Titlebook: Do We Need HR?; Repositioning People Paul Sparrow,Martin Hird,Cary L. Cooper Book 2015 Paul Sparrow, Martin Hird and Cary L. Cooper 2015 HR

連續(xù)不斷

書目名稱Do We Need HR?影響因子(影響力)




書目名稱Do We Need HR?影響因子(影響力)學(xué)科排名




書目名稱Do We Need HR?網(wǎng)絡(luò)公開(kāi)度




書目名稱Do We Need HR?網(wǎng)絡(luò)公開(kāi)度學(xué)科排名




書目名稱Do We Need HR?被引頻次




書目名稱Do We Need HR?被引頻次學(xué)科排名




書目名稱Do We Need HR?年度引用




書目名稱Do We Need HR?年度引用學(xué)科排名




書目名稱Do We Need HR?讀者反饋




書目名稱Do We Need HR?讀者反饋學(xué)科排名

濃縮

The HR Imperatives of Engagement, Organizational Well-Being and Fairness,e behavior nonetheless. The focus on customer centricity outlined in Chapter 2 brings the outside into organizations under the guise of strategy and markets. But this outside world also impacts the internal labour market via the attitudes, mindset and culture of the workforce. And this in turn impac

弄污

Strategic Talent Management,mality, or indeed may start to create a new normality. As organizations continue to navigate their way through turbulent waters, even as business confidence is returning, the demands placed upon those deemed to be leading talent are extreme.

內(nèi)部

Adrenal-Glands

Studies in Contemporary Economicse behavior nonetheless. The focus on customer centricity outlined in Chapter 2 brings the outside into organizations under the guise of strategy and markets. But this outside world also impacts the internal labour market via the attitudes, mindset and culture of the workforce. And this in turn impac

支架

Ingrid Vollweiter,Michael Rohdemality, or indeed may start to create a new normality. As organizations continue to navigate their way through turbulent waters, even as business confidence is returning, the demands placed upon those deemed to be leading talent are extreme.

支架

Endometrium

冒煙

Empirische Transformationsforschung of the concept in order to understand its relevance for their particular business. Most HR Directors have for several years now picked up on the service-profit chain to argue a link between employee engagement and performance. But as they work with the other functions — notably marketing and operat

Feigned

https://doi.org/10.1007/978-3-642-84590-1ays — how busy and utilized people and resources are — or, more constructively, how fast value can be delivered to customers. We have chosen lean management as the third of our strategic performance drivers because in a post-credit crunch world, it has gained renewed attention. The conditions that s