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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Big Hat, No Cattle: Managing Human Resources
內容大綱
Sixty years of executive attention to human resource management (HRM) theories fail to make employees productive, loyal, and motivated because of unrealistic management expectations, contradictory theories regarding employee performance and relations, the problematic role of personnel management in corporate decision making, and the undermining nature of management assumptions regarding employee motivation. A new approach to human resources planning depends on management's ability to replace mistaken assumptions with premises that emphasize the importance of the personnel function in corporate development, and concentrate on basic HRM skills such as supervision and communication.