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Опубліковано: 30 травня 2022
Оновлено: 31 травня 2022

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Статті в журналах з теми "Principles of personnel management"

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KRAMAR, Oleh. "Theoretical principles of personnel management construction enterprises." Economics. Finances. Law, no. 2/2 (February 28, 2020): 11–14. http://dx.doi.org/10.37634/efp.2020.2(2).2.

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Анотація:
Human Resources Management (HRM), managing work and people to achieve their desired goals, is a fundamental activity of any enterprise or organization that employs people. HRM is the basis for their creation and development. There are a number of different HRM styles, ideologies, forms, and methods, but there are no universal models that can improve performance for each enterprise or enhance their relative effectiveness in specific strategic areas, such as the introduction of new production technologies, the use of advertising campaigns. or the purchase of real estate. However, it is impossible to question the necessity of the personnel management process itself, that is, rational attempts to organize work and manage people. The purpose of the paper is to outline the theoretical foundations of personnel management of construction enterprises. Over the last twenty years, the relationship between HRM and strategic management studies has deepened, significantly widening the socio-economic range and possible cause and effect. Getting acquainted with the scientific works of the founders on this subject allows us to distinguish three main areas: 1. Micro HRM - covers the subheadings of HR policies and practices that can be grouped into two main categories. 2. Strategic HRM deals with systemic issues and issues that have serious implications for the enterprise. 3. International HRM - less involved in the context of strategic human resource management, focused on HR management in multinational companies. In the construction field, the HRM is mainly focused on the adequate provision of projects with human resources with relevant experience, professional characteristics and the right skillsets for their successful implementation. Personnel managers should have the ability to identify and document project roles and responsibilities, developing planning with a detailed description of the intermediate processes required to complete the project (or projects) and identify its human resource needs. Construction, due to its specificity and versatility, is one of the most difficult areas for managing people. The operational realities faced by construction companies confirm the risks associated with the close relationship between employee needs and performance issues.
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Клычова, Гузалия, Guzaliya Klychova, Алсу Закирова, Alsu Zakirova, Валерия Кириллова, and Valeriya Kirillova. "BASIC PRINCIPLES OF PERSONNEL AUDIT PLANNING." Vestnik of Kazan State Agrarian University 14, no. 2 (July 29, 2019): 132–38. http://dx.doi.org/10.12737/article_5d3e1733a32e65.64370462.

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The efficiency of the activities of enterprises oriented towards innovation development has a significant impact on human resources, management, development, and assessment of which ensures competitiveness, strategic advantages and sustainable development of the agrarian sector of the economy. To achieve its goals, management of the organization should be focused on the rational use of not only financial and material, but also labor resources. At the same time, personnel management is one of the important areas of strategic development, since the level of knowledge, abilities and competencies of an employee of an enterprise in an innovative economy places increasingly high demands. Developing the mechanism and management system of personnel potential, it is necessary to ensure the social and economic development of the enterprise, while solving the following tasks: to form a management structure; develop, test and evaluate the most rational systems and forms of organization and remuneration. A special place in the system of this management takes personnel audit. At the same time planning is a key stage of personnel audit. The audit plan in accordance with the requirements of ISA 300 “Planning the audit of financial statements” includes the following sections: understanding of business, understanding of the environment and internal control, description of risk and materiality, description of the nature, timing and scope of procedures. The article discloses a personnel audit planning mechanism in accordance with international auditing standards, examines the basic principles of personnel audit planning, discusses new requirements for the planning process, develops auditor’s working documents to improve the effectiveness of personnel auditing and coordinate audit procedures with the work of the audited entity. In particular, a personnel audit plan has been proposed, which includes the following sections: understanding of business, understanding of the environment and internal control, description of risk and materiality, and establishing the main areas of audit.
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Astuti, Efi Tri. "Prinsip Manajemen Tenaga Kependidikan Perspektif Al-Qur’an." Jurnal Iqra' : Kajian Ilmu Pendidikan 4, no. 1 (June 2, 2019): 128–45. http://dx.doi.org/10.25217/ji.v4i1.465.

