Whose data is it anyway?
- Red rover, red rover. Gates, George // Pulp & Paper;Feb2004, Vol. 78 Issue 2, p15
Focuses on the implications of change in labor management. Information on the Red Rover Syndrome; Application of the Red Rover Syndrome in labor management; Outcomes of change.
- Strategic culture change: The door to achieving high performance and inclusion. Miller, Frederick A. // Public Personnel Management;Summer98, Vol. 27 Issue 2, p151
Discusses diversity as a key resource to create a high performing work culture that enables all members of an organization to do their best work. Inclusion broadens the bandwidth; Achieving inclusion through strategic cultural change; Implementing organization change; The organizational...
- New Chief Executive. // Management Services;Sep98, Vol. 42 Issue 9, p6
This article talks about Ruth Spellman being appointed as the next chief executive in Investors in People UK. Ruth Speilman's career combines experience garnered from the public, private and voluntary sectors. She has spent seven years in her current role, subsequent to strategic consultancy...
- Transforming Human Resource Management Systems to Cope with Diversity. Martín-Alcázar, Fernando; Romero-Fernández, Pedro; Sánchez-Gardey, Gonzalo // Journal of Business Ethics;Jun2012, Vol. 107 Issue 4, p511
The purpose of this study is to examine how workgroup diversity can be managed through specific strategic human resource management systems. Our review shows that 'affirmative action' and traditional 'diversity management' approaches have failed to simultaneously achieve business and social...
- ROLE OF THE REWARD SYSTEM IN MANAGING CHANGES OF ORGANISATIONAL CULTURE. Milikić, Biljana Bogićević // Ekonomski Anali / Economic Annals;2007, Vol. 52 Issue 174-175, p9
The paper intends to investigate how companies can efficiently manage their organisational cultures through changes in the reward system. The paper is based on a research which has taken place in one Serbian company which decided to change its organisational culture, as a prerequisite for...
- Capable and culpable. Butler, Mark // People Management;3/12/2009, Vol. 15 Issue 6, p16
The author reflects on the contribution of the human resource (HR) sector in addressing the impact of recession on organizations. He states the possible reasons to blame HR for the crisis, including its establishment of connection between talent and reward without the counterbalance of...
- Expanding the Frontier of Global Knowledge: Introduction. Jie Shen // Journal of Organisational Transformation & Social Change;2005, Vol. 2 Issue 1, p3
Explores issues and topics about organizational transformation and social change.
- SOCIETAL CHANGING AND ORGANIZATIONAL DEVELOPMENT. Benne, Kenneth D. // Southern Review of Public Administration;Mar78, Vol. 1 Issue 4, p416
Differentiates approaches to organizational development (OD). Emphases in societal change and OD; Differences between their agents and those between the engineering and clinical models; Objective in analyzing the discrepancies in orientation and emphasis.
- Shrinking 'Change Cycle' exposes dysfunction in workplace employees. Jones, Tom E. // Business Journal Serving Fresno & the Central San Joaquin Valley;12/07/98, Issue 322391, p6
Comments on the importance of recognizing the effect of organizational change cycles on employee management strategies. Determination of the amount of time it takes to adopt to cycle changes; Recognition of the role of technology in speeding up the cycle; Identification of values and opinions...