Human resource management:
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| Previous Title: | Torrington, Derek Personnel management |
|---|---|
| Main Authors: | , |
| Format: | Book |
| Language: | English |
| Published: |
London [u.a.]
Prentice Hall Europe
1998
|
| Edition: | 4. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Item Description: | Bis 3. Aufl. u.d.T.: Torrington, Derek: Personnel management |
| Physical Description: | XXVII, 717 S. |
| ISBN: | 0136265324 |
Staff View
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Record in the Search Index
| _version_ | 1804127516792717312 |
|---|---|
| adam_text | Parti Introduction
1 The nature of personnel and human resource management 4
2 Human resource strategy 23
Part II Organisation
3 Strategic aspects of organisation 52
4 Planning: jobs and people 63
5 Structure and culture 88
6 Organisational communication and systems 712
7 Information 730
8 Interactive skill: presentation 757
Part III Resourcing
9 Strategic aspects of resourcing 770
10 Contracts of employment, contractors and consultants 183
11 Recruitment 204
12 Selection methods and decisions 227
13 Ending the employment contract 244
14 Interactive skill: selection interviewing 263
Part IV Performance
15 Strategic aspects of performance 286
16 Organisational performance 298
17 Managing individual performance 317
¦ 18 Team performance 335
19 Managing diversity 350
20 Interactive skill: the appraisal interview 382
Part V Development
21 Strategic aspects of development 402
22 Competence, competencies and NVQs 414
23 Management development 429
24 Career development 448
25 Interactive skill: teaching 449
vi Brief contents
Part VI Involvement
,¦ 26 Strategic aspects of involvement 492
. 27 Trade union recognition and consultation 507
28 Health, safety and welfare 522
29 Grievance and discipline 545
30 Interactive skill: grievance and disciplinary interviewing 564
Part VII Pay
31 Strategic aspects of payment 582
32 Job evaluation 600
33 Incentives, performance pay and fringe benefits 678
34 Pensions and sick pay 636
35 Interactive skill: negotiation 658
Part VIII Ethics
36 Personnel, ethics and human resource management 682
Preface xxv
Part I Introduction
1 The nature of personnel and human resource management 4
The make up of contemporary personnel management 7
The social reformer 8
The acolyte of benevolence 8
The humane bureaucrat 9
The consensus negotiator 10
Organisation man //
Manpower analyst 11
Human resource management 12
Ways of organising the personnel function 15
Personnel or HR manager/director 18
Personnel officer 18
Employee relations manager 18
Management development manager 18
Training and development consultants 18
Recruitment and selection manager 18
Human resource planner 19
Organisation development consultant 19
Safety officer/welfare officer 19
Personnel administration manager 19
A philosophy of personnel management 19
Summary propositions 21
References 21
General discussion topics 22
2 Human resource strategy 23
What is human resource strategy? 2 3
The degree of integration with organisational strategy 26
The role of the personnel function in strategy 28
viii Main contents
Factors influencing the role 29
Specific personnel roles in strategy 32
Formal models of human resource strategy 34
Fombrun, Tichy and Devanna s matching model 34
The Harvard model 36
The Warwick model 37
Guest s model 38
Human resource management strategic themes 39
Strategy, learning and change 42
Summary propositions 42
References 43
General discussion topics 45
Part I Case study problem 46
Part I Examination questions 47
Part II Organisation
3 Strategic aspects of organisation 52
Chandler s three stages of business development 52
Centralisation and decentralisation 53
Planning 56
Information and communication 57
Rivalry 58
Distorted perceptions 58
Resource allocation 58
Summary propositions 60
References 61
General discussion topics 62
4 Planning: jobs and people 63
The role of planning 63
Feasibility and use of human resource planning 64
A model of human resource planning 65
Analysing the environment 67
Defining the future in human resource terms 69
Organisation, behaviour and culture 69
Employee numbers and skills (demand forecasting) 69
Taking account of changing employee utilisation 72
Analysing the current situation 72
Organisation, behaviour and culture 72
Statistical analysis 74
Analyses of staff leaving the organisation 74
Analyses of internal movements 76
Reconciliation, decisions and plans 79
Summary propositions 57
References 81
Appendix 82
General discussion topics 87
Main contents ix
5 Structure and culture 88
The fundamentals of the organising process 88
Task identity and job definition 89
Structure 90
Decision making complexes 91
Alternative forms of organisation structure 92