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Анотація:
As an effort to improve the quality of human resources, the development of human resources was important for the goverment to focus on improving the quality of education by provision learning processes with quality education personnel. This article aimed to discussed the principle management of educational staff of the Al-Qur'an perspective. This research was literature studies, namely by examining journals, books, research reports. The result showed that : (1) the Principle of Tawheed, covering the principle of unity of direction and unity of command; (2) Principles of justice and prosperity; (3) The principle of deliberation; (4) Principles of efficiency, effectiveness and productivity; (5) Disilpin principle, integrity and loyalty; (6) The principle of division of authority and responsibility; (7) Principle of Ukhuwah. An understanding of the management principle of the Al-Qur'an perspective in the management of Islamic education institutions will be able to contribute positively, including planning of education personnel, the process of recruitment, selection and placement, and the development of education personnel. Key words: Principle of Management, Educational Personnel, Al-Qur’an Perspektive
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Cuny, Fred C. "Principles of Disaster Management Lesson 11: Personnel Evaluation." Prehospital and Disaster Medicine 16, no. 1 (March 2001): 62–67. http://dx.doi.org/10.1017/s1049023x00025619.

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AbstractA disaster manager must be able to evaluate staff members in order to make effective staffing decisions during the transitions between phases of a disaster and to help improve the performance of the operation by determining what aspects of an individual's work needs improvement. Criteria for personnel appraisal and measures of performance, objective or subjective, are essential to conduct a fair and thorough evaluation. Errors introduce bias into the appraisal in the form of a “halo” effect, harsh or lenient ratings, a central tendency error, or recency effect, but recognition of these errors helps reduce their effect. A results-based appraisal program is favored because it focuses on what the worker achieves. Regular appraisal periods are suggested for optimal improvement in performance. Suggestions are given for an effective personnel appraisal, such as focusing on positive work performance, being aware of biases in judging people, and being specific when citing examples of work performance.
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Елена Петровна, Костенко, and Ефременко Ксения Андреевна. "FEATURES OF PERSONNEL MANAGEMENT IN TURQUOISE ORGANIZATIONS." STATE AND MUNICIPAL MANAGEMENT SCHOLAR NOTES 4, no. 4 (December 2021): 93–103. http://dx.doi.org/10.22394/2079-1690-2021-1-4-93-103.

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Анотація:
The article discusses the features and causes of the evolution of organizational structures, as well as the principles of employee management at different stages of the development of organizations. The main attention is paid to the characteristics of the implementation of the main functions of personnel management in teal organizations. Based on the research conducted in the traditional and teal offices of Sberbank, the specifics of recruiting, adaptation, motivation, assessment, training and development of personnel, features of corporate culture in teal organizations are shown. As a result of the survey of managers and HR managers of enterprises and organizations of the Southern Federal District, the reasons for the slow spread of the principles of teal personnel management were identified.
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Елена Петровна, Костенко, and Ефременко Ксения Андреевна. "FEATURES OF PERSONNEL MANAGEMENT IN TURQUOISE ORGANIZATIONS." STATE AND MUNICIPAL MANAGEMENT SCHOLAR NOTES 4, no. 4 (December 2021): 93–103. http://dx.doi.org/10.22394/2079-1690-2021-1-4-93-103.

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Анотація:
The article discusses the features and causes of the evolution of organizational structures, as well as the principles of employee management at different stages of the development of organizations. The main attention is paid to the characteristics of the implementation of the main functions of personnel management in teal organizations. Based on the research conducted in the traditional and teal offices of Sberbank, the specifics of recruiting, adaptation, motivation, assessment, training and development of personnel, features of corporate culture in teal organizations are shown. As a result of the survey of managers and HR managers of enterprises and organizations of the Southern Federal District, the reasons for the slow spread of the principles of teal personnel management were identified.
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Cuny, Fred C. "Fred C. Cuny Memorial Continuing Education Series: Principles of Disaster Management Lesson 6: Personnel and Personnel Management." Prehospital and Disaster Medicine 14, no. 4 (December 1999): 66–70. http://dx.doi.org/10.1017/s1049023x00027746.

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AbstractRelief operations require capable resposible staff. This lesson discusses the types of staff and workers required. It stress the importance of employing locals an refugees infilling many of these positions and examines the role of volunteers, paid personnel, and expatriates and the issues involved.
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Popyk, O. "Organizational aspects of personnel’s intangible motivation in the enterprises QMS." Ekonomìka ta upravlìnnâ APK, no. 2 (169) (December 9, 2021): 181–92. http://dx.doi.org/10.33245/2310-9262-2021-169-2-181-192.

