Human Resource Management. This unit focuses specifically on the nature of human resource management. The unit is a guide to the field of human resource management. Let us look at what you should learn in this unit as specified in the Unit objectives below: 2.0 Objectives By the end of this unit, you should be able to: Describe the nature of human resource management Identify what human resources are Define management 3.0 The Nature of Human Resource Management NOUN
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Social responsibility and managerial ethics You may be wondering, “Why should I care about corporate social responsibility or managerial ethics or whether or not my employees have health care benefits? Aren’t these the types of issues philosophers worry about?” To answer this question, you only need to pick up a recent newspaper or business magazine. Everything from Wall Street trading scandals to accounting frauds at AIG, Lehman Brothers, Enron, Parmalat, Satyam, WorldCom, Tyco, and Global
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creation on which Best Value currently relies most. Identify and describe the categories of value creation on which Best Value currently relies most Straight commission is a “pay for performance plan” where monetary compensation is strictly tied to the results achieved by the salesperson. It is best used when maximum time is provided for the salespeople to sell while non-selling tasks are minimized. Ordinarily, commissions are in direct correlation and proportionate to the value or volume of completed
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Resource Planning and Downsizing: Voluntary Redundancy and Ways of Downsizing Processing; Importance of Bench Marking; Case Study: Bench Marking VRS Practices and Compensation Management. Job Analysis: Recruitment and Selection Job Analysis: 6 Steps, Job Description vs. Job Specification, Methods of Collecting Job Analysis Information; Role of Recruitment and Selection: Situational Factors in Recruitment, Recruitment Policy, External and Internal Sources of Recruiting and its Merits and Demerits, Selection
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Introduction to Organizational Behavior CHAPTER 2 Managing People and Organizations CHAPTER 3 Motivation CHAPTER 4 Work-Related Attitudes CHAPTER 5 Organizational Communication and Power CHAPTER 6 Groups and Teams in Organizations CHAPTER 7 Leadership CHAPTER 8 Prosocial Behavior, Cooperation Conflict, and Stress CHAPTER 9 Making Decisions in Organizations CHAPTER 10 Culture, Creativity, and Innovation CHAPTER 11 Designing Effective Organizations CHAPTER 12 Managing Organizational Change and Development GLOSSARY
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Introduction to Organizational Behavior CHAPTER 2 Managing People and Organizations CHAPTER 3 Motivation CHAPTER 4 Work-Related Attitudes CHAPTER 5 Organizational Communication and Power CHAPTER 6 Groups and Teams in Organizations CHAPTER 7 Leadership CHAPTER 8 Prosocial Behavior, Cooperation Conflict, and Stress CHAPTER 9 Making Decisions in Organizations CHAPTER 10 Culture, Creativity, and Innovation CHAPTER 11 Designing Effective Organizations CHAPTER 12 Managing Organizational Change and Development GLOSSARY
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professional sources. While every effort has been made to ensure the accuracy of the information in the booklet, it is possible that errors may still be included. The author do not claim for any perfection whatsoever as to their accuracy or suitability for a particular term, acronym, or definition. © Copy-it-Right: This booklet is provided for personal use only: it can be reproduced, in any form and by any means, without permission from the author as long as you do not make money from it! However
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from professional sources. While every effort has been made to ensure the accuracy of the information in the booklet, it is possible that errors may still be included. The author do not claim for any perfection whatsoever as to their accuracy or suitability for a particular term, acronym, or definition. © Copy-it-Right: This booklet is provided for personal use only: it can be reproduced, in any form and by any means, without permission from the author as long as you do not make money from it! However
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Learning Objectives 1. Describe how the need to increase organizational efficiency and effectiveness has guided the evolution of management theory. 2. Explain the principle of job specialization and division of labour, and tell why the study of person–task relationships is central to the pursuit of increased efficiency. 3. Identify the principles of administration and organization that underlie effective organizations. 4. Trace the changes that have occurred in theories about how managers should behave in
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0 Objectives After studying this unit, you will be able to: 1.1 Understand the basic concepts of human resource management (HRM). Explain what human resource management is and how it relates to the management process. Provide an overview of functions of HRM. Describe how the major roles of HR management are being transformed. Explain the role of HRM in the present millennium. Introduction Human beings are social beings and hardly ever live and work in isolation
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