The entrepreneurial form 92
The bureaucratic form 93
The matrix form 94
The independence form 95
Differentiated structures 96
New forms of structure? 97
The boundaryless organisation 98
Delayering 98
Organisational culture 100
Corporate culture 707
Culture in national context 102
Culture in international context 103
Developing corporate culture 706
Summary propositions 709
References 7 70
General discussion topics 77 7
6 Organisational communication and systems 7/2
Meaning and scope of communication 712
Purposes of communication in organisation 7/3
The process of communicating: the telecommunications analogy 7 74
Barriers to communication 116
The frame of reference 7 76
The stereotype 118
Cognitive dissonance 7/5
The halo or horns effect /18
Semantics and jargon 119
Not paying attention and forgetting 119
Ways of communicating in organisations 121
Team briefing 123
Objective setting cascades 126
Focus groups 126
Customer feedback systems 121
Staff surveys 127
Summary propositions 127
References 128
General discussion topics 129
7 Information no
A computer revolution? 730
Personnel information: a model 113
Individual employee information 134
Aggregate employee information 136
Absence analysis and costing 136
x Main contents
Turnover analysis and costing 735
Equal opportunities analysis 739
The workforce and organisational performance 740
Information from personnel systems and activities 747
Recruitment systems 742
Training activities 743
Employee health programmes 743
Information on the personnel function 744
Confidentiality, privacy and security 745
Confidentiality 745
Privacy 745
The Data Protection Act 1984 745
The EU Directive relating to paper records 747
Summary propositions 745
References 749
General discussion topics 750
8 Interactive skill: presentation 757
Preparing the presentation 753
Objectives 753
The status of the speaker 753
The room 754
The material 755
The speaker 757
Making the presentation 755
Rapport 755
Preview 759
Development 760
Voice 760
Visual aids 767
Hand outs 762
Language 762
Closing 762
Pitfalls 762
Summary propositions 763
References 763
Practical exercises in presentation 764
Part II Case study problem: Setting up a call centre 765
Part II Examination questions 767
Part III Resourcing
9 Strategic aspects of resourcing 7 70
Responding to external labour markets and demographics 7 70
Labour shortages 7 70
Age composition 7 77
Sex composition 7 77
Skill shortage 7 77
A planned response to demographic change 7 72
Main contents xi
Flexible resourcing choices 7 73
Numerical flexibility 173
Temporal flexibility 174
Flexibility: rhetoric and reality 175
Ready made or home grown 176
Targeting specific competencies 179
Strategic resourcing roles 750
Summary propositions 757
References 181
General discussion topics 752
10 Contracts of employment, contractors and consultants 753
The development of working patterns 754
Shift working 757
The part timer shift 755
The permanent night shift 755
Alternating day and night shifts 759
Double day shifts 759
Three shift working 759
Part time working 790
Flexible working hours 790
Annual hours 79/
Zero hours 792
Temporary contracts 792
Distance working and subcontracting 794
Finding the right people 7 95
Job specification and selection 195
Communication and control 795
Pay and performance 796
The contract of employment 7 96
Employing consultants 197
Describe the problem 199
Formulate an approach 200
Work out how you could do it in house 200
Find out how it could be done by consultants 201
Decide between alternatives 201
Summary propositions 202
References 202
General discussion topics 20i
11 Recruitment 204
Determining the vacancy 204
Methods of recruitment 207
The recruitment methods compared 207
Recruitment advertising 209
Advertising media 211
Drafting the advertisement 212
Advertising control 274
Employment documentation 2/5
Correspondence 276
xii Main contents
Miscellaneous information 276
Recruitment monitoring and evaluation 217
Shortlisting 217
Summary propositions 219
References 279
General discussion topics 220
12 Selection methods and decisions 227
The role of personnel management in selection 227
Selection as a two way process 222 :
Selection criteria and the person specification 223
Organisational criteria 224
Functional/departmental criteria 224
Individual job criteria 224
Choosing selection methods 225
Selection methods 226
Application forms 226 •,
Self assessment 228
Telephone screening 228
Testing 230
Critical features of test use 230
Problems with using tests 232
Types of test for occupational use 233
Group selection methods and assessment centres 235
Work sampling 236
References 237
Other methods 237
Using consultants 238
Final selection decision making 238
Validation of selection procedures 239
