4

4

658.4 AMO

4

4

4

work behaviour -- 4. Human and career development across the lifespan -- 5. Sensory and perceptual

perspective -- 3: Concepts, practices and trends in SHRM -- 4: The added value debate -- Part 2: the

4

658.4 HUM

4

Human Resource Management -- Part Two: Operational Challenges -- 4. Talent Management: Strategies and

4

. Talent management -- Part 4. Beharioural aspects of human resource management -- Part 5. Contemporary

4

4

4

4

management of people -- 3.The definitive, Professional manager -- 4.Educating the Professional, evidence

competitive advantage -- 3. Human resources and leadership -- 4. The strategic role of human resource

management 4. Work and work systems -- 5. Organizational culture and HRM -- Pt III Employee resourcing 6

) updated model -- 4.3.6. Caldwell's (2001) change matrix -- 4.3.7. Summary and implications -- 4.4. HR

4

manufacturing organizations"--P. 4 of cover.

Employment -- 4. An Economic Analysis of Works Councils -- 5. The Peter Principle: A Theory of Decline -- IV

1. Historical Roots -- 2. Organizing -- 3. Managing People -- 4. Leadership and Management Skills

legislative environment -- pt. 3. Staffing the organisation and maintaining people -- pt. 4. Behavioural

Analysis -- 4. Recruitment and Socialization -- 5. Selection -- 6. Performance Appraisal -- 7. Training and

state of contemporary research on the HRM-performance link: a technical analysis; 4. Scientism: the meta

work-life balance / Janet Walsh -- Pt. 4. Sectoral perspectives. Human resource management in the

generations @ work -- Pt. II: Practices in action today -- 3. Principles of 2020 engagement -- 4. Social

understand and put into practice. Management: theory and practice 4e has been extensively revised and

. Cultural and Religious Differences -- Pt. II. Poor Work Habits and Job Performance Concerns -- 4

right job for every person -- 3. Key career development strategies for every organization -- 4. Mentors

Ch. 1. Introduction -- Ch. 2. Overview of the Labor Market -- Ch. 3. The Demand for Labor -- Ch. 4

4

practice'? -- 4. Strategic HRM and the resource-based view of the firm -- Pt. 2. Managing work and people

4

competitive advantage -- 3. Human resources and leadership -- 4. The strategic role of human resource

-- pt. 3. Human resource management practices -- pt. 4. The evaluation context.

. HRM practices and procedures II -- v. 4. Key debates and the future of HRM globally.

care, and other costs -- 3. The worker-friendly organization -- 4. Human resources practices and

employment decisions -- Chapter 4: diversity at work -- Part II EMPLOYMENT -- Chapter 5: Analyzing work and

-- Chapter 4 Abilities -- Issues Over Ability -- Cognitive Abilities -- Emotional Intelligence -- Psychomotor

Gill (129 p.), s3 -- Manage people by Nigel Benjamin (165 p.), s4 -- Operational planning by Nigel

. Recruitment -- 4. Selection : shortlisting and interviews -- 5. Selection : supplementing the interview -- 6

human resource management? -- 4. HRM and 'strategic' integration with business policy? -- 5. HRM

-- 4. Managers and their leadership roles -- 5. Leadership styles and their impact -- 6. Delegation

: jobs and people -- 4. Strategic aspects of resourcing -- 5. Contracts, contractors and consultants -- 6

approaches -- Chapter 4: Towards a better understanding of diversity -- Chapter 5: Practical diversity skills

-- 4. Delivery and assessment of global HRD programs -- 5. Consulting across cultures -- 6

Need for Implementing Competency-Based HR Management -- Ch. 4. Competency-Based HR Planning -- Ch. 5

approach to human resource management -- pt. II. Human resources and the legislative environment -- 4

Bratton -- Pt. 4. The evaluation context -- 13. Evaluating human resource management / John Bratton -- 14

Management Communications -- 4. Using Motivational Communication Techniques -- 5. Tackling the Feelings That

Employment Decisions -- Ch. 4. Diversity at Work -- Pt. 2. Employment -- Ch. 5. Analyzing Work and Planning

1. Role of HR -- 2. HR Organizational Approaches -- 3. HR Activities -- 4. Talent Strategies -- 5

important in HR? -- 4. What makes an HR 'strategy' a strategy? -- 5. HR theories need to be revisited -- 6

658.4 C678P 2002

4

management -- pt. 3. Organizational behaviour -- pt. 4. Work and employment -- pt. 5. Organization, jobs and

restricted to 4 simultaneous users)</a>

Managing Human Resources -- Ch. 3. Managing Employees Fairly -- Ch. 4. The Internal Environment: Creating

-- Ch. 3. People, Decisions, and the Systems Approach -- Ch. 4. Criteria: Concepts, Measurement, and

Resources: A Model for Multiple Roles -- 3. Becoming a Strategic Partner -- 4. Becoming an Administrative

4

-- 4. Criteria: Concepts, measurement, and evaluation -- 5. Performance appraisal -- 6. Effect of