Contents
Management Class for Learners is a free self-directed study support resource along with free Chat Lines, Discussion Forums and Wikis and Learner Support units, designed for business, management, IT, English Language, and research students and instructors intending to enhance their managerial or professional knowledge, understanding, skills and competence by open learning.
Apart from the web-based learning material, such as our adapted versions Wikipedia, on 'public domain' - used for a seamless integration of the module to the entire curriculum, for example, the International MBA - we have also used other web sites and our own or the material created or 'acquired' from our colleagues.
Whilst we unable to accept any responsibility for the accuracy, views or opinions expressed in any of the third party material featured on our sites, please feel free to use it, and let us know if you do not find what you need or have any problems in accessing any of the relevant links on our pages.
In keeping with the ethos of the Internet, we respect the copyrights of the original owners/authors of the sites or material we have used, we also expect our users to respect our copyright and all the third party intellectual property rights when using any material found on Management Class or Finntrack sites.
For further details on all our web-based resources go here.
Human Resource Development
Rationale
Human Resources has at least two meanings depending on context. The original usage derives from political economy and economics, where it was traditionally called labour, one of three factors of production. The more common usage within corporations and businesses refers to the individuals within the firm, and to the portion of the firm's organization that deals with hiring, firing, training, and other personnel issues. This article will address both definitions.
- Human resources in political economy and social sciences
- Human resource development in relation to recruitment and selection
- Human resources within firms
- Shared Services
- Human resources in education
Learning Outcomes
After completing the programme the student should be able to:
1.Concepts of Development
2. Appreciate a variety of definitions of HRD.
3. Understand the need for development and the potential benefit to individuals and to organisations of continuous learning and development.
4. Understand barriers to learning and to development.
5. Processes of Learning and Development
6. Understand a variety of theories of learning and of development and be able to critically discuss differences in these theories.
7. Recognise distinctions between individual, organisational, management, career and professional development and discuss processes relevant to each.
8. Organisational Context
9. Recognise how the characteristics of organisational culture and leadership influence an organisation's approach to human resources development.
10. Understand the impact of the organisational environment and of strategy to approaches to training and development.
11. Performance Assessment, Appraisal, Management and Reward
12. Apply processes of performance assessment, performance appraisal and performance management.
13. Understand distinctions between assessment to determine reward and assessment in the context of employee development and critically appraise circumstances where these objectives are in conflict.
14. Recognise reward as an element of motivation and understand the fundamentals of the theories of Herzberg and Maslow.
15. Training and Development
16. Provide a critical review of a variety of opinions and circumstances in distinguishing between training and development.
17. Describe similarities and differences in the established traditional processes of training and of employee development.
18. Discuss the difficulties of evaluating the benefits of training and development and their relevance to an organisation’s culture and strategy.
19. Management Development
20. Understand the reasons for the increasing attention to management development.
21. Recognise the wide variety of views about what management development means and how it might be done, including the competence-based approach and accidental, opportunistic and planned processes.
22. Recognise the relevance of organisational culture and leadership and understand the clarity of objectives and the individual interest.
Today's Videos
- Connect with us on http://www.youtube.com/finntrack
- Google's Play lists
Teaching and Learning Resources
Click on the titles below for examples
Introduction. Theories, issues and influences in human resource management. Organisational strategy, structure, culture and policy
| The Process of Human Resources Management |  |
| Theories, issues and influences in human resource management | |
| Organisational strategy, structure, culture and policy | |
Organisational (Company / Corporate) Culture comprises the attitudes, values, experiences, beliefs and values.
Work-groups within the organization have their own behavioural quirks and interactions which, to an extent, affect the whole system.
Task culture can be imported. That is to say, computer technicians will have expertise, language and behaviours gained independently of the organization that set them apart from their colleagues, but their mere presence can influence the culture of the organization.
Senior management may try to determine a corporate culture. They may wish to impose corporate values and standards of behaviour that specifically reflect the objectives of the organization. In addition, there will be an internal culture within the workforce.
