Wiley & Sons. Sullivan J. 2004. Eight Elements of a Successful Employment Brand. ER Daily. Thomson‚ P. 2008. The Business Benefits of Flexible Working. Strategic HR Review. Thorne‚ K. (2005) Coaching for change. 2nd Edition. London: Kogan Page Ltd. Torrington‚ D.‚ Hall‚ L. and Taylor‚ S. (2005) Human Resource Management. 6th Edition. New York: Prentice Hall.
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Penguin Business. Senge‚ Peter M.‚ 1997‚ The Fifth Discipline‚ Century Business. Books Handy‚ Charles‚ 1993‚ Understanding Organizations‚ 4th edition‚ Penguin Books. Oakland‚ John‚ 2000‚ TQM Text with Cases‚ 2nd edition‚ Butterworth Heinemann. Torrington‚ Derek‚ Hall‚ Laura and Taylor‚ Stephen‚ 2005‚ Human resource Management‚ 6th edition‚ Prentice Hall.
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workforce: Investing in human capital for corporate success‚ Wovis‚ 1993 •Business driven HRM‚ Hussey‚ 1996 •HRM: A contemporary perspective‚ Beardwell & Holden‚ 1997HRM trends and challenges‚ Walton & Lawrence‚ 1985 • Human Resource Management‚ Torrington & Hall‚ 1995 • Working for Ford‚ Beynon‚ 1988 • People Management journal •HRM Human Resources - Internet guide to Human Resource Management http://guest.btinternet.com/~alan.price/hrm/site.htm Word Count: 1977
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Abstract The aim of this paper is to analyze the similarities and the differences between two popular approaches in today’s human resource management: equal opportunities approach and managing diversity approach. While the managing diversity approach focuses more on business efficiency‚ the equal opportunities approach concentrates on equal treatment of employees in a bureaucratic sense. The paper begins with definitions of both approaches; continues with explaining differences and similarities
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References: Torrington‚ D. and Hall‚ L. and Taylor‚ S. (2002)‚ Human Resource Management‚ 5th Edition‚ Essex: Pearson Education Limited. Wan D‚ Kok V‚ Huat C. (2002). Strategic Human Resource Management and Organizational Performance in Singapore‚ Compensation and Benefits
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management is viewed as workforce centred and more effective in focus. Personnel managers perform organizational procedures in accordance with management’s requirements. They are also involved with recruitment and selection process. As it is mentioned by Torrington et al. (2002)‚ the main
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References: Derek Torrington and Laura Hall‚ “Personnel Management: A New Approach”‚ Prentice Hall International Limited‚ 1991‚ London. H.T Graham and Roger Bennett‚ “Human Resource Management”‚ Pearson professional Limited‚ 1998‚ Edinburgh Gate. Herman F. Schwind‚ Hari Das
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Introduction Recruitment and selection involves making predictions about future behaviour so that decisions can be made as to who will be more suitable for the job (Renwick‚ 2001) Both approaches appear logical and rational‚ however in today’s world this proves not always to be the case (Buchanan and Huczynski‚ 2004.) Selection can be described as selecting the best candidate‚ the individual with all the specified essential characteristics‚ and selecting them for the job (Newell‚ 2006.) There
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Approaches to the strategic management of people There are a number of models of SHRM and in this unit we will look at three: • The best practice view. • The best fit view. • The resourcebased approach. The best practice view This view starts from the premise that a single set or ‘bundle’ of HR policies and practices will lead to better organisational performance‚ sustained over a lengthy period‚ whatever the prevailing business circumstances. What are these socalled best
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Previous decades have seen considerable changes within implementation of human resource planning. The following report has been devised in order to analyse occurrence and reasoning of these changes. The following points shall be reviewed: Identification of the different drivers which affect organisational management. Analysis of the changes in human resource management implementation consequential of the above stated changes. Explanation of adaptations of the recruitment and selection
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