Linda Holbeche – författare

What difference can the aspiring HR strategist really make to business value?

In the new and extensively updated edition of her ground-breaking book, Linda Holbeche answers this question and provides the tools and insights to help HR managers and directors add value to the organization by implementing effective HR initiatives that are aligned to core business strategies.

This edition includes new chapters, fresh case questions, specific sector ‘twists’ like healthcare, the university sector, travel and tourism, alongside a greater mix of international case studies. Taking a more analytical approach than previous works, Holbeche discusses and explores a number of contemporary academic debates.

Learn how you can strengthen and prove the relationship between people strategy and business success through your approach to performance and development and impress at the highest levels with this new edition of an HR classic.

What difference can the aspiring HR strategist really make to business value?

In the new and extensively updated edition of her ground-breaking book, Linda Holbeche answers this question and provides the tools and insights to help HR managers and directors add value to the organization by implementing effective HR initiatives that are aligned to core business strategies.

This edition includes new chapters, fresh case questions, specific sector ‘twists’ like healthcare, the university sector, travel and tourism, alongside a greater mix of international case studies. Taking a more analytical approach than previous works, Holbeche discusses and explores a number of contemporary academic debates.

Learn how you can strengthen and prove the relationship between people strategy and business success through your approach to performance and development and impress at the highest levels with this new edition of an HR classic.

For managers and business leaders who want to enhance performance, this easy-to-use guide to employee management offers real solutions for getting workers engaged and increasing productivity. It explains what employee engagement is, why it matters, what the benefits of it are, what helps and hinders it, how to measure it, how to put theory into action when trying to create it. As an added benefit, it offers plenty of advice on how managers can keep themselves engaged, even during the toughest of times.

For managers and business leaders who want to enhance performance, this easy-to-use guide to employee management offers real solutions for getting workers engaged and increasing productivity. It explains what employee engagement is, why it matters, what the benefits of it are, what helps and hinders it, how to measure it, how to put theory into action when trying to create it. As an added benefit, it offers plenty of advice on how managers can keep themselves engaged, even during the toughest of times.

Change is now so commonplace that people no longer talk in terms of the "whitewater epoch". Every sector of the economies of the developed world has experienced huge swathes of change in the last decade of the twentieth century alone. Increased global competition, aided and abetted by technological advances, has led many organizations to seek to re-invent themselves in the hope of being able to survive and thrive. In mature sectors in particular, where the pace of consolidation is accelerating, organizations have had little option but to grow through acquisition or be absorbed. Whether the change is labelled "continuous process improvement", "restructuring", "downsizing" or re-engineering", to employees, change usually brings with it added pressures, job insecurity and a consequent loss of commitment to the organization.Understanding Change: theory, implementation and success argues that strategic change in the new millennium will be geared increasingly to achieving sustainable high performance, rather than just short-term gains. Most theorists now agree that the real challenge of change lies in gaining employees" willingness to commit to the change effort. Change leaders at every level need to be able to understand the elements at work in any change process, and to use judgement about the style of leadership required to give the change effort the best chance of success. Understanding Change: theory, implementation and success provides an overview of change and organizational theory, leading in particular to the author"s definition of the "input" elements of the high performance organisation, based on extensive research into UK and international organisations. It also contains a section looking at the management of change, with case studies illustrating approaches to managing change which are conducive to achieving sustainable high performance. In her companion book, The High Performance Organization- creating dynamic stability, the author explores some of the "how to"s" of building an organizational culture which is supportive of high performance in today"s challenging environment.

Change is now so commonplace that people no longer talk in terms of the "whitewater epoch". Every sector of the economies of the developed world has experienced huge swathes of change in the last decade of the twentieth century alone. Increased global competition, aided and abetted by technological advances, has led many organizations to seek to re-invent themselves in the hope of being able to survive and thrive. In mature sectors in particular, where the pace of consolidation is accelerating, organizations have had little option but to grow through acquisition or be absorbed. Whether the change is labelled "continuous process improvement", "restructuring", "downsizing" or re-engineering", to employees, change usually brings with it added pressures, job insecurity and a consequent loss of commitment to the organization.Understanding Change: theory, implementation and success argues that strategic change in the new millennium will be geared increasingly to achieving sustainable high performance, rather than just short-term gains. Most theorists now agree that the real challenge of change lies in gaining employees" willingness to commit to the change effort. Change leaders at every level need to be able to understand the elements at work in any change process, and to use judgement about the style of leadership required to give the change effort the best chance of success. Understanding Change: theory, implementation and success provides an overview of change and organizational theory, leading in particular to the author"s definition of the "input" elements of the high performance organisation, based on extensive research into UK and international organisations. It also contains a section looking at the management of change, with case studies illustrating approaches to managing change which are conducive to achieving sustainable high performance. In her companion book, The High Performance Organization- creating dynamic stability, the author explores some of the "how to"s" of building an organizational culture which is supportive of high performance in today"s challenging environment.

Increased global competition, aided and abetted by technology, has meant that organizations in every sector are having to compete on the basis of speed, cost, quality, innovation, flexibility and customer-responsiveness. If organizations wish to be able to compete successfully in the global marketplace, they need to develop innovative products and services quickly and cost-effectively. The High Performance Organization provides invaluable information and practical tools for people engaged in leading organizational change efforts as an executive, line manager, HR practitioner or change agent.This practical text is grounded in organizational reality as well as having a sound theoretical setting. Illustrative case studies have been drawn from consultancy practice and a wide range of current research.

