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Основную цель управления человеческими ресурсами можно определить как повышение производительности посредством создания благоприятных для деятельности сотрудников организации условий... (подробнее...)
Всего публикаций в данном разделе: 1104

Опубликовано на портале: 10-01-2003
Wietze A. de Vries, Robert A. Fleck Industrial Management & Data Systems. 1997.  Vol. 97. No. 6. P. 222 - 232. 
Conversion to client/server systems from host-centric systems can be accomplished with careful attention to planning and development procedures. A key component in a successful conversion is a customized definition of client/server which complements the organization's mission. Another key component is the development of an infrastructure which includes hardware, software and people. The training of users and design personnel is crucial to successful conversion. Discusses definitions, strategies, hardware, software, and the pitfalls to be avoided.

Опубликовано на портале: 10-01-2003
Charles L. Martin, John Adams Marketing Intelligence & Planning. 1999.  Vol. 17. No. 4. P. 192 - 201. 
Discusses the findings of a study in which 309 service encounters between customers and customer-contact personnel in service businesses and retail stores were unobtrusively observed, to measure the occurrence of selected service behaviors (i.e. mostly interpersonal behaviors such as smiling, thanking customer, establishing eye contact, etc.), and to investigate possible behavioral biases. On average, only 72 percent of the measured behaviors were observed in each service encounter. Employees' behaviors were generally less likely to be observed when served customers were male, young, caucasian, or casually dressed. The propensity of frontline workers to systematically discriminate against some types of customers on bases that have little or nothing to do with customers' service requirements represents a downside of employee discretion dubbed as "empowerment by default".

Опубликовано на портале: 10-01-2003
Hubert W.N. Schrijver, Alex H. Vermeulen International Journal of Public Sector Management. 1996.  Vol. 9. No. 2. P. 52 - 56. 
The Dutch Ministry of VROM (Housing, Physical planning and Environment) employs more than 4,000. Discusses its progressive track record over recent years on organization and personnel management. Shows how the Ministry, by a process of "learning by doing", is adopting and adapting new ways in personnel and organizational development.

Опубликовано на портале: 10-01-2003
Randolph Flynn, David Elloy Leadership and Organization Development Journal. 1990.  Vol. 11. No. 1.
The selection process used by an organisation employing the autonomous work group (AWG) structure is reported. What makes this company's approach worthy of consideration is the fact that they now have more than 14 years of successful experience using the team concept. Plant personnel and training specialists have identified a group of salient characteristics which, in their experience, have played a major role in facilitating high performance and contributing to the compatibility of the individual within the team structure.

Опубликовано на портале: 10-01-2003
Angela Cottam, John Ensor European Journal of Innovation Management. 2001.  Vol. 4. No. 2. P. 88 - 94. 
Describes the results of an empirical investigation of the FTSE 100 which was undertaken to ascertain whether UK industry is taking steps to address innovation at a strategic level within its organisations. In the research study, the appointment of staff with a specific responsibility for innovation was taken as an indicator of an organisation's strategic commitment to innovation. The findings revealed that a significant minority of these organisations had invested in personnel with a specific brief for innovation. These were: directors of innovation; managers of innovation and cross-functional teams. It is suggested that to maximise the benefits from innovation: it must be given a strategic direction; that relevant metrics be developed to measure the success of the innovation strategy; that organisations are educated on the holistic meaning of innovation; and finally, that there is a freedom from traditional hierarchical structures in the management of innovation.

Опубликовано на портале: 10-01-2003
Norman Flynn International Journal of Public Sector Management. 1995.  Vol. 8. No. 4. P. 59 - 67. 
If we try to look at the future of public sector management in the UK, it might be more useful to think about what is happening in the rest of Europe, rather than looking at the USA ("reinventing government", etc.) and especially New Zealand. There are some common pressures on the public sector in Europe, but not a unified or convergent approach to management. In the areas of structural arrangements about policy making and service delivery, relationships between tiers of government, goal setting, planning, budgeting, evaluation, "user" orientation and personnel management, there are choices to be made.

Опубликовано на портале: 10-01-2003
Philip Gill Health Manpower Management. 1996.  Vol. 22. No. 2. P. 21 - 25. 
Considers a variety of pressures, both internal and external to the National Health Service, which in recent years have ostensibly increased the importance of sound workforce planning initiatives. These include, among others: skill shortage; the drive towards cost-efficiency and effectiveness; an altered philosophy of care through new technology; the development of competence-based training initiatives; nationwide demographic changes; and the need to develop identifiable skill shortages. Presents reprofiling (skills alignment with organizational needs) and skill mix and distribution as useful approaches to workforce planning and concludes with a brief consideration of implications for planners of professional boundaries and changed educational priorities for health service personnel.

