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本書では、主な業界を数多く掲載し、それぞれの業界の動向や活躍する職種と仕事の内容などを紹介しています。 また、業界と業界のつながりがひと目で分かる図も掲載。 さらに、大手や中小企業の中で、隠れた優良企業を見つけるための方法も紹介しました。 就活生が新たに志望業界や職種を見つけるためのヒントが満載です。

Les entreprises et organisations du XXIe siècle vont devoir, pour être performantes et compétitives, faire appel non seulement aux compétences individuelles de leurs collaborateurs mais de plus en plus à leurs compétences collectives. Il en est de même pour assurer la réussite des projets des réseaux de professionnels. Considérant que la compétence collective résulte de la qualité des relations de coopération existant entre divers acteurs individuels ou collectifs, Guy Le Boterf présente des réponses pratiques aux questions suivantes : Comment définir la compétence collective? Quelle relation avec les compétences individuelles? La compétence individuelle peut-elle s'exercer sans prendre appui sur des compétences collectives? Comment identifier, décrire, développer, mettre en oeuvre et évaluer les compétences collectives dans une entreprise, une organisation ou un réseau de professionnels? Comment rendre efficace le travail en réseau et en faire une compétence collective?

A thoroughly tested, distinctive alternative to the appraisal process that draws on well-established principles of organizational behavior. Based around Tim Baker's'5 Conversations'approach, and with a timely focus on fostering innovation, this book is practical and easy to use – featuring case studies, interviews and useful templates.

Presenting the first book that provides HR professionals with a context for understanding the importance of doing a proper job analysis together with a step-by-step guide to conducting such an analysis. This unique guide contains a series of eight ready-to-use templates that provide the basis for conducting job analyses for eight different levels of job families, from the entry-level to the senior manager/executive.

An Essential Knowledge Resource THE WORLD OF LEARNING AND PERFORMANCE has changed significantly since the first edition of First Things Fast was published more than a decade ago. This thoroughly revised and updated second edition of the best-selling classic recognizes a world chock-full of technology, economic strains, and opportunities. How do learning and performance professionals plan in this shifting context? How do they take advantage of new human and Internet-based resources? How do they bring their recommendations forward and add more value, no matter where they work? These questions are addressed throughout this new edition. This important resource is a practical guide that is filled with job aids, design templates, and examples offering step-by-step guidance to the basics of performance analysis. This new edition includes: New questions and templates that reflect the shift of learning and support from the classroom to the workplace, and the blends that provide learning and support in both environments Fresh approaches for using wikis, blogs, and online surveys to gather information Innovative ideas for tapping into the power of social networking and the possibilities presented for analysts Information on the critical link between analysis and evaluation and new guidelines for both activities A wealth of new illustrative case examples Insightful commentaries from successful leaders in the field who explain how they use analysis to advance individual and organizational strategy'Allison Rossett combines thought leadership for the profession with practical guidance. This book, the second edition of a classic in the field, is filled with proven practices and ready-to-use tools making this a resource you'll use frequently.'DANA GAINES ROBINSON, COAUTHOR, PERFORMANCE CONSULTING AND STRATEGIC BUSINESS PARTNER'What I appreciate about this book is that it is a straightforward, practical guide to planning, and it embraces new technology and the convergence of learning and work.'NANCY J. LEWIS, VICE PRESIDENT AND CHIEF LEARNING OFFICER, ITT CORPORATION

Methods of collecting, classifying and interpreting data on human performance lie at the very root of ergonomics, and these methods are collectively know as'task analysis'. They mirror both our current understanding of human performance and the design of systems which best serve the needs of their users.The concepts and techniques of task anal

Cognitive task analysis is a broad area consisting of tools and techniques for describing the knowledge and strategies required for task performance. Cognitive task analysis has implications for the development of expert systems, training and instructional design, expert decision making and policymaking. It has been applied in a wide range of settings, with different purposes, for instance: specifying user requirements in system design or specifying training requirements in training needs analysis. The topics to be covered by this work include: general approaches to cognitive task analysis, system design, instruction, and cognitive task analysis for teams. The work settings to which the tools and techniques described in this work have been applied include: 911 dispatching, faultfinding on board naval ships, design aircraft, and various support systems. The editors'goal in this book is to present in a single source a comprehensive, in-depth introduction to the field of cognitive task analysis. They have attempted to include as many examples as possible in the book, making it highly suitable for those wishing to undertake a cognitive task analysis themselves. The book also contains a historical introduction to the field and an annotated bibliography, making it an excellent guide to additional resources.

A Theory of Employment Systems considers why there are such great international differences in the way employment relations are organized within the firm. Taking account of the growing evidence that international diversity persists despite'globalization', it sets out from the theory of the firm first developed by Coase and Simon, and explains why firms and workers should use the employment relationship as the basis for their economic cooperation. The originality of the employment relationship lies in its flexibility. It gives managers the authority to organize work, but it also establishes limits on employees'obligations. The nature of these limits is fundamental to our understanding of the employment relationship and its international diversity. The author argues that they are provided by four basic types of employment rule. Which one predominates in a given environment is the source of international diversity in employment relations. Drawing upon evidence from the US, Japan, France, Germany, and Britain, the theory is developed to show why such diversity extends deep into key areas of human resource management, such as performance management, incentive pay, and skill development. It also explains why the open-ended employment relationship continues to dominate work despite the growth of market-mediated work relations.