Organisational culture is the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization. Organisational values are beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behaviour organisational members should use to achieve these goals. From organisational values develop organisational norms, guidelines or expectations that prescribe appropriate kinds of behaviour by employees in particular situations and control the behaviour of organisational members towards one another. (Strategic Management, Charles W. L. Hill, Gareth R. Jones, Fifth Edition, 2001 Houghton Mifflin, MeansBusiness, Inc.)
- Strong/Weak cultures
- Classifying organisational culture
- Elements of culture
- Critical Views on Organisational Culture
- Figures in organisational culture
Human Resource Planning. Trends. Competencies
Lectures
and Tutorials
| Human Resource Planning | |
| Models of Human Resource Management |  |
| HRD Trends and Competencies | |
Readings
Human resources planning is a process that identifies current and future human resources needs for an organization to achieve it goals. Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization. Aging worker populations in most western countries and growing demands for qualified workers in developing economies have underscored the importance of effective Human Resources Planning.
- Best Practices
- Implementation Stages
- Overarching Policy, Process & Tools
- Process Implementation Stages
Management in a Diverse Workplace. Job Requirements in a Changing Workplace
Lectures
and Tutorials
| Management in a diverse workplace | |
| Job requirements in a changing workplace | |
Readings
Workplace means a place (whether or not within or forming part of a building, structure, or vehicle) where any person is to work, is working, for the time being works, or customarily works, for gain or reward; and in relation to an employee, includes a place, or part of a place, under the control of the employer (not being domestic accommodation provided for the employee),
1. Where the employee comes or may come to eat, rest, or get first-aid or pay
2. Where the employee comes or may come as part of the employee's duties to report in or out, get instructions, or deliver goods or vehicles
3. Through which the employee may or must pass to reach a place of work.
Diversity is the presence of a wide range of variation in the qualities or attributes under discussion.
- Human context
- Ecological context
- Radio and telecommunications
- Business context
- Politics
- Performing Successfully in a Diverse Workplace
Recruitment Strategies. Employee Selection
Lectures
and Tutorials
| Recruitment strategies | |
| Employee selection | |
Readings
Recruitment refers to the process of finding possible candidates for a job or function, undertaken by recruiters. It may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur through several means: through newspapers, using newspaper dedicated to job advertisement, through professional publication, using advertisements placed in windows, through a job centre, through campus interviews, etc. Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing skills, computer skills. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional), experience in a job requiring the relevant skills or the testimony of references. Employment agencies may also give computerized tests to assess an individual's "off-hand" knowledge of software packages or typing skills. At a more basic level written tests may be given to assess numeracy and literacy. A candidate may also be assessed on the basis of an interview. Sometimes candidates will be requested to provide a résumé (also known as a CV) or to complete an application form to provide this evidence. In some countries, such as the United States, a great deal of care is legally mandated to ensure that all candidates are dealt with equitably. |
 |
The follow-up process may be referred to as part of the recruitment process: inveigling the selected candidate or candidates to take up the target job or function. This applies particularly in filling positions in the military or in expanding the human resource base of a cult.
Head-hunting is a frequently used name when referring to third party recruiters, but there are significant differences. In general, a company would employ a head-hunter when the normal recruitment efforts have failed to provide a viable candidate for the job. Head-hunters are generally more aggressive than in-house recruiters and will use, advanced sales techniques such as initially posing as clients to gather names of employees and their positions, personal visits to the candidates office and will purchase expensive lists of names and job titles. They also prepare a candidate for the interview, negotiate salary, and conduct closure to the search. In general, in house recruiters will do their best to attract candidates for specific jobs while head-hunters will actively seek them out, utilizing large databases, internet strategies, purchasing company directories or lists of candidates, networking, and often cold calling. Many companies go to great efforts to make it difficult for head-hunters to locate their employees.
Third party recruitment firms are usually distinguished by the method in which they bill a company. Outside recruitment agencies charge a placement fee when the candidate they recruited has accepted a job with the company that has agreed to pay the fee. fees of these agencies generally range from a straight contingency fee to a fully retained service which is similar to placing an attorney on retainer. All recruitment agencies are defined by the placement of a candidate to a particular job within a company.
