Titlebook: Bottom Line Results from Strategic Human Resource Planning; Richard J. Niehaus (Assistant for Human Resources Book 1991 Springer Science+

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就职

https://doi.org/10.1057/9780230510203In today’s fast-paced business arena, regular infusions of new ideas are essential to achieving and sustaining competitive advantage. While good ideas can come from almost anywhere in a company, many organizations have found it difficult to involve all employees in organized problem- solving.

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Strategic Human Resource Issues: Perceptions of the Human Resource Planning Society Corporate SponsoThis study was undertaken by the HRPS Research Committee to assess the perceptions of senior human resource management executives in large North American organizations about:

heartburn

Powerful Partnerships: Linkages between HR and Strategic Business Activities in the Delaware ValleyThe challenge of the 80’s was seen as effectively linking human resource planning to business planning and strategic activities (Burack, 1986). The current literature offers the same prescription for organizations which want to be able to survive the accelerating change and instability of the business environment going into the 1990’s.

circumvent

Focusing Borden Employees on Continuous ImprovementIn today’s fast-paced business arena, regular infusions of new ideas are essential to achieving and sustaining competitive advantage. While good ideas can come from almost anywhere in a company, many organizations have found it difficult to involve all employees in organized problem- solving.

Urologist

Introduction Human Resource Planning Society. The symposium was presented June 11–14, 1991 at Salve Regina College, Newport, Rhode Island. More than two dozen papers were presented by the authors. Each presentation was followed by open discussion involving all participants. Twenty-two of the papers are presented in this volume.

LIKEN

Management Practices Leading to High Work Unit Performanceinty. One potential source of high performance is the management practices in the work unit. Sometimes called “climate” (Litwin and Stringer, 1968), these factors include the work unit’s formal and informal systems, its ways of solving problems and making decisions, its management “style”, and its goals and values.

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Voluntarily Excessing Employees: The Right Way to Downsize an Organizationtegic approach to this growing problem is not easy but is absolutely required if management hopes to maintain integrity and consistent productivity during and after the process. What one company has learned is that these ends can only be achieved through a new management mindset and considerable human resource strategic planning.

Chameleon

Staff Reduction and the Bottom Line: Less Is Not Always More Managers’ actions seem to take place in a world separated from management theory and research. Under such circumstances the effectiveness of the approaches used are rarely assessed, taking their support from anecdotal evidence—evidence often provided by people with an interest in justifying their own past decisions.

意外

The Industrial Adjustment Service: A Canadian Model for Change Management. Twenty years later, with only a brief interruption, Liberals still ruled Ottawa. The first bombs of the FLQ exploded in Montreal. René Lévesque called for a “new Canada” in five years, or Quebec would separate. The Royal Commission on Bilingualism and Biculturalism was appointed.