Human resource management
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| Format: | Buch |
| Sprache: | English |
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London [u.a.]
Prentice Hall Europe
2002
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| Ausgabe: | 5. ed. |
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| 100 | 1 | |a Torrington, Derek |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Human resource management |c Derek Torrington, Laura Hall, Stephen Taylor |
| 250 | |a 5. ed. | ||
| 264 | 1 | |a London [u.a.] |b Prentice Hall Europe |c 2002 | |
| 300 | |a XXV, 668 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
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| 500 | |a Bis 3. Aufl. u.d.T.: Torrington, Derek: Personnel management | ||
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| 650 | 7 | |a Kadri - Upravljanje - Učbeniki za visoke šole |2 ssg | |
| 650 | 7 | |a Kadrovska politika - Strategija - Učbeniki za visoke šole |2 ssg | |
| 650 | 7 | |a Upravljanje s človeškimi viri - Kadrovski management - Učbeniki za visoke šole |2 ssg | |
| 650 | 4 | |a Vodenje - Delovna razmerja - Predstave - Učbeniki za visoke šole | |
| 650 | 4 | |a Vodenje - Človeški viri - Humani odnosi - Učbeniki za visoke šole | |
| 650 | 7 | |a Zaposlovanje - Management - Učbeniki za visoke šole |2 ssg | |
| 650 | 4 | |a Personnel management | |
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| 700 | 1 | |a Taylor, Stephen |e Sonstige |4 oth | |
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Datensatz im Suchindex
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|---|---|
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| DE-BY-TUM_location | 00 |
| DE-BY-TUM_media_number | 040044104787 |
| _version_ | 1820861348151558144 |
| adam_text | H^^R^H Brief contents
Preface and Acknowledgements xxiii
Guided tour xxvi
Parti ¦ INTRODUCTION
1 The nature of human resource management 2
2 Current issues in human resource management 17
3 Strategic human resource management 30
Part II ¦ ORGANISATION
4 Strategic aspects of organisation 52
5 Planning: jobs and people 62
6 Organisational design 82
7 Communication and information 99
8 Interactive skill: chairing meetings 121
Part III ¦ RESOURCING
9 Strategic aspects of resourcing 136
10 Contracts, contractors and consultants 151
11 Recruitment 170
12 Selection methods and decisions 188
13 Staff retention 210
14 Ending the contract 224
15 Interactive skill: selection interviewing 241
Part IV ¦ PERFORMANCE
16 Strategic aspects of performance 262
17 Organisational performance 276
18 Managing individual performance 297
19 Team performance 316
20 Leadership and motivation 333
21 Diversity: the legal framework 347
22 Equality: equal opportunities and diversity 362
23 Interactive skill: the appraisal interview 383
vi ¦ Brief contents
PartV ¦ DEVELOPMENT
24 Strategic aspects of development 400
25 Competencies, competence and NVQs 411
26 Learning and development 423 I
27 Career development 440
28 Interactive skill: presentation and teaching 461
Part VI ¦ EMPLOYEE RELATIONS
29 Strategic aspects of employee relations 478
30 Recognition and consultation 494
31 Health, safety and welfare 509
32 Grievance and discipline 525
33 Interactive skill: grievance and disciplinary interviewing 544
Part VII ¦ PAY
34 Strategic aspects of payment 562
35 Job evaluation 578
36 Incentives 594
37 Pensions and benefits 611
38 Interactive skill: negotiation 628
Index 649
HHHIh Contents
Preface and Acknowledgements xxiii
Guided tour xxvi
fgjgg^ INTRODUCTION
1 The nature of human resource management 2
New forms of working 2
New directions for organisations 4
Defining human resource management 5
HRM mark 1: the generic term 6
Delivering human resource management objectives 7
HRM mark 2: a distinctive approach to the management of people 9
The evolution of personnel/HRM 11
Stage 1: the social reformer 11
Stage 2: the acolyte of benevolence 11
Stage 3: the humane bureaucrat 12
Stage 4: the consensus negotiator 12
Stage 5: organisation man 12
Stage 6: the manpower analyst 13
A philosophy of human resource management 13
Summary propositions 15
References 15
General discussion topics 16
