HUMAR RESOURCE MANAGEMENT IN PRACTICE: WITH 300 MODELS, TECHNIQUES AND TOOLSThis compact, easy-to-read book aims at presenting the basic principles, practices, and advancements made in human resource management. It shows the enduring values of those principles, as well as the significance of the models, techniques and tools evolved - which may rightly be called classics as these have been propounded by HRM proponents, time tested, and proved permanent. The book covers three major subjects of manage-ment - Human Resource Management (HRM)/Human Resource Development (HRD), Organizational Behaviour (OB), and Organizational Development (OD) - under 18 different themes. What distinguishes the text is that it uses 300 models, techniques, and tools that are well established, practised, and proven in the field of HRM. The practical implications of these techniques are also discussed, enabling the reader to comprehend the concepts with ease. The book, which is a unique blend of theory and practice, would be useful to postgraduate students of management, all those specializing in human resource management, and the professionals. |
Contents
1 | |
Kandula02 | 40 |
Kandula03 | 59 |
Kandula04 | 73 |
Kandula05 | 88 |
Kandula06 | 102 |
Kandula07 | 141 |
Kandula08 | 165 |
Kandula12 | 227 |
Kandula13 | 235 |
Kandula14 | 252 |
Kandula15 | 275 |
Kandula16 | 299 |
Kandula17 | 308 |
Kandula18 | 324 |
363 | |
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HUMAR RESOURCE MANAGEMENT IN PRACTICE: WITH 300 MODELS, TECHNIQUES AND TOOLS SRINIVAS R. KANDULA No preview available - 2003 |
Common terms and phrases
360-degree feedback ability achieve action action learning activities appraisal approach assessment audit behaviour book titled build capabilities career planning change management commitment communication companies competencies create creativity critical culture decisions effective efforts employee’s employees empowerment environment evaluation executive facilitate factors feedback Firstly focus global goals Groupthink HR function HR managers HR professionals HRM practices HRM strategy HUMAN RESOURCE MANAGEMENT identified implementation important improvement individual innovation integrated intelligence internal interpersonal involvement issues job enrichment Kaizen knowledge management leaders management development Managerial Implication measures method mind map motivation objectives one’s organization’s organizational culture organizational learning organizations oriented paper titled participation performance appraisal performance management person perspective potential principles productivity programmes published reward role Secondly self-efficacy skills structure style success task technique tests top management understand