Popular Human Resources Books

15+ [Hand Picked] Popular Books On Human Resources

Discover the list of some best books written on Human Resources by popular award winning authors. These book on topic Human Resources highly popular among the readers worldwide.

4.7/5

61 Hours by Lee Child

Jack Reacher is back. The countdown has begun. Get ready for the most exciting 61 hours of your life. #1 "New York Times" bestselling author Lee Child's latest thriller is a ticking time bomb of suspense that builds electric tension on every page. Sixty-one hours. Not a minute to spare. A tour bus crashes in a savage snowstorm and lands Jack Reacher in the middle of a dead Jack Reacher is back. The countdown has begun. Get ready for the most exciting 61 hours of your life. #1 "New York Times" bestselling author Lee Child's latest thriller is a ticking time bomb of suspense that builds electric tension on every page. Sixty-one hours. Not a minute to spare. A tour bus crashes in a savage snowstorm and lands Jack Reacher in the middle of a deadly confrontation. In nearby Bolton, South Dakota, one brave woman is standing up for justice in a small town threatened by sinister forces. If she's going to live long enough to testify, she'll need help. Because a killer is coming to Bolton, a coldly proficient assassin who never misses. Reacher's original plan was to keep on moving. But the next 61 hours will change everything. The secrets are deadlier and his enemies are stronger than he could have guessed--but so is the woman whose life he'll risk his own to save. In 61 Hours, Lee Child has written a showdown thriller with an explosive ending that readers will talk about for a long time to come.

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4.5/5

The Green Mile by Stephen King

When it first appeared, one volume per month, Stephen King's THE GREEN MILE was an unprecedented publishing triumph: all six volumes ended up on the New York Times bestseller lists—simultaneously—and delighted millions of fans the world over. Welcome to Cold Mountain Penitentiary, home to the Depression-worn men of E Block. Convicted killers all, each awaits his turn to wal When it first appeared, one volume per month, Stephen King's THE GREEN MILE was an unprecedented publishing triumph: all six volumes ended up on the New York Times bestseller lists—simultaneously—and delighted millions of fans the world over. Welcome to Cold Mountain Penitentiary, home to the Depression-worn men of E Block. Convicted killers all, each awaits his turn to walk the Green Mile, keeping a date with "Old Sparky," Cold Mountain's electric chair. Prison guard Paul Edgecombe has seen his share of oddities in his years working the Mile. But he's never seen anyone like John Coffey, a man with the body of a giant and the mind of a child, condemned for a crime terrifying in its violence and shocking in its depravity. In this place of ultimate retribution, Edgecombe is about to discover the terrible, wondrous truth about Coffey, a truth that will challenge his most cherished beliefes... and yours.

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4.6/5

Who: The A Method for Hiring by Geoff Smart , Randy Street

In this instant New York Times Bestseller, Geoff Smart and Randy Street provide a simple, practical, and effective solution to what The Economist calls "the single biggest problem in business today" unsuccessful hiring. The average hiring mistake costs a company $1.5 million or more a year and countless wasted hours. This statistic becomes even more startling when you cons In this instant New York Times Bestseller, Geoff Smart and Randy Street provide a simple, practical, and effective solution to what The Economist calls "the single biggest problem in business today" unsuccessful hiring. The average hiring mistake costs a company $1.5 million or more a year and countless wasted hours. This statistic becomes even more startling when you consider that the typical hiring success rate of managers is only 50 percent. The silver lining is that "who" problems are easily preventable. Based on more than 1,300 hours of interviews with more than 20 billionaires and 300 CEOs, Who presents Smart and Street's A Method for Hiring. Refined through the largest research study of its kind ever undertaken, the A Method stresses fundamental elements that anyone can implement-and it has a 90 percent success rate. Whether you're a member of a board of directors looking for a new CEO, the owner of a small business searching for the right people to make your company grow, or a parent in need of a new babysitter, it's all about Who. Inside you'll learn how to - avoid common "voodoo hiring" methods - define the outcomes you seek - generate a flow of A Players to your team-by implementing the #1 tactic used by successful businesspeople - ask the right interview questions to dramatically improve your ability to quickly distinguish an A Player from a B or C candidate - attract the person you want to hire, by emphasizing the points the candidate cares about most In business, you are who you hire. In Who, Geoff Smart and Randy Street offer simple, easy-to-follow steps that will put the right people in place for optimal success.

