Human resources management books pdf


 

This work is licensed under a Creative Commons-ShareAlike International License. Human Resource Management. Human Resource Management. What is Human Resource Management? Find the answers you need in these books. The titles in this category concentrate on. Human Resource Management, Twelfth Edition Changing Nature of Human Resource Management 2 .. HR professionals, the book is extensively used to.

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Human Resources Management Books Pdf

This book is not just one of the many introductions to Human Resource Management that are published, year after year, for use in HRM classes. Authors of those. PDF Drive is your search engine for PDF files. Taken from: Strategic Human Resource Management, Second Edition by Charles R. Greer An Investment. Human Resource Management is about the managerial and leadership processes . managers, is given by R Falk in his book “The Business of Management”.

They may be salespeople in a store, clerks in an office, operators in a factory, or technicians in a research laboratory. In a business, personnel management starts with the recruiting and hiring of qualified people and continues with directing and encouraging their growth as they encounter problems and tensions that arise in working toward established goals. In addition to recruiting and hiring, some of the responsibilities of a personnel manager are: 1. To classify jobs and prepare wage and salary scales. To counsel employees. To deal with disciplinary problems. To negotiate with labor unions and service union contracts. To develop safety standards and practices. To manage benefit programs, such as group insurance, health, and retirement plans. To provide for periodic reviews of the performance of each individual employee, and for recognition of his or her strengths and needs for further development. To assist individuals in their efforts to develop and qualify for more advanced jobs. To plan and supervise training programs. To keep abreast of developments in personnel management.

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These are designed not to restrict creativity but to assist its members in accomplishment of the organisational goals. The specific activities included in these functions are: 1. Planning: Establish goals, develop rules and procedures, prepare plans, forecast, predict or project some future occurrence. Organising: Giving each subordinate a specific job or task, establish departments, delegate authority to subordinates, establish channels of authority and communication, coordinate work of subordinates.

Staffing: Decide what type of employees are to be recruited, selective prospective employees, set performance standards. Leading and Motivating: Getting others to do their jobs, motivating, maintaining morale amongst employees. Controlling: Set str. To look after the various functions set for the organisation, adequate resources in men and materials have to be arranged by individuals who serve as managers within organisations.

Such people have to make things happen to aid in the achievement of the organisational objectives, to co-ordinate the resources of the organisation - 4 important Ms, viz.. It is an effective combination and dovetailing of ihes factors on which the success or failure of the organisation depends.

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The resources by themselves will not help the organisation to accomplish the objective, unless there is an effective co-ordination and utilisation of these human and non-human resources. Introduction to Human Resource - Personnel Management 5 While the human resources available to management in an organisation are only one part of resources which must be co-ordinated, it is through the combined efforts of the people that monetary and material resources are utilized for organisational objectives.

Without human efforts, organisations cannot accomplish their objectives. Rensis Likert ri3htly observes, "All the activities of any enterprise are initiated and determined by the persons who make up that institution, plants, offices, computers, automated equipment, and all else that make a modern firm uses are unproductive except for human effort and direction of all the tasks of manage:nem, managing the human component is the central and most important task, because all else depends on how well it is done.

Managers are appointed at various levels to organise and co-ordinate the activities of the team members or fellow work associates. Those at the lower levels are responsible to persons at a higher organisational level. The greater the commitment of the members to organisational objectives, the greater is the degree of effectiveness with which the organisation works.

Failure to recognise this fact causes immense loss to the nation, enterprise and the individual. In the words of Oliver Sheldon, "No industry can be rendered efficient so lu:1g as the basic fact remains unrecognized that it is principally human. It is not a mass of machines and technical processes.

It is not a complex of matter, but a complex of humanity. It fulfils its function not by virtue of some impersonal force, but a human energy. Its body is not an intricate maze of mechanical devices but a magnified nervous system. These individuals in the work place exhibit not only similar behaviour patterns and characteristics to a certain degree, but they also show many dissimilarities.

Each hunia;; rJeing is [';ot only a product of his bioiogical irJheritance but also a result of interaction:; v:ith his environment. Family relationships, religious influences, racial or caste educational accomplishment, the application of technologicai in:1ov::Jtioos. Among the environmental factors that influence wor!

People come to work with certain specific motives to earn money, to get employment, to have better prospect in future, to be treated as a human being while at the place of work. It is these people who provide the knowledge and much of the energy through which organisational objectives are accorTIp,lished. The management must, therefore, be aware not only of the organisational but also employee needs. None of these can be ignored. The achievements for the organisations of the 'people at work,' 'the people who manage them' i.

In other words, he develops "human relations" the purpose of which is not to enable him to discover clever techniques for winning friends and influencing people through personality development; nor to enable him to manipulate people as though they are puppets, but to assist him in working more effectively with other people in organisation. The management of men is a challenging task because of the dynamic nature of the people. No two persons are similar in mental abilities, traditions, sentiments, and behaviour; they differ widely also as groups, and are subject to many and varied influences.