Increased global competition, aided and abetted by technology, has meant that organizations in every sector are having to compete on the basis of speed, cost, quality, innovation, flexibility and customer-responsiveness. If organizations wish to be able to compete successfully in the global marketplace, they need to develop innovative products and services quickly and cost-effectively. The High Performance Organization provides invaluable information and practical tools for people engaged in leading organizational change efforts as an executive, line manager, HR practitioner or change agent.This practical text is grounded in organizational reality as well as having a sound theoretical setting. Illustrative case studies have been drawn from consultancy practice and a wide range of current research.

Shortlisted for the prestigious Management Consultancies Association (MCA) best management book of the year, 1997. Motivating People in Lean Organizations is the essential guide for managers who need to motivate employees and promote new forms of career development. In organizations that have been delayered, career progression is often stunted. The best talent may jump ship at a time when they''re most needed, leaving less capable employees to fill the space.This book focuses on: implementation of motivational strategies, appropriate internal communications, new career development structures, reward and recognition of achievement.Motivating People in Lean Organizations is idea for HR/training managers and directors. Line managers, team leaders and internal communications managers will also find this of great benefit.Linda Holbeche is Director of Research at Roffey Park Management Institute. She has been studying career development in organizations with flatter structures for several years and is the author of Career Development: The impact of flatter structures on careers.

Shortlisted for the prestigious Management Consultancies Association (MCA) best management book of the year, 1997. Motivating People in Lean Organizations is the essential guide for managers who need to motivate employees and promote new forms of career development. In organizations that have been delayered, career progression is often stunted. The best talent may jump ship at a time when they''re most needed, leaving less capable employees to fill the space.This book focuses on: implementation of motivational strategies, appropriate internal communications, new career development structures, reward and recognition of achievement.Motivating People in Lean Organizations is idea for HR/training managers and directors. Line managers, team leaders and internal communications managers will also find this of great benefit.Linda Holbeche is Director of Research at Roffey Park Management Institute. She has been studying career development in organizations with flatter structures for several years and is the author of Career Development: The impact of flatter structures on careers.

What is HR leadership and what difference can it make to business success? Who is demonstrating HR leadership now and what might HR leadership look like in the future? How can aspiring HR leaders gain the skills, behaviours and credibility to navigate new and complex career structures and move up the career ladder?These are just some of the questions addressed by Linda Holbeche in her latest book.

HR leadership is a rapidly evolving concept. It is as much a mindset, philosophy and set of capabilities as a role. HR Leadership draws on the personal experiences of some of today’s most talented HR professionals who, through their leadership, are making a real difference to their organisations, no matter what industry they work in. Holbeche looks at the experiences which shaped them and the values and priorities which drive them.

The book contains:• Revealing interviews with Senior HR leaders from Google, McDonald’s, the UK’s National Policing Improvement Agency and other major organisations, offering insights into their own career development• An overview of the capabilities needed for success as an HR leader and suggestions about how to develop these• Practical illustrations from leading companies, demonstrate how effective HR leaders play a driving role in building healthy and effective organisations to offer competitive edge

HR Leadership illustrates to business managers what effective HR looks like at its best. Its well-informed and practical advice make this book a must-read for anyone wanting to develop their career as an HR leader.

What is HR leadership and what difference can it make to business success? Who is demonstrating HR leadership now and what might HR leadership look like in the future? How can aspiring HR leaders gain the skills, behaviours and credibility to navigate new and complex career structures and move up the career ladder?These are just some of the questions addressed by Linda Holbeche in her latest book.

HR leadership is a rapidly evolving concept. It is as much a mindset, philosophy and set of capabilities as a role. HR Leadership draws on the personal experiences of some of today’s most talented HR professionals who, through their leadership, are making a real difference to their organisations, no matter what industry they work in. Holbeche looks at the experiences which shaped them and the values and priorities which drive them.

The book contains:• Revealing interviews with Senior HR leaders from Google, McDonald’s, the UK’s National Policing Improvement Agency and other major organisations, offering insights into their own career development• An overview of the capabilities needed for success as an HR leader and suggestions about how to develop these• Practical illustrations from leading companies, demonstrate how effective HR leaders play a driving role in building healthy and effective organisations to offer competitive edge

HR Leadership illustrates to business managers what effective HR looks like at its best. Its well-informed and practical advice make this book a must-read for anyone wanting to develop their career as an HR leader.

In this book Linda Holbeche offers an historical narrative on the changing landscape of work since the 1980s and considers how definitions of organizational effectiveness have changed over time. She considers the characteristics and effects of the neo-liberal work culture of new capitalism, and how HRM practices have contributed to shaping this work culture.

Influencing Organizational Effectiveness challenges mainstream thinking around business strategy, change and organizational effectiveness, and about the roles of HRM and management. While the overall tone of the book is critical, Holbeche argues that HRM can play an active role in giving voice to employees and advancing organizational effectiveness.

Grounded in research, this book includes reflective questions, case studies and helpful guidelines to support HRM and organizational development professionals and master''s-level students. It illustrates what ‘better’ might look like and how HRM can contribute to a new definition of effectiveness which is aligned to the needs of modern organizations.

In this book Linda Holbeche offers an historical narrative on the changing landscape of work since the 1980s and considers how definitions of organizational effectiveness have changed over time. She considers the characteristics and effects of the neo-liberal work culture of new capitalism, and how HRM practices have contributed to shaping this work culture.

Influencing Organizational Effectiveness challenges mainstream thinking around business strategy, change and organizational effectiveness, and about the roles of HRM and management. While the overall tone of the book is critical, Holbeche argues that HRM can play an active role in giving voice to employees and advancing organizational effectiveness.

Grounded in research, this book includes reflective questions, case studies and helpful guidelines to support HRM and organizational development professionals and master''s-level students. It illustrates what ‘better’ might look like and how HRM can contribute to a new definition of effectiveness which is aligned to the needs of modern organizations.