Human Resource ManagementOver the past decade, management practice has gone through dramatic changes. Workforce diversity, downsizing, reengineering, total quality management, outsourcing, and rediscovering the importance of satisfying the customer, all has a significant impact on Human Resources. The new Sixth Edition of De Cenzo/Robbins' Human Resource Management features a current, real-world perspective that gives readers a crystal-clear picture of what today's HRM is really like. Emphasizing the application of theory, the Sixth Edition carefully integrates real examples with the most up-to-date information available. |
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Page 248
... problem identified . d . Do not develop the program . The problem is not a training problem . e . Develop the program . It could be marketed later to other computer software firms . 7. Jean just qualified for flight school in a military ...
... problem identified . d . Do not develop the program . The problem is not a training problem . e . Develop the program . It could be marketed later to other computer software firms . 7. Jean just qualified for flight school in a military ...
Page 402
... Problem . How severe is the problem ? As noted previ- ously , dishonesty is usually considered a more serious infraction than re- porting to work twenty minutes late . Duration of the Problem . Have there been other discipline problems ...
... Problem . How severe is the problem ? As noted previ- ously , dishonesty is usually considered a more serious infraction than re- porting to work twenty minutes late . Duration of the Problem . Have there been other discipline problems ...
Page 410
... problem is personal , under no circumstances should the manager attempt to " fix " it . Rather , the well - informed manager , when recognizing a personal problem , will refer the employee to an appropriate place in or outside the ...
... problem is personal , under no circumstances should the manager attempt to " fix " it . Rather , the well - informed manager , when recognizing a personal problem , will refer the employee to an appropriate place in or outside the ...
Contents
Contents | 1 |
Brief Contents | 2 |
A Closer Look at the Foundations of | 8 |
Copyright | |
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ability Academy of Management achieve action activities affirmative action appraisal behavior benefits Business Week candidates career development chapter communications compensation corporate costs decision discrimination discussion downsizing EEOC effective effort employee's employees employment ensure environment evaluation example Executive Exhibit feedback function goals graphology hiring HRMagazine human resource management Ibid identify increase individual instance interview involved issues job analysis job enrichment job performance Labor learning objectives levels ment Mentoring motivation needs OFCCP offer opportunity organization organization's organizational OSHA percent performance appraisal Personnel Pilgrim's Pride plans ployees polygraph position potential problem productivity programs recruiting reengineering responsibility result retirement Review rewards role safety salary score sexual harassment skills social specific strategic successful supervisor tion training and development validity Wall Street Journal Week women workers workplace