People are responsive; they feel, think, and act; therefore, they cannot be operated like a machine or' shifted and altered like a template in a room layout. They, therefore, need a tactful handling by management personnel. If manpower is properly utilised, it may prove a dynamic motive force for running an enterprise at its optimum results and also work as an elixir for maximum individual and group satisfaction in relation to the work performed.

Manpower management is a most crucial jqb because "managing people is the heart and essence of bi2ing a manager. Material elements, however, are beyond its domain. This view has been rightly summed up by J. Dietz of Chicago. He observes: "A business or an industry can be thought of as an inter-vJeaving of human elements and material elements, with the human elements as the warp; while inter- locking and inter-weaving with this element are the material elements - the '.

Voof of the fabric. The warp of the fabric is the human element appearing and reappeil:";ng, the strength giving element holding the entire fabric together, and giving it life and a character of continuity. This it does by: i maintaining a balance between the jobs available and the jobseekers, according to the qualifications and needs; ij Providing suitable and most productive employment, which might bring them psychological satisfaction; iii making maximum utilization of the resource in an effective manner and paying the employee a reasonable compensation in proportion to the contribution made by him; iv eliminating waste or improper use of hum'an resource, through conservation of their normal energy and health; and v by helping people make their own decisions, that are in their interests.

This' it does by: i maintaining the dignity of the employee as a 'human-being'; ii providing maximum opportunities for personal development; iii providing healthy relationship between different work groups so that work is effectively performed; iv improving the employees' working skill and cpacity; v correcting the errors of wrong postings and proper reallocation work.

Dynamic and growth-oriented organisation do require effective management of people in a fast-changing environment. Organisations flourish only through the efforts and competencies of their human resources. Employee capabilities must continuously be acquired, sharpened, and used.

Any organisation will have proper human resource management i to improve the capabilities of an individual; ii to develop team spirit of an individual and the department; and iii to obtain necessary co-operation from the employees to promote organisational effectiveness. To keep abreast of developments in personnel management. To understand the human resource manager's job think of how you would deal with the following examples of challenging employee situations: The firm's employees - especially the most qualified ones - can get comparable, if not better jobs with other employers.

When a firm faces a scarcity of supervisory and specialized personnel with adequate experience and job capabilities, it has to train and develop its own people. This can be time consuming and expensive.

The cost of hiring and training employees at all levels is increasing, for instance, several thousand dollars for a salesperson.

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A mistake in hiring or in slow and inefficient methods of training can be costly. Personnel managers must comply with the law by employing, training and promoting women and persons from minority groups. The problem in doing so is that many of these employees have not had appropriate experience and education in the past. Most employees, whether or not represented by labor unions, continue to seek improvements in direct compensation, employee benefits, and working conditions.

All commitments must be based upon what the firm can afford, comply with current practices of other employers, and be understood and accepted by the employee. To do this, all employee policies and operating procedures should be developed and negotiated with great care.

Some employees may not perform satisfactorily simply because their firm offers competitive compensation, benefits, and working conditions. In addition to these financial or physical compensations, they want responsibility, the opportunity to develop, and recognition of accomplishment in their jobs.

This book highlights the need for training and development of employees at all levels in various types of organizations, and also suggests methods for doing so. Training skills are essential in the modern business organisation.

After reading this eBook, you will have the means to totally change the way you manage others. Effective modern administration requires the development of multiple skills which should enable an administrator to lead a high-performance team. This book helps to develop an understanding of stress, its causes, signs and symptoms, as well as the impact it can have on people personally and professionally. Learn proven strategies on how to tackle workplace bullying and harassment.

Discover why it thrives and the various types of overt and covert behaviours. Managers spend a good deal of time organizing meetings.

Human Resources Books

They need to acquire effective meeting skills. Performance app. This tool kit contains a methodology and questionnaires to support you in improving your workplace wellness. This book presents a radical and timely challenge to business leaders and HR Professionals who are focussed on the equality and diversity agenda.

HR departments are being asked to "be more strategic" and help contribute to the bottom-line more than ever before. What does "being strategic" mean? This book is a useful guide for those who are new to HR or managing teams. Need to know how to prepare for and conduct an appraisal meeting?

This eBook gives you practical advice so that process is productive and stress free. In the past 30 years, all major business functions apart from HR have been transformed by the introduction of new processes and systems.

How can mediation help in intercultural conflicts? This book proves mediation to be a powerful tool to assist us in overcoming differences more effectively.

A well-crafted employee handbook is a great asset for an organisation. Use our practical guide to develop, communicate and manage one that is right for you. This book provides an introduction to the theory and practice of managing diversity and Equal Employment Opportunities or EEO. Recruitment and Selection", we bring together 25 articles from the top experts on recruitment. Leaders can benefit from the unique talents of this generations once they have better understanding.

The appraisal process, if conducted correctly, can have a really positive impact on the performance and ongoing development of your staff.

The effectiveness of the HR function is put at test in times of transformation, and mostly during mergers and acquisitions. This is a step-by-step guide to make the HR due diligence process simple. This book exposes the paradox of a standardised approach to building an engagement workforce.

We all know about some aspects of diversity — race, religion, gender and age are some of the common factors. If you manage employees, from time to time discipline and dismissal will be an inevitable part of your work.

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