Human Resource Management in the New Global Order : Challenges and Opportunities
Contents: Preface. 1. Introduction. 2. Basics of Human Resource Management. 3. Information technology and contemporary HRM. 4. Personality traits and career satisfaction of human resource professionals. 5. Emerging trends of human resource management. 6. The quintessence of human resources management in the twenty-first century. 7. Recession: the effects on HR. 8. Strategic human resource planning. 9. Information technology and human resource planning. 10. Strategic human resources management. 11. E-HRM: innovation or irritation. 12. Internet and IT on human resource management. 13. Career in human resources. 14. Career planning process and its role in human resource development. 15. Human Resource Management in the International Trade Centre. 16. Managing human rights and human resources. 17. Role of human resource management in corporate social responsibility. Bibliography. Index.
Human Resources Management is the management of an organization’s employees. This includes employment and arbitration in accord with the law, and with a company’s directives. But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even employee and industrial relations are confusingly listed as synonyms, although these normally refer to the relationship between management and workers and the behavior of workers in companies. The theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. Human Resource Management is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach.
Human Resources Management is the management of an organization’s employees. This includes employment and arbitration in accord with the law, and with a company’s directives. But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even employee and industrial relations are confusingly listed as synonyms, although these normally refer to the relationship between management and workers and the behavior of workers in companies. The theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. Human Resource Management is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach.
