References: ALAO‚ B.S. (2010) The Impact of Training and Development on Employees Performance: A Case study of Nigerian Bottling Company. A B.Sc. Research Project: Faculty of Business and Social Sciences‚ University of Ilorin. BEARDWELL & HELEN (2001) Human resource management : Macmillan Indian 2001 274. Torrington. ANYANWU‚ U. (2002) “Productivity and Capacity Building”: Proceedings of the Ninth Annual Conference of the Zonal Research Units – Gateway Hotel‚ Abeokuta 12 – 16 June
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References: Beardwell‚ J. & Claydon‚ T. (2007) Human Resource Management: A Contemporary Approach‚ 5th Edition‚ Essex‚ UK: Pearson Education Ltd Casson‚ M.‚ Yeung‚ B.‚ Basu‚ A Cole‚ K. (2010) Management: Theory and Practice‚ Australia: Pearson Australia Group Pty
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ORGANISATIONAL BEHAVIOUR 2013-14 Profile Dr David Redfern In the 1970s I worked in the car industry (BL Cars) and then in an iron foundry (Beans Foundries) in what was then called Personnel. Later in the 1980s and early 1990s I was employed in the bus industry leaving West Midlands Travel as Industrial Relations Manager. Initially the business was publically owed but later by the workforce. I have been at University College Salford and then the University of Salford for nearly 20 years
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MA HRM MASTERS IN BUSINESS ADMINISTRATION MODULE GUIDEBOOK Module Title: Performance Management (BM6934) Programme: MA HRM/MBA Assessment: 50% Examination‚ 50% Continuous Assessment Module Leader; Ann Masterson ann.masterson@dbs.ie DUBLIN BUSINESS SCHOOL Module Proforma Module Title: The Management of Performance Level: M Assessment: 50% course work Examination: 50% Prerequisites: None Credits: 15 Module Code: BM 6934 Module Leader: Ann
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BA Hospitality and Service Management ____________________________________________________________ Introduction to Human Resource Management ____________________________________________________________ Assignment Submission (Part 2) Integrative Case Study – Café Co Date of Submission: 29 April 2010 -1- Table of Contents Page no. 1. 2. 3. 4. 5. 6. 7. 8. 9. Introduction Aim and objectives for the training course How the training course will improve performance Timetable for 2
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References: Armstrong‚ M. (2012). Armstrong ’s handbook of human resource management practice‚ 12th edition. London‚ U.K.: Kogan Page. Beardwell‚ J. (2011). Human Resource Management: A Contemporary Approach Plus MyManagementLab Student Access Card. Harlow: Pearson Education Ltd. Becker‚ B.‚ Huselid‚ M. and Ulrich‚ D. (2001). The HR scorecard. Boston‚ MA: Harvard Business School Press. Dessler
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Amaratunga‚ D.‚ Bailey‚ D.‚ Sarshar. M. and Newton‚ R. (2002)‚ ‘Quantitative and qualitative research in the built environment: application of “mixed” research approach’‚ Work Study‚ Vol. 51‚ No. 1‚ pp. 17-31. Bryman‚ A. and Bell‚ E. (2007)‚ Business research methods‚ 2nd Edition‚ Oxford University express. Bryman‚ A. (1988a)‚ Quantitative and Qualitative in Social Research‚ Routledge‚ London. Cassell‚ C. and Symon‚ G. (2004)‚ Essential Guide of Qualitative Methods in Organizational research
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International and Comparative Human Resource Management Module Code: 7BSP 1025 2013/14 Semester A Module Leader: Dr Moira Calveley University of Hertfordshire Hertfordshire Business School 1 Module Guide for International and Comparative Human Resource Management Module Title: International and Comparative Human Resource Management HRM (Int/Comp HRM) Module code: 7BSP 1025 Level of Study: M Credit Points: 15 Academic Year: 2013/14 Department (responsible for
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(2009) Performance Management: 2nd Edition. USA. Prentice Hall Armstrong‚ M (2009) Armstrong’s Handbook of Human Resource Management Practise: 11th edition Armstrong‚M (2006) A Handbook of HRM Practice. 10th Edition. Great Britain. Kogan Page Ltd Beardwell‚ J & Clayton‚ T (2007) Human Resource Management: A contemporary Approach Curtis‚ S & Curtis‚ B (1997) Managing People and Activities. Great Britain. Prentice Hall Dessler‚ G (2008) Human Resource Management Dessler‚ G‚ Griffiths‚ J.‚ Lloyd-Walker
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attitudes to the achievement of change. A familiar list of authorities provide evidence and counter evidence on the degree and type of change (Maclnnes 1987‚1989; Metcalf‚ 1989; Brown and Wadhwani‚ 1990; Nolan and Marginson‚ 1990; Oulton‚ 1990; Beardwell‚ 1990; Kelly and Richardson‚ 1989). The aim of this paper is to describe and assess the underlying changes in large companies in management thinking and strategic intentions towards the management of labour in the 1980s. This concerns primarily the
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