Thematische Bibliographien / Human resource management practitioners

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Auswahl der wissenschaftlichen Literatur zum Thema „Human resource management practitioners“

Autor: Grafiati

Veröffentlicht am 26. Juni 2021

Zuletzt aktualisiert am 17. Februar 2022

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Zeitschriftenartikel zum Thema "Human resource management practitioners"

Mwita, Kelvin M. „Tanzania Graduate Employability: Perception of Human Resource Management Practitioners“. International Journal of Human Resource Studies 8, Nr. 2 (06.05.2018): 263. http://dx.doi.org/10.5296/ijhrs.v8i2.12921.

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Higher Education Institutions (HEI’s) produce many qualified graduates in different fields of study annually but almost half of them become frustrated or desolate because they cannot secure jobs in the labour market and some have huge student loans to settle. Moreover, Tanzania education stakeholders have been arguing that the education offered is not adequately geared to integrate the individual into the strong competitive labour markets. The study used a sample of 100 human resource practitioners to assess their perception of Tanzania graduate employability. It was found that HR practitioners consider Tanzania graduate as average. It has been found that 52.6% of Human Resource practitioners disagree that Tanzania graduate quality is improving. Additionally 56.6 % believe that Tanzania graduate are not competent enough to compete for jobs in the East African labour market. The study recommends various measures to be taken by higher learning institutions, regulatory bodies, policy makers and students themselves.

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Channa, Khalil, und Aneel Kumar. „HUMAN RESOURCE MANAGEMENT AMONG ACADEMICS AND PRACTITIONERS VIA CAPITAL RESOURCE EXCHANGE MECHANISM“. Journal of Academy of Business and Economics 18, Nr. 4 (01.12.2018): 103–18. http://dx.doi.org/10.18374/jabe-18-4.9.

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Higgins, Paul, und Li‐fang Zhang. „The thinking styles of human resource practitioners“. Learning Organization 16, Nr. 4 (29.05.2009): 276–89. http://dx.doi.org/10.1108/09696470910960374.

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Yong, Jing Yi, M. Y. Yusliza und Olawole Olanre Fawehinmi. „Green human resource management“. Benchmarking: An International Journal 27, Nr. 7 (13.06.2019): 2005–27. http://dx.doi.org/10.1108/bij-12-2018-0438.

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Purpose Green or environmental human resource management (HRM) has in recent years attracted much attention from academia and practitioners all over the world. However, a thorough analysis of green or environmental HRM has not been made so far. To address this gap, the present study provides a systematic and comprehensive literature review. The purpose of this paper is threefold: to review Green HRM literature of various scopes, approaches and contexts; to identify different focus areas in the Green HRM literature; and to propose areas for future research. Design/methodology/approach The paper follows a systematic literature review approach. The selected journal articles are categorized on the basis of five focus areas in the Green HRM derived from the extant literature. Findings Research has grown significantly over the past 12 years that has focused on Green HRM. A total of 70 articles were reviewed and most of these articles employed quantitative method and were carried out in developing countries. Based on the five focus areas identified in this literature review, the performance outcome of Green HRM at both the organizational level and individual level received the greatest attention from the researchers. Research limitations/implications This paper is limited to a review of academic articles obtainable from online databases, containing the words “Green human resource management”, “Green HRM”, “Green human resource”, “Environmental HRM”, “Green training” and “Environmental training” in the title. Additionally, only papers from high quality, peer-reviewed journals were evaluated. Other academic sources such as books and conference papers were not included in this study. Originality/value The paper presents a structural overview of 70 peer-reviewed articles published in leading academic journals from 2007 until early 2019. This review provides an increased understanding of the existing state of current research, trends and future research directions in the Green HRM discipline.

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Erasmus, Barney J. „Unethical behaviour in Human Resource Management practices in South Africa: Views of Human Resource practitioners“. Management: Journal of Contemporary Management Issues 23, Nr. 2 (17.12.2018): 65–86. http://dx.doi.org/10.30924/mjcmi/2018.23.1.65.

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Randev, Kadumbri Kriti, und Jatinder Kumar Jha. „Sustainable Human Resource Management: A Literature-based Introduction“. NHRD Network Journal 12, Nr. 3 (Juli 2019): 241–52. http://dx.doi.org/10.1177/2631454119873495.

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The concept of sustainability has deeply penetrated in all functions of management such as supply chain, organisational behaviour, human resource, strategic management and so on. But recently, sustainable human resource management (S-HRM) has garnered a significant amount of attention from industry practitioners and academicians due to the escalation of adverse impact of existing HRM approaches on employees, society and the environment ( Mariappanadar, 2003 , International Journal of Social Economics, 30(8), 906–923; 2014a, Human Resource Management Review, 24(4), 313–329; 2014b, Sustainability and Human Resource Management, Springer). Human resource sustainability is being desired by all because of its notable implications for both the employees and the organisations. Previous literature establishes that human resource management (HRM) practices play a vital role in determining organisational success and survival. Furthermore, the harmful impact of high performance work systems and their existing HRM practices on the well-being of employees and their families has made it even more pertinent for industry practitioners to identify mechanisms to reduce employee harm and increase human resource sustainability for organisational growth and well-being. A research report by the Society for Human Resource Management in 2010 and a few other scholars claim that S-HRM can help HRM practitioners to reduce the negative impact of business practices on employees, society and the environment ( Cohen & Taylor, 2012 , HR’s role in corporate social responsibility and sustainability; Daily & Huang, 2001 , International Journal of Operations & Production Management, 21(12), 1539–1552; Dumitrana, 2009 , Human resources role in sustainable development). However, S-HRM has been studied sporadically, and there is a lack of convergence in its understanding. It has been broadly defined with the help of various perspectives borrowed from literature on strategic HRM, corporate social responsibility, Green HRM and sustainable work systems. This article aims to explore the existing literature of S-HRM to develop a deeper understanding of the concept. Through a comprehensive literature review, this article also highlights the evolution of S-HRM along with its implications for employees, HR managers and the organisations that have been studied in the previous literature.

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Chan, C. C. A. „Organisational learning: Some considerations for human resource practitioners“. Asia Pacific Journal of Human Resources 42, Nr. 3 (01.12.2004): 336–47. http://dx.doi.org/10.1177/1038411104048164.

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Mtembu, Vuyokazi. „Does having knowledge of green human resource management practices influence its implementation within organizations?“ Problems and Perspectives in Management 17, Nr. 2 (30.05.2019): 267–76. http://dx.doi.org/10.21511/ppm.17(2).2019.20.

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Sustainability and green practices are in the frontline of issues organizations globally are concerned about because of the consequences of climate change and its challenges. The objective and key question of this study was to determine whether there is a relationship between knowledge of green human resource management (HRM) practices and its implementation within the organizations. The study followed a methodology of triangulated empirical research approach with a combined method of qualitative and quantitative research approaches. Human resource practitioners from human resource divisions in higher education institutions in KwaZulu-Natal, South Africa, formed the population surveyed. Interview schedule and questionnaires were instruments used in data collection. Thematic analysis was used to analyze data collected from interviews. Statistical Package for Social Sciences (SPSS) version 24 was used to analyze quantitative data collected. About half of HR practitioners indicated minimal awareness of the concept ‘green HRM’, but reflected moderate knowledge and understanding of green HRM activities. Overall, the findings revealed a moderate application of green HRM principles in HRM activities in the institutions. There was no policy framework in the form of green HRM policies to drive green activities within the HR divisions and institutionally. Findings also revealed that there is a relationship between knowledge of green HRM activities and its implementation within the organization. Also, a strong correlation was found to exist between green HRM policies and implementation of green HRM activities in the organization. This then led the researcher to recommend that organizations who aspire to go green, be resource efficient and sustainable will need to have green HRM policies in place, they will also need to ensure that training and awareness workshops on green HRM are conducted to skill and equip all stakeholders involved.

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Figueiredo, Elisa, Leonor Pais, Samuel Monteiro und Lisete Mónico. „Human resource management impact on knowledge management“. Journal of Service Theory and Practice 26, Nr. 4 (11.07.2016): 497–528. http://dx.doi.org/10.1108/jstp-12-2014-0269.

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Purpose – The purpose of this paper is to explain and empirically test the dependence of organizational processes related to knowledge on the nature of assumptions operating in processes of human resource management (HRM) in organizations. It concentrates on practices related to training, career development and retention. Design/methodology/approach – This empirical study as a quantitative nature and the sample is made up of 5,306 collaborators in 634 organizations belonging to an economic group in the banking sub-sector. Data were collected through two questionnaires: human resource management practices questionnaire and knowledge management questionnaire – short form. The model was tested by applying univariate and multivariate multiple regression analyses. Findings – Findings provide support for the proposed model and show the predictive capacity of the HRM practices regarding knowledge management (KM) processes, revealing a strong direct relationship between the two constructs. It stands out that the people management practices adopted from an organic and valued perspective possess a particular and distinctive capacity to predict and impact positively on KM processes. Practical implications – The findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices. Originality/value – The main contribution of this study is to confirm the close relationship of dependency between organizational management processes regarding people and knowledge, showing the positive effect of best practices of HRM on KM processes, as opposed to traditional or transactional practices.

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Ellinger, Andrea D., und Sewon Kim. „Coaching and Human Resource Development“. Advances in Developing Human Resources 16, Nr. 2 (28.01.2014): 127–38. http://dx.doi.org/10.1177/1523422313520472.

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The Problem Coaching is a pervasive form of development that has garnered significant attention among scholars and practitioners. Although interest in coaching has grown considerably in recent years, coaching has been criticized as being opinion- and best-practice-based, as well as atheoretical. It has been critiqued as being an under-examined and researched concept. The Solution The contributions in this issue address existing concerns in the literature by providing an overview of the theoretical underpinnings of coaching, synthesizing existing literature on research and practice related to genres, types and approaches to coaching, specifically executive coaching, managerial coaching, and action learning coaching. Furthermore, to spur research on coaching, a comprehensive review of currently available measurement instruments is provided. The Stakeholders Researchers and scholarly practitioners in the human resource development (HRD) field, internal and external coaches, and line managers who are committed to improving the practice of and expanding empirical research on coaching will benefit from this special issue on coaching.

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Dissertationen zum Thema "Human resource management practitioners"

au, s. roberts@murdoch edu, und Susan Ann Roberts. „Re-thinking staff management in independent schools: An exploration of a human resource management approach“. Murdoch University, 2007. http://wwwlib.murdoch.edu.au/adt/browse/view/adt-MU20080411.121602.

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While the mission and core business of schools has always been directed towards the education and pastoral support of the children, the staff who work to fulfil the mission and business have received less attention. With recent media reporting on anticipated teacher shortages, pedagogical issues and the quality of teaching the focus has shifted to the staff in schools. With evidence linking student achievements and academic outcomes to teacher impact, recruitment and retention have become significant issues, particularly in independent schools where parental expectations are high. Expertise in relation to human resource (HR) activities such as recruitment and retention, staff management and staff development, however, is not well developed in schools. This study therefore seeks to explore and understand staff management using a framework based on human resource management (HRM). It also examines the recent trend of appointing dedicated Human Resource (HR) practitioners to independent schools and the reasons behind these appointments. A qualitative research approach was adopted in order to better understand the issues and reveal the complexity that surrounds them. In all, seven independent schools were purposely selected from urban Western Australia, and the principals, finance directors and HR practitioners from these schools were interviewed to gain their perspectives. The conceptual framework draws on the business-derived human resource management (HRM) and the HR activities within this domain. The analytical framework used was that of the hard/ soft duality contained within HRM, which allowed tensions, such as that between independent schools as businesses and independent schools as communities with heart, to be highlighted and examined. The interviews revealed a broad understanding and knowledge by respondents of HR activities considered necessary for the recruitment, and the day-to day management of staff, including remuneration, and to some extent, induction and performance management systems. Most revealing in these schools was the lack of structure and strategy in the implementation of the various HR activities and ways to work through the hard/soft duality. By way of contrast, the HR practitioners appointed to five of the independent schools had a broad based knowledge of all HR activities and were attempting to educate those in schools about HRM and what the function, collectively applied, could do for them. They encountered entrenched attitudes and, in some schools, resistance caused by misunderstandings associated with both the role and function. The thesis concludes with implications and recommendations for independent school leaders on the application of HRM in their schools. By re-thinking the paradigm of staff management in this way, and through the adoption of a systematic and holistic approach using the suite of HR activities, both hard and soft, the research points to the potential for improvements in the quality of teaching staff recruited and retained, and ultimately also in student outcomes.

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Hugo, Charmaine June. „Mental health literacy and attitudes of human resource practitioners in South Africa“. Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53498.

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Thesis (MA)--University of Stellenbosch, 2003.
ENGLISH ABSTRACT: Background: South African companies need to contend with numerous transformation and development issues since the country's re-entry into the international marketplace. One component that is receiving increasing attention is the wellbeing of employees in the drive to remain competitive within the global economy. This study argues that mental illness is a component of employee wellbeing that has been ignored, even though these conditions are highly prevalent and costly to businesses. The lack of recognition, research and information about mental illness in the workplace raises questions about the knowledge and orientation of human resource (HR) practitioners. This study therefore aimed to investigate and describe the mental health literacy and attitudes ofHR practitioners in South Africa. Methodology: This study had a descriptive purpose and employed a sample survey research design to distribute a mail questionnaire to a randomly selected sample of human resource practitioners registered with the South African Board for Personnel Practice (SABPP). The measuring instrument comprised mental health literacy and attitudes scales that have been extensively researched and reported to have sound psychometric properties. Three vignettes portraying mental disorders selected for their relevance to the business world (i.e., depression, panic disorder and alcohol abuse) were used as aids to achieving the research aim. A standard statistical package (SPSS 10.0) was utilised to determine descriptive and inferential statistics with an accepted 5% level of significance. Results: A response rate of 31% was achieved yielding an equal distribution of responses across the study vignettes. HR practitioners who acted as respondents to this study were found to be illiterate regarding mental illness and to hold subtle negative attitudes towards the mentally ill. Less than 10% could recognise mental illness as opposed to the majority who regarded the behaviour in the vignettes as normal responses. Whereas just over a third could correctly name the diagnosis described in the vignettes, only 7% were able to identify panic disorder. Most respondents believed that psychosocial stress factors caused mental illness, while only 29% where of the opinion that biological factors had a role in the aetiology of mental illness. Respondents favoured psychological and lifestyle treatment strategies and opposed medical treatments, irrespective of the type of mental illness presented with. Although as a group respondents showed mainly positive attitudes towards the mentally ill, evidence was found that the commonly held myths of danger/violence and the irresponsible/ childlike nature of the mentally ill were adhered to. Conclusions: The HR field should take cognisance of the reality of mental illness. Urgent steps need to be taken to adequately equip HR practitioners and students with both evidencebased knowledge and a positive orientation to enable the effective management of these conditions in the workplace. Attention should be given to addressing common mistruths and misconceptions, and to creating an awareness of the significant role that the HR practitioner can play in timeously recognising and appropriately dealing with employee mental health problems so that companies can benefit by the optimal utilisation of human resources.
AFRIKAANSE OPSOMMING: Agtergrond: Suid-Afrikaanse maatskappye het te doen met verskeie transformasie- en ontwikkelings aangeleenthede sedert die land se terugkeer na die internasionale mark. Die welstand van werkers is 'n aspek wat toenemend aandag verkry met hierdie strewe om mededingend te bly in die globale ekonomie. Hierdie studie argumenteer dat geestessiekte as 'n komponent van werkerwelstand geïgnoreer word, alhoewel dit algemeen voorkom en besighede heelwat geld kos. Die beperkte herkenning, navorsing en inligting oor geestessiekte in die werkplek lei tot vrae omtrent die kennis en inslag van Menslike Hulpbron- (MR) praktisyns. Derhalwe, ondersoek en beskryf hierdie studie die kennis en houding jeens geestesgesondheid van MH-praktisyns in Suid-Afrika. Metodologie: Hierdie studie se doel is beskrywend van aard en maak gebruik van 'n steekproef opname navorsingsontwerp. 'n Vraelys is gepos aan 'n ewekansig gesellekteerde steekproef van MH-praktisyns wat geregistreer is by die Suid-Afrikaanse Raad vir Personeelpraktyk. Die meetinstrument bestaan uit geestesgesondheid kennis- en houdingskale wat ekstensief nagevors is en wat beskryf is om goeie psigometriese eienskappe te besit. Drie gevaUestudies van geestessteurings relevant tot die besigheidswêreld (depressie, panieksteuring en alkoholmisbruik) is gebruik as hulpmiddels om die navorsingsdoeiwit te bereik. Standaard statistiese sagteware (SPSS 10.0) is gebruik om beskrywende en afleidende statistiek te bepaal met 'n aangenome 5% vlak van betekenisvolheid. Bevindings: Altesaam 31% van vraelyste is beantwoord en dit was eweredig verdeel tussen die verskillende gevallestudies. MH-praktisyns wat deelgeneem het aan hierdie studie het swak kennis omtrent geestessiekte en subtiele negatiewe houdings ten opsigte van persone met geestesiekte getoon. Minder as 10% kon geestessiekte identifiseer teenoor die meerderheid wat die gedrag in die gevallestudies as normaal beskou het. Net oor 'n derde kon die diagnose korrek benoem en slegs 7% kon panieksteuring korrek identifiseer. Meeste van die respondente het geglo dat psigososiale stresfaktore geestessiekte veroorsaak, terwyl net 29% van mening was dat biologiese faktore 'n rol speel in die etiologie van geestessiekte. Respondente het psigologiese en lewensstyl behandelingsmodaliteite verkies bo mediese behandeling en dit was onafhanklik van die tipe geestessteuring wat voorgekom het. Alhoewel die respondente as 'n groep hoofsaaklik 'n positiewe houding getoon het ten opsigte van persone met geestessiekte, was daar bewyse dat algemene mites ondersteun is en dat persone met geestessiekte beskou is as gevaarlik/aggressief en as onverantwoordeliklkinderlik. Gevolgtrekkings: Die MH veld moet die realiteit van geestessiekte aanvaar. Dringende stappe moet geneem word om MH-praktisyns en studente te voorsien van uitkomsgebaseerde kennis en 'n positiewe houding sodat effektiewe hantering van hierdie toestande kan plaasvind in die werkplek. Algemene onwaarhede en miskonsepsies moet aangespreek word en die bewustheid van die betekenisvolle rol van die MH-praktisyn moet benadruk word. Geestesgesondheidsprobleme van die werker moet betyds herken word en toepaslik gehanteer word sodat maatskappye voordeel kan trek uit die optimale gebruik van menslike hulpbronne.

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Botha, Karien. „The relationship between dispositional employability and career success of human resources management practitioners“. Diss., University of Pretoria, 2011. http://hdl.handle.net/2263/24712.

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Dispositional Employability and Career Success are constructs that when brought together leads to a multitude of questions regarding their meaning. This study attempted to determine whether there is a significant relationship between the two constructs of dispositional employability and career success. The study furthermore focused on expanding on the literature by elaborating on the sample group. This was done by determining whether or not there is a difference between the groups with regards to their Dispositional Employability and Career Success based on their individual characteristics. A quantitative research approach was followed to obtain the research objectives of this study. The Dispositional Employability Measure and Career Success Orientation Measure were administered among a purposive convenience sample of HRM Practitioners in South Africa (N=155). The results of the research showed that there is a significant relationship between Dispositional Employability and Career Success with a low effect. Furthermore significant differences exist between groups with regards to both Dispositional Employability on the ground of number of years in their current organisation and Career Success on level of education, age, race and job level. The study thus contributes to the limited literature on both constructs. In addition, the results of the study make important theoretical, methodological and practical contributions. Recommendations for future research are made.
Dissertation (MCom)--University of Pretoria, 2011.
Human Resource Management
unrestricted

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Chambers, Stephen University of Ballarat. „An investigation into the professional competencies required by Australian HRM practitioners“. University of Ballarat, 2006. http://archimedes.ballarat.edu.au:8080/vital/access/HandleResolver/1959.17/12765.

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"The role of human resource management (HRM), or simply human resource (HR), practitioners has changed dramatically, especially in the last 10 years. As a result of this change in role, as detailed in the literature review, HRM practitioners require appropriate competencies to maintain effectiveness and enhance the value of their contribution to their organisation..." --p. 1.
Master of Business

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Chambers, Stephen. „An investigation into the professional competencies required by Australian HRM practitioners“. University of Ballarat, 2006. http://archimedes.ballarat.edu.au:8080/vital/access/HandleResolver/1959.17/14600.

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Charlton, Helen. „Experiencing learning across academic-practice boundaries : an Interpretative Phenomenological Analysis of Human Resource Management practitioners engaged in part-time postgraduate study“. Thesis, Northumbria University, 2016. http://nrl.northumbria.ac.uk/32303/.

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Human Resource Management (HRM) is a contested academic discipline and professional space, in which mid‐career entry is not uncommon, and where study and professional membership are often key to career advancement. Subsequently, engagement with study while working full‐time occurs frequently, commonly at postgraduate level. However, understanding of the student‐practitioner experience is limited due to recognised gaps around research of part‐time, taught postgraduate and mature student experience. This is an odd omission given that it represents a potential growth area following recent funding changes. This study explores these experiences in the context of constellations and landscapes of practice, focussing on issues of social identity theory and academic literacies within them. Utilising Interpretative Phenomenological Analysis to explore reflective accounts of the lived experiences of five practitioner‐students in one Higher Education (H.E.) Institution, the study used an innovative focus group approach, combined with semi‐structured interviews. Analysis was conducted through the development of case vignettes alongside thematic analysis supported through NVivo. For all participants studying occurred during career transition, with studying for additional qualifications intended to validate this transfer. However, in the wider personal context of career and family, study had significant impacts, with complex negotiations involved around obligations to family and employers. Participants legitimised their membership of HRM communities though their wider practice experience. Practice experience was also used to delineate between other members of both their academic and practice communities, with individuals who demonstrated experience given preference. Participants’ experience of education was characterised by comparisons between academic and practice communities, and negotiation of the boundaries between them was constant. Strength of practitioner identity affected alignment and approaches to studying. Engagement with discourse was also heavily influenced by dominant practitioner discourse patterns. This study offers insight into particular experiences of H.E. which may align to other niche student cohorts, and contributes to closing the gap around knowledge of part‐time, postgraduate and mature student experiences. It further adds to knowledge of communities of practice, constellations and landscapes and maps an example. It provides insight into how such students negotiate academic discourse engagement, and the impact balancing study with employment has on approaches to learning. Lastly, it applies this understanding to the support of practitioner‐students learning across academic‐practice boundaries, making recommendations to those facilitating these experiences.

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Petritz, Steven C. „Comparison of Hiring Strategies of Orthodontic Private Practitioners“. VCU Scholars Compass, 2018. https://scholarscompass.vcu.edu/etd/5330.

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COMPARISON OF HIRING STRATEGIES OF ORTHODONTIC PRIVATE PRACTITIONERS By Steven C. Petritz, D.D.S. A thesis submitted in partial fulfillment of the requirements for the degree of Master of Science in Dentistry at Virginia Commonwealth University Virginia Commonwealth University, 2018 Thesis Director: Bhavna Shroff, D.D.S., M.Dent.Sc., M.P.A. Virginia Commonwealth University Department of Orthodontics Program Director Purpose: Evaluate factors that influence hiring outcomes of clinical and non-clinical staff in orthodontic private practices. Methods: Orthodontists (n=1968) were surveyed regarding their hiring methods and outcomes. Responses were summarized using descriptive statistics. Chi-square tests were used to compare between hiring strategies and outcomes. Results: Survey response rate was 23% (n = 452 responses). 65% received 1-10 applicants and 54% utilized online job sites. Online job sites was associated with increased number of applicants (p<0.0001) and number of days to fill the position (p<0.0001). Forty-seven percent of respondents used the internet to screen candidates. Sixty-two percent of respondents hired based on personality. Fifty-seven percent of respondents plan to use employee referrals for future hiring needs. Conclusion: Online job sites accounted for the majority of the most recent hires. Orthodontists indicated that their future preference to be employee referrals. Social and professional relationships may lead to a more efficient hiring process.

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Lundy, Olive. „Strategic human resource management“. Thesis, Queen's University Belfast, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.292572.

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Lei, Lin. „Intelligent human resource management system“. Thesis, University of Macau, 2005. http://umaclib3.umac.mo/record=b1445897.

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Ashrafi, Elham. „Human Resource Management at Work“. Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-24422.

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Bücher zum Thema "Human resource management practitioners"

O'Sullivan, Maria Olivia. Computerised human resource management systems: Emerging technologies for human resource practitioners. Dublin: University College Dublin, Graduate School of Business, 1998.

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HRMexico: Human resource management in Mexico perspectives for scholars and practitioners. Charlotte, NC: Information Age Publishing, Inc., 2015.

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HRMexico: Human resource management in Mexico : perspectives for scholars and practitioners. Charlotte, NC: Information Age Pub., 2012.

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Cabulay, Danny A. Human Resource Management in the Tourism and Hospitality Industry: A comprehensive guide for teachers, practitioners, students and industry mentors. Philippines: Rex Book Store, Inc., 2009.

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Carpio, Christine P. Human Resource Management in the Tourism and Hospitality Industry: A comprehensive guide for teachers, practitioners, students and industry mentors. Philippines: Rex Book Store, Inc., 2009.

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The human resources glossary: The complete desk reference for HR executives, managers and practitioners. 3. Aufl. Boca Raton: St. Lucie Press, 2004.

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Tracey, William R. The human resources glossary: The complete desk reference for HR executives, managers and practitioners. 2. Aufl. Boca Raton: St. Lucie Press, 1998.

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Neil, Thompson. Meeting the stress challenge: A training and staff development manual for social welfare managers, trainers and practitioners. Lyme Regis: Russell House, 1996.

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Thompson, Neil. Meeting the stress challenge: A training and staff development manual for social welfare managers, trainers and practitioners. Lyme Regis: RHP, 1996.

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Herberg, Dorothy Chave. Frameworks for cultural and racial diversity: Teaching and learning for practitioners. Toronto, Ont: Canadian Scholars' Press, 1993.

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Buchteile zum Thema "Human resource management practitioners"

Winship, Guy. „Human Resource: Development and Management“. In Conversations with Practitioners, 75–86. Rugby, Warwickshire, United Kingdom: Practical Action Publishing, 2007. http://dx.doi.org/10.3362/9781780440743.007.

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Paynter, Macie, Kerri Ferstl und Ryan O'Leary. „Contracts Administration for HR Practitioners“. In Advancing Human Resource Project Management, 238–70. San Francisco: John Wiley & Sons, Inc., 2014. http://dx.doi.org/10.1002/9781118915912.ch10.

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Al Hashmi, Waddah S. Ghanem, und Rob Cooling. „Organisation behaviour and human resource management“. In The 10 Step MBA for Safety and Health Practitioners, 55–69. Abingdon, Oxon; New York, NY: Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315743011-5.

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Hoeppe, Jens C. „Practitioner’s View on Sustainability and HRM“. In Sustainability and Human Resource Management, 273–94. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-37524-8_12.

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Pettinger, Richard. „Human resource management“. In Management, 159–77. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-1-137-03028-3_9.

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Hoye, Russell, Aaron C. T. Smith, Matthew Nicholson und Bob Stewart. „Human resource management“. In Sport Management, 140–66. Fifth Edition. | New York : Routledge, 2018. |: Routledge, 2018. http://dx.doi.org/10.4324/9781351202190-7.

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Zhang, Pengfei, und Lijun Tang. „Human resource management“. In Ship Management, 96–113. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003081241-7.

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Bienzeisler, Bernd. „Human Resource Management“. In The Future of Services, 289–98. München: Carl Hanser Verlag GmbH & Co. KG, 2008. http://dx.doi.org/10.3139/9783446418806.010.

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Pettinger, Richard. „Human resource management“. In Introduction to Management, 436–57. London: Macmillan Education UK, 2007. http://dx.doi.org/10.1007/978-1-137-21899-5_20.

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Hughes, Claretha, und Matthew W. Gosney. „Human Resource Development as a Knowledge Management System“. In Human Performance Technology, 1716–35. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-8356-1.ch084.

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The crux of the challenge in bridging the scholar-practitioner gap in Human Resource Development is in creating effective mechanisms for the transfer of knowledge between scholars and practitioners. Emerging literature on the topic of knowledge management, and of knowledge management systems, provide a compelling point of view in which to consider the scholar-practitioner gap in HRD. In the chapter, knowledge management systems, as a functional outcropping of systems theory, are considered along with the use of logic models to develop and evaluate organization and program effectiveness. Preliminary research results conducted by Hughes and Wang (2015) gives further support to the notion that considering HRD as a knowledge management system may provide a framework for bridging the scholar-practitioner gap.

