Human Resource ManagementPearson Education India, 2010 - 668 pages |
Contents
I | 1 |
III | 23 |
IV | 43 |
V | 66 |
VII | 106 |
VIII | 130 |
IX | 150 |
X | 171 |
XIX | 373 |
XXI | 398 |
XXII | 420 |
XXIII | 441 |
XXIV | 460 |
XXV | 478 |
XXVI | 502 |
XXVII | 518 |
XI | 190 |
XII | 209 |
XIII | 234 |
XIV | 252 |
XV | 269 |
XVII | 311 |
XVIII | 342 |
XXVIII | 542 |
XXIX | 565 |
XXXI | 582 |
XXXII | 602 |
XXXIV | 619 |
XXXV | 637 |
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Common terms and phrases
360-degree feedback achieve applicant tracking system applicants approach assessment basis behaviour benefits candidates career planning collective bargaining compensation conduct cost culture decisions determining discipline discuss e-learning effective efficiency ensure environment environmental scanning ethical executive executive compensation external factors feedback global goals grievance HR activities HR audit HR department HR manager HR planning HR policies HR practices HRIS human resource accounting Human Resource Management identify improve incentive schemes India individual industrial relations Infosys instance internal interview involves job analysis job design job enrichment job evaluation labour market levels managerial ment method Michael Armstrong normally objectives organizational organizational culture orientation programmes participation performance evaluation Personnel problems procedure production promotion recruitment relevant requirements responsibility role safety selection skills social specific steps strategies supervisors techniques tion top management trade unions training and development training programmes wages workers workforce