Selection, the law and equality of opportunity 240
Summary propositions 240
References 247
General discussion topics 243
13 Ending the employment contract 244
Dismissal 244
Unfair dismissal 245
Determining fairness 246
Lack of capability or qualifications 247
Misconduct 250
Redundancy 252
Some other substantial reason 253
Automatic decisions 254
Automatically unfair dismissals 254
Constructive dismissal 255
Wrongful dismissal 256
Compensation for dismissal 257
Written statement of reasons 258
Resignation 259
Main contents xiii
Retirement 259
Notice 260
Personnel managers and the law 267
Summary propositions 261
References 262
General discussion topics 262
14 Interactive skill: selection interviewing 263
Varieties of interview 263
The purpose of the selection interview 264
Criticism of the selection interview 264
The importance of the selection interview 265
Exchanging information 265
Human and ritual aspects 265
Interview strategy 266
Frank and friendly strategy 266
Problem solving strategy 266
Behavioural event strategy 267
Stress strategy 267
Number of interviews and interviewers 268
The individual interview 268
Sequential interviews 268
Panel interviews 269
The selection interview sequence 269
Preparation 269
Reception 270
Interview structure 271
The selection interview 272
Summary propositions 278
References 279
Practical exercise in selection interviewing 279
Part III Case study problem 281
Part III Examination questions 283
Part IV Performance
15 Strategic aspects of performance 286
A change in perspective: from employment to performance 286
Influences on our understanding of performance 287
The Japanese influence 287
The American excellence literature 288
HRM and the strategy literature 288
Some of the performance variables commonly identified 289
Commitment 289
Empowerment 290
Leadership 290
Culture 291
Flexibility 292
Learning 292
xiv Main contents
Major performance initiatives 292
Things that go wrong 293
The process/people balance 293
Looking at results rather than behaviours 293
Management losing interest 294
The team/individual balance 294
Leaving out the development part 295
Getting it right 295
Summary propositions 295
References 295
General discussion topics 297
16 Organisational performance 298
Total quality management 298
What s involved in total quality management? 300
What happens in practice? 302
TQM and the personnel function 304
Review 305
Learning organisations 306
The nature of organisational learning 307
What are the characteristics of learning organisations? 308
A word of caution 313
Organisational development 313
Summary propositions 315
References 315
General discussion topics 316
17 Managing individual performance 317
The performance cycle 37 7
Planning performance 317
Supporting performance 318
Ongoing review 319
Using the performance cycle 319
Appraisal systems 320
Why have an appraisal system? 320
Who contributes to the appraisal process? 327
What is appraised? 325
Development of appraisal criteria 328
Effectiveness of appraisal systems 329
Performance management systems 329
Implementation of performance management 337
Summary propositions 332
References 332
General discussion topics 334
18 Team performance 335
Broad team types 338
Production and service teams 338
Resistance from other parts of the organisation 340
Resistance within the team 340
Peer pressure 340
Main contents xv
Cross functional management teams 341
Functional teams 342
Problem solving teams 342
Team effectiveness 343
Selecting team members 343
Team leader and manager training 345
Team member training 345
Team development 345
Recognition and reward 347
Are teams always the right answer? 347
Implications for the personnel function 347
Summary propositions 348
References 348
General discussion topics 349
19 Managing diversity 350
Equal opportunities and managing diversity 350
A review of the legislation 353
Women 353
Racial and ethnic origin 359
Disabled people 361
Older workers 364
Progress on equality to date 364
Women 364
Racial and ethnic groups 367
Disabled people 369
Older people 369
Managing and valuing diversity 370
Groups or individuals? 377
The culture question 372
A process for managing diversity 374
Equal opportunities or managing diversity? 376
Summary propositions 377
References 377
General discussion topics 381
20 Interactive skill: the appraisal interview 182
Contrasted approaches to appraisal 3 S 3
Who does the appraisal? 3#5
The appraisal interview 3 S 6
The appraisal interview sequence 3,%
Preparation 188
Interview structure 389
Making appraisal work 39/
Summary propositions 393
References 393
Practical exercises in appraisal interviewing 394
Part IV Case study problem 396
Part IV Examination questions 398
i Main contents
Part V Development
21 Strategic aspects of development 402