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Konferenzberichte zum Thema "Human resource management practitioners"

Higgins, Paul, Ian Roper und Man Fung Lo. „Profiling the knowledge and behaviors of qualified HR practitioners in Hong Kong and the United Kingdom: results from an exploratory factor analysis“. In Annual International Conference on Human Resource Management and Professional Development for the Digital Age. Global Science & Technology Forum (GSTF), 2014. http://dx.doi.org/10.5176/2251-2349_hrmpd14.15.

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Beijia Zheng und Shanshan Liu. „Notice of Retraction: General practitioner team building based on human resource management“. In 2010 IEEE International Conference on Advanced Management Science (ICAMS). IEEE, 2010. http://dx.doi.org/10.1109/icams.2010.5553202.

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Alger, Captain H. C. „Cockpit Resource Management“. In Human Error Avoidance Techniques Conference. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1989. http://dx.doi.org/10.4271/892610.

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Molamohamadi, Zohreh, Napsiah Ismail und Norzima Zulkifli. „Sustainable Human Resource Management“. In Annual International Conference on Human Resource Management and Professional Development in the Digital Age. Global Science & Technology Forum (GSTF), 2013. http://dx.doi.org/10.5176/2251-2349_hrmpd13.28.

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Isakov, Vladislav Aleksandrovich. „Controlling human resource management“. In International extramural online conference. TSNS Interaktiv Plus, 2020. http://dx.doi.org/10.21661/r-91214.

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Cimpan, Bogdan. „HUMAN RESOURCE MANAGEMENT BENCHMARKING“. In 2nd International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2015. Stef92 Technology, 2015. http://dx.doi.org/10.5593/sgemsocial2015/b23/s7.049.

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Tian, Musheng. „Optimization of Human Resource Management“. In First International Conference Economic and Business Management 2016. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/febm-16.2016.71.

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Stanworth, C. „Telework and human resource management“. In IEE Colloquium on The Home as an Office. IEE, 1996. http://dx.doi.org/10.1049/ic:19960270.

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McNally, Amanda D. „A Tiered Approach for Evaluating the Sustainability of Remediation Activities at Rail Sites“. In 2018 Joint Rail Conference. American Society of Mechanical Engineers, 2018. http://dx.doi.org/10.1115/jrc2018-6163.

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Remediation of environmental sites is of concern across the rail industry. Impacted sites may result from releases of chemicals to the environment along active rail lines or in rail yards; historical activities; or through acquisition of impacted property. Management of these liabilities may require investigation, planning, design, and remediation to reduce risks to human health and the environment and meet regulatory requirements. However, these investigation and remediation activities may generate unintended environmental, community, or economic impacts. To address these impacts, many organizations are focusing on the incorporation of sustainability concepts into the remediation paradigm. Sustainable remediation is defined as the use of sustainable practices during the investigation, construction, redevelopment, and monitoring of remediation sites, with the objective of balancing economic viability, conservation of natural resources and biodiversity, and the enhancement of the quality of life in surrounding communities (Sustainable Remediation Forum [SURF]). Benefits of considering and implementing measures to balance the three pillars of sustainability (i.e., society, economics, and environment) may include lower project implementation costs, reduced cleanup timeframes, and maximizing beneficial while alleviating detrimental impacts to surrounding communities. Sustainable remediation has evolved from discussions of environmental impacts of cleanups (with considerable greenwashing), to quantifying and minimizing the environmental footprint and subsequent long-term global impacts of a remedy, and currently, incorporating strategies to address all three components of sustainability — environmental, social, and economic. As organizations expand their use of more sustainable approaches to site cleanup, it is beneficial to establish consistent objectives and metrics that will guide implementation across a portfolio of sites. Sustainable remediation objectives should be consistent with corporate sustainability goals for environmental performance (e.g., greenhouse gas emissions, resource consumption, or waste generation), economic improvements (i.e., reduction of long term liability), and community engagement. In the last decade, there have been several Executive Orders (13423, 13514, 13693) that provide incrementally advanced protocols for achieving sustainability in government agency and corporate programs. Resources for remediation practitioners are available to assist in developing sustainable approaches, including SURF’s 2009 White Paper and subsequent issue papers, ITRC’s Green and Sustainable Remediation: State of the Science and Practice (GSR-1) and A Practical Framework (GSR-2), and ASTM’s Standard Guide for Greener Cleanups (E2893-16) and Standard Guide for Integrating Sustainable Objectives into Cleanup (E2876-13). These documents discuss frameworks that may be applied to projects of any size and during any phase of the remediation life cycle, and many provide best management practices (BMPs) that may be implemented to improve the environmental, social, or economic aspects of a project. Many of these frameworks encourage a tiered approach that matches the complexity of a sustainability assessment to the cost and scope of the remediation. For small remediation sites, a sustainability program may include the selection, implementation, or tracking of BMPs. A medium sized remediation site may warrant the quantification of environmental impacts (e.g., air emissions, waste generation, etc.) during the evaluation and selection of remedial alternatives. Often, only large and costly remediation sites demand detailed quantitative assessment of environmental impacts (e.g., life cycle assessment), economic modeling, or extensive community or stakeholder outreach. However, if a tiered approach is adopted by an organization, components of each of these assessments can be incorporated into projects where it makes sense to meet the needs of the stakeholders.