2 Current issues in human resource management 17
Responding to the intensified competition 17
Managing international operations 18
Riding waves of technological innovation 20
Meeting the expectations of the law 21
Managing with or without trade unions 22
Ethical questions 24
Best practice v. best fit 26
Summary propositions 27
References 28
General discussion topics 29
3 Strategic human resource management 30
Strategic human resource management and human resource strategy 30
Theoretical perspectives of strategic human resource management 34
Universalist approach 34
viii ¦ Contents
Fit or contingency approach 36
Resource based approach 41
The role of the HR function in strategy 44
Summary propositions 45
References 45
General discussion topics 47
Part I Case study problem 48
Part I Examination questions 49
m2||| ORGANISATION
4 Strategic aspects of organisation 52
Chandler s three stages of business development 52
Centralisation and decentralisation 53
Planning 56
Information and communication 57
Rivalry 57
Distorted perceptions 58
Resource allocation 58
Summary propositions 60
References 60
General discussion topics 61
5 Planning: jobs and people 62
The contribution and feasibility of HR planning 62
Models of human resource planning 65
Analysing the environment 67
Defining the future in human resource terms 69
Organisation, behaviour and culture 69
Employee numbers and skills (demand forecasting) 69
Taking account of changing employee utilisation 72
Analysing the current situation 72
Organisation, behaviour and culture 72
Current and projected employee numbers and skills (employee supply) 73
Reconciliation, decisions and plans 78
Summary propositions 81
References 81
General discussion topics 81
6 Organisational design 82
The fundamentals of the organising process 82
Task identity and job definition 83
Structure 84
Alternative forms of organisation structure 84
The entrepreneurial form 85
The bureaucratic form 85
The matrix form 86
Contents ¦ ix
The independence form 87
Summary of differentiated structures 88
New forms of structure? 89
Smaller size: downsizing, delayering and outsourcing 89
Growth: diversification, acquisitions, mergers, alliances and joint ventures 90
Decentralisation and empowering teams and individuals 91
The how not the what: business process reengineering 92
Redefining the boundaries 92
Organisational culture 93
Summary propositions 97
References 97
General discussion topics 98
7 Communication and information 99
Meaning and scope of communication 99
Purposes of communication in organisations 100
The process of communicating 100
Barriers to communicating 101
The frame of reference 102
The stereotype 102
Cognitive dissonance 103
The halo or horns effect 103
Semantics and jargon 103
Not paying attention and forgetting 104
Ways of communicating in organisations 106
HR information: a computer revolution? 108
HR information: a model 109
Individual employee information 110
Aggregate employee information 111
Absence analysis and costing 112
Equal opportunities analysis 113
Turnover analysis and costing 114
The workforce and organisational performance 114
Information from personnel systems and activities 114
Information on the HR function 116
Confidentiality, privacy and security 116
Confidentiality 116
Privacy 116
Security 117
The Data Protection Act 1998 117
Transitional arrangements 118
Summary propositions 119
References 119
General discussion topics 120
8 Interactive skill: chairing meetings 121
Preparation 122
Who should attend the meeting? 122
What is the brief or terms of reference of the meeting? 122
What should the agenda be? 123
x ¦ Contents
What about the physical location and arrangements? 123
What is the meeting for? 123
Conduct of the meeting itself (the encounter) 124
How can contributions be stimulated and controlled? 124
Bringing people in 125
Keeping it going 125
And what about your own input? 126
Winding it up 126
Follow up 127
Minutes or report of the meeting 127
Implementation of proposals 128
Summary propositions 128
General discussion topics 129
Part II Case study problem 130
Part II Examination questions 132
(22[]| RESOURCING
9 Strategic aspects of resourcing 136
Responding to labour market trends 136
