Southern Cross University ePublications@SCU Theses 2009 Strategic human resource management: what does it mean in practice? Ken Lovell Southern Cross University Publication details Lovell, K 2009, 'Strategic human resource management: what does it mean in practice?', DBA thesis, Southern Cross University, Lismore, NSW. Copyright K Lovell 2009 ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual output
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Southern Cross University ePublications@SCU Theses 2009 Strategic human resource management: what does it mean in practice? Ken Lovell Southern Cross University Publication details Lovell, K 2009, 'Strategic human resource management: what does it mean in practice?', DBA thesis, Southern Cross University, Lismore, NSW. Copyright K Lovell 2009 ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual output
Words: 108427 - Pages: 434
For the partial fulfillment of the Degree of M.Phil. (Management) Session: 2012-13 Under the supervision Research Scholar Dr. Atul Panday Ram Nivash Premikar Prof.-in- charge M.Phil.(Management) M.Phil. (Management) Co-
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Strategic Management Paper Ebonie Franks University of Phoenix Strategic Management Paper Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training (About.com:Human Resources, n.d.). Human resource is very vital to the success of an organization. I will discuss in this paper
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1. Distinguish between training and development and human resource development. Training Training is an educational process. People can learn new information, re-learn and reinforce existing knowledge and skills, and most importantly have time to think and consider what new options can help them improve their effectiveness at work. Effective trainings convey relevant and useful information that inform participants and develop skills and behaviors that can be transferred back to the workplace.
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Postgraduate ProgramSubject Outline Faculty of Business and Management http://my.uowdubai.ac.ae Subject Code: MGMT949 Subject Name: Management (6cp) Year: 2013 Section: 1 Performance Session: Spring No of Credit Points:6 Pre-requisite(s): NA Co-requisite(s): NA LECTURE INFORMATION Day: Time: Monday 18.00 – 21.00 Location: Block TBA Room TBA Lecturer’s Name: Building & Office No: E-mail Address: Consultation Days and Times: Subject Coordinator: DR. PAYYAZHI JAYASHREE Block
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THE ROLE OF CORPORATE HUMAN PLANNING AND EFFECTIVE BUDGETING ON ORGANISATION PERFORMANCE AND PRODUCTIVITY: AN EMPERICAL EVIDENCE OF BY OPURUM,GODSWILL CHINONSO BEING A RESEARCH PROPOSAL PRESENTED TO THE SCHOOL OF BUSINESS, UNIVERSITY OF GREENWICH, IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF THE DEGREE OF MASTERS IN BUSINESS ADMINISTRATION. JANUARY 2013. 1. INTRODUCTION Planning is one of the oldest behaviours of human nature . most reason people
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Impact of Human Resource Management Practices on Organizational Performance: A Study of Guinness Nigeria Plc Osemeke, Monday, PhD Department of Business Administration Faculty of Management Sciences, University of Benin, Benin City, Edo State, Nigeria. GSM: 08035656284 E-mail: osemeke2k2002@yahoo.com Abstract The focus of this paper is on the impact of HRM practices on private sector organisations performance in Nigeria. Guinness Nigeria Plc is a private sector driving entity. Its human resource practices
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leverage the collective human, technical and financial capital of the company. Each of the Group’s 4 main business group are managed by a 5 people management team including a Group Board Director or a Managing Director. Different “Professional & Technical Staff” could be formed as into technical skills group and the leader of the group is responsible for their training and career development. A Corporate Support Services, comprising all the corporate and business support functions, include the 31 people
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Bangladesh e-mail: mmnabsar@yahoo.com ** Department of Management Studies, University of Chittagong, Bangladesh e-mail: zahidsikder@aiub.edu *** Department of Commerce, University of Jaffna, Thirunelveli, Jaffna, Sri Lanka e-mail: bnimalathasan@yahoo.com **** Department of Statistics, University of Chittagong, Bangladesh e-mail: bhuiyan_mz@yahoo.com Abstract Compensation is one the most important functions of human resource management (HRM). The present study aimed at exploring differences between
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