Motivation and stimulation of labor activity

The textbook discusses general issues of motivation and analyzes existing theories. The article presents information about financial incentives, moral incentives for personnel, organizational incentives and incentives for free time, as well as on a number of other topics that are practically important in the professional activity of a personnel manager. Special attention is paid to errors and errors in the motivation and stimulation of labor activity. Meets the requirements of the federal state educational standards of higher education of the latest generation. It is intended for students studying in the direction of training 38.03.03 "Personnel Management".

Behind the Bandstand: Jay G. Sims and the Internal Workings of the Sousa Band

From 1919 to 1932 trombonist, Jay G. Sims, served as the personnel manager for the Sousa Band. The Harry Ransom Center at University of Texas at Austin holds Sim's business correspondences which divulge his crucial role in the band’s operations, shedding light on his contributions to the band's success as a touring group. Notwithstanding so, there is relatively little information about him in the existing scholarship on John Philip Sousa and the Sousa Band. This paper explores Sims’ position as personnel manager for the Sousa Band through an examination of his correspondences. There is particular focus on his day-to-day functions, including his input on hiring decisions and recruitment of members, as well as purchasing of equipment for the band’s performances. Furthermore, Sims’ correspondence offers a rare, behind-the-scenes glimpse of the Sousa Band, one of the most famous touring musical groups of the early-twentieth century. By using Sims’ own documents as a primary source, it is possible through letters and invoices, not only to determine the exact nature of Sims’ role within the Sousa Band, but also how his administrative position impacted the band’s operations.

Experience of a Personnel Manager Resolving Conflict in the Organization

This paper examines the experiences of personnel managers in Lithuania in solving conflict in the organization. The data were collected by means of a semi-structured interview. A thematic analysis was employed to achieve the goal. The results revealed three common themes: “conflicts caused by changes”, “conflict prevention”, “going through the conflict”. It was established that even though personnel managers use various strategies for avoiding conflict, they became involved, they experience strong negative emotional reactions.

“Mortally Wounded”

This chapter focuses on events following the death of Edna Phillips' younger sister Peggy in a plane crash. Not long after the Phillips family received the cable informing them of Peggy's death, the orchestra's personnel manager, Paul Lotz, who had already spoken with Stokowski, called Phillips. That Monday evening, the very next day, the orchestra was scheduled to play a concert that had the César Franck Symphony on the program, which the second harpist had not rehearsed with the orchestra. Stokowski asked Lotz to convey a message to Phillips for him. “As a man,” the maestro said, “I'd tell her not to play, but as an artist, she must if she possibly can. ” And so Phillips played the concert on Monday night. Although Edna's grief over Peggy was deep, her work in the orchestra couldn't be ignored. She had to go forward, and she did.

Modern workers:personal characteristics.features of training.

The job function of the personnel Manager and the required skills are in the professional standards. This book presents the results of a study of the psychological and social characteristics of young workers and Mature age, comparative analysis of their motivation to work, the results of a study of personal needs, and the learning process. Designed for HR managers, managers, HR professionals and career counseling, experts of personnel services, Department of training, social development, as well as students and undergraduates in the direction of preparation "personnel Management", "human resource Management", "Management", business managers. May be of interest to all persons who in the course of their employment have to interact with people.

Fuzzy Simple Additive Weighting Method in the Decision Making of Human Resource Recruitment

The Company is one of the jobs that was founded to reduce unemployment. The progress of a company is determined by the human resources that exist within the company. So, the selection of workers will join the company need to be selected first. The hardest thing in making a selection factor is the effort to eliminate the subjectivity of the personnel manager so that every choice made is objective based on the criteria expected by the company. To help determine who is accepted as an employee in the company, we need a method that can provide a valid decision. Therefore, we use Fuzzy Multiple Attribute Decision Making with Simple Additive Weighting method (SAW) to decide to make in human resource recruitment. This method was chosen because it can provide the best alternative from several alternatives. In this case, the alternative is that the applicants or candidates. This research was conducted by finding the weight values for each attribute. Then do the ranking process that determines the optimal alternative to the best applicants who qualify as employees of the company. Based on calculations by the SAW obtained the two highest ranking results are A5 (alternative 5) and A1 (alternative 1), to obtain two candidates received.

EVALUASI KEBIJAKAN PENGELOLAAN SAMPAH DI TPA GUNUNG PANGGUNG KABUPATEN TUBAN

This study aimed to evaluate waste management policy in the Gunung Panggung landfill Tuban Regency with the approach of the five criteria, namely effectiveness, accuracy, adequacy, equity and responsity well as to give advice/recommendations corrective measures to be taken by the Government of Tuban in organizing the waste management in the Gunung Panggung landfill. The method used is descriptive qualitative method. The research object itself is Gunung Panggung Landfill of Tuban Regency as the end point of local government in providing waste management services for the city of Tuban.The results showed that the implementation of waste management at the Gunung Panggung Landfill of Tuban Regency not meet the criteria of accuracy, effectiveness, adequacy, equity and responsitas. This is demonstrated by the performance measurement input selection method that is controlled landfills were not right either the rules or the management of the environment, the low amount of the budget provided for waste management (equivalent to Rp. 950.00/man.month), the limited number of local regulations set to support waste management (only 1 regulations), are still insufficient numbers of technical personnel manager of the landfill, the organizer of the function of institutional forms of waste management is still a part of SKPD lead to less flexible role in the management of budgetary institutions. While the output performance benchmark showed that the waste management policies do not yet meet the criteria of equity, this is evidenced by the low coverage of landfill Mountain Stage (66.73%) and the low awareness of the public to participate in waste management activities, namely awareness to pay a levy of waste (3%) and awareness to waste reduction (27.67%) indicates that the policies implemented have not been responsive to the community.For the Government of Tuban Regency expected to immediately make corrections which are applying the sanitary landfill system by increasing the number of technical personnel manager of the landfill, reviewed the institutional forms and to set local regulations on public participation in waste management.Keywords: Public Policy, Criteria Evaluation and Waste Management

To the Source of Profession. Part Two: Periodization of the History of Human Resource Management

In the previous study the authors examined the key problems of periodization of the history of management in general. They were identified and analyzed problems related to the subject, criteria and benchmarks of different periodizations, as well as the problems associated with the choice of the trajectory and flexibility of approaches to periodization. The periodization of the history of HRM (human resource management) is a separate area of research and involves additional challenges. In this article, the study’s authors try to compare and critically analyze various approaches to periodization of the history of human resource management and the evolution of «personnel manager» profession. The article contains classic models and views of modern researchers in the field of evolutionary theory of human resource management.