Demographic developments 136
Diversity 137
Skills and qualifications 138
Analysing labour markets 139
Geographical differences 139
Tight v. loose 139
Occupational structure 140
Generational differences 141
Flexible resourcing choices 142
Numerical flexibility 142
Temporal flexibility 143
Functional flexibility 144
Debates about flexibility 145
Ready made or home grown? 146
Academies 147
Clubs 147
Baseball teams 148
Fortresses 148
Summary propositions 148
References 149
General discussion topics 150
10 Contracts, contractors and consultants 151
Contracts of employment 151
Contracts of limited duration 154
Part time contracts 155
Contents ¦ xi
Working patterns 157
Flexible working hours 159
Distance working and subcontracting 161
Finding the right people 162
Job specification and selection 162
Communication and control 162
Pay and performance 163
Employing consultants 163
Describe the problem 165
Formulate an approach 166
Work out how you could do it in house 166
Find out how it could be done by consultants 167
Decide between the alternatives 167
Summary propositions 168
References 168
General discussion topics 169
11 Recruitment 170
Determining the vacancy 171
Methods of recruitment 172
The recruitment methods compared 174
Recruitment advertising 176
Drafting the advertisement 178
E recruitment 180
Control and evaluation 182
Employment documentation 183
Correspondence 183
Shortlisting 184
Summary propositions 18 5
References 186
General discussion topics 187
12 Selection methods and decisions 188
The role of HR management in selection 188
Selection as a two way process 189
Selection criteria and the person specification 191
Organisational criteria 191
Functional/departmental criteria 191
Individual job criteria 192
Choosing selection methods 193
Selection methods 194
Application forms 194
Self assessment 195
Telephone screening 196
Testing 197
Critical features of test use 197
Context of tests 198
Problems with using tests 198
Types of test for occupational use 199
xii ¦ Contents
Group selection methods and assessment centres 201
Working sampling/portfolios 203
References 204
Other methods 204
Using consultants 205
Final selection decision making 205
Validation of selection procedures 206
Selection, the law and equality of opportunity 207
Summary propositions 207
References 208
General discussion topics 209
13 Staff retention 210
Turnover rates and trends 211
The impact of staff turnover 212
Turnover analysis and costing 213
Outside factors 214
Functional turnover 214
Push factors 215
Pull factors 215
Staff retention strategies 216
Pay 217
Managing expectations 218
Induction 219
Family friendly HR practices 220
Training and development 221
Summary propositions 222
References 222
General discussion topics 223
14 Ending the contract 224
Unfair dismissal 225
Automatically unfair reasons 226
Potentially fair reasons 227
Determining reasonableness 227
Lack of capability or qualifications 229
Misconduct 231
Redundancy 233
Some other substantial reason 235
Written statement of reasons 235
Constructive dismissal 236
Compensation for dismissal 236
Wrongful dismissal 238
Retirement 238
Notice 239
Summary propositions 239
References 240
General discussion topics 240
Contents ¦ xiii
15 Interactive skill: selection interviewing 241
Varieties of interview 241
The purpose of the selection interview 242
Criticism of the selection interview 242
The importance of the selection interview 243
Exchanging information 243
Human and ritual aspects 243
Interview strategy 244
Frank and friendly strategy 244
Problem solving strategy 244
Biographical strategy 245
Stress strategy 245
Number of interviews and interviewers 246
The individual interview 246
Sequential interviews 246
Panel interviews 247
The selection interview sequence 247
Preparation 247
Reception 248
Interview structure 249
The selection interview 249
Summary propositions 255
References 256
Practical exercise in selection interviewing ¦ 256
Part III Case study problem 257
Part III Examination questions 259
B2BB1 PERFORMANCE
16 Strategic aspects of performance 262
A change in perspective: from employment to performance 262
Influences on our understanding of performance 263
