Personnel management policies for workplace restructuring and their implications for industrial relations: a case in Korea from a comparative perspective

1999 ◽  
Vol 10 (1) ◽  
pp. 89-107 ◽  
Author(s):  
Jooyeon Jeong
Keyword(s):  
Personnel Management ◽  
Industrial Relations ◽  
Comparative Perspective ◽  
Management Policies ◽  
Workplace Restructuring

scholarly journals The Direction of Personnel and its Responsibilities

2014 ◽  
Vol 8 (3) ◽  
pp. 288-296
Author(s):  
T.P. Dalton
Keyword(s):  
Personnel Management ◽  
Industrial Relations ◽  
Collective Agreements ◽  
Personnel Director

Summary After a short historical summary of the evolution of industrial relations and the direction of personnel, the author defines the functions of personnel management. He then points out the particular obligations of the personnel director himself, in regard to the negotiation of collective agreements, the settlement of grievances and the training of employees. In conclusion, the author reminds us of the numerous and important qualities required to fill properly this function of personnel director.

scholarly journals Políticas e Práticas de Gestão de Pessoas e a Inclusão de Pessoas com Deficiência: um estudo quantitativo

2019 ◽  
Vol 12 (4) ◽  
pp. 611
Author(s):  
Alice Gerlane Cardoso da Silva ◽  
Diogo Henrique Helal
Keyword(s):  
Labor Market ◽  
Personnel Management ◽  
Quantitative Research ◽  
Survey Method ◽  
Individuals With Disabilities ◽  
Google Docs ◽  
System Data ◽  
Management Policies ◽  
Effective Inclusion ◽  
Policies And Practices

This study analyzes how the policies and practices of personnel management directed at individuals with disabilities in João Pessoa, PB, Brazil, are configured concerning their insertion and inclusion into the labor market. For such, a quantitative research of descriptive character was conducted using the survey method. The research was developed with individuals, with and without disabilities, who worked and resided in João Pessoa. In total, 90 individuals partook of the study, 45 of which presented disability while the other 45 presented none. The questionnaire was applied in person and made available on the internet by means of the Google Docs system. Data analysis was done using SPSS, consisting of a factorial and descriptive analyses, analysis of variance (ANOVA) and non-parametric tests Kruskal-Wallis and median. The results demonstrated that, despite the individuals with disabilities perceiving an evolution of personnel management policies and practices applied by the organizations regarding the manner of capturing, accepting and coexisting with individuals with disabilities, they are not yet enough to assure their effective inclusion in the labor market.

The Oxford Handbook of Human Resource Management

2009 ◽  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
High Performance ◽  
Industrial Relations ◽  
Industrial Psychology ◽  
Teaching And Research ◽  
Current Trends ◽  
Performance Teams

The Oxford Handbook of Human Resource Management aims to provide an authoritative account of current trends and developments in Human Resource Management (HRM). HRM is central to management teaching and research, and has emerged in the last decade as a significant field from its earlier roots in personnel management, industrial relations, and industrial psychology. People Management and High Performance teams have become key functions and goals for managers at all levels in organizations. The text is divided into four parts: foundations and frameworks; core processes and functions; patterns and dynamics; and finally measurement and outcomes.

Readings in Industrial Relations and Personnel Management

ILR Review ◽  
1948 ◽  
Vol 2 (1) ◽  
pp. 152
Author(s):  
Nathaniel Cantor ◽  
Herman Feldman
Keyword(s):  
Personnel Management ◽  
Industrial Relations

scholarly journals Would the good employer please step forward? A discussion of the "good Employer" concept in the State Sector Act 1988

1970 ◽  
Vol 16 (3) ◽  
Author(s):  
Peter Boxall
Keyword(s):  
Public Sector ◽  
Personnel Management ◽  
Public Service ◽  
Current Model ◽  
Industrial Relations ◽  
Chief Executive ◽  
The State ◽  
Employee Relations ◽  
Revolutionary Change ◽  
State Sector

The State Sector Act 1988 brings revolutionary change to public service personnel management and industrial relations. This paper analyzes the good employer principle contained in the Act (against a backdrop of private and public sector thought in respect of good employment behaviour. The current model of public sector personnel management is termed "accountable management" and it is argued that any notion of the good employer must be a "bounded" one. A set of assumptions in terms of good employer attitudes is established, explored in terms of particular processes and policies and a general public service pattern of employee relations is suggested. Finally, the problems of assessing chief executive performance under the Act are discussed. The argument is made that the bounded nature of the good employer principle must be recognized in chief executive appraisal as must the fact that worthwhile change in employment relations is a long term endeavo.ur. The process of becoming a good employer is never complete.

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