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Анотація:
The presented research reveals the concept of intangible motivation of personnel. The definitional content of this category has been formed, the place, components, basic principles, approaches to implementation, as well as the psychological basis of motivation, have been determined. The co-evolutionary mechanisms of the system of intangible motivation and implementation of the quality management system at the enterprise have been determined, an important attribute of which is the permanence and consistency of the use of general principles. The need to implement the principles of a quality management system is determined at all stages of personnel management, in particular: selection and assessment of personnel, adaptation and training, team building, development and attraction. In the course of the study, it was confirmed that systematic training of employees on quality issues, tools and principles of the quality management system is an important element of improving and managing quality in organizations, because training and development has a significant impact on the quality provided by the organization on a regular basis through quality education and training activities, quality-oriented rewards and programs are essential to achieve quality management objectives. Quality management initiatives and programs require the support, input and cooperation of all workers and their effective involvement. The main psychological motivational components of the enterprise personnel in the structure of the enterprise quality management system have been determined, namely: awareness, responsibility and competence. The importance of such tools of the quality management system as policy and goals in the context of the formation of a motivational strategy is emphasized. Proposals have been formulated for the implementation of non-material motivation using the toolkit of general principles and approaches of the enterprise quality management system. Key words: quality management system, process, business process, management, principle, intangible motivation, activator.
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Ge, Ting. "University Personnel Management System Construction and Implementation." Applied Mechanics and Materials 599-601 (August 2014): 2153–56. http://dx.doi.org/10.4028/www.scientific.net/amm.599-601.2153.

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Анотація:
The development of management information systems in the construction of university personnel management subsystem as the background, discusses the basic principles and methods of management information systems concepts , structure and system development , a detailed description of the technical background in database technology of " Personnel Management management system , "the basic functions and implementation process.
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Чуланова and Oksana Chulanova. "CONCEPTUAL FRAMEWORK OF “TURQUOISE ORGANIZATIONS” AND REALIZATION PROSPECTS IN PERSONNEL MANAGEMENT." Management of the Personnel and Intellectual Resources in Russia 6, no. 3 (July 14, 2017): 5–11. http://dx.doi.org/10.12737/article_5947de33dd5ef1.29428726.

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The experience of using turquoise organizations has long been used abroad. Turquoise organizations are the so-called “living” organizations, working on the principle of a single organism, a living system: flexibly reacting to the changes taking place, making decisions on an intuitive level and subtly feeling its internal and external processes. In working with the personnel of Russian organizations it is a new technology that is of interest from the point of view of theorists and practitioners. The article attempts to define the conceptual basis of this technology taking into account the principles, mechanisms and expected results of the functioning of turquoise organizations. The article presents the essence, basic principles of turquoise organizations. The advantages and disadvantages of this form of management interaction are indicated. The article presents the foreign experience of turquoise organizations and the pilot project of the Russian organization. The prospects of using this innovative technology in working with the staff of modern domestic organizations are indicated.
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Дисертації з теми "Principles of personnel management"

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Lau, Nim-yan Rita. "Factors supporting principals and vice-principals in managing under-performing teachers in local secondary schools." Hong Kong : University of Hong Kong, 1999. http://sunzi.lib.hku.hk/hkuto/record.jsp?B21190835.

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2

Bush, Mary Ann. "Applying adult education principles in an interpersonal management skills training program for hospital operations managers." CSUSB ScholarWorks, 1993. https://scholarworks.lib.csusb.edu/etd-project/704.

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Merceron, Jean-Luc. "Principe de subsidiarité et management des organisations, possibilités, conditions et limites d'un management subsidiaire : le cas d'une banque régionale." Thesis, Nantes, 2016. http://www.theses.fr/2016NANT3022/document.