The Japanese influence 263
The American literature 263
HRM and the strategy literature 264
Do people management practices contribute to high performance? 265
How do HR policies and practices affect performance? 267
Commitment 267
Major performance initiatives 269
Things that go wrong 270
The process/people balance 270
Getting the measures right 270
Management losing interest 271
The team/individual balance 271
Leaving out the development part 272
Implementing and managing the change 272
Getting it right 272
xiv ¦ Contents
Summary propositions 273
References 273
General discussion topics 275
17 Organisational performance 276
Total quality management 276
What is involved in total quality management? 278
What happens in practice? 280
TQM and the HR function 283
Review 284
Learning organisations 284
Organisational learning and the learning organisation 285
Organisational and individual learning 285
What are the characteristics of learning organisations? 287
Critique 291
Organisation development 292
Summary propositions 293
References 294
General discussion topics 296
18 Managing individual performance 297
The performance cycle 297
Planning performance 297
Supporting performance 298
Ongoing review 299
Using the performance cycle 299
Appraisal systems 299
Why have an appraisal system? 300
What is appraised? 301
Surveillance of actual performance 303
Who contributes to the appraisal process? 304
Effectiveness of appraisal systems 306
360 degree feedback 306
The nature of the 360 degree feedback 306
Difficulties and dilemmas 308
Performance management systems 309
Implementation and critique of performance management 312
Summary propositions 313
References 313
General discussion topics 315
19 Team performance 316
Broad team types 319
Production or service teams 319
Cross functional management teams 323
Functional teams 324
Problem solving teams 325
Team effectiveness 325
Selecting team members 326
Contents ¦ xv
Team leader and manager training 328
Team member training 328
Team development 328
Recognition and reward 329
Are teams always the right answer? 330
Implications for the HR function 330
Summary propositions 330
References 331
General discussion topics 332
20 Leadership and motivation 333
Leadership and management 333
What are the traits of leaders and effective leaders? 334
What is the best way to lead ? leadership styles and behaviours 335
Do leaders need different styles for different situations? 337
Do we really need heroes? 340
Leadership and motivation 343
Summary propositions 344
References 345
General discussion topics 346
21 Diversity: the legal framework 347
Discrimination on grounds of sex or marital status 348
The Equal Pay Act 1970 348
The Sex Discrimination Act 1975 350
Positive discrimination 351
Dress codes 352
Transsexuals 352
Sexual harassment 352
Race discrimination 353
Disability discrimination 355
Trade union discrimination 358
Part time workers 359
Ex offenders 360
Summary propositions 360
References 361
General discussion topics 361
22 Equality: equal opportunities and diversity 362
Current employment experiences of socially defined minority groups 362
Women 362
Racial and ethnic groups 364
Disabled people 365
Older people 365
Lesbian, gay and bisexual people 366
Different approaches to equality 366
Equal opportunities approach 367
Problems with the equal opportunities approach 368
Management of diversity approach 369
xvi ¦ Contents
Problems with the managing diversity approach 372
Equal opportunities or managing diversity? 374
Implications for organisations 374
Conceptual models of organisational responses to equal opportunities
and managing diversity 374
Equal opportunities and managing diversity policies 376
A process for managing diversity 377
Summary propositions 380
References 380
General discussion topics 382
23 Interactive skill: the appraisal interview 383
Contrasting approaches to appraisal 384
Who does the appraisal? 386
The appraisal interview 387
The appraisal interview sequence 388
Preparation 389
Interview structure 390
Making appraisal work 392
Summary propositions 394
References 394
Part IV Case study problem 395
Part IV Examination questions 397
B33QI DEVELOPMENT
24 Strategic aspects of development 400
