Although any manager would recognize the importance of “networking” in finding, developing, and retaining employees, human resource management traditionally has focused on individuals. In this chapter, the authors point out that core HR processes such as recruitment and hiring, training and development, performance management, and retention all depend on networks. They consider the importance of weak ties in matching employees with jobs and “structural holes” in promoting creativity. They urge managers to make the shift from an atomized view to a network view of human resources--from focusing on the “trees” to understanding the “forest.” They show that networks can boost efficiency and productivity by facilitating information sharing, attracting talent, and strengthening employees’ commitment to the firm. But networks may also pose risks such as “lift-outs,” in which a departing employee takes other workers in his or her network. The authors explore how managers need to understand the impact of networks and how to “manage” them.
[LO 8.2] The Timberlake Corporation has an opportunity to sell its manufacturing facility to Carroll Corporation for $4,500,000. The property has a basis of ...
[LO 9.2] The Timberlake Corporation has an opportunity to sell its manufacturing facility to Carroll Corporation for $4,500,000. The property has a basis of ...
[LO 9.2] The Timberlake Corporation has an opportunity to sell its manufacturing facility to Carroll Corporation for $4,500,000. The property has a basis of ...
1934. Memorandum on the Native Tribes and Tribal Areas of Northern Rhodesia . Lusaka : Government Printer . Timberlake , Michael , ed . 1985.
Timberlake, L. (1987). Only one Earth. London: BBC Books: Earthscan. Tinker, I. (1987). Street foods: Testing assumptions about informal sector by women and ...
The Timberlake Corporation has an opportunity to sell its manufacturing facility to Carroll Corporation for $ 4,500,000 . The property has a basis of ...
Timberlake (1980, 1984) promulgated a behavioral-regulation analysis of learned performance that emphasizes the importance of behavioral.
190; Timberlake 1993, pp. 356–357). By increasing fiscal expenditures, President Carter may have successfully cornered the Fed into delaying tighter ...
( Timberlake , 1993 , p . 4 ) The same was true of the second Bank of the United States , which was chartered in 1816. However , under the leadership of ...
Schlinger, H. and Blakely, E. (1987). Function-altering effects of ... Timberlake, W. and Allison, J. (1974). Response deprivation: An empirical 48 HANDBOOK ...