How today's managers can win
Article Abstract:
There are three components of the managerial environment: employee selection, performance, and transition or separation. Managers must realize that all three elements are interdependent. When recruiting employees, managers should carefully analyze the candidate for employment, focusing on what the job candidate can do, whether the candidate has the necessary motivation, and whether the candidate fits with the firm. Managing employee performance will assume greater importance in the future as firms strive to improve employee productivity, and three areas to focus on include management expectations, performance measurements, and communication. When it is necessary that an employee be moved to another position or separated, two areas that must be addressed by managers are how to transition the employee within or out of the organization, and how to fill the position made vacant.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1990
User Contributions:
Comment about this article or add new information about this topic:
Break the mold: strategies for leadership
Article Abstract:
Human resources managers need to change existing attitudes that perceive them as record keepers and data and payroll processors in order to provide valuable assistance in strategic management areas. Strategic human resources management influences a company's culture, encourages employee development, provides for management succession, and assists in making needed organizational changes. Steps in the process of assuming strategic management responsibilities include: (1) assessing leadership skills within and without the human resources department, (2) developing organizational integration throughout the company by rotating management duties among personnel, and (3) developing staff capabilities through training and delegation of authority. Strategic human resources management will benefit the company and the position of human resources director.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1987
User Contributions:
Comment about this article or add new information about this topic:
Renaissance HR: a perspective for the '90s
Article Abstract:
Human resources (HR) professionals are playing a greater role in helping their organizations achieve financial objectives and maintain a competitive advantage. The reason for this is that management is realizing that successful mergers, acquisitions, and business management depend on HR factors, not just financial factors. The increasing importance of managing relationships will cause HR professionals to develop closer relationships with top management, which will probably affect profitability. The desirable characteristics of HR professionals include communication skills, approachability, and visibility.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1991
User Contributions:
Comment about this article or add new information about this topic:
- Abstracts: Total quality management and human resource systems: an international comparison. Organizing work to support relational co-ordination
- Abstracts: An innovative management staffing system: a competency-based perspective. Hold the line: an examination of line vs. staff differences
- Abstracts: HR strategy in a changing world. 'Candidate friendly' selection for the 1990s. Give and take in graduate selection
- Abstracts: 'Computers in Personnel' conference puts the spotlight on cost effectiveness. Personnel starts to take the lead in introducing and updating systems
- Abstracts: Corporate complaint programs make gains from gripes. Three classes of objectives and plans make MBO more effective