Human Equation

by Thomas D Dee II Professor of Organizational Behavior Graduate School of Business Jeffrey Pfeffer

Why is common sense so uncommon when it comes to managing people? How is it that so many seemingly intelligent organizations implement harmful management practices and ideas? In his provocative new book, The Human Equation , bestselling author Jeffrey Pfeffer examines why much of the current conventional wisdom is wrong and asks us to re-think the way managers link people with organizational performance. Pfeffer masterfully builds a powerful business case for managing people effectively—not just because it makes for good corporate policy, but because it results in outstanding performance and profits. Challenging current thinking and practice, reveals the costs of downsizing and provides alternatives; identifies troubling trends in compensation, and suggests better practices; explains why even the smartest managers sometimes manage people unwisely; demonstrates how market-based forces can fail to create good people management practices, creating a need for positive public policy; and provides practical guidelines for implementing high-performance management practices. Filled with information and ideas, The Human Equation provides much-needed guidance for managing people more wisely and more profitably.

Genres: Business, Leadership, Management, Historical Romance, Nonfiction, Business Leadership

345 pages, Hardcover

First published January 1, 1998

Reviews

[Catherine Robertson · Rating 4 out of 5]

It's a tragedy that most businesses don't know sense when they read it

[Jordan Mcculloch · Rating 1 out of 5]

Stopped after first chapter when he finished by exampling how horribly Apple runs their company. While I agree with having a people centered company, you are missing the point of apples success. High performing teams only accept high performers. It’s not an organization that mid or low performers could work at. Yes they would be belittled before being fired. But Apple cared about one thing. Designing great products. Doesn’t age well when one of the first companies used as an example of what not to do is one of the largest in the world today.

[Carlos Wulf · Rating 5 out of 5]

Muy buen libro para los profesionales que se dedican al management o a los recursos humanos. Mucha lógica que por obvia se olvida. Lo recomiendo

[Mark Muckerman · Rating 1 out of 5]

In a word: Horrible. By the end of the Introduction I was hoping we'd soon find an iceberg to smash into and die.

While not a sexy or engaging topic to begin with, the author does a commendable job of taking dry material and dehydrating it to shoe leather. Whatever nuggets of insight may be in this book, they're deeply and successfully buried in pontificating academic gibberish, delivering a work that required more effort to find insight than the labor is worth.

Certainly not helped by fact that the book is 16 years old, and both the business world and the arena of talent management has changed, this 300 page journey across broken glass and hot coals simply fails: it fails to clearly define and articulate problems; it fails to define solutions; it fails to offer any clarity of communication. Well-intentioned the work may be, and the topic is clearly still relevant today, but as a useful source of information, insight or even a practically applicable resource for 'new thinking', this is simply a waste of time. The only greater waste of time than reading it is the time spent writing it.

[Shingai · Rating 3 out of 5]

Good information especially for those in business. Maybe if some of the business people in business believed in this philosophy the economy might be better.

[Jo · Rating 5 out of 5]

An alternative view for HR management that is very appropriate in these days of lay-offs and furloughs.

[Ed van der Winden · Rating 4 out of 5]

I believe and like Pfeffer. This is a researcher who uses his mind and his heart in equal measures. However, I wonder if everybody will be easily convinced by his arguments and examples.

[Madhu · Rating 3 out of 5]

Strong case for convergence model of HRM