Equity Theory and the Managerial Matrix
- Quick and dirty HR gets the job done. Kearns, Paul // Personnel Today;3/12/2002, p23
Comments on the professionalism of the human resources management in Great Britain. Satisfaction of the bureaucratic necessities of the procedure of the organization; Role of the operational manager; Consideration of the laborious policies and procedures.
- Disagreements: Avoid the divisiveness. Bacilek, Mimi // Sales & Service Excellence;Apr2010, Vol. 10 Issue 4, p8
The article offers suggestions for business managers on how to manage disagreements among organization members and how to predict divisive issues.
- Helping employees get re-engaged during tough times. Clifford, Deborah // Fairfield County Business Journal;10/28/2002, Vol. 41 Issue 43, p17
Provides tips to turn around employee disenfranchisement. Importance of rebuilding trust and confidence; Suggestion to live and coach company values; Advantage of telling the truth to the concerned employees.
- Understanding high performance work systems: the joint contribution of economics and human resource management. Tomer, John F. // Journal of Socio-Economics;2001, Vol. 30 Issue 1, p63
Examines the joint contribution of economics and human resource management in understanding high-performance work systems (HPWS). Integration of economics with organizational behavior; Features of HPWS; Impact of human resource management on productivity and corporate financial performances.
- The Enemy Next Door. Sutton, Robert I. // CIO Insight;Nov2003, Issue 33, p35
Offers suggestions to manage dysfunctional internal competition in an organization. Effect of dysfunctional employee competition on company performance; Incentive system that rewards employees for their contribution to the success of their coworkers; Removal of the star system.
- It's tough, but life is competition. Kmetovicz; Gawel, Ron // Electronic Design;10/04/99, Vol. 47 Issue 20, p32D
Discusses key attributes in successfully competitive organizations. Attraction and retention of educated, talented, and versatile individuals; Execution of activities legally and ethically; Ability to fight dirty to victory or economic death.
- Tactical options for breaking up faulty communication. Overholt, Miles H.; Ambler, Aldonna R. // Management Review;Jul83, Vol. 72 Issue 7, p44
Provides information on triangulation, a common behavioral pattern operative in certain organizational situations. Appearance of triangulation as dysfunctional communication triads; Illustrations showing how managers react to behavioral problems; Reasons for the difficulty in recognizing triangles.
- Back to basics for improved human resource management. Student, Kurt R. // Management Review;Aug78, Vol. 67 Issue 8, p51
Asserts that human resource management can be improved by returning to the basics. Leadership factors; Support for behavior that enhances one's feeling of worth; Interaction facilitation; Goal emphasis; Work facilitation. INSETS: Definitions of the Four Leadership Factors;Management Behavior...
- Dysfunction at Work. Jones, Tom E. // Executive Excellence;May99, Vol. 16 Issue 5, p18
Suggests ways to overcome organizational dysfunction. Symptoms of dysfunctional behavior; Indirect communication; Duplication of work; Loss of corporate records of agreements; Inconsistent application of procedures; Executives' isolation from employees; Stages in the evolution of dysfunction;...