Managing human resources
This is the third edition of a book which has gained wide acceptance in universities and colleges for use on advanced courses in human resource management. Written by a team of recognized experts in thier field, it combines a high academic standard with an applied approach to the challenges facing m...
| Otros Autores: | , |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
London :
Arnold
1998.
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| Edición: | 3rd ed |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627858606719 |
Tabla de Contenidos:
- Cover; Managing Human Resources; Copyright; Contents; Biographical notes; Preface; Preface to first edition; Preface to second edition; List of abbreviations; Introduction; 1. Developing a strategyfor human resources; 1.1 The nature of corporate strategy; 1.2 Corporate strategy and human resource strategy; 1.3 Structure and strategy; 1.4 Variations on the basic models; 1.5 Factors influencing the choice of organisationstructure; 1.6 Culture; 1.7 Human resource planning; 1.8 Human resource information; 1.9 Putting the plan together; 1 .I 0 References; Section I: Managing employment
- 2. Recruitment and retention2.1 Recruitment policy; 2.2 The labour market; 2.3 Employment costs and the recruitment process; 2.4 Advertising for staff; 2.5 Short-listing; 2.6 'The psychological contract'; 2.7 Retention; 2.8 Measuring absenteeism; 2.9 Controlling absenteeism and wastage; 2.10 References; 3. Selection methods; 3.1 Introduction; 3.2 Validity; 3.3 Correlation; 3.4 Measuring validity; 3.5 Reliability; 3.6 Improving criterion-related validity; 3.7 Choosing performance criteria; 3.8 Psychometric tests; 3.9 Other kinds of test; 3.10 Assessment centres; 3.1 1 The interview
- 3.12 Choosing a selection method3.13 References; Section II: Training and employment; 4. Training The essential ingredient; 4.1 Training: the broader national perspective; 4.2 Training and industry; 4.3 Making the case for training: benefits for theemployer and the individual; 4.4 Towards a definition of training; 4.5 Training and learning; 4.6 A systematic training approach; 4.7 Identifying training needs: the assessment phase; 4.8 Setting training objectives: the planning phase; 4.9 Selecting training design and methods: thedesign phase; 4.10 Conducting the training: the implementationphase
- 4.11 Evaluating training outcomes4.12 Conclusions; 4.13 References; 5. Culture, organisation development and change; 5.1 Main influences on OD; 5.2 OD interventions and technology; 5.3 Effective use of OD resources; 5.4 References; 6. From personal to professional development Creating space for Growth; 6.1 Personal development: a historical perspective; 6.2 Principles underpinning personal development; 6.3 Translating principles in to practice; 6.4 Professional development - a historical perspective; 6.5 Principles underpinning professional development
- 6.6 Translating principles into practice6.7 Conclusions; 6.8 References; Section III: Employee relations: the legal framework of employment and equal opportunltles; 7. Employee relations; 7.1 Introduction; 7.2 Managing employee relations; 7.3 Collective bargaining structure; 7.4 The conduct of bargaining; 7.5 Assessment of employee relations; 7.6 Future developments in employee relations; 7.7 References; 8. The legal frame work of employment; 8.1 The legal system in Britain; 8.2 Individual employment law; 8.3 Statutory protection; 8.4 Statutory protection at dismissal
- 8.5 Trade unions, collective agreements and tradedisputes
