HUMAN RESOURCE MANAGEMENT EVOLUTION AND THE CHALLENGES AHEAD SHARMA, V.K.
Publication details: VIVA BOOKS PRIVATE LIMITED 2002 NEW DELHIEdition: 3Description: XVIII, 174 PAPERISBN:- 978-81-309-2202-7
- 658.3
| Item type | Current library | Collection | Call number | Status | Date due | Barcode | Item holds | |
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Book
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Main Library | HR | 658.3/ SHA/ 19616 (Browse shelf(Opens below)) | Available | 11119616 |
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| 658.3/ SAR/ 18507 HUMAN FACTOR IN SMALL INDUSTRY | 658.3/ SAR/ 19642 PERSONNEL AND HUMAN RESOURCE MANAGEMENT | 658.3/ SCO/ 18351 A SURVIVAL GUIDE TO MANAGING EMPLOYEES FROM HELL | 658.3/ SHA/ 19616 HUMAN RESOURCE MANAGEMENT | 658.3/ SIN/BHA/ 18774 MILLENNIALS AND THE WORKPLACE: | 658.3/ SUB/ 19639 ESSENTIALS OF HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS ( TEXT, CASES AND GAMES) | 658.3/ TAR/ 19561 MANAGING TO MANAGE |
Description: To harness the employees’ unutilized potential, they have to be effectively managed and led. It is time to replace the ‘command and control’ model of leadership with the strategies to build a culture of accountability and commitment. Human Resource Management offers valuable insights born out of research and experience spanning over 50 years and including the highly militant decades of the sixties and seventies. Deriving important lessons from the history of India’s industrial progress, V.K. Sharma draws up a plan to achieve top-class quality and develop cutting-edge products and brands. Topics include:
Employee commitment and engagement
Performance management— Can work be fun?
Competence development and assessment
Executive coaching
Industrial relations and related case studies
Absenteeism—a research study
Unleashing the full potential of India
Selecting the right people
Contents: Foreword • Acknowledgement • Preface
Index of Tables/Boxes/Annexures/Figures
Chapter 1: Introduction
Chapter 2: The Turbulent Sixties and the Seventies
Chapter 3: Industrial Relations
Chapter 4: On Discipline
Chapter 5: A Research Study on Absenteeism
Chapter 6: Fringe Benefi ts and Employee Satisfaction
Chapter 7: Performance Management • Introduction • Ritualistic Performance • Activity Orientation • Can Work be Fun? • Managing Mistakes • Refining a Performance Appraisal System– A Case Study in Change Management
Chapter 8: Competency Movement • What Influences Our Behaviours • Validation of Competencies • Assessment/Development Centres
Chapter 9: On Selection
Chapter 10: Executive Coaching
Chapter 11: Training & Development • Assessment of Training & Development Needs • Individual Training & Development Plans • Effectiveness of Training • Hands-on Training of Production Operators – A Case Study • Training of Front Line Supervisors – A Case Study • Team Building – A Case Study • Outbound Training – A Case Study • Towards e-Learning – Programmed Instruction • Knowledge Management
Chapter 12: Talent Management & Succession Planning
Chapter 13: Employee Commitment & Engagement • Fair Process • Employee Involvement • Evolving Business Strategy – The Purpose, The Vision, The Mission • Work Redesign – Autonomous Work Groups
Chapter 14: Workers’ Participation in Management • A Case Study of Kamani Tubes Limited • The Yugoslav Model
Chapter 15: Building a Strong Foundation for the Ever– Changing Organization for the Turbulent Times Ahead – The Cultural Dimension
Chapter 16: Unleashing Full Potential of India
Chapter 17: Whither India
Bibliography • Name Index • Subject Index
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