To begin with, the first book discussed and analyzed here is titled by John M Ivancevich, Robert Konopaske and Michael T Matteson. This book underlines the broad principles of human resource management or HRM in keeping with theories of competitive advantage as well as the perception and emotional discrepancies that operate within the workplace. This has been linked and studied in context of global phenomena like knowledge management, the changing role of the human resource element within the organization and many others. In this regards, it may be seen that the book is basically based on analyzing the emotional levels that an employee goes through in terms of balancing out his or her act within the workplace, personal life and social sphere as well.
This in turn, has various implications as far as motivational practices and employee handling within the organization is concerned. (Ivancevich et al, 2004)This book has helped in learning and analyzing the changing role of the human resource element within the organization of the modern day, in context of various phenomena that have taken over one’s social and personal space.
In this way, the book manages to reach the grassroots level at which the motivation for achieving competitive advantage, effective knowledge management as well as training and development activities are concerned. This has helped in creating a platform upon which the various phenomena that accompany the changing role of HR, may be presented and studied. In turn, there is a focus on the applications and concerns surrounding these phenomena within the operational structure of the organization. (Ivancevich et al, 2004)The strength of this book lies in its ability to link various global practices and phenomena with the grassroots level so as to put a finger on the very pulse of the operational sphere of motivation.
The basic weakness of this book however lies in its focus merely on the information sharing aspect more than anything else. It is not convincing that competitive advantage depends on information sharing aspects within the organization. (Ivancevich et al, 2004) The focus on role play is limited to personal perceptions of the authors and they are not expanded into full blown theories. This paper will pitch the changing role as summarized in this book against the phases discussed in the next book as full blown theories so as to come to a rationale for
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