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3.6/5

HR from the Outside In: Six Competencies for the Future of Human Resources by Dave Ulrich , Jon Younger , Wayne Brockbank , Mike Ulrich

"This definitive work on HR competencies provides ideas and tools that help HR professionals develop their career and make their organization effective." --Edward E. Lawler III, Professor, University of Southern California "This book is a crucial blueprint of what it takes to succeed. A must have for every HR professional." --Lynda Gratton, Professor, London Business School "O "This definitive work on HR competencies provides ideas and tools that help HR professionals develop their career and make their organization effective." --Edward E. Lawler III, Professor, University of Southern California "This book is a crucial blueprint of what it takes to succeed. A must have for every HR professional." --Lynda Gratton, Professor, London Business School "One single concept changed the HR world forever: 'HR business partner'. Through consistent cycles of research and practical application, Dave and his team have produced and update the most comprehensive set of HR competencies ever." --Horacio Quiros, President, World Federation of People Management Associations "Packed with facts, evidence, and prescriptive advice. It is about being a business leader first, and an HR professional second." --Randy MacDonald, Senior Vice President, Human Resources, IBM Corporation "The concepts and competencies presented in this book provide HR leaders with new insights." --Gina Qiao, Senior Vice President, HR Lenovo "Powerful, relevant and timely! Defines "new HR" in a pragmatic way. This book is a must for leaders and HR folks who seek to create sustainable competitive advantage." --Satish Pradhan, Chief, Group Human Resources, Tata Sons Limited "You can't argue with the data! This book is a definitive and practical guide to learning the HR competencies for success." --John Lynch, Senior Vice President, HR, General Electric "A must read for any HR executive. This research-based competency model is particularly compelling because it is informed by the perspective of non-HR executives and stakeholders." --Sue Meisinger, Distinguished speaker and author, former CEO of SHRM "Read this book for a unique long-term perspective on where HR competencies have brought us and must take us in future." --John Boudreau, Professor, University of Southern California and Research Director, Center for Effective Organizations

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3.3/5

Linchpin: Are You Indispensable? by Seth Godin

"This is what the future of work (and the world) looks like. Actually, it's already happening around you." — Tony Hsieh, CEO, Zappos.com In bestsellers such as Purple Cow and Tribes, Seth Godin taught readers how to make remarkable products and spread powerful ideas. But this book is about you—your choices, your future, and your potential to make a huge difference in whatev "This is what the future of work (and the world) looks like. Actually, it's already happening around you." — Tony Hsieh, CEO, Zappos.com In bestsellers such as Purple Cow and Tribes, Seth Godin taught readers how to make remarkable products and spread powerful ideas. But this book is about you—your choices, your future, and your potential to make a huge difference in whatever field you choose. There used to be two teams in every workplace: management and labor. Now there's a third team: the linchpins. These people figure out what to do when there's no rule book. They delight and challenge their customers and peers. They love their work, pour their best selves into it, and turn each day into a kind of art. Linchpins are the essential building blocks of great organizations. They may not be famous but they're indispensable. And in today's world, they get the best jobs and the most freedom. As Godin writes, "Every day I meet people who have so much to give but have been bullied enough or frightened enough to hold it back. It's time to stop complying with the system and draw your own map. You have brilliance in you, your contribution is essential, and the art you create is precious. Only you can do it, and you must."

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4.9/5

Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead by Laszlo Bock

From the visionary head of Google's innovative People Operations comes a groundbreaking inquiry into the philosophy of work-and a blueprint for attracting the most spectacular talent to your business and ensuring that they succeed. "We spend more time working than doing anything else in life. It's not right that the experience of work should be so demotivating and dehumani From the visionary head of Google's innovative People Operations comes a groundbreaking inquiry into the philosophy of work-and a blueprint for attracting the most spectacular talent to your business and ensuring that they succeed. "We spend more time working than doing anything else in life. It's not right that the experience of work should be so demotivating and dehumanizing." So says Laszlo Bock, head of People Operations at the company that transformed how the world interacts with knowledge. This insight is the heart of WORK RULES!, a compelling and surprisingly playful manifesto that offers lessons including: Take away managers' power over employees Learn from your best employees-and your worst Hire only people who are smarter than you are, no matter how long it takes to find them Pay unfairly (it's more fair!) Don't trust your gut: Use data to predict and shape the future Default to open-be transparent and welcome feedback If you're comfortable with the amount of freedom you've given your employees, you haven't gone far enough. Drawing on the latest research in behavioral economics and a profound grasp of human psychology, WORK RULES! also provides teaching examples from a range of industries-including lauded companies that happen to be hideous places to work and little-known companies that achieve spectacular results by valuing and listening to their employees. Bock takes us inside one of history's most explosively successful businesses to reveal why Google is consistently rated one of the best places to work in the world, distilling 15 years of intensive worker R&D into principles that are easy to put into action, whether you're a team of one or a team of thousands. WORK RULES! shows how to strike a balance between creativity and structure, leading to success you can measure in quality of life as well as market share. Read it to build a better company from within rather than from above; read it to reawaken your joy in what you do.

