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Most chief executives acknowledge that there is a link
between HR practices and business performance. Retaining and motivating knowledge workers has become the primary aim . . . When they leave, the business loses an essential element of intellectual capital. Sainsburys has warned 100 store managers that their performance is unacceptable. It is understood to have employed headhunters to recruit replacements.
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Manpower Planning
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Manpower Planning
Manpower planning was particularly suitable for the application of statistical techniques. Emphasizing statistical models of the supply and demand of manpower at the expense of the reality of managing and interacting with people (the rationalized approach) was greeted with suspicion. Manpower planning, which focused on the plan as solution, soon gained a poor reputation. The diagnostic approach to manpower planning recognised planning as a process of learning about HR problems, and focused on the behaviour of people and the imperfections of manpower plans.
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
This is characterized by high training, high involvement, high rewards and quality commitment.
It requires a belief by senior management that people represent the key source of competitive advantage.
The continuing development of people should be seen as a vital feature of strategy in both its formation and implementation.
But many firms do not view people in this way, preferring to see HRM issues as a third-order issue.
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
This can be defined as the process of identifying, quantifying, accounting and forecasting the value of human resources in order to facilitate effective HRM.
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Towards e-HR
Capturing and disseminating organizational knowledge in all its manifestations have become a key feature of knowledge management. In the 2000s, many HR departments use the Internet and related technologies to support their activities a process referred to as e-HR.
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Flexibility
How many meanings for the idea of flexibility are there? What are the implications for skills, hours and location of work, type of contract and the overall motivation and satisfaction of people at work?
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Teleworking
The growth of teleworking and/or homeworking has resulted in an important variation in the working pattern. There are five types: Multi-site Tele-homeworking Freelancing Mobile Relocated back-functions (call centres)
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Flexibility
An approach driven by cost reduction associated with low road HRM provides improved short-term financial results but has a negative impact on motivation, innovation and commitment.
High road HR practices lead to a positive psychological contract and organizational outcomes. Organizations my be tempted by the sort of flexibility which does not improve productivity or competitiveness.
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Career Management
Whose responsibility is career management? Is it the responsibility of the individual or the employer? The idea of the portfolio career is one in which a person needs a range of skills, learning new ones as required. There has been a growing emphasis on the individual accepting responsibility for their own career development through the skills of employability and lifelong learning.
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Career Management
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material to accompany Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan