This book presents a novel viewpoint in HR management: in addition to the macroeconomic factors (demographic development, industry 4.0, digitization, etc.) and its micro-political counterparts (shortage of skilled workers, an aging workforce, shortage of MINTs), personnel policy in the highly developed economic regions of the world can increasingly be seen from the third point of view, which is the ego-perspective. The complexity of the economic world 4.0 is manifesting itself for the employees in a working world of unlimited possibilities, offering almost limitless freedom of choice, especially for younger people. Due to this shift in the balance of power, the influence of the employers decreases and is often reduced to countering the pronounced self-confidence of the employees in asserting their expectations with corresponding company incentives.

The author emphasizes that dealing with the challenges of this extremely fragile world of work - currently exacerbated by the COVID-19 pandemic - must by no means be left solely in the hands of overburdened personnel managers. The contribution of the line manager or direct superior is becoming increasingly important. And it is only through close and clearly defined cooperation between the two that the opportunity for effective human resources management lies. This book aims to illustrate this process of division of labor in the individual phases of personnel management.

Autorentext
Hermann Troger has over 20 years of management experience as HR director, managing director, and CEO of companies in international operating automotive, shopfitting, and banking industries. He coaches HR managers and supports companies in the selection and development of managers and in re-organizations. Hermann is a lecturer in human resource management at the Business School, University of Salzburg (Austria), as well as a keynote speaker and author of books and journal articles.

Inhalt
Part I: A New World of Work.- 1. The Global Perspective: Macro-political Considerations.- 2. The Company Perspective: Micro-Political Considerations.- 3. The Ego Perspective: Workforce Considerations.- Part II: Expectations of Good Work Opportunitiesand the Sobering Reality.- 4. Expectations of a Good Job.- 5. Taking Stock: Multiple and Complex Challenges, But No Effective Solutions.- Part III: Effective HRM in an Individualized and Fragile Working Environment.- 6. Rethinking Human Resources Management.- 7. The Recruitment Process.- 8. The Staff Management Process.- 9. The Staff Development Process.