Prof Andrew Mayo
| Name | Prof Andrew Mayo |
|---|---|
| Job title | Professor Human Capital Management |
| Research institute | |
| Primary appointment | Strategy, Leadership & Operations |
| Contact category | Academic staff (past) |
Research outputs
HR at the top table
Mayo, A. 2020. HR at the top table. Strategic HR review. 19 (6), pp. 259-265. https://doi.org/10.1108/SHR-08-2020-0074Applying HR analytics to talent management
Mayo, A. 2018. Applying HR analytics to talent management. Strategic HR review. 17 (5), pp. 247-254. https://doi.org/10.1108/shr-08-2018-0072Transforming engagement, happiness and well-being: enthusing people, teams and nations
Scott-Jackson, W. and Mayo, A. 2018. Transforming engagement, happiness and well-being: enthusing people, teams and nations. London Palgrave McMillan.HR with Purpose: Future Models of HR
Scott Jackson, W. and Mayo, A. 2016. HR with Purpose: Future Models of HR. Henley Henley Business School, University of Reading.What are the latest trends in training and development.
Mayo, A. and Chartered Institute of Personnel and Development 2005. What are the latest trends in training and development. Reflections on the 2005 training and development survey..Measurement and Reporting: the fundamental requirement for data
Mayo, A. 2003. Measurement and Reporting: the fundamental requirement for data. CIPD.Financial statements and human capital.
Mayo, A. and Institute of Chartered Accountants in England and Wales. 2008. Financial statements and human capital. Finance & management.Achieving value from HR metrics.
Mayo, A. 2008. Achieving value from HR metrics. Developing HR strategy.Giving value for money.
Mayo, A. 2008. Giving value for money. Strategic HR review. 7 (2).Potential future developments in HRM
Croucher, R. and Mayo, A. 2008. Potential future developments in HRM. in: Muller-Camen, M., Croucher, R. and Leigh, S. (ed.) Human resource management: a case study approach Chartered Institute of Personnel Development. pp. 489-490People-related measures and high-performance HRM
Mayo, A. 2008. People-related measures and high-performance HRM. in: Muller-Camen, M., Croucher, R. and Leigh, S. (ed.) Human resource management: a case study approach London Chartered Institute of Personnel and Development. pp. 291-314HR planning
Mayo, A. 2008. HR planning. in: Muller-Camen, M., Croucher, R. and Leigh, S. (ed.) Human resource management: a case study approach London Chartered Institute of Personnel and Development. pp. 113-137People and human resources strategy
Mayo, A. 2008. People and human resources strategy. in: Muller-Camen, M., Croucher, R. and Leigh, S. (ed.) Human resource management: a case study approach London Chartered Institute of Personnel and Development. pp. 25-49Appraisals for room 101.
Mayo, A. 2006. Appraisals for room 101. Training zone.What are the few key achievements that an organization must have demonstrated to be considered a true learning organization?
Mayo, A. 2006. What are the few key achievements that an organization must have demonstrated to be considered a true learning organization? Strategic HR review.A framework for people-related measures for increasing organisational effectiveness.
Mayo, A. and Indian Institute of Planning & Management. 2006. A framework for people-related measures for increasing organisational effectiveness. The human factor.Helping HR to understand the strategic value chain.
Mayo, A. 2005. Helping HR to understand the strategic value chain. Strategic HR review. 5 (1). https://doi.org/10.1108/14754390580000850Valuing people as assets: a framework of people related measures for line managers.
Mayo, A. 2005. Valuing people as assets: a framework of people related measures for line managers. Dirección y progreso.. Specia.Who do we value?
Mayo, A. 2004. Who do we value? Personnel today.Measuring return on investment
Mayo, A. 2004. Measuring return on investment. HRMagazine.One-stop guide to understanding HR return on investment.
Mayo, A. 2004. One-stop guide to understanding HR return on investment. Sutton Reed Business Pub..Creating a learning and development strategy: the HR business partner's guide to developing people
Mayo, A. 2004. Creating a learning and development strategy: the HR business partner's guide to developing people. London Chartered Institute of Personnel and Development.Measuring human capital
Mayo, A. 2003. Measuring human capital. London ICAEW.The challenges of business partnership for HR.
Mayo, A. 2003. The challenges of business partnership for HR. Strategic HR review.Human capital.
Mayo, A. 2003. Human capital. Human resources and employment review.. 1 (2).Measuring the return on human capital.
Mayo, A. and Chartered Institute of Management Accountants. 2002. Measuring the return on human capital. Finance today.. 4.Valuing people as assets.
Mayo, A. and Chartered Institute of Management Accountants. 2002. Valuing people as assets. Finance today..A thorough evaluation
Mayo, A. and Chartered Institute of Personnel and Development 2002. A thorough evaluation. People management. 8 (7), pp. 36-39.Do you know how much your greatest asset is worth?
Mayo, A. 2002. Do you know how much your greatest asset is worth? HRMagazine.Knowledge management in the context of mergers and acquisitions.
Mayo, A. 2002. Knowledge management in the context of mergers and acquisitions. Revista de Psicologia del Trabajo y de Las Organizaciones. Winter.The human value of the enterprise: valuing people as assets: monitoring, measuring, managing
Mayo, A. 2001. The human value of the enterprise: valuing people as assets: monitoring, measuring, managing. London Nicholas Brealey.The role of employee development in the growth of intellectual capital
Mayo, A. 2000. The role of employee development in the growth of intellectual capital. Personnel Review. 29 (4), pp. 521-533.The magic of a manager: towards personal ownership of development.
Mayo, A. 1997. The magic of a manager: towards personal ownership of development. Croner's reference book for employers magazine..1720
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