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Il n’y a pas de « bien être » sans « bien faire » (Clot, 2010). La question du « travail bien fait » mobilise chacun d’entre nous dans son activité quotidienne. Cependant, qu’est-ce que le travail bien fait ? De quelles ressources avons-nous besoin pour bien faire notre travail ? Qu’est-ce qui empêche le travail bien fait ? Ces questions fondamentales pour le bon fonctionnement d’une entreprise et la santé au travail méritent de mobiliser l’ensemble des travailleurs de la ligne hiérarchique afin de contribuer à un ajustement permanent et pertinent entre « fiabilité réglée » et « fiabilité gérée » (Petit, Dugué, Daniellou, 2011). Dans un contexte contemporain de diminution du « pouvoir d’agir » des individus au travail (Clot, 2008, 2010), une vieille notion de philosophie politique, la subsidiarité, fait un retour remarquable dans la recherche en sciences sociales : en ergonomie (Petit, Dugué, Daniellou, 2011), en droit (Barroche, 2012), en économie (Gomez, 2011), en gestion (Detchessahar, 2013 ; Melé 2005), parce que la subsidiarité envisage l’organisation par le bas en ayant le souci majeur de préserver l’agir créatif des individus et l’ambition permanente de placer la décision au plus près de l’action. Mais un management subsidiaire est-il envisageable concrètement ? Dans ce cas, quelles sont ses conditions de mise en oeuvre, et ses limites. Dans le cadre d’une recherche-intervention au sein d’une Banque Régionale, nous testons l’hypothèse suivante : la mise en place, dans les routines managériales, d’espaces de discussion sur le travail bien fait, permet d’alimenter un management subsidiaire qui concilie santé au travail et performance organisationnelle
There is no "well-being" without "well-doing" (Clot, 2010). The issue of « work well done » mobilizes each of us in its daily activity. However, what is a « work well done » ? What resources are needed to do our job properly ? What impedes work well done ? These fundamental questions for the proper functioning of a company and the health at work deserve to mobilize all the hierarchy of workers to contribute to a permanent and appropriate adjustment between "settled reliability" and "managed reliability" (Petit, Dugué, Daniellou 2011). In a contemporary context of decreasing "power to act" of individuals at work (Clot, 2008, 2010), an old concept of political philosophy, subsidiarity, made a remarkable comeback in the social science research: ergonomics (Petit, Dugué, Daniellou, 2011), law (Barroche, 2012), economics (Gomez, 2011), management (Detchessahar, 2013 ; Melé, 2005), because subsidiarity is considering organizing from the bottom to the top by having the aim of safeguarding the creative act of individuals and permanent ambition to place the decision as close as possible to the action. However, is a subsidiary management actually possible? In this case, what are the conditions of implementation, and limitations. In the framework of an intervention-research in a Regional Bank, we are testing the following hypothesis: the settlement of discussion areas about what is « work well done » into managerial routines (by managerial animation) allows to feed a subsidiary management that combines health at work and organizational performance
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Lau, Nim-yan Rita, and 劉念恩. "Factors supporting principals and vice-principals in managing under-performing teachers in local secondary schools." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1999. http://hub.hku.hk/bib/B31961034.

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Smit, Shelley. "Job stress in management personnel in secondary schools : an educational-psychological investigation / Shelley Smit." Thesis, Potchefstroom University for Christian Higher Education, 2000. http://hdl.handle.net/10394/8793.

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Анотація:
The aims of this study were to determine: • The nature of job stress. • Factors causing job stress in management personnel. • The perceived severity or intensity of job stress in management personnel in secondary schools. • The frequency of occurrence of job stress in management personnel in secondary schools. In order to achieve these aims a literature study and empirical investigation were undertaken. The data was investigated and evaluated and certain conclusions were made. Appropriate primary and secondary sources were used in the literature study. A DIALOG search was conducted using the following key words: job stress, occupational stress, career stress, work stress, management and education. The nature of job stress and factors causing job stress in management personnel were discussed. Spielberger's Job Stress Survey (JSS) was used for the empirical investigation. This questionnaire was designed to determine the amount of stress associated with a particular event and the frequency of its occurrence. The population consisted of the management teams (principals, deputy principals and heads of department) of 180 randomly selected secondary schools throughout South Africa. The management teams of 102 secondary schools throughout South Africa constituted the sample. The data obtained in the empirical investigation was statistically analysed and interpreted. In conclusion the study was summarised, findings were reported and specific recommendations were made for implementation in practice and for further research.
Thesis (M.Ed.)--Potchefstroom University for Christian Higher Education, 2000
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6

Лабенко, О. В. "Організація оцінювання персоналу та її ефективність (на прикладі ПАТ КБ «ПриватБанк»)". Thesis, Одеський національний економічний університет, 2021. http://local.lib/diploma/Labenko.pdf.

