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Добірка наукової літератури з теми "350201 Human Resources Management"

Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 1 лютого 2022

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Статті в журналах з теми "350201 Human Resources Management"

1

Mcbain, Richard. "Human Resources Management." Henley Manager Update 14, no. 3 (March 2003): 24–34. http://dx.doi.org/10.1177/174578660301400303.

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Mcbain, Richard. "Human Resources Management." Henley Manager Update 14, no. 4 (June 2003): 23–35. http://dx.doi.org/10.1177/174578660301400403.

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3

Mcbain, Richard. "Human Resources Management." Henley Manager Update 15, no. 1 (September 2003): 20–32. http://dx.doi.org/10.1177/174578660301500103.

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4

Mcbain, Richard. "Human Resources Management." Henley Manager Update 15, no. 2 (December 2003): 24–35. http://dx.doi.org/10.1177/174578660301500203.

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Mcbain, Richard. "Human Resources Management." Henley Manager Update 15, no. 3 (March 2004): 23–34. http://dx.doi.org/10.1177/174578660401500303.

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6

Mcbain, Richard. "Human Resources Management." Henley Manager Update 15, no. 4 (June 2004): 21–34. http://dx.doi.org/10.1177/174578660401500403.

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7

Ziegel, Eric R. "Human Resources Management." Technometrics 30, no. 3 (August 1988): 359. http://dx.doi.org/10.1080/00401706.1988.10488422.

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8

Berger, Florence, Martin E. Evans, and Bonnie Farber. "Human-Resources Management." Cornell Hotel and Restaurant Administration Quarterly 27, no. 3 (November 1986): 44–50. http://dx.doi.org/10.1177/001088048602700312.

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9

Marco Lajara, Bartolomé, Francisco García Lillo, and Vicente Sabater Sempere. "Human resources management." Employee Relations 25, no. 1 (February 2003): 61–80. http://dx.doi.org/10.1108/01425450310453526.

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10

Kossek, Ellen Ernst. "Human Resources Management Innovation." Human Resource Management 26, no. 1 (1987): 71–92. http://dx.doi.org/10.1002/hrm.3930260105.

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Дисертації з теми "350201 Human Resources Management"

1

黃祐榮 and Yao-wing Robert Wong. "Strategic human resources management system." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1993. http://hub.hku.hk/bib/B31265856.

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2

Al-Sahhaf, Habeeb. "Human resources management in Kuwait." Thesis, Cranfield University, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.278719.

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3

Wong, Yao-wing Robert. "Strategic human resources management system /." Hong Kong : [University of Hong Kong], 1993. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13497819.

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4

Ibragimova, Yuliya. "New Methods in Human Resources Management." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193004.

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Анотація:

This diploma thesis concentrates on relationship between employee satisfaction and usage of new methods in Human Resources Management, particularly coaching and talent management. As employee satisfaction becomes one of the most important sources of influence on company's performance, it is also discussed in the theoretical background the relationship between employee satisfaction and company performance. The goal of the thesis is to find relationship between usage of new HRM methods (coaching and talent management) and employee satisfaction. The thesis has four chapters. First two chapters "Measurement Systems in an Organization" and "Methods in HR Management" set a theoretical background for the research. The third chapter concentrates on the research itself: employees of five Russian companies both with and without coaching and talent management, are tested. In the last chapter are compared research outcomes and theoretical approach, as well as, recommendations are given.

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5

Khan, Khalid. "The violation of psychological contract : possible causes for the failure of organizational incentive systems to motivate knowledge sharing : a thesis presented in partial fulfilment of the requirements for the degree of Master of Management in Human Resource Management, Massey University, Palmerston North, New Zealand." Massey University, 2009. http://hdl.handle.net/10179/1223.