See also
- Impressment, shanghaiing
- Military recruitment, counter-recruitment
- Proselytisation
- Pyramid scheme
- Recruitment process outsourcing
- Management
- Business
- Firing
An employee contributes labour and expertise to an endeavour. Employees perform the discrete activity of economic production. Of the three factors of production, employees usually provide the labour.
 |
Specifically, an Employee is any person hired by an employer to do a specific "job". In most modern economies the term employee refers to a specific defined relationship between an individual and a corporation, which differs from those of customer, or client. Most individuals attain the status of employee after a thorough process of interviews with several departments within a company. If the individual is determined to be a satisfactory fit for the position, he is given an official offer of employment within that company for a defined starting salary and position. This individual then has all the rights and privileges of an employee, which may include medical benefits and vacation days. The relationship between a corporation and its employees is usually handled through the human resources department, which handles the incorporation of new hires, and the disbursement of any benefits which the employee may be entitled, or any grievances that employee may have. An offer of employment, however, does not guarantee employment for any length of time and each party may terminate the relationship at any time. This is referred to as at will employment. While the terms accountant, lawyer and photographer might refer to professions, they are not employee titles, which may include Senior Developer, Executive Assistant, or Regional Sales Manager and the like. There are differing classifications of workers within a company. Some are full-time and permanent and receive a guaranteed salary, while others are hired for short term contracts or work as temps or consultants. These latter differ from permanent employees in that the company where they work is not their employer, but they may work through a temp-agency or consulting firm. In this respect, it is important to distinguish independent contractors from employees, since the two are treated differently both in law and in most taxation systems. |
Some companies feel that a happier work force is a better one and thus offer extra benefits to improve team spirit and performance. However, other employers try to increase profits by giving low wages and few benefits. To resist this, employees can organize into labour unions (American English), or trade unions (British English), who represent most of the available work force and must therefore be listened to by the management. This can lead to considerable ill-will and sometimes even violence between the two sides, but it can also lead to a peaceful and prosperous society, especially in countries in which the government plays an active mediator role in collective bargaining. This has helped produce prosperous economies in many countries due to the employees' increased spending power. Collective bargaining has in addition proved to be a powerful conflict resolution tool that has also enabled social dialogue.
Associate is a term used by some companies instead of employee. Big box retailers like Wal-Mart and Home Depot, for example, use this term for non-management employees. Other firms use terms such as teammate or team member instead of employee.
Many companies further classify employees as exempt or non-exempt. This designation is used to separate employees that are eligible for overtime from those that are not. An exempt employee is one that is typically salaried and is not eligible to earn overtime. Non-exempt employees are typically paid hourly and are eligible for overtime pay.
An Employee Handbook (or Employee Manual) details guidelines, expectations and procedures of a business or company to its employees. Employee handbooks are given to employees on one of the first days of his/her job, in order to acquaint them with their new company and its policies.
|
 |
When an individual entirely owns the business for which he or she labours, this is known as self-employment. If a self-employed individual has only one client for whom he or she performs work, he or she may be considered an employee of that client for tax purposes. Self-employment often leads to incorporation. Incorporation offers certain protections of one's personal assets. Laws of incorporation vary from state to state with California having the most incorporated businesses of any state in the U.S.
Workers who are not paid wages, such as volunteers, are generally not considered as being employed. One exception to this is an internship, an employment situation in which the worker receives training or experience (and possibly college credit) as the chief form of compensation.
Someone who works under obligation for the purpose of fulfilling a debt without pay is known as a slave and slave owners are also not considered employers. Some historians suggest that slavery is older than employment, but both arrangements have existed for all recorded history.
See also
Job Analysis. Interviewing
Lectures
and Tutorials
| Job Analysis | |
| Interviewing a Job Candidate | |
Readings
Job Analysis refers to various methodologies for analysing the requirements of a job. |
 |
Types of interview
All job interviews have the same objective, but employers reach that objective in a variety of ways. One strategy for performing your best during an interview is to know the rules of the particular game you are playing when you walk through the door.