Organisational strategy and HR development strategy 402
Influence of the external labour market 404
Integration with other human resource strategy 405
Training and development roles 406
Approaches to development and national initiatives 408
Summary propositions 408
References 409
General discussion topics 410
25 Competencies, competence and NVQs 411
Competence and NVQs 411
The context of the competence movement 411
Characteristics of NVQs 413
Problematic aspects of NVQs 415
Behavioural competencies 417
Advantages of behavioural competencies 419
Problematic aspects of behavioural competencies 420
Summary propositions 421
References 421
General discussion topics 422
Contents ¦ xvii
26 Learning and development 423
The nature of learning and development 423
Learning from experience 423
Planned and emergent learning 425
Learning curves 426
Identifying learning and training needs 427
Approaches to learning and development 428
Education and training courses 428
Learning on the job 430
Open, distance and e learning 436
Evaluation of training and development 436
Summary propositions 437
References 438
General discussion topics 439
27 Career development 440
How and why are careers changing? 441
Definitions and importance of career development 443
Understanding careers 444
Career development stages 444
Career anchors 446
Other models 448
Career balance 448
Individual career management 451
Organisational support for career management 453
Career pathways and grids 453
Fast track programmes 455
Managerial support 455
Career counselling 456
Career workshops 456
Self help workbooks 456
Career centres 457
Assessment and development centres 457
Summary propositions 458
References 458
General discussion topics 460
28 Interactive skill: presentation and teaching 461
Approaches to learning 461
Types of learner 463
Job instruction 464
The job instruction sequence 465
Preparation 465
The instruction 468
A note on presentation 471
Objectives 471
The material 471
Summary propositions 473
References 473
Part V Case study problem 474
Part V Examination questions 475
xviii ¦ Contents
B2JJJ] EMPLOYEE RELATIONS
29 Strategic aspects of employee relations 478
Historical development of employee relations in the UK 479
The twentieth century 479
The 1960s 480
The 1970s 481
The 1980s 482
The 1990s 483
Current trends 484
Collective employee involvement 485
Individual employee involvement 487
Team briefing 488
Quality circles 489
News sheets 489
Attitude surveys 489
Team working 490
International perspectives 490
Summary propositions 491
References 492
General discussion topics 493
30 Recognition and consultation 494
Defining recognition 495
The cases for and against trade union recognition 496
Forms of trade union recognition 497
Derecognition 500
Trade union recognition law 500
Collective consultation 502
Redundancy 502
Transfer of undertakings 502
Health and safety 502
Pensions 502
European Works Councils 503
Workplace agreements 503
Consultation in practice 504
HR roles in recognition and consultation 505
Summary propositions 507
References 507
General discussion topics 508
31 Health, safety and welfare 509
Definitions of health, safety and welfare 509
HRM and health, safety and welfare 510
Health and safety law 511
Criminal law 512
Civil law 517
Managing stress and emotional welfare 517
Someone to talk to/someone to advise 519
Contents ¦ xix
Reorganisation of work 519
Positive health programmes 519
Managing physical welfare 520
Making the work safe 520
Enabling employees to work safely 520
Safety training and other methods of persuasion 521
Occupation health departments 522
Summary propositions 523
References 523
General discussion topics 524
32 Grievance and discipline 525
The Milgram experiments with obedience 526
What do we mean by discipline? 528
What do we mean by grievance? 530
The framework of organisational justice 532
Awareness of culture and appropriateness of style 532
Rules 533
Ensuring that the rules are kept 534
Grievance procedure 536
Disciplinary procedure 538
Authorisation of penalties 539
Investigation 539
Information and explanation 539
Disputes 539
Are grievance and discipline processes equitable? 539
Summary propositions 542