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4.8/5

Human Resource Champions: The Next Agenda for Adding Value and Delivering Results by Dave Ulrich

The author argues that the roles of human resource professionals must be redefined to meet the competitive challenges organizations face today and into the future. He provides a framework that identifies four distinct roles of human resource professionals: strategic player, administrative expert, employee champion, and change agent. He includes many examples to demonstrate The author argues that the roles of human resource professionals must be redefined to meet the competitive challenges organizations face today and into the future. He provides a framework that identifies four distinct roles of human resource professionals: strategic player, administrative expert, employee champion, and change agent. He includes many examples to demonstrate that human resource professionals must operate in all four areas simultaneously in order to contribute fully. He urges a shift of these professionals' mentality from "what I do" to "what I deliver" and makes specific recommendations for how individuals in human resources can partner with line managers to make organizations more competitive.

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4.9/5

Human Resource Management by Gary Dessler

For human resource management courses, and other management-focused business courses. Human Resource Management is the classic HRM text that covers the current issues within HRM the best. The text provides students in human resource management courses with a complete, comprehensive review of essential personnel management concepts and techniques in a highly readable and un For human resource management courses, and other management-focused business courses. Human Resource Management is the classic HRM text that covers the current issues within HRM the best. The text provides students in human resource management courses with a complete, comprehensive review of essential personnel management concepts and techniques in a highly readable and understandable form. Considering the intensely competitive nature of business today, this text, the #1 HRM book in the market, focuses on practical applications that all managers can use to deal with their HR-related responsibilities, while being able to defend their plans and contributions in measurable terms.

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4.2/5

First, Break All the Rules: What the World's Greatest Managers Do Differently by Marcus Buckingham , Curt Coffman

Gallup presents the remarkable findings of its revolutionary study of more than 80,000 managers in First, Break All the Rules, revealing what the world’s greatest managers do differently. With vital performance and career lessons and ideas for how to apply them, it is a must-read for managers at every level.

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3.7/5

The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change by Stephen R. Covey , Jim Collins (Foreward, Contributor)

When Stephen Covey first released The Seven Habits of Highly Effective People, the book became an instant rage because people suddenly got up and took notice that their lives were headed off in the wrong direction; and more than that, they realized that there were so many simple things they could do in order to navigate their life correctly. This book was wonderful educati When Stephen Covey first released The Seven Habits of Highly Effective People, the book became an instant rage because people suddenly got up and took notice that their lives were headed off in the wrong direction; and more than that, they realized that there were so many simple things they could do in order to navigate their life correctly. This book was wonderful education for people, education in how to live life effectively and get closer to the ideal of being a ‘success’ in life. But not everyone understands Stephen Covey’s model fully well, or maybe there are some people who haven’t read it yet. This is definitely true because we still see so much failure all around us. Now, I am not saying that by using Covey’s model, or anyone else’s model for that matter, you can become a sure-shot success, but at least we should have seen many more successes around us already judging by the number of copies the book has sold! So, where is the shortcoming? There are two main problems here, and we are talking only about the people who have read the book already. The first problem is that most people are too lazy to implement the ideals of Stephen Covey in their lives. They consider his masterpiece of a book as a mere coffee-table book or a book that you use for light reading when you are traveling and then forget all about it. They do not realize that this book contains life-changing information. Or, they take the information and do not make the effort to actually utilize it so that it becomes knowledge for them. The second problem is that a lot of people have a myopic view of Covey’s ideals. These are people who are impressed by the book already. If you ask them what the seven habits are, they can rattle them off end to end, but then they miss the larger picture. They do not understand that Covey was trying to tell more than he wrote in words. There are hidden implications in this book, yes, and a lot of people have just failed to see through them. That is what we are trying to do. We are trying to show you how Covey’s book, or rather, his model, was a complete model in itself. There was nothing amiss about it. If you implement it, there should be no aspect of your life that should go untouched. The only thing is that you have to understand these ideals and try to implement them in your life. But, before we barge into that area, it is extremely important to understand what these ideals are. What was the model that was propounded by Stephen Covey in his mega-famous book? We shall begin by trying to understand his model first, and then interpret it in such a way that it pertains to every aspect of our life.