Be Ready to Answer the Top 10 Job Interview Questions
The answers that you provide to the questions during the interview will demonstrate what the employer is most interested in: your confidence, skills, and knowledge of the job.
Interviewing Like a Pro in Five Easy Steps
It's an inescapable fact that interviews are the "make or break" factor on whether one lands the job.
So, why don't you tell me about yourself?
The most frequently asked interview question. It's a question that most interviewees expect and the one they have the most difficulty answering.
Art of the Interview
First-hand tips for making a slam-dunk first impression at the company you want to work for
Standard Questions
Standard interview questions might not seem difficult, but your answer to each should be polished and sharp. Craft responses and practice them before your interview so that they roll off your tongue when you face the interviewer.
Difficult Questions
You think the interview is going well. Then the interviewer lifts her head from her notes and, pen in hand, asks: what are your weaknesses?
The Behavioural Style Interview
In an effort to find the perfect employee, recruiters have embraced behavioural style interviews as their interview of choice.
Now, Do You Have Any Questions?
The way you approach the Q&A session will have a direct impact on the interviewer's perception of you. Based on the questions you ask, a judgment will be made in regard to how interested you seem to be in working for the company.
How to Ask for the Job
Most candidates are intimidated to ask for the job because they are afraid of a "no" response. But there are a few ways you can broach the subject without actually saying, "Can I please have the job?"
Professional Development. Training Issues
Lectures
and Tutorials
| Training, developing and educating employees | |
| Developing Yourself and Others | |
| Needs Assessment and Training | |
| A Systems Approach To Training | |
Readings
Professional Development refers to vocational education with specific reference to continuing education of the person undertaking it in the area of employment, it may also provide opportunities for other career paths.
Vocational education has been related to specific skills, usually tied to immediacy of getting or retaining employment. Professional development has been as moving beyond that.
Generic professional development may be oriented to generic life skills or general personal coaching. Professional Development also involves development of process skills, sometimes referred to as leadership skills, as well as task skills. Some examples for process skills are 'effectiveness skills', 'team functioning skills', and 'systems thinking skills'. Some of the task skills are mentioned below.
More specifically professional development encompasses the developing of skills relevant to the one's current occupation, for example, leadership training for managers and training for specific techniques or equipment for technicians, metal workers, medical practitioners and engineers.
For many occupations there is a provision for accreditation tied to "continuing professional education" and proving competence.
In the USA, many states have professional development requirements for school teachers (preK-grade 12). For example, in New Jersey, state regulations mandate that all active teachers and educational services personnel in New Jersey complete 100 hours of professional development every five years, consistent with the New Jersey Professional Development Standards.
See also
- Apprenticeship
- Career
- Core competency
- Mentor
- Profession
- Vocational education
- www.neni.us National Educational Network, Inc.
- Instructional System Design Concept Map
 |
Strategic
Human Resource Development
Authored
by: Check the availability and buy your books from our Bookshop. |
Empowering Workers. Career Development
Lectures and Tutorials
| Empowering Workers | |
| Career Development | |
Readings
In organisational development (or OD), the study of career development looks at:
- how individuals manage their careers within and between organizations
- and how organizations structure the career progress of their members
External links
Career Development Program-Concordia University College of Alberta (Canada)
jobpodge.com a searchable collection of real life job descriptions and career advice
What to do if you're afraid of being fired
Being fired is a common fear these days. Here are a few tips to help you if you think you're in the firing line.
Yesterday's Hero
One day you walk into your office only to discover that your position has been eliminated.
Self-Assessment
To many recent college graduates, the most difficult part of finding a job does not involve formatting resumes, networking, and answering interview questions with panache. Instead, these tasks sound like a cakewalk compared to the seemingly monstrous exercise of figuring out what jobs to apply for in the first place.
Determining Your Skills
Companies often do not hire students because of their specific degrees - instead they use job applicants' skills as criteria for filling positions.
Researching Jobs
Now that you've determined your interests and skills, it's time to do some heavy-duty research.
Finding a Job
You know exactly what kind of career you want. Your resume is perfect. You've forced your friends to spend hours asking you practice interview questions. Everything is in order - except you don't know how to go about finding the job openings.