Organisational strategy and employee development strategy 403
Influence of the external labour market 406
Integration with other human resource strategy 407
Training and development roles 407
Approaches to development 408
Evaluation of training and development 409
Summary propositions 411
References 472
General discussion topics 413
22 Competence, competencies and NVQs 414
Competencies 475
Competencies in the United Kingdom 47 9
Other competence based approaches 422
Summary propositions 427
References 428
General discussion topics 428
23 Management development 429
The growth of management development 429
The identity of management development 430
What do managers do? 437
The goals of management development 432
Approaches to management development 433
Education and training courses 433
The nature of learning 435
Action learning 437
Coaching 437
Mentoring 438
Peer relationships 439
Natural learning 447
Self development 447
Self development groups 442
Learning contracts 442
Appraisal, performance management and MbO 443
Summary propositions 444
References 445
General discussion topics 447
24 Career development 448
The context of career development 449
Definitions and importance of career development 449
Understanding careers 450
Career development stages 450
Career anchors 453
Complicating issues and organisational implications 456
Demise of the old psychological contract 458
Main contents xvii
Individual career management 455
Organisational support for career development 461
Career pathways and grids 461
Managerial support 463
Career counselling 463
Career workshops 464
Self help workbooks 464
Career centres 465
Assessment and development centres 465
Summary propositions 466
References 467
General discussion topics 468
25 Interactive skill: teaching 469
Approaches to learning 469
Types of learner 477
Leading group discussion 473
Group leadership and group roles 474
The group work sequence 475
Preparation 475
Job instruction 477
The job instruction sequence 478
Preparation 478
The instruction 481
Summary propositions 484
References 485
Practical exercises in teaching 485
Part V Case study problem 487
Part V Examination questions 489
Part VI involvement
26 Strategic aspects of involvement 492
The development of employee involvement 493
Team briefing 499
Total quality management 500
Investors in People 501
European Works Councils 502
Strategy and employee involvement 50 3
Summary propositions 504
References 504
General discussion topics 506
27 Trade union recognition and consultation 507
Defining recognition 508
Collective consent 509
Trade union recognition and bargaining units 5/2
Why should a union be recognised at all? 512
When should a union be recognised? 5/3
ii Main contents
For whom should a union be recognised? 574
For what should a union be recognised? 574
Management organisation for recognition 575
Management strategy for union recognition 57 7
Derecognition 579
Summary propositions 520
References 520
General discussion topics 527
28 Health, safety and welfare 522
Definitions of health, safety and welfare 522
The development and importance of health, safety and welfare
provision and the role of personnel management 523
Health, safety and welfare legislation 526
The Factories Act 1961 527
The Offices, Shops and Railway Premises Act 1963 527
The Fire Precautions Act 1971 527
The Health and Safety at Work Act 1974 527
Further regulations resulting from EU directives 533
The management of health, safety and welfare 535
Making the work safe 535
Enabling employees to work safely 536
Safety training and other methods of persuasion 537
Job descriptions and the role of the supervisor 539
Risk assessment 539
Occupational health and welfare 539
Someone to talk to/someone to advise 540
Organisation of work 547
Positive health programmes 547
Summary propositions 542
References 542
General discussion topics 544
29 Grievance and discipline 545
The Milgram experiments with obedience 545
What do we mean by discipline? 549
What do we mean by grievance? 550
The framework of organisational justice 552
Awareness of culture and appropriateness of style 553
Rules 553
Ensuring that the rules are kept 554
Grievance procedure 557
Disciplinary procedure 559
Authorisation of penalties 559
Investigation 560
Information and explanation 560
Disputes 567
Are grievance and discipline processes equitable? 567
Summary propositions 562
References 563
Main contents xix
30 Interactive skill: grievance and disciplinary interviewing 564
The nature of grievance and disciplinary interviewing 566
The discipline and grievance sequence 566
Preparation 568
The grievance interview 569
The grievance is now understood 577
The management position is now understood 577
Points of disagreement are now in focus 577
Alternatives have now been considered 577