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Researchers and practitioners have linked the survivability of organization to their ability to manage their knowledge resource. This ability of the organizations depends on providing the technological support for the creation of knowledge, organizational structures (such as the organization reward systems) and the willingness of their employees to share their knowledge. Developments in information and communication technologies have facilitated organizations in developing the infrastructures that are required for the dissemination of knowledge. Organizations are thus left with the challenge of developing organizational structures that will motivate knowledge sharing among its employees. The knowledge sharing problem, which was once seen as an issue of capturing can codifying information, is now seen as a challenge of motivating individuals, the true owner of knowledge, to share their valuable resource. Behavioural scientists have taken interest in knowledge sharing as a form of helping behaviour which is directed at the organizations or member within the organizations. Although organizations have great desire that their managers engage in this behaviour, it is the discretion of their employees whether they want to share or withhold their knowledge. Organizational structural control mechanisms (such as the performance evaluation systems) have limited success in enforcing such behaviour as there are no means of measuring its outputs. Organizations depend on their incentive systems to motivate knowledge sharing. Research into motivation indicates that there is no easy fix to achieve this. Organizations have to balance the use extrinsic and intrinsic motivators, considering the specific motivational requirements of their employees. Motivational interventions, such as the use of incentives, are dependent on the level of trust the employees have in their managers and the organization in whole to deliver on those incentives in a fair and equitable manner. Where trust levels are not sufficient, employees tend to ignore such incentives and tend to further disinvest discretionary efforts. The current study used the psychological contract theory as a frame work for understanding the dynamics of the employee-employer exchange. The central premise of the theory is that employees tend to lose trust in the organization or the agent of the organization, when they perceive that their expectations have not been met. In addition to the lost of trust, psychological contract violation is also negatively associated with desirable organization behaviours and attitudes – such as commitment, in-role and extra-role effort – and is positively associated with undesirable organization behaviours and attitudes such as intention of turnover. The current study used a qualitative research design to investigate how the violation of the psychological contract can add to the ineffectiveness of the organization incentive system to motivate knowledge sharing. Using semistructured interviews the participants were provided with short scenarios (vignettes) which simulated occurrences of psychological contract violation. The participants, acting as informants, responded to question with regards to how the situations depicted in the vignettes would affect the vignette characters’ work behaviours, specifically their desire to share knowledge.

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6

Cheung, Wing-yee Kelly, and 張詠. "Human resources management of joint ventures in China." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1994. http://hub.hku.hk/bib/B42574249.

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7

Cheung, Wing-yee Kelly. "Human resources management of joint ventures in China." Click to view the E-thesis via HKUTO, 1994. http://sunzi.lib.hku.hk/hkuto/record/B42574249.

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8

Sehi, Tamara Grullon. "Human resource professionals' perception of human resources' value to senior management." CSUSB ScholarWorks, 1997. https://scholarworks.lib.csusb.edu/etd-project/1486.

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Анотація:

This study examines and describes the perceptions of human resource professionals about their contribution and that of their departments to strategic planning and management. Human resource leaders from organizations with five hundred or more employees in Southern California responded to this survey. The significance of this study is its potential to increase our understanding of the contribution of the human resource function to strategic planning.

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9

Kamenistá, Michaela. "Návrh změn konceptu řízení lidských zdrojů v podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2019. http://www.nusl.cz/ntk/nusl-402057.

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Анотація:

This diploma thesis deals with human resources management in a selected company with an emphasis on revealing deficiencies in the analyzed area of management and suggesting possible improvements. The main objective of the thesis is to analyze human resources management in a particular company, to reveal the strengths and weaknesses of this system and then to propose real improvements. The subject of this diploma thesis is the human resource management system of selected company. The object of the research is an anonymous company. The diploma thesis is divided into three main parts. In the first part of the thesis based on the theoretical backgrounds in human resources management and personnel management the basic concepts were formulated and defined as the main pillars of the research. The second analytical part is devoted to the results of research conducted in the company and, in particular, to direct interviewing methods through structured interviews, questionnaires and workshop prepared with external company. The third, final part brings suggestions and therefore presents the strengths and weaknesses of the human resources management system described in the previous section and provides recommendations on how to improve it. At the end of the thesis, the most important research findings are presented.

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10

Boyte, Karen-Ann. "Job design and wellness in New Zealand Contact Centres: a paradigm shift or same old management? : a thesis presented in partial fulfillment of the requirements for the postgraduate degree of Master of Business Studies, Human Resource Management at Massey University, Palmerston North, New Zealand." Massey University, 2009. http://hdl.handle.net/10179/1042.

