Human investment management : raise the level by capitalising human / Prabhakaran Paleri.
Paleri, P., author.
2018
HD4904
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Title Human investment management : raise the level by capitalising human / Prabhakaran Paleri.
Author Paleri, P., author.
ISBN 9789811060243 (electronic book)
981106024X (electronic book)
9789811060229
9811060223
DOI https://doi.org/10.1007/978-981-10-6024-3
Published Singapore : Springer, [2018]
Language English
Description 1 online resource.
Item Number 10.1007/978-981-10-6024-3 doi
Call Number HD4904
Dewey Decimal Classification 658.3
Summary This book presents a thought-provoking case for looking at human resource management from an entirely different perspective. In the modern world, organizations have to optimally manage resources to achieve the best results, and the best way to do this is to identify humans as instruments of investment and not as resources. Humans use resources in an activity. Managing people, as a subject, was first studied as part of personnel management, and became known as human resource management (HRM) in the early 80s. However, the basic principles remained largely unchanged. The book argues that it is time that HRM is replaced by human investment management (HIM), where the entire approach of employee management in an organization shifts gears to human investment in activities. In this approach no human is considered bad in relation to an organization, if selected appropriately, and trained well. Everyone is productive, though the returns may differ. Humans can be invested in areas where they are best or can be trained to be the best according to various factors. Unlike any other investment instruments, humans' value can be continuously upgraded for higher returns. Thus the core of HIM is to maximize the return from each employee as an individual or as a member of the group with minimum expenditure and effort in him or her. HIM can therefore reengineer and replace HRM slowly and steadily at the desired pace where maximum attention is paid to employee investment for improved results. This is unlike HRM, which primarily focuses on employee relations. Turning around HRM to HIM will be the first step in inclusively aligning strategic human resource management with the overall human management. As such, HIM should be seen as a process by which the asset or capital value of individual humans can be increased by turning them into capital humans, an entirely different outlook from the oft-used term human capital.
Bibliography, etc. Note Includes bibliographical references and index.
Access Note Access limited to authorized users.
Digital File Characteristics text file PDF
Source of Description Online resource; title from PDF title page (viewed Sept. 13, 2017).
Vendor-supplied metadata.
Available in Other Form Human investment management.
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Preface; Acknowledgements; Contents; Abbreviations; Chapter 1: Rethinking Humans in Management Perspective; 1.1 Introduction; 1.2 Principle of Humanity and the Human; 1.3 Clarity of Perception; 1.4 Management and Governance: Any Difference?; 1.5 Managing Individual Human and Human System; 1.5.1 History of Human Management; 1.5.1.1 Earliest Period: The Code of Hammurabi; 1.5.1.2 Evolving Times; 1.5.1.3 More on the Switchover; 1.5.1.4 Strategic Human Resource Management; 1.5.1.5 Corporate Governance and Human Management; 1.5.1.6 Corporate Social Responsibility

1.5.1.7 Why Corporate Environmental Responsibility?1.6 Rethinking Human Activity; 1.7 Summation; 1.7.1 Humans and Organisational Mandates; 1.7.2 Timeline: Human Management; References; Chapter 2: Understanding Human; 2.1 Introduction; 2.2 Fallacy of Thinking About Human; 2.2.1 Via Negativa and Neti, Neti; 2.2.2 Nihilistic Approach; 2.2.3 Sophocles to the Layperson: Breath and Shadow, Nothing More; 2.3 Human Thinking and Performance Factors; 2.4 Braintrust: Neural Science to the Rescue; 2.5 Mind and the Brain: Phantom Frontier Misgivings; 2.6 Individual Human; 2.7 Individual, Group and Crowd

2.8 Maslow and Human Performance2.8.1 Validating Maslow; 2.8.2 Is There Something Called Self-Actualisation?; 2.9 Self-Deception and Humans; 2.10 Denial to Acceptance: Modelling the Anguished; 2.11 Palaeo Connection; 2.12 In the End: What People Want?; 2.13 Summation; References; Chapter 3: Active Human to Maximum Human; 3.1 Introduction; 3.2 Life Systems Are Active; 3.3 Studying the Intricacies of Human Activities; 3.4 Observing Active Human; 3.5 Phases in Human Life; 3.6 Human Activity Pyramid; 3.7 Able Human and Maximum Human; 3.8 Communication and Activity: Designing Maximum Human

3.9 Rationales for Employment3.10 Activities and the Employed; 3.11 Summation; References; Chapter 4: Organised Human; 4.1 Introduction; 4.2 Human Society; 4.2.1 Human Organisation; 4.2.1.1 Organisational Life Span; 4.2.1.2 Organisational Structure; 4.2.1.3 Hierarchy-Community Phenotype Model; 4.2.1.4 Characterising Human Organisations; 4.2.1.5 Organisational Dissonances and Overtones; 4.3 Summation; References; Chapter 5: Performing Human; 5.1 Introduction; 5.2 Defining Potentials; 5.3 Defining Conditions; 5.4 Defining Skills; 5.5 Meeting the Triad: Potentials, Conditions and Skills

5.6 Skills and Application of Knowledge Base5.6.1 Conceptual Skill (#1); 5.6.2 Technical Skill (#2); 5.6.3 Managerial Skill (#3); 5.6.4 Governance Skill (#4); 5.6.5 Leadership Skill (#5); 5.6.6 Presenting Principal Skills ; 5.7 At the End: Is There a Non-performing Human?; 5.8 High-Performance and Capitalising Human; 5.9 Kaizen and Capitalising Human; 5.10 Summation; References; Chapter 6: Capital Human; 6.1 Introduction; 6.2 About Resources and Humans; 6.3 Arriving at Capital Human Through Human Capital; 6.4 Understanding Capital; 6.4.1 Capital and Human Capital

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