Seven Habits of Highly Successful Job Seekers
There are those who land a job right away and those who struggle through the process of finding one for a long time. But luck has nothing to do with it.
Your Resume Should Have Character
The notion that employers are only interested in where you have been and where you are heading is pure nonsense.
Reaching for The Brass Ring
Low man on the totem pole? Grow your skill set to get that promotion sooner.
How to Reach Outside Yourself to Advance Your Career
As adults, we tend to forget the value of reaching out to others when we are in need of assistance.
What to do if you're afraid of being fired
Being fired is a common fear these days. Here are a few tips to help you if you think you're in the firing line.
Planning For A Job Loss Could Prevent One Says Life Coach
The first part of your plan is to achieve better success in your current job to increase the likelihood of staying employed.
Yesterday's Hero
One day you walk into your office only to discover that your position has been eliminated.
Management of Performance. Strategic remuneration management
Lectures and Tutorials
| Management of performance | |
| Strategic remuneration management | |
Readings
Performance management may mean:
Performance measurement is the process of assessing progress toward achieving predetermined goals, while performance management is building on that process adding the relevant communication and action on the progress achieved against these predetermined goals (Bourne, M.,Franco, M. and Wilkes, J. (2003). Corporate performance management. Measuring Business Excellence; 2003; 7, 3; p. 15)
In network management, (a) a set of functions that evaluate and report the behaviour of telecommunications equipment and the effectiveness of the network or network element and (b) a set of various subfunctions, such as gathering statistical information, maintaining and examining historical logs, determining system performance under natural and artificial conditions, and altering system modes of operation. Source: from Federal Standard 1037C and from MIL-STD-188.
In organisational development (OD), performance can be thought of as Actual Results vs Desired Results. Any discrepancy, where Actual is less than Desired, could constitute the performance improvement zone. Performance management and improvement can be thought of as a cycle:
- Performance planning where goals and objectives are established
- Performance coaching where a manager intervenes to give feedback and adjust performance
- Performance appraisal where individual performance is formally documented and feedback delivered
A performance problem is any gap between Desired Results and Actual Results. Performance improvement is any effort targeted at closing the gap between Actual Results and Desired Results.
Business performance management (BPM) is a set of processes that help businesses discover efficient use of their business units, financial, human and material resources.
Operational performance management (OPM) focus is on creating methodical and predictable ways to improve business results, or performance, across organizations. Simply put, performance management helps organizations achieve their strategic goals. Rather than discarding the data accessibility previous systems fostered, performance management harnesses it to help ensure that an organization’s data works in service to organisational goals to provide information that is actually useful in achieving them.
Managing Occupational Health and Safety
Lectures
and Tutorials
| Managing
occupational health and safety |
|
Readings
Occupational safety and health is the discipline concerned with protecting the safety, health and welfare of employees, organisations, and others affected by the work they undertake (such as customers, suppliers, and members of the public).
The primary, and arguably most prominent reason for occupational safety and health (OSH) standards are moral - an employee should not have to expect that by coming to work they are risking life or limb, and nor should others affected by their undertaking.
OSH standards are, generally speaking, further reinforced in both civil law and criminal law; it is accepted that without the extra "encouragement" of potential litigation, many organisations would not act upon their implied moral obligations.
The final factor that favours OSH is economic - governments have long realised that poor occupational safety and health performance results in cost to the State (e.g. through social security payments to the incapacitated, medical costs for treatment, but also through the loss of the "employability" of the worker), and organisations undergo a number of costs in the event of an incident at work (such as legal fees, fines, compensatory damages, investigation time, lost production, lost goodwill from the workforce, lost goodwill from customers and the wider community).
In the European Union, Member States have enforcing authorities to ensure that the basic legal requirements relating to occupational safety and health are met. In many EU countries, there is strong cooperation between employer and worker organisations (e.g. Unions) to ensure good OSH performance as it is recognized this has benefits for both worker (maintenance of health) and enterprise (improved productivity and quality).