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Доступ до роботи тільки на території бібліотеки ОНЕУ, для переходу натисніть на посилання нижче
У роботі були розглянуті різні підходи до найбільш істотних визначень поняття та сутності «оцінювання персоналу», визначені завдання, цілі процесу оцінювання, виділені найпоширеніші методи оцінки персоналу в сучасних умовах, їх переваги та недоліки. Розглянута загальна характеристика ПАТ КБ «ПриватБанк», аналіз його діяльності, а також проблеми та аналіз існуючої системи оцінювання персоналу. За результатами дослідження сформульовані шляхи вдосконалення процесу оцінювання персоналу та підвищення його ефективності в ПАТ КБ «ПриватБанк».
The paper considers various approaches to the most important definitions of the concept and essence of "personnel evaluation", identifies tasks, goals of the evaluation process, highlights the most common methods of personnel evaluation in modern conditions, their advantages and disadvantages. The general characteristics of PJSC CB «PrivatBank», the analysis of its activity, and also problems and the analysis of the existing system of estimation of the personnel are considered. According to the results of the research, the ways of improving the process of personnel evaluation and increasing its efficiency in PJSC CB "PrivatBank" are formulated.
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Dopf, Evan R. "Perceptions of teacher empowerment in New Jersey : principals and building representatives /." Access Digital Full Text version, 1990. http://pocketknowledge.tc.columbia.edu/home.php/bybib/1090959x.

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8

Chartchai, Pookayaporn Azinger Albert T. "The difference between perceptions of principals and teachers concerning leadership behaviors of private vocational principals in Thailand." Normal, Ill. Illinois State University, 2002. http://wwwlib.umi.com/cr/ilstu/fullcit?p3064522.

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Анотація:
Thesis (Ph. D.)--Illinois State University, 2002.
Parts of Appendices in English and Thai. Title from title page screen, viewed March 2, 2006. Dissertation Committee: Albert T. Azinger (chair), Kenneth H. Strand, Rodney P. Riegle, Mohamed A. Nur-Awaleh. Includes bibliographical references (leaves 119-124) and abstract. Also available in print.
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Горбунова, Альона Олександрівна. "Удосконалення управління персоналом підприємства на засадах контролінгу". Bachelor's thesis, КПІ ім. Ігоря Сікорського, 2019. https://ela.kpi.ua/handle/123456789/28268.

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Дипломна робота на тему: «Удосконалення управління персоналом підприємства на засадах контролінгу» містить 108 сторінок, 32 таблиці, 17 рисунків, 2 додатки. Перелік посилань нараховує 33 найменування. Метою роботи є обґрунтування необхідності удосконалення інструментарію контролінгу, що використовується в процесі управління персоналом підприємства, надання відповідних рекомендацій та доведення їх економічної ефективності. Для аналізу дослідження та розробки пропозицій в роботі використанні: методи групування, графічний, ілюстрації, методи вертикального та горизонтального аналізу, логічні методи. В роботі доведено доцільність удосконалення методів контролінгу в системі управління персоналом. Метою впровадження запропонованих заходів є підвищення ефективності використання кадрів ТОВ «XXX», зниження рівня плинності кадрів та, як наслідок, збільшення обсягів прибутку. Аналітичні дослідження дозволили розробити рекомендації щодо доцільності використання запропонованих заходів для ТОВ «XXX». Також було розраховано економічний ефект від впровадження запропонованих заходів. Об’єкт дослідження – процес управління персоналом підприємства на прикладі ТОВ «XXX». Предмет дослідження – удосконалення управління персоналом підприємства на засадах контролінгу. Ключові слова: людські ресурси, персонал, система управління персоналом, контролінг персоналу, продуктивність праці, ефективність використання персоналу, кадрова структура, плинність кадрів, принципи управління персоналом.
Bachelor's thesis includes 108 pages, 32 tables, 17 drawings, 2 attachments. The bibliography list consists of 33 items. The topic of bachelor's thesis is «Improvement of HR management of the enterprise on the basis of controlling». The purpose of the work is to justify the need to improve the control tools used in the process of staffing the company, providing relevant recommendations and prove their economic efficiency. To analyze research and development of proposals grouping methods, graphic, illustration, methods of financial analysis and logical methods were used in the study. The work proves the need to improve controlling methods in the personnel management system. The purpose of implementation of the suggested measures is to increase the efficiency of the use of personnel of LLC Delta Tex, reduce the rate of staff turnover and, consequently, increase its profits. Analytical research allowed to elaborate recommendations on the feasibility of using the proposed measures for LLC Delta Tex. Also, the economic effect of the implementation of the proposed measures was calculated. The object of research - the process of HR management of the enterprise on the basis of LLC Delta Tex. Subject of research - the іmprovement of HR management of the enterprise on the basis of controlling. Key words: human resources, personnel, personnel management system, staff control, productivity, staff utilization efficiency, personnel structure, personnel turnover, principles of personnel management.
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Werawat, Wanasiri McCarthy John R. "Interpersonal conflict handling styles of private vocational school principals in Thailand." Normal, Ill. Illinois State University, 1995. http://wwwlib.umi.com/cr/ilstu/fullcit?p9633405.