Опубликовано на портале: 10-01-2003
Robert Wagner, Svatopluk Hlavacka Journal of Management in Medicine. 2000.  Vol. 14. No. 5. P. 383 - 405. 
The study is an attempt to provide empirical evidence, in the context of acute hospital care, of the current human resource practices in the health sector of the Slovak Republic. Using a sample of 72 acute care hospitals the research explored the perceived functions, typical customers and priorities of hospital human resource departments, ownership of a workforce plan, and the relationships between ownership of a workforce plan and type of hospital, as well as the degree to which different human resource activities are given priority. Cross-tabulation procedure revealed statistically significant relationships between ownership of a workforce plan and the degree of priority given to having a quick, efficient and cost-effective recruitment and selection system and, not surprisingly, the degree of priority given to ensuring that the human resource department has a workforce plan. The study evidence also indicates that, although the human resource staff in hospitals seem to be aware of their role in assisting hospital management in decision making, the human resource function in the Slovak hospitals still rather resembles that of a personnel administration than that of an important strategic human resource activity.

Опубликовано на портале: 10-01-2003
Paul A. Herbig, Ralph L. Day Marketing Intelligence & Planning. 1992.  Vol. 10. No. 1.
Of the three ingredients required for a commercially successful innovation to occur - the technological feasibility, the entrepreneur, and the customer need/want - the most important is customer need. The notion of customer acceptance of a technological innovation prior to its diffusion has largely been neglected in research on marketing. However, marketing personnel and the entire business community need to understand the reasons behind customer acceptance or rejection in order to become more efficient in research and development and to contribute to the competitiveness and profitability of the firm. Examines the determinants of diffusion; those factors which determine whether or not an innovation is accepted, with special note of determinants of customer acceptance of an innovation.

Опубликовано на портале: 10-01-2003
Tony Kippenberger The Antidote. 1999.  Vol. 4. No. 4.
Looks at an approach to scenario planning characterized by its future-oriented attitude, and attributed to Michel Godet - a French strategy specialist. Uses a Figure depicting Godet's scenario method for added emphasis. Depicts Godet's scenario as a description of a future situation and the course of events that allows one to move forward from the original situation to the future situation. Concludes scenario-building teams should be kept together because frequent changes of personnel have an adverse effect.

Опубликовано на портале: 10-01-2003
James Bruno International Journal of Educational Management. 1996.  Vol. 10. No. 6. P. 24 - 31. 
Observes, while most school site management personnel are familiar with the multitude of visual representations of statistical data, via graphs and charts, the value of visual representations of geographical information remains largely unknown in educational management. Explains that geographical information systems (GIS), in addition to determining the exact geographical street address location of a client, can also overlay important SES, thematic information such as demographic characteristics (per capita household income, percentage, minority, etc.), and man-made, and when natural geographical barriers are combined a powerful visual representation or picture of a client service area emerges. Describes how these visual representations of educational service areas can then be used to support educational policy analysis and school site management. Presents several illustrations of how GIS mapping procedures can be applied to school site management, planning and policy analysis. Draws three illustrations of GIS mapping from the school management areas of co-ordination of school site outreach services to educational policy areas of ensuring "equity" in access to instructional services. Explores extensions of GIS mapping procedures to other areas in educational policy analysis and school site management.

Опубликовано на портале: 10-01-2003
Gordon Iles Disaster Prevention and Management. 1994.  Vol. 3. No. 1. P. 61 - 65. 
Compares the different types of local authorities within the United Kingdom and the various duties imposed on them by statute or morals. Outlines the history of emergency planning in general and shows how local authorities become involved. Reviews the facilities and support available to the emergency services from these authorities. Details these in departmental form, including Works and Services; Education; Welfare and Social Services; Libraries; Housing; and Environmental Health. Outlines the services provided: supply of transport, equipment, plant and personnel; the identification, designation and preparation of premises for use as survivor reception, rest, relatives, or media centres or as temporary mortuaries; and the provision of trauma and bereavement counselling and co-ordination of volunteer services. Concludes with a discussion of the restoration phase: the setting up and management of trust funds; siting and erection of memorials; and re-establishment of the incident site.

Опубликовано на портале: 10-01-2003
Blair J. Berkley, John R. Thayer International Journal of Police Strategies and Management. 2000.  Vol. 23. No. 4. P. 466 - 491. 
Entertainment is now the largest trend in retailing and urban redevelopment, and is credited with revitalizing many downtowns. Consequently, many other cities are attempting to replicate this success by developing pedestrian-oriented entertainment districts consisting of movie theaters, nightclubs, bars, restaurants, and retail shopping. This paper summarizes the results of 30 police-manager interviews and a nationwide survey used to identify entertainment-district features that create problems and demands for police resources, and effective strategies and tactics for policing entertainment districts. The most effective policing is done at the district planning and design stage by engineering out features that cause problems. Good entertainment-district policing then requires continuous training and education of business managers and private security personnel. Finally, night-time district patrol requires a multi-prong effort to pre-empt problems and assure public safety.

