New World of Work

Bashker "Bob" Biswas, Ph.D., is a senior professor at DeVry University/Keller Graduate School of Management.William Garrison, M.Ed., MBA, is a professor and an online faculty chair at DeVry University and Keller Graduate School of Management.Robert L. Ramirez is an award-winning professor of International Business and faculty chair at DeVry University and Keller Graduate School of Management.

• Chapter 1: History of Human Capital ManagementDr. Bashker BiswasThe Industrial Revolution and the History of Labor ManagementPersonnel ManagementHuman Resource ManagementHuman Capital Management A Company’s Most Valuable AssetAccounting for Intangibles – From Human Resource to Human CapitalVast Improvements in Productivity Due to The PeopleFleeting Intangible Assets and the Need for RetentionChapter 2: The Changing Nature of WorkDr. Bashker BiswasThe Changing Nature of WorkTechnology and the Changing Nature of WorkThe Fourth Industrial Revolution – Automation and Workforce DiversityGlobalizationTechnology as a DisruptorThe "Reskilling" ChallengePredicting Reskilling NeedsToday’s Skills GapCan the Humans Do It?Assessing Human CapitalHigh Touch in a High-Tech WorldDecomposing Jobs and Skills InventoriesInteroperable Learning RecordTemporary WorkRemote WorkAutomation and the Changing Nature of WorkChapter 3: The Changing Nature of the Employment ContractProfessor William GarrisonThe Current Employment ContractEmployee Engagement – Time for ChangeBaby Boomer Loyalty and the Promise of a PensionGen X – The Individual That Cannot Be Defined But Still Wants ParadiseThe Millennial Experience!Millennial Mindset and The Happiness FormulaGen Z and the Quest for Stability and RelationshipsAttracting and Retaining Talent in a Diverse World of WorkGreat Place to Work for MillennialsTop Industries for Gen ZStructure and Formation of New Employment ContractOption 1: Traditional ApproachOption 2: Contractor ApproachOption 3: Purpose-Driven ApproachMillennials and Gen Z are the Future of the WorkforceFinal Thoughts on Managing Millennials and Gen Z WorkersChapter 4: The Changing Nature of Workforces and Employment CategoriesProfessor William GarrisonWorkforce DefinitionsUnemployment CategoriesCurrent Workforce Terms and What’s MissingEmployeesSelf-EmployedUnpaid Family Employees"Gig Workers"Labor Force by AgeCurrent Employment CategoriesWhy They are Becoming ObsoleteGrey-Collar Work: Why Blue-Collar and White-Collar Labels are No Longer AppropriateNew Employment CategoriesContingent WorkerFlexible Worker"Gig Worker"Opportunities and Benefits of New Employment StructureChapter 5: The Changing Nature of Employee Relations and Working ConditionsProfessor William GarrisonCurrent Employee RelationsMotivation TheoriesMaslow’s Hierarchy of Needs (1943)Equity Theory (1963)Herzberg’s Two-Factory Theory (1964)Expectancy Theory (1964)Goal-Setting Theory (1968)Self-Determination Theory (1985)Five Sources of PowerBoss-Subordinate RelationshipHierarchical StructureOrganizational Structures and Strives Towards Improving Employee RelationsFunctional Org ChartsDivisional Org ChartsMatrix SystemsProject Management & Special AssignmentsFlattening the Org ChartCurrent Working ConditionsRole of UnionsRole of OSHA Role of Technology & AI SystemsAdministrative Functions of Management Now Performed by SoftwareManagement DashboardsTyranny of the MetricsInternational Business – Reducing TravelAir Travel Has ChangedTechnology for Flying After CoronaTelecommutingVirtual TeamsRemote Work Before CoronaRemote Work After CoronaChapter 6: Managing Human Resources in the "Gig Economy"Professor William Garrison and Dr. Bashker BiswasWho are "Gig Workers"?"Gig Worker" MindsetThe Strategic Importance of "Gig Workers"Human Resources Processes Need to be Different"Gig Worker" Employment Contracts and Legal Status"Gig Workers" and Human Capital Acquisition (Staffing) Processes"Gig Worker" Compensation and BenefitsPerformance-based Pay for "Gig Workers"Early Delivery BonusCost Savings BonusQuality BonusRetention BonusConsultation Stipend"Gig Worker" Training and DevelopmentOnline e-Learning PortalsModified Employee Relations for "Gig Workers"Integrating "Gig Workers" into the Company CultureHow HR Can Benefit from "Gig Workers"Chapter 7: Managing the Remote EmployeeDr. Robert RamirezBenefits of a Remote WorkforceChallenges of Remote WorkingRemote Issue #1 – Lack of Face-to-Face SupervisionRemote Issue #2 – Lack of Access to InformationRemote Issue #3 – Social IsolationRemote Issue #4 – Work from Home DistractionsStrategies for Managing the Remote EmployeeStrategy #1 – Clarify GoalsStrategy #2 – Schedule Regular Virtual MeetingsStrategy #3 – Humanize Good Communication, Not ProductsStrategy #4 – Help the New Work Environment to Become the NormStrategy #5 – Track your Employee’s ProgressStrategy #6 – Increase Employee RecognitionWork from Home Software for the Remote EmployeeChapter 8: Corporate Cultures in the Digital AgeDr. Robert RamirezCorporate Cultures and Cultural Intelligence in the Digital AgeNational Cultural DifferencesWorkplace InvolvementGlobal Collaboration and Cultural IntelligenceMultigenerational WorkforceCorporate Culture and ReligionAvoiding Ethnocentrism and