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3.9/5

Crucial Conversations: Tools for Talking When Stakes Are High by Kerry Patterson , Joseph Grenny , Ron McMillan , Al Switzler , Stephen R. Covey (Foreword)

Learn how to keep your cool and get the results you want when emotions flare. When stakes are high, opinions vary, and emotions run strong, you have three choices: Avoid a crucial conversation and suffer the consequences; handle the conversation badly and suffer the consequences; or read Crucial Conversations and discover how to communicate best when it matters most. Crucia Learn how to keep your cool and get the results you want when emotions flare. When stakes are high, opinions vary, and emotions run strong, you have three choices: Avoid a crucial conversation and suffer the consequences; handle the conversation badly and suffer the consequences; or read Crucial Conversations and discover how to communicate best when it matters most. Crucial Conversations gives you the tools you need to step up to life's most difficult and important conversations, say what's on your mind, and achieve the positive resolutions you want. You'll learn how to: Prepare for high-impact situations with a six-minute mastery technique Make it safe to talk about almost anything Be persuasive, not abrasive Keep listening when others blow up or clam up Turn crucial conversations into the action and results you want

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3.4/5

Quiet: The Power of Introverts in a World That Can't Stop Talking by Susan Cain

At least one-third of the people we know are introverts. They are the ones who prefer listening to speaking; who innovate and create but dislike self-promotion; who favor working on their own over working in teams. It is to introverts—Rosa Parks, Chopin, Dr. Seuss, Steve Wozniak—that we owe many of the great contributions to society. In Quiet, Susan Cain argues that we dram At least one-third of the people we know are introverts. They are the ones who prefer listening to speaking; who innovate and create but dislike self-promotion; who favor working on their own over working in teams. It is to introverts—Rosa Parks, Chopin, Dr. Seuss, Steve Wozniak—that we owe many of the great contributions to society. In Quiet, Susan Cain argues that we dramatically undervalue introverts and shows how much we lose in doing so. She charts the rise of the Extrovert Ideal throughout the twentieth century and explores how deeply it has come to permeate our culture. She also introduces us to successful introverts--from a witty, high-octane public speaker who recharges in solitude after his talks, to a record-breaking salesman who quietly taps into the power of questions. Passionately argued, superbly researched, and filled with indelible stories of real people, Quiet has the power to permanently change how we see introverts and, equally important, how they see themselves.

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4.4/5

Good to Great: Why Some Companies Make the Leap... and Others Don't by James C. Collins

To find the keys to greatness, Collins's 21-person research team read and coded 6,000 articles, generated more than 2,000 pages of interview transcripts and created 384 megabytes of computer data in a five-year project. The findings will surprise many readers and, quite frankly, upset others. The Challenge Built to Last, the defining management study of the nineties, showed To find the keys to greatness, Collins's 21-person research team read and coded 6,000 articles, generated more than 2,000 pages of interview transcripts and created 384 megabytes of computer data in a five-year project. The findings will surprise many readers and, quite frankly, upset others. The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

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4.7/5

Native Tongue by Carl Hiaasen

When the precious blue-tongued mango voles at the Amazing Kingdom of Thrills on North Key Largo are stolen by heartless, ruthless thugs, Joe Winder wants to uncover why, and find the voles. Joe is lately a PR man for the Amazing Kingdom theme park, but now that the voles are gone, Winder is dragged along in their wake through a series of weird and lethal events that begin When the precious blue-tongued mango voles at the Amazing Kingdom of Thrills on North Key Largo are stolen by heartless, ruthless thugs, Joe Winder wants to uncover why, and find the voles. Joe is lately a PR man for the Amazing Kingdom theme park, but now that the voles are gone, Winder is dragged along in their wake through a series of weird and lethal events that begin with the sleazy real-estate agent/villain Francis X. Kingsbury and can end only one way....

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3.5/5

The HR Scorecard: Linking People, Strategy, and Performance by Brian E. Becker , Mark A. Huselid , Dave Ulrich , David Horton (Forward) , Mark Huselid

Three experts in Human Resources introduce a measurement system that convincingly showcases how HR impacts business performance. Drawing from the authors' ongoing study of nearly 3,000 firms, this book describes a seven-step process for embedding HR systems within the firm's overall strategy--what the authors describe as an HR Scorecard--and measuring its activities in ter Three experts in Human Resources introduce a measurement system that convincingly showcases how HR impacts business performance. Drawing from the authors' ongoing study of nearly 3,000 firms, this book describes a seven-step process for embedding HR systems within the firm's overall strategy--what the authors describe as an HR Scorecard--and measuring its activities in terms that line managers and CEOs will find compelling. Analyzing how each element of the HR system can be designed to enhance firm performance and maximize the overall quality of human capital, this important book heralds the emergence of HR as a strategic powerhouse in today's organizations.

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