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Анотація:
Thesis (Ph. D.)--Illinois State University, 1995.
Title from title page screen, viewed May 18, 2006. Dissertation Committee: John R. McCarthy (chair), Larry D. Kennedy, George Padavil, William Tolone. Includes bibliographical references (leaves 99-106) and abstract. Also available in print.
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Книги з теми "Principles of personnel management"

1

Principles of human resource management. London: Routledge, 1994.

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2

Principles of human resource management. London: International Thomson Business Press, 1998.

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3

Supervisory management: Principles and practice. 3rd ed. New York, NY: Cassell, 1992.

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4

R, McConnell Charles, ed. Management principles for health professionals. 6th ed. Sudbury, Mass: Jones & Bartlett Learning, 2012.

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5

Myers, Donald W. Human resources management: Principles and practice. 2nd ed. Chicago: Commerce Clearing House, 1992.

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6

Myers, Donald W. Human resources management: Principles and practice. [Chicago, Ill.]: Commerce Clearing House, 1986.

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7

Principles of supervision. Dubuque, Iowa: Wm.C. Brown Publishers, 1987.

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8

Gilley, Jerry W. Principles of human resource development. Reading, Mass: Addison-Wesley in association with University Associates, 1989.

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9

Supervisory handbook: A management guide to principles and applications. New York: Wiley, 1985.

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10

R, McConnell Charles, ed. Human resource management in health care: Principles and practice. Sudbury, Mass: Jones and Bartlett Publishers, 2007.

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Частини книг з теми "Principles of personnel management"

1

Hinsch, Martin. "Personnel." In Industrial Aviation Management, 257–73. Berlin, Heidelberg: Springer Berlin Heidelberg, 2018. http://dx.doi.org/10.1007/978-3-662-54740-3_10.

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2

Maslin, Z. B. "Personnel management." In Management in Occupational Therapy, 198–211. Boston, MA: Springer US, 1991. http://dx.doi.org/10.1007/978-1-4899-3142-9_12.

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3

Mao, Huajuan, Weihui Dai, and Haiyan Li. "Personnel Management." In Endovascular Surgery and Devices, 265–78. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-10-8270-2_22.

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Farquharson-Roberts, Mike. "Personnel Management." In Royal Naval Officers from War to War, 1918–1939, 67–76. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137481962_5.

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5

Kono, Toyohiro, and Stewart Clegg. "Personnel Management." In Trends in Japanese Management, 251–83. London: Palgrave Macmillan UK, 2001. http://dx.doi.org/10.1057/9780333993897_10.

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Gorman, G. "Personnel Management." In Business Studies A Level, 166–81. London: Macmillan Education UK, 1992. http://dx.doi.org/10.1007/978-1-349-13846-3_10.

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Aluise, John J. "Personnel Management." In The Physician as Manager, 91–111. New York, NY: Springer New York, 1987. http://dx.doi.org/10.1007/978-1-4612-4646-6_5.

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Bakker, H. "Personnel." In Sugar Cane Cultivation and Management, 565–74. Boston, MA: Springer US, 1999. http://dx.doi.org/10.1007/978-1-4615-4725-9_29.

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Attwood, Margaret. "Definitions of Personnel Management." In Personnel Management, 1–9. London: Macmillan Education UK, 1989. http://dx.doi.org/10.1007/978-1-349-20137-2_1.

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Attwood, Margaret. "Looking after Employees — Welfare and Counselling Services." In Personnel Management, 126–34. London: Macmillan Education UK, 1989. http://dx.doi.org/10.1007/978-1-349-20137-2_10.

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Тези доповідей конференцій з теми "Principles of personnel management"

1

Kuchina, O. V., and K. A. Forgunov. "Definition of the basic principles of managing the project personnel of the organization." In Problems of transformation and regulation of regional socio- economic systems. Saint Petersburg State University of Aerospace Instrumentation, 2021. http://dx.doi.org/10.52897/978-5-8088-1635-0-2021-49-63-68.