The disciplinary interview 572
First possible move to disengagement 573
Second possible move to disengagement 574
Third possible move to disengagement 574
Fourth possible move to disengagement 574
Disengagement 574
Summary propositions 575
References 575
Practical exercises in grievance and discipline 576
Part VI Case study problem: Industrial dispute at British Airways 577
Part VI Examination questions 579
Part VII Pay
31 Strategic aspects of payment 582
Management approaches to payment 582
Fairness and performance in payment 583
Employee objectives for the contract for payment 584
First objective: purchasing power 584
Second objective: felt fair 585
Third objective: rights 555
Fourth objective: relativities 585
Fifth objective: recognition 585
Sixth objective: composition 586
Employer objectives for the contract for payment 586
First objective: prestige 586
Second objective: competition 5 S 7
Third objective: control 587
Fourth objective: motivation and performance 5,V7
Fifth objective: cost 589
The elements of payment 5 W
Basic 590
Plussage 590
Benefits 590
Premia 590
Overtime 590
Incentive 590
Bonus 597
The difference between wages and salaries 597
Incremental salary structures 592
Groups 592
Main contents
Ladders and steps 594
The self financing increment principle 596
Pay comparisons 596
Salary decisions 597
A strategic approach to payment administration 597
Summary propositions 598
References 599
General discussion topics 599
32 Job evaluation 600
Relativities and differentials 607
Differentials 601
Internal relativities 607
External relativities 607
External identification 602
Limitations on management action 602
The product market 603
The labour market 603
Collective bargaining 603
Technology 604
Internal labour market 604
Management policy decisions and pay relationships 605
Why not one big (happy) family? 605
Bargaining units 607
The family structure 607
Job evaluation methods 608
Employee participation in job evaluation 670
Job families 670
Job descriptions 67 7
Panel evaluation 67 7
Job analysis questionnaires 677
Equal value 67 7
Like work 672
Work rated as equivalent 672
Work of equal value 673
The Danfoss case 673
Genuine material factor defences 673
Broadbanding 674
Summary propositions 675
References 615
General discussion topics 67 7
33 Incentives, performance pay and fringe benefits 618
Incentives: the traditional approach 618
Payment by results schemes 679
Disadvantages of PBR schemes 622
Performance related pay 624
The attractions of PRP 625
Forms of PRP 625
Main contents xxi
Assessing performance 626
Drawbacks of PRP 627
The effect of PRP on the paybill 628
Skill based pay 629
Profit sharing and profit related pay 630
Profit sharing 630
Profit related pay 637
Disadvantages of profited related schemes 637
Fringe benefits 632
Other benefits 633
—... Incentives, fringe benefits and personnel management 633
Summary propositions 634
References 634
General discussion topics 635
34 Pensions and sick pay 636
Increased awareness about pensions provision 636
Types of pension scheme 637
State schemes 637
Company schemes 638
Industry wide schemes 647
Personal pensions 647
Varieties of company pension scheme 642
Flat rate schemes 643
Average salary schemes 643
Final salary schemes 643
Money purchase schemes 644
Top hat schemes 645
Additional voluntary contributions 645
Company pension schemes and the problem of early leavers 645
Pensions information and the role of the personnel department 646
Sick pay and the role of the personnel department 647
Advice 648
Home visits 648
Dismissal and transfer 648
Sick pay and absence policy and procedures 64 S
Administrative procedures 649
Monitoring sick pay and absence 649
Disciplinary procedures 649
State and statutory sick pay 649
Qualifying days 650
Waiting days 650
Certification 650
Linked periods 650
Transfer to the DSS 650
Record periods 650
Occupational sick pay 65/
Waiting days 652
Period of service required 652
Amount of benefit 652
xii Main contents
Length of entitlement 652
Funding of schemes 653
Administrative procedures 653
Absence and sick pay monitoring and control 654
Summary propositions 655
References 656
General discussion topics 657
35 Interactive skill: negotiation 658
The nature of conflict in the employment relationship 659
Sources of conflict in the collective employment relationship 660
Divergence of interests 660
Potential benefits of such conflict 660
Clearing the air 660
Introducing new rules 667
Modifying the goals 667
Clash of values 667
Competitiveness 667
Organisational tradition 667
Understanding of respective positions 662
Potential drawbacks of such conflict 662
Waste of time and energy 662
Emotional stress for participants 662
Organisational stress 662
Risks 662
Worsening communications 662
Bargaining strategies 663