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Анотація:

The impact of the Contact Centre workplace upon employee satisfaction or wellness is attracting the attention of researchers across the globe. Over 10 years of research has resulted in recommendations about how Contact Centres should be managed and how the jobs of Contact Centre agents should be designed. There is growing concern that the current practices result in significant psychosocial risk factors which are ultimately harming the Contact Agents and less obviously the bottom line of their organisations through emotional exhaustion, stress, employee absenteeism and turnover. The aim of this study was to explore whether Contact Centre managers were aware of these recommendations, in particular those relating to the design of motivating, satisfying and “healthy” jobs. Using an expanded Job Characteristic Model, this descriptive study explored the level of awareness of New Zealand Contact Centre managers (n=20) regarding the recommendations about the design of jobs, and what changes, if any, have occurred as a result. Where changes have not been forthcoming, the study explored the constraints which were preventing or limiting change. The results of this study indicated that there is a low level of awareness of the research recommendations, that approaches to improving the management and design of Contact Centre agents roles are ad hoc, and that there is a level of resistance in providing agents with autonomy to manage their day to day roles. Some efforts to increase task and skill variety have been made but these are also ad hoc rather than built into the job. As a result of this study, it appears that Contact Centres in New Zealand are still adopting a mass production model of management. This study has implications for Contact Centre managers and senior organisational managers, these are discussed. Limitations of the research, implications for Contact Centre Managements are highlighted and areas for further research are highlighted

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Книги з теми "350201 Human Resources Management"

1

Human resources management. Boston: Houghton Mifflin Co., 1986.

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2

Graham, H. T. Human resources management. 7th ed. London: Pitman, 1992.

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3

Graham, H. T. Human resources management. 8th ed. London: Pitman, 1995.

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4

Human resources management. 2nd ed. Boston: Houghton Mifflin Co., 1990.

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5

Human resources management. 3rd ed. Boston: Houghton Mifflin Co., 1994.

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6

Human resources management. Mount Pleasant, Harare, Zimbabwe: University of Zimbabwe Publications, 2010.

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7

Woods, Robert H. Human resources management. 2nd ed. Lansing, Mich: Educational Institute of the American Hotel & Motel Association, 1997.

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8

Graham, H. T. Human resources management. 5th ed. London: Pitman, 1986.

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9

Gerber, P. D. Human resources management. Johannesburg: Southern Book Publishers, 1987.

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10

Roger, Bennett, ed. Human resources management. 6th ed. London: Macdonald and Evans, 1989.

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Частини книг з теми "350201 Human Resources Management"

1

Davis, John W., William H. Knotts, and Edward R. Lyons. "Human Resources." In Facility Management, 73–77. Wiesbaden: Gabler Verlag, 1998. http://dx.doi.org/10.1007/978-3-322-84676-1_7.

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2

Bruce, George. "Human Resources." In Shipbuilding Management, 173–83. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-8975-1_16.

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3

Dachrodt, Heinz-G., and Gunnar Dachrodt. "Management." In Praxishandbuch Human Resources, 1653–704. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-00586-3_19.

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4

Lees-Marshment, Jennifer. "Political human resources." In Political Management, 112–59. First Edition. | New York : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003030515-4.

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5

March, Chris. "Human resources management." In Construction Management, 394–434. Abingdon, Oxon : Routledge, 2017. |: Routledge, 2017. http://dx.doi.org/10.4324/9781315528175-29.

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6

Kramar, Robin. "Human Resources." In Business Management and Environmental Stewardship, 97–117. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-349-92307-6_6.

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7

Nedopil, Christoph, Ulrich Steger, and Wolfgang Amann. "Human Resources Management." In Managing Complexity in Organizations, 270–84. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-1-137-28570-6_14.

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8

Yamada, Makiko. "Human Resources." In Japan's Top Management from the Inside, 69–126. London: Palgrave Macmillan UK, 1998. http://dx.doi.org/10.1057/9780230373693_3.

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9

Weller, Ingo. "Human Resources." In The Palgrave Encyclopedia of Strategic Management, 1–5. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_485-1.

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Weller, Ingo. "Human Resources." In The Palgrave Encyclopedia of Strategic Management, 682–85. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_485.