References 542
General discussion topics 543
33 Interactive skill: grievance and disciplinary interviewing 544
The nature of grievance and disciplinary interviewing 546
The discipline and grievance sequence 546
Preparation 546
The grievance interview 549
The grievance is now understood 550
The management position is now understood 551
Points of disagreement are now in focus 551
Alternatives have now been considered 551
The disciplinary interview 552
First possible move to disengagement 553
Second possible move to disengagement 553
Third possible move to disengagement 553
Fourth possible move to disengagement 554
Disengagement 554
Summary propositions 555
References 555
Part VI Case study problem 556
Part VI Examination questions 558
xx ¦ Contents
1233]] pay
34 Strategic aspects of payment 562
Management approaches to payment 562
Employee objectives for the contract of payment 563
First objective: purchasing power 563
Second objective: felt fair 564
Third objective: rights 564
Fourth objective: relativities 564
Fifth objective: recognition 564
Sixth objective: composition 565
Employer objectives for the contract of payment 565
First objective: prestige 565
Second objective: competition 566
Third objective: control 566
Fourth objective: motivation and performance 566
Fifth objective: cost 567
Sixth objective: change management 568
Approaches to setting base pay rates 568
External market comparisons 569
Internal labour market mechanisms 569
Job evaluation 570
Collective bargaining 571
The elements of payment 572
Basic rate 572
Plussage 573
Benefits 573
Premia 573
Overtime 573
Incentive 573
Bonus 574
The importance of equity 574
A strategic approach to payment administration 575
Summary propositions 576
References 576
General discussion topics 577
35 Job evaluation 578
Salary structures 579
Job families 580
Ladders and steps 581
The self financing increment principle 582
Why not one big (happy) family? 582
Broadbanding 584
Job evaluation methods 584
Employee participation in job evaluation 588
Job families 588
Job descriptions 588
Panel evaluation 588
Contents ¦ xxi
Job analysis questionnaires 588
Equal value 589
Like work 589
Work rated as equivalent 590
Work of equal value 590
Genuine material factor differences 591
Summary propositions 592
References 592
General discussion topics 593
36 Incentives 594
Basic choices 594
The extent to which incentives are paid 597
Payment by results schemes 598
Individual time saving 598
Measured daywork 599
Group and plant wide incentives 599
Commission 600
Disadvantages of PBR schemes 600
Operational inefficiencies 600
Quality of work 601
The quality of working life 601
The selective nature of the incentive 601
Obscurity of payment arrangements 602
Performance related pay 602
The attractions of PRP 603
Critiques of PRP 604
Using PRP effectively 605
Skills based pay 606
Profit sharing 607
Cash based schemes 607
Share based schemes 608
Disadvantages of profit related schemes 608
Summary propositions 609
References 610
General discussion topics 610
37 Pensions and benefits 611
Pensions 612
State schemes 612
Occupational schemes 613
Group personal pensions 616
Stakeholder pensions 617
Occupational pensions and HRM 618
Sick pay 619
Statutory sick pay (SSP) 619
Occupational sick pay 620
Company cars 622
London allowances 624
Flexible benefits 624
xxii ¦ Contents
Summary propositions
References
General discussion topics 627
38 Interactive skill: negotiation 628
The nature of conflict in the employment relationship 629
Sources of conflict in the collective employment relationship 630
Potential benefits of such conflict 630
Introducing new rules 630
Modifying the goals 631
Clash of values 631
Competitiveness ^
Organisational tradition 631
Understanding of respective positions 631
Potential drawbacks of such conflict 632
Waste of time and energy 632
Emotional stress for participants 632
Risks 632
Bargaining strategies 632
Avoidance ^32
Smoothing 633
Forcing 633
Compromise 633
Confrontation 633
Bargaining tactics 634
Resolution or accommodation 634
Tension level 634
Power balance 634
Synchronising 635
Openness 635
The negotiation sequence 635
Preparation 635
Agenda 636
Information 637
Strategy 637
The negotiation 639