Опубликовано на портале: 10-01-2003
Brian P. Mathews, Tom Redman Marketing Intelligence & Planning. 1994.  Vol. 12. No. 9. P. 30 - 36. 
The content and wording of job advertisements not only is important in attracting the appropriate candidate, but also provides insights into the professional status of a particular post and its standing in the organization. Reports on a content analysis of advertisements for marketing posts and examines key dimensions related to professionalism, i.e. qualifications, personal attributes or characteristics and experience. In the second part, uses similar posts drawn from personnel management advertisements as a basis for comparison. Finds that job advertisements in marketing do not emphasize aspects associated with professionalism. More specialized areas do tend to be a little more demanding, but the image of professionalism conveyed in the personnel job advertisements are much higher. Discusses this difference between the images conveyed by the two disciplines in terms of competition between the professions.

Опубликовано на портале: 10-01-2003
David Clutterbuck Marketing Intelligence & Planning. 1989.  Vol. 7. No. 1.
The real nature of customer care is defined as being more than making customers smile. The five main requirements are: understanding the customers, methods of measuring service quality, involving employees at all levels, devolving decision taking on customer care and communication.

Опубликовано на портале: 10-01-2003
Judy L. Wynekoop, Diane B. Walz Information Technology and People. 2000.  Vol. 13. No. 3. P. 186 - 195. 
The recruitment, development, and retention of top performing information technology (IT) professionals is a key concern within IT organizations today. It is therefore important for IT management to understand the characteristics and behaviors of high performing IT personnel in order to identify them and to create an environment conducive to their development and retention. However, the personality traits and behaviors of top-performing developers have not received a lot of attention in the literature on IT personnel. Describes a research method for identifying and measuring the characteristics of exceptional software developers and presents the results of a pilot study using MBA students. The results of the pilot are intended to be used to refine the methodology and serve as input to future research involving IT managers. These results indicate that the research design holds the promise of providing a profile of top performing IT personnel.

Опубликовано на портале: 10-01-2003
Y. Paul Huo, Jack Kearns Personnel Review. 1992.  Vol. 21. No. 2.
On the basis of a review of the literature in human resource information systems (HRIS) and a diagnosis of some computerized placement systems used by large US corporations, identifies major problems in using computerized HRIS for internal staffing. Proposes a self-balancing staffing system, built around a rational screening procedure. This system, although it may be altered to fit various circumstances, can serve at least three purposes: (1) to fill an opening resulting from termination of the incumbent; (2) to update the candidate search criteria on the basis of changes in job definitions; and (3) to pursue system-wide optimization by periodically checking the fit between jobs and persons. Finally, explores some practical issues about how to integrate such an automated staffing system with manual ones and discusses the implications for future research.

Опубликовано на портале: 10-01-2003
Frank G.M. Post Journal of Management Development. 1989.  Vol. 8. No. 1.
As a result of its "stakeholder" approach, human resource development strategies were developed and successfully implemented to serve a most important stakeholder group - the employees - by an international computer corporation. Information about the company and its history is presented, the stakeholder concept chosen is described, including all the human resource strategies and a model to show how these are integrated, and an evaluation is given based on the organisation's experiences to date.

Опубликовано на портале: 10-01-2003
Stuart Conger Career Development International. 2002.  No. 6. P. 371-375. 
The culture of an organization can be positive and supportive, or threatening and destructive. A career development culture helps address productivity, competitiveness, affirmative action, and succession planning. It helps people redefine their talents to realize the full potential of their jobs. Supervisors should play a key role in creating a career development culture, but many feel their careers are going nowhere and see career development efforts to be an added burden. Supervisors seldom do performance appraisals properly because they are afraid of their workers and the workers are virtually paranoid about the slightest negative note on their files. A better way is to organize a system of mentorship. Evaluation of initiatives can be calculated on the basis of savings that can be attributed to the program and its actual costs. A managed career development culture can pay great rewards to an organization and the people working in it.

Опубликовано на портале: 09-01-2003
Keith Tilley Facilities. 1995.  Vol. 13. No. 9. P. 49 - 53. 
Describes the need for business continuity planning and explains the strategic importance of protecting critical business functions from disruption. Outlines the evolution of the disaster recovery industry, from simple provision of alternative mainframe computers to relocation of key personnel with restoration of sophisticated data/voice networks. Explains the essential phases of continuity plan creation and maintenance. Defines work area recovery planning and describes a model solution. Substantiates the work area thesis with an overview of the contingency arrangements of a key international division of a major bank. Includes findings of and conclusions from an independently conducted survey of over 100 UK organizations interviewed on their current business continuity arrangements.