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Тези доповідей конференцій з теми "350201 Human Resources Management"

1

Schutte, Nico, and Sonia Swanepoel. "HUMAN RESOURCES MANAGEMENT PROFESSIONALISM IN AN ERA OF HUMAN RESOURCES MANAGEMENT EXCEPTIONALISM." In 26th and the 27th International Academic Conference (Istanbul, Prague). International Institute of Social and Economic Sciences, 2016. http://dx.doi.org/10.20472/iac.2016.027.044.

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2

Wang, Li-Jing. "Research on Responsibilities of Human Resources Management for Non-human Resources Manager." In 2015 International Conference on Management Engineering and Management Innovation (icmemi-15). Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/icmemi-15.2015.14.

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3

Goldbach, Ioana Raluca, Izabela Florina Barbu, and Alina Bidireanu. "Human Resources Management In Education." In 10th LUMEN International Scientific Conference Rethinking Social Action. Core Values in Practice RSACVP 2018, 20 - 21 April 2018 Suceava, Romania. LUMEN Publishing House, 2018. http://dx.doi.org/10.18662/lumproc.44.

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4

Sitnikov, D. Catalina, Ionela Staneci, Mariana Paraschiva Olaru, Costinel Cristian Militaru, and Silvia Mioara Troi. "INTERNAL AUDIT OF HUMAN RESOURCES - BASIC FUNCTION OF HUMAN RESOURCES MANAGEMENT." In 7th SWS International Scientific Conference on SOCIAL SCIENCES - ISCSS 2020 Proceedings. STEF92 Technology, 2020. http://dx.doi.org/10.5593/sws.iscss.2020.7.1/s04.28.

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5

Bukovsky, Tomas. "HUMAN RESOURCES MANAGEMENT IN PUBLIC ADMINISTRATION." In 5th SGEM International Multidisciplinary Scientific Conferences on SOCIAL SCIENCES and ARTS SGEM2018. STEF92 Technology, 2018. http://dx.doi.org/10.5593/sgemsocial2018/1.5/s05.058.

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6

Chuprasova, E. S., and M. V. Zinchenko. "HUMAN RESOURCES MANAGEMENT SYSTEM MODERN ORGANIZATION." In RUSSIA AND CHINA: A VECTOR OF DEVELOPMENT. Amur State University, 2019. http://dx.doi.org/10.22250/rc.2019.1.50.

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7

Salah, Dina, Maha Hafez Ahmed, and Kamal ElDahshan. "Blockchain Applications in Human Resources Management." In EASE '20: Evaluation and Assessment in Software Engineering. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3383219.3383274.

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8

Vasile, Gabriel Ionuţ, and Xiaoyu Zhan. "Human Resources Management in Organizational Performance." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/9.

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Анотація:

The world we live in has countless organizations that are born, grow or disappear. The use of human resources is very common and essential for all types of organizations at all times. They ensure the survival and tryingness of the organization in today's dynamic business environment. The investment in human resources means not only the regular salary payments but also employees' personal and professional development in order to enhance their job skills and act responsibly when necessary. The traditional approach to human resources management implies only the costs for the job performed. The unique values of human resources imply both the ability of personal and professional development and the desire of self-improvement as standards of the modern world require. Work evaluation can have a negative impact and that happens when the manager considers the employee, as individual, accountable for bad job performance and does not take an account of the weak areas of performance evaluation and control.

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9

"MOTIVATION OF HUMAN RESOURCES: PERCEPTIONS AND TRENDS." In International Management Conference. Editura ASE, 2020. http://dx.doi.org/10.24818/imc/2020/04.21.

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10

Dong, Lihua. "Analysis on the Application of Human Resources Accounting in Enterprise Human Resources Management." In 3rd International Conference on Management Science, Education Technology, Arts, Social Science and Economics. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/msetasse-15.2015.134.

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Звіти організацій з теми "350201 Human Resources Management"

1

Kraynova, O. S., and E. E. Egorov. Human resources management in services industry. Ljournal, 2015. http://dx.doi.org/10.18411/kray-2015-book-00075.

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2

Kraynova, O. S., and D. M. Sataeva. The maintenance of human resources for the concept total quality management in services industry. Ljournal, 2018. http://dx.doi.org/10.18411/kray-2018-book-00072.

