Personnel management

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  • More than 20 years have passed since the first edition of this book appeared. In 1978, public sector personnel management seemed complex but still quite straightforward. The first edition was fewer than 300 pages with a fairly simplistic structure. We began with an extensive historical section explaining the political context of personnel, which we felt had been largely ignored by the standard personnel textbooks of the time—indeed, we felt that was perhaps the most important reason for us to write a new textbook.

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  • "Customer Relationship Management: The Winning Strategy in a Challenging Economy" As the economic environment continues to fluctuate, many organizations are asking themselves what strategies they can pursue to bring tangible business benefits while taking stock of the economic conditions. In a growth economy, businesses typically work hard to expand their customer base and spend aggressively to stoke the growth engine. When money is tight however, existing customer relationships grow in importance as organizations seek a cost-effective way to nurture business expansion.

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  • The new Department of Homeland Security will be faced with the challenge of implementing and further improving the human resources (HR) system agreed upon by the President and Congress. To help meet the challenge, this Issue Paper draws from management and economics studies to identify the characteristics that make the HR system in any organization effective. It finds that existing civil service f......

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  • Over the past decade, executives have witnessed an explosion of management tools such as Customer Relationship Management, Scenario and Contingency Planning, and the Balanced Scorecard. Demands of increasing competition in the global marketplace are driving the explosion, while accelerated, lower-cost delivery systems for ideas and information have enabled it. Today the sheer volume of ideas can overwhelm a management team.

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  • Operations Management is the activity of managing the resources which produce and deliver goods and services (Slack et al., 2010). Operations can be seen as one of many functions (e.g. marketing, finance, personnel) within the organisation. The operations function can be described as that part of the organisation devoted to the production or delivery of goods and services. This means all organisations undertake operations activities because every organisation produces goods and/or services.

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  • Operations Management is the activity of managing the resources which produce and deliver goods and services (Slack et al., 2010). Operations can be seen as one of many functions (e.g. marketing, finance, personnel) within the organisation. The operations function can be described as that part of the organisation devoted to the production or delivery of goods and services. This means all organisations undertake operations activities because every organisation produces goods and/or services.

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  • Operations Management is the activity of managing the resources which produce and deliver goods and services (Slack et al., 2010). Operations can be seen as one of many functions (e.g. marketing, finance, personnel) within the organisation. The operations function can be described as that part of the organisation devoted to the production or delivery of goods and services. This means all organisations undertake operations activities because every organisation produces goods and/or services.

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  • In Come Into My Trading Room, noted trader and author Dr. Alexander Elder returns to expand far beyond the three M's (Mind, Method, and Money) of his bestselling Trading for a Living. Shifting focus from technical analysis to the overall management of a trader's money, time, and strategy, Dr. Elder takes readers from the fundamentals to the secrets of being a successful trader--identifying new, little known indicators that can lead to huge profits.

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  • The Soneplex® management access point (MAP) chassis dapts and concentrates telemetry byte oriented serial TBOS) alarm and control signals into simplified network management protocol (SNMP) messages. Equipment ormerly monitored by TBOS can now be added to SNMP management systems used by other data or transmission products, eliminating the TBOS overlay network. The MAP nables centralized end-to-end circuit visibility, reduces overall costs of the management network and provides a unified SNMP presentation to the operations personnel....

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  • The popular business press is replete with feature stories describing ethical meltdowns and how those corporate misdeeds have eroded the public trust of business leaders and their organizations. As most of us learned at our parents’ knees, trust and reputation are built over many years and take but an instant to be destroyed. So here we stand at a crossroads. Is it going to be business as usual for business? Or are businesspeople going to commit to regaining the trust of our peers, our families, and our fellow citizens?...

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  • take steps to resume operations. • Establish a recovery team, if necessary. Establish priorities for resuming operations. • Continue to ensure the safety of personnel on the property. Assess remaining hazards. Maintain security at the incident scene. • Conduct an employee briefing. • Keep detailed records. Consider audio recording all decisions. Take photographs of or videotape the damage. • Account for all damage-related costs. Establish special job order numbers and charge codes for purchases and repair work. • Follow notification procedures.

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  • Tham khảo sách 'management tools 2005an executive’s guidedarrell k. rigby.management tools 2005an', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả

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  • Guarantee that the personnel possesess all knowlegde necessary for the activity

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  • Chapter 17 - Project management. This chapter include objectives: Describe the project life cycle, discuss the behavioral aspects of projects in terms of project personnel and the project manager, explain the nature and importance of a work breakdown structure in project management,..

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  • Security Awareness Trainers (Security/Subject Matter Professionals). The organization’s personnel are the users of the IT systems. Use of the IT systems and data according to an organization’s policies, guidelines, and rules of behavior is critical to mitigating risk and protecting the organization’s IT resources. To minimize risk to the IT systems, it is essential that system and application users be provided with security awareness training.

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  • The main contents of this chapter include all of the following: Work center defined, typical scheduling and control functions, job-shop scheduling, examples of scheduling rules, shop-floor control, principles of work center scheduling, issues in scheduling service personnel.

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  • Chapter 6 - Selection and placement. After reading this chapter, you should be able to: Establish the basic scientific properties of personnel selection methods, including reliability, validity, and generalizability; discuss how the particular characteristics of a job, organization, or applicant affect the utility of any test; describe the government's role in personnel selection decisions, particularly in the areas of constitutional law, federal laws, executive orders, and judicial precedent.

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  • Chapter 10 - Employee separation and retention. After reading this chapter, you should be able to: Distinguish between involuntary and voluntary turnover, and discuss how each of these forms of turnover can be leveraged for competitive advantage; list the major elements that contribute to perceptions of justice and how to apply these in organizational contexts involving discipline and dismissal; design a survey feedback intervention program, and use this to promote retention of key organizational personnel.

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  • This chapter establish the basic scientific properties of personnel selection methods, including reliability, validity, and generalizability; discuss how the particular characteristics of a job, organization, or applicant affect the utility of any test; describe the government’s role in personnel selection decisions;...

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  • The Navy manages its officer corps with the primary goal of meeting the national security and military strategies. Within that broad goal, it also manages its officers to provide them with individual opportunities and a reasonable quality of life, in the most cost-effective way, within a framework of law, policy, and practice. The Navy

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