In the USA, OSHA has been regulating occupational safety and health since the 1970s.
Occupational safety and health interacts strongly with other disciplines, such as ergonomics, toxicology, and psychology.
- CFR, Title 29-Labor, Part 1910--Occupational Safety and Health Standards, § 1910.119
- OSH.Net: The Occupational Safety Network
- http://laws.justice.gc.ca/en/L-2/SOR-86-304/index.html
- http://www.ergonomics.com.au
- Public forum for the emerging health & safety standard, OHSAS 18001
- http://www.cdc.gov/niosh/elcosh/index.html
- http://darkwing.uoregon.edu/~lerc/olshep/outreach.html
- International Occupational Safety and Health Information Centre
- Noise and Hearing at Work
- MSDS Management for the Workplace
- Workplace Safety & Health Information
- CBC Digital Archives - Sewing Seeds: Clothing Workers Fight For Better Conditions
- National Association of Safety Professionals
- American Society of Safety Engineers
- Further reading
 |
Health
and safety: risk management Check the availability and buy your books from our Bookshop. |
Unions and Collective bargaining. Budgeting. Accounting for Human Resource Management
Lectures and Tutorials
| Unions and collective bargaining | |
| Preparing The HRD Budget | |
| Accounting
for human resource management |
|
Readings
"A Trade Union (Labour union), ... is a continuous association of wage-earners for the purpose of maintaining or improving the conditions of their employment"[1] Over the last three hundred years, trade unions have developed into a number of forms - with differing political and economic regimes influencing them. The immediate objectives and activities of trade unions vary, but may include: Provision of benefits to members: Early trade unions, like Friendly Societies, often provided a range of benefits to insure members against unemployment, ill health, old age and funeral expenses. In many developed countries, these functions have been assumed by the state, however the provision of professional training, legal advice and representation for members is an important benefit of trade union membership. Collective bargaining: Where trade unions are able to operate openly and are recognised by employers, they may negotiate with employers over wages and working conditions. Industrial action: Trade unions may organise strikes or resistance to lockouts in furtherance of particular goals. Political activity: Trade unions may promote legislation favourable to the interests of their members or workers as a whole. To this end they may pursue campaigns; undertake lobbying; financially support individual candidates or parties (such as the Labour Party in the United Kingdom) for public office. |
 |
- History
- Unions today
- Trade unions by region and country
- Impact of Unions
- Criticism
- nion publications
- References
A collective agreement is a labour contract between an employer and one or more unions.
Collective bargaining consists of the process of negotiation between representatives of a union and employers (represented by management, in some countries by employers' organization) in respect of the terms and conditions of employment of employees, such as wages, hours of work, working conditions and grievance-procedures, and about the rights and responsibilities of trade unions. The parties often refer to the result of the negotiation as a Collective Bargaining Agreement (CBA) or as a Collective Employment Agreement (CEA).
- Collective Bargaining Convention, 1981
- Enterprise bargaining agreement
- Mutual gains bargaining
- National Labour Relations Act
- National Labour Relations Board
- Right of recall
- Right to Organise and Collective Bargaining Convention, 1949
- Sports
- References
International Human Resource Management
Lectures
and Tutorials
| International
human resource management |
|
| Human resource information management systems | |
Readings
 |
International
Human Resource Management: Managing People in a Multinational
Context Check the availability and buy your books from our Bookshop.
