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В разделе собрана информация о статьях по экономике, социологии и менеджменту. Во многих случаях приводятся полные тексты статей. (подробнее...)

Personnel Review

Опубликовано на портале: 10-01-2003
Chris Dawson, Vanessa Barrett Personnel Review. 1990.  Vol. 19. No. 4.
A discussion is presented of the elements in Human Resource Planning and how they can be incorporated into a common denominator of costs. This is the framework for a report on a study of loss and recruitment of nurses in a typical district general hospital and analysis of the nurse labour market in the light of future developments proposed for the NHS.
Опубликовано на портале: 10-01-2003
Michael Jackson Personnel Review. 2001.  Vol. 30. No. 4.
Until recently UK universities have paid little attention to managing the personnel function. However, matters changed in the 1980s, and surveys at the beginning of the 1990s suggested that all institutions had established personnel departments. Discusses research recently completed in 14 universities. Finds that there is still considerable variation in the conduct of the personnel function, and that the boundaries of the personnel department and the roles played by personnel differ from one institution to the next. Suggests that much more thought remains to be given to the way that responsibility for human resource functions is devolved to heads of departments. Further, it suggests that while greater recognition may have been given to the importance of the human resource function within universities (and that it may be seen to have a more important role in strategic planning) this has not led necessarily to an increasing role for the personnel department as such.
Опубликовано на портале: 09-01-2003
Vanja Orlans Personnel Review. 1991.  Vol. 20. No. 2.
The focus is on the planning and implementation of stress interventions within trade union organisations in the UK. Case material from two trade union projects is presented, together with an overview of some of the key areas of potential stress in such organisational settings. In addition, an approach to stress diagnosis and management is outlined which does not separate the individual from the organisation in an artificial way. The emphasis is rather on the interactive processes which underpin individual and organisational existence. This theoretical stance has a number of implications for intervention strategies, and these are also outlined. A review of some of the key points which are relevant to the planning of stress interventions in the organisational setting is presented in conclusion.
Опубликовано на портале: 10-01-2003
Ury M. Gluskinos, Micha Popper Personnel Review. 1991.  Vol. 20. No. 5.
The implications of disabilities, whether already existing at the time of appointment or incurred during the working career, are examined at the macro-organisational levels - productivity and human resources strategy. It is argued that the extent of physical disability of an individual may be quite independent of his/her contribution to the organisation. Consequently, a diagnostic model was developed which assesses an individual's Total Productivity Capacity (TPC). The TPC index proposed is a multiplicative function of a disabled worker's Productivity Potential (PP) at work, assessed by the direct supervisor, and individual Sickness Absence (SA) rate compared with the organisation's average (SA\sb\(x)): TPC = [1 - (SA\sb\(n) - SA\sb\(x))] x PP. A 2 x 2 matrix, measuring extent of physical handicap and TPC allows grouping of handicapped into four categories: mildly handicapped with low TPC scores, mildly handicapped with high TPC scores; highly handicapped with high TPC scores; highly handicapped with low TPC scores. The utility of this classification scheme is demonstrated through an exploratory study conducted at a production plant for military vehicles where 12 per cent (n= 310) of the workforce were medically defined as disabled. TPC indices were derived for each disabled employee, and for the different plants/shops. Comparison of average TPC scores with incidence of disabilities indicated the independence of these measures, partially validating the proposed diagnostic model. Implications for production planning and differential personnel policies appropriate for disabled employees within the categorisations suggested are elaborated upon.