000			03360 a2200193 4500
008			130319b xxu||||| |||| 00| 0 eng d
020			_a978-81-309-2202-7
082			_a658.3
100			_aSHARMA, V.K. _97710
245			_aHUMAN RESOURCE MANAGEMENT _bEVOLUTION AND THE CHALLENGES AHEAD _cSHARMA, V.K.
250			_a3
260			_bVIVA BOOKS PRIVATE LIMITED _c2002 _aNEW DELHI
300			_aXVIII, 174 _bPAPER
505			_aDescription: 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
520			_aContents: 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
650			_aHUMAN RESOURCE MANAGEMENT _97711
942			_2ddc _cBK
999			_c30608 _d30608