PrejudiceCorporate Culture Evolution from the Industrial RevolutionThe First Industrial Revolution – The Manufacturing AgeThe Second Industrial Revolution – The Technological RevolutionThe Third Industrial Revolution – The Information AgeToday’s Fourth Industrial Revolution – The Digital AgeCorporate Culture Disruptors of The Digital AgeDigital CommunitiesDigital Collaboration with "Gig Workers" and ContractorsGlobalization and a Diverse WorkforceCultural Intelligence – The Key to Thriving in The Digital AgeEarly Culture and Intelligence TheoryMultidimensional Construct TheoryCurrent Cultural Intelligence TheoryGenerations in the Workforce TheoryNew Opportunities for H.R. ProfessionalsBuilding High-Performance Teams (Virtual Teams)Managing the Digital EnvironmentSolutions and Problem SolvingHow to Recognize, Avoid, and Stop Stereotype Biases and ThreatsRecommendations for PracticeRecommendation #1 – Help Your Workforce Explore their Own Cultural BeliefsRecommendation #2 – Help Your Workforce Understand Other CulturesRecommendation #3 – Help Your Workforce by Using Reverse MentoringRecommendation #4 – Help Your Workforce by Using C.Q. Assessment ToolsSucceeding in Today’s Global MarketplaceChapter 9: Organizational Behavior in The Digital AgeDr. Robert RamirezOrganizational BehaviorOrganizational Citizenship Behavior (OCB)Pre-Digital Era Theories Leading to the Current Motivational TheoriesTaylor Scientific Management TheoryElton May and the Hawthorne StudiesMaslow’s Hierarchy of Needs TheoryHerzberg’s Motivating Factors TheoryMotivation in The Digital AgeLeadership Theories Before The Digital AgeAutocratic LeadershipParticipative (Democratic) LeadershipFree-Rein LeadershipLeadership in The Digital AgeAdvantages of a Flat Organizational StructureChapter 10: Green Human Resource ManagementProfessor William GarrisonA Rose by Any Other Name"Earth Day and the Polling of America"Could Business Leaders Be the Solution?Corporate Social Responsibility (CSR) and The Green MovementEarth-Friendly PracticesEnvironmental Management Systems (EMS)Why EMS is Not Enough and What Needs to ChangeEnvironmental, Social, and Governance (ESG) RatingWhy HR is the Home of GreenGreen HR FrameworkHow Green HRM Improves Employee Engagement and RetentionSupport of Senior ManagementChapter 11: Employees as OwnersDr. Bashker BiswasReviving Industrial DemocracyA Historical PerspectiveLabor-Management CollaborationThe "Ascendancy of the Common Man"The Cooperative MovementIndustrial Democracy in AmericaThe Death of Industrial DemocracyA Second LookEmployee Stock Ownership ProgramsThe History of Employee OwnershipEmployee Ownership BasicsBenefits of Employee OwnershipHow Common is Employee Ownership?What is a Gain-Sharing Plan?The Scanlon PlanThe Rucker PlanAdvantages and Disadvantages of Gain-Sharing PlansChapter 12: Managing Rewards in the Digital AgeDr. Bashker BiswasTraditional CompensationBase SalaryIncentive CompensationEquity CompensationSales CompensationExpatriate CompensationRisk BenefitsRetirement BenefitsPrerequisitesCurrent Practices That Do Not Work in the Digital AgeIssues with Job Evaluation CompensationIssues with Market PayIssues with Performance PayThe Need for ChangeThe Impact of Digital Technology on Reward SystemsDesign of Pay FrameworksThe Career ModelThe Market ModelThe Retention ModelThe Contribution ModelRedesigning Executive CompensationChapter 13: The Human CloudDr. Bashker BiswasThe Human CloudHuman Cloud Service ArrangementsGeographical FlexibilityManagement and Administrative EfficiencyElements of the Human CloudCrowdsourcingOnline Work ServicesOnline Staffing PlatformsThe Evolution of the Human CloudThe Facilitator ModelThe Arbitrator ModelThe Aggregator ModelThe Governor ModelKey Human Capital Concerns and Issues in the Context of the Human CloudKeeping Quality in CheckProject Failure and Intellectual Property Leakage ConcernsWhat Will Happen Next?Chapter 14: The Obsolete Labor LawsDr. Bashker BiswasThe First Angle: Enhancing Labor UnionsCollective BargainingThe Obsolete LawsThe Second Angle: Update Union Wins or Eliminate ThemIndustrial Era Labor Laws are Less Attractive to WorkersMerging of Management and Worker RolesThe United States Congress and the RAISE ActUpdating Working Conditions LegislationAB5 in CaliforniaLabor Law Implications for the Post-Covid Work EnvironmentChapter 15: People Analytics and MeasurementsDr. Bashker BiswasCurrent Trends in Data AnalyticsHuman Resource AnalyticsWhat is HR Analytics?The History of HR AnalyticsThe Saratoga Institute InitiativeHR Analytics and Measurements ExplainedThe Benefits of HR AnalyticsLatest HR MetricsTurnover ForecastsEmployee EngagementDiversity Hiring RateStrategic Management MetricsImproving Your Talent Process with HR AnalyticsExit SurveysHR Analytics SoftwareAn HR Analytics Example: Analyzing the Financial Impact of Employee EngagementHR Analytics DashboardPredictive HR Analytics TrendsHR MeasurementsHuman Resource Metrics Data ComparisonChapter 16: The Human Asset Lifecycle Model (HALM)©Dr. Bashker BiswasThe Case for ChangeThe Era of Human Asset Capital ManagementThe Human Element of Labor: Costs or Expenses?A Fleeting Intangible AssetThe Human Asset Lifecycle Model (HALM)©Closing Remarks