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Human resource management of a project implies actions to form and organize a project team and, accordingly, to manage it. The project team includes not just people, but specific players, each of whom is assigned a unique role along with the assigned responsibilities for completing the tasks of the project. For the project to be successful, it is important to constantly improve the staffing system for project activities. The study of the mechanisms for staffing project activities is a fairly developed topic, but in the conditions of the modern economy, when organizations are in constant search for new methods and tools to improve the efficiency of the organization, as well as in connection with the application of the project approach in the activities of commercial and public sector organizations, the relevance of the study this issue is undoubtedly high. The article discusses the essence of project management, principles of project personnel management, sources of attracting project personnel.
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2

Ilyukhina, Larisa Alekseevna. "IMPROVEMENT OF THE PROCESS OF INVOLVING QUALITYBASED ORGANIZATION PERSONNEL." In Russian science: actual researches and developments. Samara State University of Economics, 2020. http://dx.doi.org/10.46554/russian.science-2020.03-1-174/179.

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The article describes the main stages of development and implementation of the process of staff involvement and staff competency as one of the principles of the quality management system. Often, the involvement of personnel occurs on the basis of stimulating the work of personnel, which is not the main tool for their interest and retention. It is necessary to move to a new level of work with personnel, create conditions for their involvement, and qualitatively improve this process.
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3

Egorova. "PERSONNEL ASPECT OF THE INTRODUCTION OF THE DIGITAL ECONOMY IN THE RUSSIAN FEDERATION." In MODERN CITY: POWER, GOVERNMENT, ECONOMY. Digital Transformation State and Municipal Administration. Perm National Research Polytechnic University, 2021. http://dx.doi.org/10.15593/65.049-66/2021.13.

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The research identifies the main personnel problems of implementing the digital economy in the Russian Federation. The effectiveness of the state policy in the framework of the national project "Digital Economy" is analyzed. The key professional skills of the ideal employee and the principles of effective personnel management in the conditions of digitalization of the economy are highlighted.
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4

Roberts, Daniel. "Arc flash personal protective equipment - applying risk management principles." In 2010 IEEE IAS Electrical Safety Workshop (ESW). IEEE, 2010. http://dx.doi.org/10.1109/esw.2010.6164469.

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Roberts, Daniel. "Arc Flash Personal Protective Equipment - Applying Risk Management Principles." In 2010 IEEE Industry Applications Society Annual Meeting. IEEE, 2010. http://dx.doi.org/10.1109/ias.2010.5615025.

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6

Verzbolovskis, Maria, and Jorge Ballesio. "Management of Change for the Marine and Offshore Industries." In ASME 2013 32nd International Conference on Ocean, Offshore and Arctic Engineering. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/omae2013-11630.

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Change is inevitable in any type of business. Successful organizations are dynamic and are constantly undergoing change, striving for innovative and cost-effective solutions to achieve sustainability in a robust and competitive business environment. Modifications may be required to equipment, operational policies, and organizational structure or personnel. History has illustrated the potential negative consequences associated with changes that are not managed appropriately. Common problems with respect to the implementation of a change include: • changes that are not technically sound, • lack of careful consideration of the ramifications, • poor execution, and • failure to effectively communicate change information to key personnel. A Management of Change (MoC) system is a combination of policies and procedures used to evaluate the potential impacts of a proposed change so that it does not result in unacceptable risks. A thorough MoC system manages both temporary and permanent modifications in a ship or offshore unit including equipment, materials, operating procedures and conditions, and personnel. An effective MoC system will not only minimize significant impacts on safety and the environment, but will incorporate strategies in managing the associated business risks on quality, continued commerce and security. A system requiring MoC for every modification is likely to become onerous and unproductive. This paper provides guidance for selection of the activities and systems to be subject to management of change, the life-cycle applicability, types of changes to be evaluated, and boundaries and overlaps with other administrative programs or elements. It describes key functions and interrelationships for personnel at various levels of a representative organization. In summary, this paper describes the core principles to be considered when developing and implementing an MoC program that will optimize existing safety and risk management efforts.
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7

Roberts, Daniel. "Arc flash personal protective equipment applying risk management principles - II." In 2011 IEEE IAS Electrical Safety Workshop (ESW). IEEE, 2011. http://dx.doi.org/10.1109/esw.2011.6164726.

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8

Beale, David G., P. A. Simionescu, and David Dyer. "Grading and Motivation of Student Teams Working on Industry-Sponsored Mechanical Design Projects." In ASME 2001 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2001. http://dx.doi.org/10.1115/imece2001/med-23335.

