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Human Resource Management

2012
Human Resource Management is made up of five parts. Part One looks at the nature of human resource management (HRM). Part Two is about the external and internal contexts of HRM. It looks atexamines the business environment of HRM. Part Three is about concerned with the essence of HRM.
Gilmore, Sarah, Williams, Steve
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Managing Human Resources

Research-Technology Management, 2007
OVERVIEW:2007 is Research-Technology Management's 50th year of publication. To mark the occasion, each issue reprints one of RTM's six most frequently referenced articles. The articles were identified by N. Thongpapanl and Jonathan D. Linton in their 2004 study of technology innovation management journals, a citation-based study in which RTM ranked ...
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Human Resources or Human Assets?

Nursing Management (Springhouse), 1989
Thomas M. Jenkins, Marie Manthey
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Human resource development

2007
Human resource development is a key part of HRM, but in practice HRD and training can mean anything from a short online course on Health and Safety to a three-year qualification in accountancy. This chapter attempts to explain these differences and covers a number of important topics in the area.
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Human resources

2013
David Watson, Andrew Jones
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Human Resource Management

SSRN Electronic Journal
Human resource management is the strategic approach to nurturing and supporting employees and ensuring a positive workplace environment. Its functions vary across different businesses and industries, but typically include recruitment, compensation and benefits, training and development, and employee relations In simplest terms, the HR (Human Resources)
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Human Resource Management

2014
This chapter looks at human resource management (HRM). It begins with a definition of HRM in organisations and identifies the core activities of attraction, recruitment, and retention. It goes on to explain key HRM strategies in the context of the recruitment and retention of staff and the implementation of reward systems.
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Organization and Human Resources

2016
Parting from the introduction of concepts in Chap. 2, we delve into what is probably the most crucial decision a CIO and IT Manager must make when setting-up his organization: defining the optimal structure. This is crucial as it is the basic underlying layer for all IT processes henceforth, and is usually very difficult to change in the middle of the ...
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