Setting 639
Challenge and defiance 639
Thrust and parry 640
Decision making 640
Recapitulation 641
Written statement 641
Commitment of the parties 641
Negotiating with individuals 642
Summary propositions 644
References 644
Part VII Case study problem 645
Part VII Examination questions 647
Index 649
|
| any_adam_object | 1 |
| author | Torrington, Derek |
| author_facet | Torrington, Derek |
| author_role | aut |
| author_sort | Torrington, Derek |
| author_variant | d t dt |
| building | Verbundindex |
| bvnumber | BV014184293 |
| classification_rvk | QV 578 |
| classification_tum | WIR 700f |
| ctrlnum | (OCoLC)440057695 (DE-599)BVBBV014184293 |
| discipline | Wirtschaftswissenschaften |
| edition | 5. ed. |
| format | Book |
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| id | DE-604.BV014184293 |
| illustrated | Illustrated |
| indexdate | 2024-12-23T15:49:00Z |
| institution | BVB |
| isbn | 0273646397 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-009722152 |
| oclc_num | 440057695 |
| open_access_boolean | |
| owner | DE-91 DE-BY-TUM DE-573 |
| owner_facet | DE-91 DE-BY-TUM DE-573 |
| physical | XXV, 668 S. graph. Darst. |
| publishDate | 2002 |
| publishDateSearch | 2002 |
| publishDateSort | 2002 |
| publisher | Prentice Hall Europe |
| record_format | marc |
| spellingShingle | Torrington, Derek Human resource management Kadri - Management sistemi - Vodstveni kadri - Učbeniki za visoke šole Kadri - Planiranje - Učbeniki za visoke šole ssg Kadri - Upravljanje - Učbeniki za visoke šole ssg Kadrovska politika - Strategija - Učbeniki za visoke šole ssg Upravljanje s človeškimi viri - Kadrovski management - Učbeniki za visoke šole ssg Vodenje - Delovna razmerja - Predstave - Učbeniki za visoke šole Vodenje - Človeški viri - Humani odnosi - Učbeniki za visoke šole Zaposlovanje - Management - Učbeniki za visoke šole ssg Personnel management Management (DE-588)4037278-9 gnd Führung (DE-588)4018776-7 gnd Humankapital (DE-588)4160783-1 gnd Personalwesen (DE-588)4076000-5 gnd Personalpolitik (DE-588)4045269-4 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4018776-7 (DE-588)4160783-1 (DE-588)4076000-5 (DE-588)4045269-4 |
| title | Human resource management |
| title_auth | Human resource management |
| title_exact_search | Human resource management |
| title_full | Human resource management Derek Torrington, Laura Hall, Stephen Taylor |
| title_fullStr | Human resource management Derek Torrington, Laura Hall, Stephen Taylor |
| title_full_unstemmed | Human resource management Derek Torrington, Laura Hall, Stephen Taylor |
| title_short | Human resource management |
| title_sort | human resource management |
| topic | Kadri - Management sistemi - Vodstveni kadri - Učbeniki za visoke šole Kadri - Planiranje - Učbeniki za visoke šole ssg Kadri - Upravljanje - Učbeniki za visoke šole ssg Kadrovska politika - Strategija - Učbeniki za visoke šole ssg Upravljanje s človeškimi viri - Kadrovski management - Učbeniki za visoke šole ssg Vodenje - Delovna razmerja - Predstave - Učbeniki za visoke šole Vodenje - Človeški viri - Humani odnosi - Učbeniki za visoke šole Zaposlovanje - Management - Učbeniki za visoke šole ssg Personnel management Management (DE-588)4037278-9 gnd Führung (DE-588)4018776-7 gnd Humankapital (DE-588)4160783-1 gnd Personalwesen (DE-588)4076000-5 gnd Personalpolitik (DE-588)4045269-4 gnd |
| topic_facet | Kadri - Management sistemi - Vodstveni kadri - Učbeniki za visoke šole Kadri - Planiranje - Učbeniki za visoke šole Kadri - Upravljanje - Učbeniki za visoke šole Kadrovska politika - Strategija - Učbeniki za visoke šole Upravljanje s človeškimi viri - Kadrovski management - Učbeniki za visoke šole Vodenje - Delovna razmerja - Predstave - Učbeniki za visoke šole Vodenje - Človeški viri - Humani odnosi - Učbeniki za visoke šole Zaposlovanje - Management - Učbeniki za visoke šole Personnel management Management Führung Humankapital Personalwesen Personalpolitik |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009722152&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT torringtonderek humanresourcemanagement AT halllaura humanresourcemanagement AT taylorstephen humanresourcemanagement |