|
| http://www.shrm.org -This is the (US) Society for Human Resource Management (SHRM) home page list of international HR websites. |
| http://www.shrmglobal.org -Homepage of the Institute for International HR, a division of the Society for Human Resource Management (SHRM). This home page is valuable in details of the International Human Resource Management Reference Guide, mentioned later in this Appendix. |
| http://www.aibworld.net/ -The Academy of International Business home page. |
| http://www.emeraldinsight.com -Emerald publishes a wide range of management and library and information services journals. The electronic databases allow instant access to the latest research and global thinking. |
| http://www.ihrim.org/ -The International Association for Human Resource Information Management (IHRIM). |
| http://www.ipma-hr.org/ -Home page of the International Personnel Management Association (IPMA), a professional association for public personnel professionals, primarily those who work in federal, state or local government. The page includes a list of useful HRM sites around the world. |
| http://www.ipd.co.uk -Home page of the Chartered Institute of Personnel and Development, UK. |
| http://www.workindex.com -A search engine (based at Cornell University) targeting work and HR-related websites. |
| http://www.fedee.com/index.shtml -The Federation of European Employers. |
| http://www.eurunion.org -The US site of the European Union. |
| http://www.ibrc.business.ku.edu -The Kansas University International Business Resource Connection home page. Aimed at small- and medium-sized companies, this website includes a good list of other websites. |
| http://ciber.msu.edu -The World Wide Web server of the Centre for International Business Education and Research (CIBER) at Michigan State University. |
| http://ciber.centers.purdue.edu -CIBERWeb, the Internet Hub of the USA's Centers for International Business Education and Research. |
| http://www.ita.doc.gov -This site is produced and maintained by the International Trade Administration, US Department of Commerce. |
| http://www.windhamint.com -GMAC Global Relocation Service provides information about international relocation and expatriate management. |
| http://www.meridianglobal.com -Meridian Resources website is designed to help pre-departure training for expatriates. |
| http://www.expat-repat.com -ExpatRepat provides coaching for expatriate performance in international assignments. |
| http://www.ilo.org -International Labour Organization. |
| http://www.ey.com/global/content.nsf/uk/institute_for_global_mobility -The Ernst & Young Institute for Global Mobility. |
| http://www.erc.org -Employee Relocation Council's website provides information about international relocation and expatriate management. |
| http://www.fedworld.gov -Fedworld information network hosted by the US Department of Commerce. |
| http://www.livingabroad.com -Magazine for expatriates. |
| http://www.expatforum.com -Site aimed at expatriates, with a chat line. |
| http://www.unctad.org -United Nations Conference on Trade and Development. |
| http://www.transparency.org -Transparency International's Corruption Index - ranks 102 countries on perceived level of corruption. |
| http://www.towers.com -Towers Perrin is a global human resource consulting and administration firm. It claims to help organizations manage their investment in people to achieve measurable financial performance improvements. |
| http://www.eiro.eurofound.ie -The European Industrial Relations Observatory Online. |
| http://www.eiu.com -The Economist Intelligence Unit. |
| http://ethics.acusd.edu -The site provides both simple and concept definitions and complex analysis of ethics, original treaties and sophisticated search engine capability; covers ethical theory and application. |
| http://commerce.depaul.edu/ethics/ -Has many valuable ethics and professional resources. |
| http://www.eben.org -The European Business Ethics Network, EBEN, is an International network dedicated to the promotion of business ethics in European private industry, public sector, voluntary organizations and academia. It provides links to many other relevant websites. |
Future Directions for Human Resource Management
Lectures
and Tutorials
| Human Resources and Diversity | |
| Future
directions for human resource management |
|
Readings
Talentship and the new paradigm for Human Resource Management: from professional practices to strategic talent decision science refers to increasing the political, social or economic strength of individuals. It often involves the empowered developing confidence in their own capacities.
In the arena of personal development, empowerment forms an apogee of many a system of self-realisation or of identity (re-)formation. Realising the solipsistic impracticality of everyone anarchistically attempting to exercise power over everyone else, empowerment advocates have adopted the word "empowerment" to offer the attractions of such power, but they generally constrain its individual exercise to potentiality and to feel-good uses within the individual psyche. The concept of personal development is seen as important by many employers, with emphasis placed on continuous learning, increased self-awareness and emotional intelligence. Empowerment is ultimately driven by the individual's belief in their capability to influence events.
|
 |
Recommended Texts
 |
Human
Resource Management at Work Mick
Marchington, Adrian Wilkinson Check the availability and buy your books from our Bookshop. |
Resources
 |
 |
 |
- FT Mastering Management Online
- HR Articles
- HR Guide
- In3U Business Studies - Human Resource Management Study Guide
- Nottingham Business School - External HR Links
- Social Science Information Gateway, Human Resource Management
