By Michael Armstrong
Pt. 1. prime, handling and constructing basics. major humans --
Managing humans --
Developing humans --
pt. 2. techniques to HRM and L&D. the concept that of human source administration --
Delivering HRM --
The position and association of the HR and L&D services --
The contribution of HRM and L&D in several forms of association --
The specialist and moral method of HRM and L&D --
pt. three. humans administration methods. worker engagement --
Change administration --
Flexible operating --
pt. four. administration abilities. dealing with oneself --
Managing interpersonal relationships at paintings --
Influencing humans --
People administration talents --
Problem fixing and choice making --
Analytical, serious and consultancy talents --
Information dealing with talents --
Business and fiscal talents --
Postgraduate learn abilities.
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Additional info for Armstrong's handbook of management and leadership : developing effective people skills for better leadership and management
This is achieved through learning and development processes and programmes as described in this chapter. Learning and development defined Learning and development processes aim to ensure that people in the organization acquire and develop the knowledge, skills and competencies they need to carry out their work effectively and advance their careers to their own benefit and that of the organization. Harrison (2009: 8) defined learning and development more broadly as follows: The primary purpose of learning and development as an organizational process is to aid collective progress through the collaborative, expert and ethical stimulation and facilitation of learning and knowledge that support business goals, develop individual potential, and respect and build on diversity.
Welfare The initial step in the long road to HRM was the provision of welfare services – looking after the personal interests of employees and providing them with facilities such as canteens and rest rooms. Welfare officers first appeared on the scene in any number in the munitions factories of the First World War and a focus on welfare work continued into the 1930s. Labour management Progressively during the 1920s and 1930s, basic welfare activities were extended to the provision of administrative support to management in such forms as recruitment, training, discipline, health and safety and works consultative committees.
However, in some organizations personnel managers were becoming involved in industrial relations and payment systems as well as recruitment and training (the writer’s first job was in what was called the wages research department at Rowntree & Co, York which developed and controlled wage systems and negotiated pay deals with trade unions). Personnel management, the mature phase Personnel management reached maturity in the 1960s and this phase continued into the 1980s. The services provided in the earlier stages were extended into such activities as systematic training (under the influence of the training boards), management development, salary administration, manpower planning, performance appraisal (management by objectives) and, in a few cases, OD (organization development).
Armstrong's handbook of management and leadership : developing effective people skills for better leadership and management by Michael Armstrong