Course Study Guide Course code: INDU 1111 (2015) Course title: Managing the Performance of Individuals Course leader: Dr Max Tookey 1 Contents 1. WELCOME 3 2. INTRODUCTION TO THE COURSE 4 2.1 Aims 4 2.2 Learning outcomes 4 2.2.1 Knowledge and understanding of: 4 2.2.2 Intellectual skills 4 2.2.3 Subject practical skills 4 2.2.4 Transferable skills 4 2.3 LEARNING AND TEACHING ACTIVITIES 5 3. CONTACT DETAILS 5 4. COURSE CONTENT 6 5. READING LIST 8 6. ASSEMENT DETAILS 9
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Research Report 105 May 2005 CENTRE FOR POLICY STUDIES Committed to independent policy research A Democratic Developmental State in Africa? A concept paper By Omano Edigheji Research report A Democratic Developmental State in Africa? A concept paper Omano Edigheji Centre for Policy Studies Johannesburg May 2005 This paper forms part of the CPS ‘State Series’ The Centre for Policy Studies is an independent research institution‚ incorporated as an association not
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Financial Scandals and the Role of Private Enforcement: The Parmalat Case Law Working Paper N° 40/2005 May 2005 Guido Ferrarini University of Genoa‚ Centre for Law and Finance and ECGI Paolo Giudici Free University of Bozen and Centre for Law and Finance © Guido Ferrarini and Paolo Giudici 2005. All rights reserved. Short sections of text‚ not to exceed two paragraphs‚ may be quoted without explicit permission provided that full credit‚ including © notice‚ is given to the source. This
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Introduction In this paper I review the literature on impression Management to determine if there are substantial gender differences in the employment of impression management tactics in organizational contexts. Based on a social roles theory perspective (Eagly‚ 1987)‚ examines use of impression management tactics in organizational settings for gender differences in behavior. We expected that men and women would generally report using impression management tactics consistent with gender role expectations
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(2007) A Handbook of Employee Reward Management and Practice‚ 2nd Edition Arthur‚ D Aswathappa‚ K. (2008) Human Resource Management‚ 5th Edition Beardwell‚ J Bernardin‚ H.J. (2006) Human Resource Management - An Experiential Approach‚ 4th Edition Bratton‚ J Cole‚ G.A. (2002) Personnel and Human Resource Management‚ 5th Edition DeCenzo‚ D.A Dessler‚ G. (2008) Human Resource Management‚ 11th Edition Gomez‚ L.R.‚ Balkn‚ D.B Gupta‚ C.B. (2008) Human Resource Management Kothari‚ C.R Kressler‚ H.W. (2003)
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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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OCCUPATIONAL SAFETY AND HEALTH OF CONSTRUCTION INDUSTRY IN SRI LANKA D.W.G.A.P.K. Sirirathna Advanced Certificate in Human Resource Management National Institute of Business Management March 2013 Acknowledgements First and foremost‚ I would like to thank my supervisor of this project‚ Ms. U K S M Uduwella for the valuable guidance and advice. She inspired me greatly to work in this project. I also would like to thank the management of Tudawe
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References: Adler‚ N‚ J. and Ghadar‚ F. 1990. Strategic human resource management: a global perspective‚ p.235-260 Boxall‚ P‚ 1995 Bratton‚ J. 1999. Human Resource Management: Theory and Practice‚ p. 6-8 Brewster Chris‚ 2002 Brooks‚ D. Harmony and the Dream. New York Times‚ 2008‚ can be found at www form: http://www.nytimes.com/2008/08/12/opinion/12brooks.html?scp=1&sq=Harmony %20and%20the%20Dream
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Human Resource Practice Questions Week 1 & 2 (Chapter 1 & 2) Discuss the significance of the concept of ‘analytical HRM’ in the development of HRM theory. (Chapter 1‚ Page 6) Michelle’s Answer: Analytical HRM emphasizes the primary task of HRM scholars which is to build theory and gather empirical data in order to identify and explain ‘the way management actually behaves in organizing work and managing people’. (Emphasizes the importance of developing and building theory based on managers’
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Constitutional Analysis." Cape Town: Juta. Bradshaw‚ G.‚ Johnston‚ A. & Shezi‚ S. 1993. Constitution-Making in the New South Africa." London: Leicester University Press. Bratton‚ M. & Landsberg‚ C. 1999. From Promise to Delivery: O cial Development Assistance to South Africa‚ 1994-98." Johannesburg: Centre for policy Studies‚ Research Report No Bratton‚ M. & Van de Walle‚ W. 1997. Democratic Experiments in Africa: Regime Transitions in Comparative Perspective." Cambridge: Cambridge University Press.
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