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"An organization's human resource management (HRM) policies and their implementation have long been claimed to influence trust within an organizational environment. However there has, until now, been a limited examination of the relationship between the two. In this unique book, the contributors explore the HRM cycle from entry to exit, and examine in detail the issue of trust and its links with HRM. Each chapter takes an aspect of HRM including; selection, performance management, careers and personal development, training, change management and exit, and offers a new understanding and insight into the role, importance and challenges to trust within these processes"--Back cover.
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An organisation's human resource management (HRM) policies and their implementation have long been claimed to influence trust within an organisational environment. However there has, until now, been a limited examination of the relationship between the two. In this unique book, the contributors explore the HRM cycle from entry to exit, and examine in detail the issue of trust and its links with HRM. Each chapter takes an aspect of HRM including; selection, performance management, careers and personal development, training, change management and exit, and offers a new understanding and insight
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'Experiencing Human Resource Management' examines human resource management, its techniques and processes, from the 'receiving end' - its practices and effects as experienced by employees.
Personnel management --- Personnel management. --- bedrijfscultuur --- bedrijfsstrategie --- human resources management --- integrale kwaliteitszorg --- performance measurement --- Arbeids- en organisatiepsychologie --- personeelsbeleid en -opleiding --- Personnel management - Great Britain. --- Marketing & Sales --- Commerce --- Business & Economics --- personeelsbeleid en -opleiding. --- Personeelsbeleid en -opleiding. --- Corporations --- Employment management --- Human resource management --- Human resources management --- Manpower utilization --- Personnel administration --- Management --- Public administration --- Employees --- Employment practices liability insurance --- Supervision of employees
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Using insights from the relevant literature and recent empirical data, this paper investigates the relationship between organisational change and employee turnover. It proposes a mechanism for how widespread change translates into individual decisions to quit, and corroborates four relevant hypotheses. The paper also illustrates the importance for managers of understanding avoidability - the extent to which turnover decisions can be prevented - and concludes with a research agenda, encapsulated by a model describing the relationship between organisational change and turnover.
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