Implications for the design of human resource management - education, training, and certification

Article Abstract:

The appropriate education of human resources management (HRM) professionals should consider several factors: what to teach, when to teach it, who should teach it and to whom. The answer to the first question depends on the specific skills expected of students to acquire and their ability to apply these skills. Important content areas are traditional HR functional content, change management or leadership skills, and business skills. Education should occur several times in professionals' careers and should be provided not only by universities but also by alternative sources, such as in-house training programs, and training and certification programs. HRM education should be offered to traditional university students as well as line managers and external consultants because they will be major players in the HRM function.

Business and Secretarial Schools, Business & Secretarial Schools, Evaluation, Study and teaching, Professional education, Business schools, Human resource management )

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Using flexible schedules in the managerial world: the power of peers

Article Abstract:

The integration of employee work and family life demands and their management has become an increasingly significant business issue and a pivotal issue facing corporate entities. research suggests, however, that flexible work arrangements supporting work/family life integration have not necessarily minimized work/family conflicts. Managers are critical to the success of these flexible work schedules because because they help communicate and implement them. A study was therefore conducted which focuses on a managerial function that has been ignored in research and practice, which is the function of managers as role models. The study aims to further the understanding of managers' use of some common flexible work schedules, namely, flexitime, part-time work and leaves of absence.

Flexible work hours, Flexible hours, Quality of work life

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Human resources management innovation

Article Abstract:

Human resource management (HRM) research has neglected the area of administrative innovations. Six propositions that determine elements linked to the acceptance of innovative HRM practices are described and supported by examples. The barriers to innovation, such as the organizational reward structure, are examined. The six proposals include: external environmental forces; structural organizational qualities; the type of HRM innovation; the organizational motivation for the adoption of innovations; the differences and reasoning between strong and weak culture firms; and the effect of past successes on the likelihood of a firm's adopting new innovations.

Analysis, Innovations, Labor relations, Organizational change, Administrative procedure

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