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Magrupov, A. YU. „Human Resource Management: Science and Practice“. In General question of world science. "Science of Russia", 2019. http://dx.doi.org/10.18411/gq-31-07-2019-13.

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Berichte der Organisationen zum Thema "Human resource management practitioners"

Bridges, Todd, Jeffrey King, Johnathan Simm, Michael Beck, Georganna Collins, Quirijn Lodder und Ram Mohan. International Guidelines on Natural and Nature-Based Features for Flood Risk Management. Engineer Research and Development Center (U.S.), September 2021. http://dx.doi.org/10.21079/11681/41946.

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To deliver infrastructure that sustain our communities, economy, and environment, we must innovate, modernize, and even revolutionize our approach to infrastructure development. Change takes courage, but as one starts down the path of innovation, what was once novel becomes more familiar, more established. The U.S. Army Corps of Engineers (USACE) is walking this path with our partners through the Engineering With Nature (EWN) Initiative, integrating human engineering with natural systems. The International Guidelines on Natural and Nature-Based Features for Flood Risk Management are the next step toward revolutionary infrastructure development—a set of real-world guidelines to help familiarize us with what was once novel. USACE and collaborators around the world have been building, learning, and documenting the best practices for constructing Natural and Nature-Based Features (NNBF) for decades. The consolidation of these lessons into a single guidance document gives decision-makers and practitioners a much-needed resource to pursue, consider, and apply NNBF for flood risk management while expanding value through infrastructure. Relationships and partnerships are vital ingredients for innovation and progress. The NNBF Guidelines was achieved because of the strong relationships in the nature-based engineering community. The magnitude and diversity of contributors to the NNBF Guidelines have resulted in a robust resource that provides value beyond a single agency, sector, or nation. Similarly, the work of incorporating NNBF into projects will require us to strengthen our relationships across organizations, mandates, and missions to achieve resilient communities. I hope you are inspired by the collaborative achievement of the NNBF Guidelines and will draw from this resource to develop innovative solutions to current and future flood risk management challenges. There is a lot we can achieve together along the path of revolutionary infrastructure development.

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Bloom, Nicholas, und John Van Reenen. Human Resource Management and Productivity. Cambridge, MA: National Bureau of Economic Research, Mai 2010. http://dx.doi.org/10.3386/w16019.

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de Carvalho, Antonio Geldson, Charles Calomiris und Joao Amaro de Matos. Venture Capital as Human Resource Management. Cambridge, MA: National Bureau of Economic Research, Mai 2005. http://dx.doi.org/10.3386/w11350.

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DEFENSE LOGISTICS AGENCY ALEXANDRIA VA. Total Quality Management Implementing Plan for Human Resource Management. Fort Belvoir, VA: Defense Technical Information Center, April 1989. http://dx.doi.org/10.21236/ada212915.

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Ichniowski, Casey, Kathryn Shaw und Giovanna Prennushi. The Effects of Human Resource Management Practices on Productivity. Cambridge, MA: National Bureau of Economic Research, November 1995. http://dx.doi.org/10.3386/w5333.

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Abowd, John, George Milkovich und John Hannon. The Effects of Human Resource Management Decisions on Shareholder Value. Cambridge, MA: National Bureau of Economic Research, Oktober 1989. http://dx.doi.org/10.3386/w3148.

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Ichniowski, Casey. Human Resource Management Systems and the Performance of U.S. Manufacturing Businesses. Cambridge, MA: National Bureau of Economic Research, September 1990. http://dx.doi.org/10.3386/w3449.

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Bartel, Ann. Human Resource Management and Performance in the Service Sector: The Case of Bank Branches. Cambridge, MA: National Bureau of Economic Research, Januar 2000. http://dx.doi.org/10.3386/w7467.

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Pepper, Susan E., und Katherine M. Bachner. International Conference on Human Resource Development for Nuclear Power Programmes: Strategies for Education and Training, Networking and Knowledge Management. Office of Scientific and Technical Information (OSTI), Juni 2014. http://dx.doi.org/10.2172/1148882.

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Griffin, Katherine. Does Gender Matter? Human Elephant Conflict in Sri Lanka: A Gendered Analysis of Human Elephant Conflict and Natural Resource Management in a Rural Sri Lankan Village. Portland State University Library, Januar 2000. http://dx.doi.org/10.15760/etd.2530.

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