Australian Human Resources Management: Current Trends in Management Practice, Nide 2Graham Leslie O'Neill, Robin Kramar Allen & Unwin, 1998 - 272 sivua Covers the current and emerging trends that directly relate to the planning, development and utilisation of people in support of their organisation's objective. Australia's leading practitioners, consultants and academics present the emerging trends and provide a well-researched and authoritative reference. |
Sisältö
| 17 | |
Chapter 3 | 43 |
Case Study | 61 |
An energy | 89 |
Chapter 6 | 125 |
Case Study | 143 |
Chapter 7 | 155 |
Case Study | 171 |
Chapter 8 | 181 |
Chapter 9 | 193 |
Case Study | 207 |
Chapter 10 | 217 |
Case Study | 237 |
Chapter 11 | 245 |
Chapter 12 | 261 |
Yleiset termit ja lausekkeet
achieve action activities agreements approach areas assessment associated Australian award become behaviour benefits career cent commitment communication competencies competitive consultants continue contributions corporate culture decisions defined direct diversity effective employees employment enterprise environment established ethical example executive expectations experience external focus function fund future human resource management identified implementation important improve increase individual industrial relations influence initiatives investment involved issues learning major ment objectives operating opportunities organisation overseas particular performance management personnel planning policies position practices production recognition recruitment reference relationships remuneration Report responsibility reward role selection senior share significant skills specific standards strategy structure success superannuation tion understanding unions workforce workplace
Suositut otteet
Sivu 103 - Conciliation and arbitration for the prevention and settlement of industrial disputes extending beyond the limits of any one State.
Sivu 126 - Re-engineering is defined as: 'the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.
Sivu 29 - ... the deeper level of basic assumptions and beliefs that are shared by members of an organization, that operate unconsciously, and that define in a basic "takenfor-granted" fashion an organization's view of itself and its environment.
Sivu 129 - ... a long-range effort to improve an organization's problem-solving and renewal processes, particularly through a more effective and collaborative management of organization culture — with special emphasis on the culture of formal work teams — with the assistance of a change agent, or catalyst, and the use of the theory and technology of applied behavioral science, including action research.
Sivu 84 - Mental models" are deeply ingrained assumptions, generalizations, or even pictures or images that influence how we understand the world and how we take action.