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3

Okereke, Ekechi, Godwin Unumeri, Ibrahim Suleiman, and Aisha Jibril. Collaboration with the University of Calabar for human resources for health management training for Bauchi and Cross River states. Population Council, 2019. http://dx.doi.org/10.31899/rh6.1007.

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4

Rajarajan, Kunasekaran, Alka Bharati, Hirdayesh Anuragi, Arun Kumar Handa, Kishor Gaikwad, Nagendra Kumar Singh, Kamal Prasad Mohapatra, et al. Status of perennial tree germplasm resources in India and their utilization in the context of global genome sequencing efforts. World Agroforestry, 2020. http://dx.doi.org/10.5716/wp20050.pdf.

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Tree species are characterized by their perennial growth habit, woody morphology, long juvenile period phase, mostly outcrossing behaviour, highly heterozygosity genetic makeup, and relatively high genetic diversity. The economically important trees have been an integral part of the human life system due to their provision of timber, fruit, fodder, and medicinal and/or health benefits. Despite its widespread application in agriculture, industrial and medicinal values, the molecular aspects of key economic traits of many tree species remain largely unexplored. Over the past two decades, research on forest tree genomics has generally lagged behind that of other agronomic crops. Genomic research on trees is motivated by the need to support genetic improvement programmes mostly for food trees and timber, and develop diagnostic tools to assist in recommendation for optimum conservation, restoration and management of natural populations. Research on long-lived woody perennials is extending our molecular knowledge and understanding of complex life histories and adaptations to the environment, enriching a field that has traditionally drawn its biological inference from a few short-lived herbaceous species. These concerns have fostered research aimed at deciphering the genomic basis of complex traits that are related to the adaptive value of trees. This review summarizes the highlights of tree genomics and offers some priorities for accelerating progress in the next decade.

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5

Ruiz de Gauna, Itziar, Anil Markandya, Laura Onofri, Francisco (Patxi) Greño, Javier Warman, Norma Arce, Alejandra Navarrete, et al. Economic Valuation of the Ecosystem Services of the Mesoamerican Reef, and the Allocation and Distribution of these Values. Inter-American Development Bank, May 2021. http://dx.doi.org/10.18235/0003289.

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Coral reefs are one of the most diverse and valuable ecosystems on Earth. The Mesoamerican Reef contains the largest barrier reef in the Western Hemisphere. However, its health is threatened, so there is a need for a management and sustainable conservation. Key to this is knowing the economic value of the ecosystem. “Mainstreaming the value of natural capital into policy decision-making is vital” The value of environmental and natural resources reflects what society is willing to pay for a good or service or to conserve natural resources. Conventional economic approaches tended to view value only in terms of the willingness to pay for raw materials and physical products generated for human production and consumption (e.g. fish, mining materials, pharmaceutical products, etc.). As recognition of the potential negative impacts of human activity on the environment became more widespread, economists began to understand that people might also be willing to pay for other reasons beyond the own current use of the service (e.g. to protect coral reefs from degradation or to know that coral reefs will remain intact in the future). As a result of this debate, Total Economic Value (TEV) became the most widely used and commonly accepted framework for classifying economic benefits of ecosystems and for trying to integrate them into decision-making. This report estimates the economic value of the following goods and services provided by the MAR's coral reefs: Tourism & Recreation, Fisheries, Shoreline protection. To our knowledge, the inclusion of non-use values in the economic valuation of the Mesoamerican Barrier Reef System is novel, which makes the study more comprehensive.

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Jigjidsuren, Altantuya, Bayar Oyun, and Najibullah Habib. Supporting Primary Health Care in Mongolia: Experiences, Lessons Learned, and Future Directions. Asian Development Bank, January 2021. http://dx.doi.org/10.22617/wps210020-2.

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ince the early 1990s, the Asian Development Bank (ADB) has broadly supported health sector reforms in Mongolia. This paper describes primary health care (PHC) in Mongolia and ADB support in its reform. It highlights results achieved and the lessons drawn that could be useful for future programs in Mongolia and other countries. PHC reform in Mongolia aimed at facilitating a shift from hospital-based curative services toward preventive approaches. It included introducing new management models based on public–private partnerships, increasing the range of services, applying more effective financing methods, building human resources, and creating better infrastructure. The paper outlines remaining challenges and future directions for ADB support to PHC reform in the country.