Avoidance 663
Smoothing 663
Forcing 663
Compromise 663
Confrontation 663
Bargaining tactics 664
Resolution or accommodation 664
Tension level 664
Power balance 664
Synchronising 665
Openness 665
The negotiation sequence 666
Preparation 666
Agenda 666
Information 667
Strategy 667
The negotiation 669
Setting 669
Challenge and defiance 670
Thrust and parry 670
Decision making 677
Recapitulation 677
Written statement 677
Main contents xxiii
Commitment of the parties 672
Negotiating with individuals 673
Summary propositions 674
References 674
Practical exercises in negotiation 675
Part VII Case study problem: Salary versus benefits in financial services 677
Part VII Examination questions 679
Part VIII Ethics
36 Personnel, ethics and human resource management 682
Business ethics and social responsibility 683
Personnel managers, welfare and ethics 687
Ethics across national boundaries 697
Some current and developing ethical dilemmas 692
Life in the business 692
Information technology and the workplace 692
Employment 694
Self improvement 695
Personal management 696
Summary propositions 696
References 697
General discussion topics 698
Index 699
|
| any_adam_object | 1 |
| author | Torrington, Derek Hall, Laura |
| author_facet | Torrington, Derek Hall, Laura |
| author_role | aut aut |
| author_sort | Torrington, Derek |
| author_variant | d t dt l h lh |
| building | Verbundindex |
| bvnumber | BV012837429 |
| callnumber-first | H - Social Science |
| callnumber-label | HF5549 |
| callnumber-raw | HF5549.T675 1998 |
| callnumber-search | HF5549.T675 1998 |
| callnumber-sort | HF 45549 T675 41998 |
| callnumber-subject | HF - Commerce |
| classification_rvk | QV 570 |
| ctrlnum | (OCoLC)37935254 (DE-599)BVBBV012837429 |
| dewey-full | 658.3 658.321 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.3 658.3 21 |
| dewey-search | 658.3 658.3 21 |
| dewey-sort | 3658.3 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 4. ed. |
| format | Book |
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| id | DE-604.BV012837429 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-09T18:34:36Z |
| institution | BVB |
| isbn | 0136265324 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-008735266 |
| oclc_num | 37935254 |
| open_access_boolean | |
| owner | DE-703 DE-858 DE-521 |
| owner_facet | DE-703 DE-858 DE-521 |
| physical | XXVII, 717 S. |
| publishDate | 1998 |
| publishDateSearch | 1998 |
| publishDateSort | 1998 |
| publisher | Prentice Hall Europe |
| record_format | marc |
| spelling | Torrington, Derek Verfasser aut Human resource management Derek Torrington and Laura Hall 4. ed. London [u.a.] Prentice Hall Europe 1998 XXVII, 717 S. txt rdacontent n rdamedia nc rdacarrier Bis 3. Aufl. u.d.T.: Torrington, Derek: Personnel management Personnel management Personalwesen (DE-588)4076000-5 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Humankapital (DE-588)4160783-1 gnd rswk-swf Personalpolitik (DE-588)4045269-4 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Personalwesen (DE-588)4076000-5 s DE-604 Humankapital (DE-588)4160783-1 s Management (DE-588)4037278-9 s Personalpolitik (DE-588)4045269-4 s 1\p DE-604 Führung (DE-588)4018776-7 s 2\p DE-604 Hall, Laura Verfasser aut Früher u.d.T. Torrington, Derek Personnel management HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008735266&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Torrington, Derek Hall, Laura Human resource management Personnel management Personalwesen (DE-588)4076000-5 gnd Management (DE-588)4037278-9 gnd Humankapital (DE-588)4160783-1 gnd Personalpolitik (DE-588)4045269-4 gnd Führung (DE-588)4018776-7 gnd |
| subject_GND | (DE-588)4076000-5 (DE-588)4037278-9 (DE-588)4160783-1 (DE-588)4045269-4 (DE-588)4018776-7 |
| title | Human resource management |
| title_auth | Human resource management |
| title_exact_search | Human resource management |
| title_full | Human resource management Derek Torrington and Laura Hall |
| title_fullStr | Human resource management Derek Torrington and Laura Hall |
| title_full_unstemmed | Human resource management Derek Torrington and Laura Hall |
| title_old | Torrington, Derek Personnel management |
| title_short | Human resource management |
| title_sort | human resource management |
| topic | Personnel management Personalwesen (DE-588)4076000-5 gnd Management (DE-588)4037278-9 gnd Humankapital (DE-588)4160783-1 gnd Personalpolitik (DE-588)4045269-4 gnd Führung (DE-588)4018776-7 gnd |
| topic_facet | Personnel management Personalwesen Management Humankapital Personalpolitik Führung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008735266&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT torringtonderek humanresourcemanagement AT halllaura humanresourcemanagement |