What has been HR's most significant contribution to business
- Women in Logistics. Johnson, James C.; McClure, Diane J.; Schneider, Kenneth C. // Air Force Journal of Logistics;Fall2000, Vol. 24 Issue 3, p3
Focuses on a survey of women executives in the transportation/logistics industry in the United States. Impact of gender on their careers; Two reasons why companies have a strong desire to have more female executives; List of gender-related career surprises; Male supervisor's management of...
- HOW DO YOU KEEP EXECUTIVES? Weingarten, Jaala // Management Review;Sep66, Vol. 55 Issue 9, p56
Discusses strategies that U.S. companies can take to keep their executives. Reasons for executive unrest; 'Up-or-out' programs; Relaxing management rules; Psychic income or status symbol; Attraction of the creative.
- Executive behavioral cages. Rago Jr., James J. // Management Review;Jun73, Vol. 62 Issue 6, p45
Examines behavioral considerations when dealing with executives in the U.S. Misgivings in trying to prove a manager wrong; Maintenance of one's acceptable self-image; Threat of dismissal given to someone who threaten's the manager's image.
- MANAGERIAL TALENT IN PERSONNEL. Miner, John B. // Business Horizons;Dec79, Vol. 22 Issue 6, p10
Focuses on the need for outstanding managers in human resource activities in the United States. Proposals for personnel management changes; Characteristics of the personnel and industrial relations manager; Accounts on the managerial talent levels of the personnel.
- Talent Management. // OfficePro;May/Jun2010, Vol. 70 Issue 3, p3
The article discusses a study conducted by Right Management which found that 94 percent of executives in the U.S. said that talent management is a top priority of 2010.
- HUMAN RESOURCES EXECUTIVES NEED TO UPGRADE ABILITIES. // Industrial Management;Jul/Aug80, Vol. 22 Issue 4, p31
Focuses on the challenges faced by the human resource executives in upgrading one's abilities in the U.S. Conduction of survey on the top management and senior human resource executives; Responsibilities of senior managers in a company; Views of executives on the mobility between line and staff...
- ARE MANGERS TOO LENIENT WITH SLACKERS? // Management Review;Jul88, Vol. 77 Issue 7, p8
Cites a U.S.-based survey of employees about their perceptions of their companies' and management's policies with regard to under-performers. Criticism of companies' perceived lenient attitude toward under-performing employees; Managers' perceived difficulties in confronting poor performers.
- WHITE-COLLAR PRODUCTIVITY: SEEING THROUGH THE CAMOUFLAGE. Berglind, Bradford L.; Scales, Charles D. // Management Review;Jun87, Vol. 76 Issue 6, p41
Examines the difficulties in enhancing the job performance and productivity of managers in the U.S. Growth of the white-collar sector; Exhaustion of blue-collar improvements; Elements of white-collar productivity.
- SAVVY EXECUTIVES KEEP IN TOUCH WITH RECRUITERS. // Management Review;Mar88, Vol. 77 Issue 3, p11
Reports on the phenomenon of managers maintaining relationships with executive recruiters due to the uncertainty created by the prevalence of corporate reshuffling in the U.S. Knowledge and trust in the recruitment process; Increase in the prevalence of reorganizations, cutbacks and divisional...