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Abstract The guiding principles adopted for teaching the Comprehensive Mechanical Design course in the Department of Mechanical Engineering of Auburn University are presented. These were introduced to better serve the need for well-trained engineering personnel, where technical skills must be combined with good communication and management skills.
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9

Manley, D. "Combat Safety and Survivability Combining survivability and safety techniques to address crew safety in combat." In 14th International Naval Engineering Conference and Exhibition. IMarEST, 2018. http://dx.doi.org/10.24868/issn.2515-818x.2018.073.

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In Summer 2013 the UK Supreme Court confirmed the existence of MOD's Duty of Care to its personnel in action. This was carefully expressed not as a limitation on operations but was aimed at the provision of suitable equipment along with the justification of the design and protection decisions taken in its procurement and maintenance, and in its operation. In response to this ruling the UK Naval Authority Group, under the authority of the Defence Maritime Regulator and the Royal Navy Survivability Strategy, developed the principles of Combat Safety, creating a survivability and personnel protection process that parallels traditional safety management, delivering an auditable record of the requirements development, design, construction and maintenance of survivable vessels and crew protection arrangements, as well as significantly improved guidance to warfighters on the survivability and personnel protection aspects of the ships in which they serve. The paper discusses the introduction of and background to the UK MOD’s developing Combat Safety process, which is aimed at minimising the risk to life of personnel in combat arising from hostile action. It discusses the relationship between Combat Safety, “traditional” safety management and survivability. The processes developed to manage Combat Safety for new construction and legacy vessels are discussed, and the development and content of the Combat Safety Summary are discussed, Finally the future RN development programme for Combat Safety is outlined.
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Alon, Lilach, and Rafi Nachmias. "PRINCIPLES FOR THE IMPLEMENTATION OF PERSONAL INFORMATION MANAGEMENT LITERACY PROGRAM IN HIGHER EDUCATION." In 13th International Technology, Education and Development Conference. IATED, 2019. http://dx.doi.org/10.21125/inted.2019.0408.

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Звіти організацій з теми "Principles of personnel management"

1

Frazar, Sarah L., and Gretchen Hund. Management Principles for Nonproliferation Organizations. Office of Scientific and Technical Information (OSTI), March 2012. http://dx.doi.org/10.2172/1037529.

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DEPARTMENT OF THE ARMY WASHINGTON DC. Civilian Personnel: Career Management. Fort Belvoir, VA: Defense Technical Information Center, December 2001. http://dx.doi.org/10.21236/ada402448.

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DEPARTMENT OF THE ARMY WASHINGTON DC. Civilian Personnel: Career Management. Fort Belvoir, VA: Defense Technical Information Center, December 2001. http://dx.doi.org/10.21236/ada402767.

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Cassady, Allen. NIST personnel management demonstration project:. Gaithersburg, MD: National Institute of Standards and Technology, 1991. http://dx.doi.org/10.6028/nist.ir.4640.

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Jensen, M. E., and P. S. Bourgeron. Volume II: Ecosystem management: principles and applications. Portland, OR: U.S. Department of Agriculture, Forest Service, Pacific Northwest Research Station, 1994. http://dx.doi.org/10.2737/pnw-gtr-318.

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DEFENSE LOGISTICS AGENCY ALEXANDRIA VA. Total Quality Management Implementation Plan for Military Personnel Management. Fort Belvoir, VA: Defense Technical Information Center, September 1989. http://dx.doi.org/10.21236/ada212870.

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Vuono, Carl E. Civilian Personnel: Mobilization Planning and Management. Fort Belvoir, VA: Defense Technical Information Center, September 1990. http://dx.doi.org/10.21236/ada402305.

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CORPS OF ENGINEERS WASHINGTON DC. Civilian Personnel: Property Management (PM) Services. Fort Belvoir, VA: Defense Technical Information Center, July 2001. http://dx.doi.org/10.21236/ada403977.

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CORPS OF ENGINEERS WASHINGTON DC. Civilian Personnel: Position Management and Classification. Fort Belvoir, VA: Defense Technical Information Center, May 1996. http://dx.doi.org/10.21236/ada404198.

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Oldaker, Bruce G. Personnel Management and the Acquisition Corps. Fort Belvoir, VA: Defense Technical Information Center, January 1996. http://dx.doi.org/10.21236/ada308494.

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