Managing Human Resources, 2^nd Ed.

Managing Resources for the Market -- Block 3

The Open University

Publisher: The Open University, 1998

ISBN: 0-7492-7986-9

Synopsis:

Toggle Synopsis

Table of Contents:

Toggle Table of Contents

• Session 1 Human Performance Goal Choices
• 1.1 Implementing Your Organization’s Strategic Decisions
• 1.2 Realistic, achievable objectives and Factors of Production
• 1.3 Implementing Human Resource Objectives that Support Organizational Strategy
• 1.4 Operational Objectives and Workload Planning
• Session 2 Managing Human Resource Systems
• 2.1 Factors and Resources
• 2.2 Resource Availability and Factors Availability: Individuals and Groups in Context
• 2.3 Managing Variety: The ‘Downside’ of Control
• 2.4 Work Activity and the Systems You Need to Provide It
• 2.5 Using System Outputs to Evaluate Performance and Taking Action
• 2.6 Managing the Flows
• 2.7 Improving Your Own Human Resource Management Performance
• Session 3 Human Resources and Human Capacity
• 3.1 People, Work and Machines: The Lessons of History
• 3.2 People and the Contract for Work
• 3.3 People and Machines
• 3.4 Some Implications of Human Capability for the Design of Work
• 3.5 Job Design and Human Well-Being
• 3.6 Human Factors and People
• 3.7 Job Design and Alienation
• Session 4 Obtaining Human Resources
• 4.1 Obtaining Human Resources for Your Core Activity
• 4.2 Assessing Your Factor Needs
• Training needs
• Job design
• 4.3 Creating, Developing and Realizing Human Resources
• 4.4 Realizing Your Investment in People
• 4.5 Investment in Education, Training and Development
• 4.6 Spending Your Budget
• 4.7 Costing of Training
• Session 5 Maintaining Human Resources
• 5.1 Looking After Your Human Assets
• 5.2 Roles and Responsibilities
• 5.3 Health and Safety
• 5.4 Managing Stress Levels
• 5.5 Divesting Human Resources
• Session 6 Using Professional Expertise
• 6.1 Human Resource Management and the Line Manager
• 6.2 Human Resource Management and the Personnel Professional
• 6.3 Line and Staff Human Resource Management
• Differentiation
• Responsibility and control
• 6.4 Using Human Resource Professionals
• What you have a right to expect from providers of services
• Managing across boundaries
• Choosing and evaluating services
• Session 7 Evaluating and Improving Human Resource Systems
• 7.1 Top-Down Systems Design: Systems and Procedures
• 7.2 Systematic Bias Built Into Systems
• 7.3 Planning Systemic Goals for Your Procedures
• Introduction
• Legal considerations
• Costs of recruitment and training
• Stress and accidents
• Fair treatment
• Team building and integration
• Attitudes and loyalty
• Performance
• Promotion
• 7.4 Evaluating Systems Performance and Taking Action
• 7.5 Systems Monitoring
• 7.6 Integrating Human Resource Management Systems
• 7.7 Overall System Goals: Maximization of Outputs and sub-Optimization of Components
• Session 8 Human Resource Management and Strategy
• 8.1 Managing Human Resources, the Line and the Professionals
• 8.2 The Nature of Strategy
• 8.3 The Role of the Human Resource Strategist