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 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.

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.

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.

Diagnoses

1989 ◽  
Vol 14 (1) ◽  
pp. 51-60
Keyword(s):  
Personnel Management ◽  
State Government ◽  
Trade Union ◽  
Industrial Relations ◽  
The State ◽  
High Tech ◽  
Industrial Culture ◽  
Role Of The State ◽  
Internal Trade

Creation of an industrial culture is always a slow and difficult process, especially for high-tech industries in backward areas. In such circumstances, what is the role of the state government and the management in creating this culture? What parameters should be used to evaluate demands for wage rise? These are some of the questions that the diagnostic case, The Bajaj Lockout, raises. The casewriter and other experts from the academic and the practising worlds provide us their diagnoses of the case. To promote and foster healthy industrial relations, Kher emphasizes the need to educate the workers in fair negotiation practices while Shelat elaborates on the role of the state government in ensuring an ideal industrial climate. Joseph highlights the role of systematic grievance handling procedures whereas Sarkar observes that faulty recruitment policy combined with the promotion of an internal trade union are sure indicators of deficient personnel management. Removing barriers to communication: between workers and the manageme~t and introducing participative rrianagament will contribute to better industrial relations concludes Saha.

Personnel management and industrial relations.

1949 ◽  
Vol 33 (3) ◽  
pp. 280-282
Author(s):  
Albert S. Thompson
Keyword(s):  
Personnel Management ◽  
Industrial Relations
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