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Vantassel, Stephen M., and Brenda K. Osthus. Safety. U.S. Department of Agriculture, Animal and Plant Health Inspection Service, November 2018. http://dx.doi.org/10.32747/2018.7208746.ws.

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Wildlife damage management (WDM) is an exciting field with many opportunities to provide solutions to the complex issues involved in human-wildlife interactions. In addition, WDM wildlife control operators (WCO) face a variety of threats to their physical well-being. Injuries can result from misused, faulty, or poorly maintained equipment, inexperience, mishandled wildlife, harsh weather, and dangerous situations, such as electrical lines. The goals of this publication are to: Develop an awareness of safety issues and adopt a mindset of “Safety First”, Review the major safety threats that WCOs face, Provide basic information for WCOs to protect themselves, and List resources for further information and training. Work in WDM poses many safety risks to those involved. Awareness, planning, and deliberate action can eliminate or reduce many threats. As the industry continues to develop, WCOs must keep up with new threats and safety practices to maintain their well-being. Following safe work practices helps to ensure WCOs remain on-the-job and injury free.

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Summary of Natural Resources that Potentially Influence Human Intrusion at the Area 5 Radioactive Waste Management Site, Nevada Test Site, Nye County, Nevada. Office of Scientific and Technical Information (OSTI), June 2007. http://dx.doi.org/10.2172/924732.

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Innovative Solutions to Human-Wildlife Conflicts: National Wildlife Research Center Accomplishments, 2007. U.S. Department of Agriculture, Animal and Plant Health Inspection Service, January 2008. http://dx.doi.org/10.32747/2008.7206794.aphis.

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The National Wildlife Research Center (NWRC) is a world leader in providing science-based solutions to complex issues of wildlife damage management. As the research arm of Wildlife Services (WS) program within the U.S. Department of Agriculture's (USDA) Animal and Plant Health Inspection Service, NWRC work with WS operational staff to provide Federal leadership and expertise to resolve wildlife conflicts related to agriculture, livestock, human health and safety (including wildlife diseases), invasive species, and threatened and endangered species. NWRC is committed to finding nonlethal solutions to reduce wildlife damage to agricultural crops, aquaculture, and natural resources. As part of WS' strategic plan to improve the coexistence of people and wildlife, NWRC has identified four strategic program goals: (1) developing methods, (2) providing wildlife services, (3) valuing and investing in people, and (4) enhancing information and communication. WS is dedicated to helping meet the wildlife damage management needs of the United States by building on NWRC's strengths in these four key areas. This annual research highlights report is structured around these programs goals.

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Innovative Solutions to Human-Wildlife Conflicts: National Wildlife Research Center Accomplishments, 2010. U.S. Department of Agriculture, Animal and Plant Health Inspection Service, April 2011. http://dx.doi.org/10.32747/2011.7291310.aphis.

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As the research arm of Wildlife Services, a program within the U.S. Department of Agriculture’s (USDA) Animal and Plant Health Inspection Service (APHIS), NWRC develops methods and information to address human-wildlife conflicts related to agriculture, human health and safety, property damage, invasive species, and threatened and endangered species. The NWRC is the only Federal research facility in the United States devoted entirely to the development of methods for effective wildlife damage management, and it’s research authority comes from the Animal Damage Control Act of 1931. The NWRC’s research priorities are based on nationwide research needs assessments, congressional directives, APHIS Wildlife Services program needs, and stakeholder input. The Center is committed to helping resolve the ever-expanding and changing issues associated with human-wildlife conflict management and remains well positioned to address new issues through proactive efforts and strategic planning activities. NWRC research falls under four principal areas that reflect APHIS’ commitment to “protecting agricultural and natural resources from agricultural animal and plant health threats, zoonotic diseases, invasive species, and wildlife conflicts and diseases”. In addition to the four main research areas, the NWRC maintains support functions related to animal care, administration, information transfer, archives, quality assurance, facility development, and legislative and public affairs.

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