Organizational effectiveness - Measurement Employees - Rating of Performance standards Strategic planning - Evaluation |
| ISBN |
1-119-20162-4
1-280-90023-7 9786610900237 0-470-13055-5 |
| Classificazione | 85.62 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
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 Production
Human 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 Metrics Correlating 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 Metrics Development 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 Measure Certifications 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 Outsourcing |
| Record Nr. | UNINA-9910840981203321 |
|
Burkholder Nicholas C
|
||
| Hoboken, N.J., : John Wiley & Sons, c2007 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||