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Managing people at work : a new paradigm for the 21st century /
The organizational environment in the 21st century is not what it was in the 20th Century. It metamorphosed with bulk outsourcing and computer-based decision support tools, and easily coupled with low-cost PC hardware which has created improvements in the productivity of the people, resulting in the...
| Clasificación: | Libro Electrónico |
|---|---|
| Autores principales: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Gistrup, Denmark ; Delft, The Netherlands :
River Publishers,
[2019]
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 090 | |a Internet Access |b ARDC | ||
| 049 | |a UAMI | ||
| 100 | 1 | |a Chemuturi, Murali, |e author. | |
| 245 | 1 | 0 | |a Managing people at work : |b a new paradigm for the 21st century / |c Murali Chemuturi, Vijay Chemuturi. |
| 264 | 1 | |a Gistrup, Denmark ; |a Delft, The Netherlands : |b River Publishers, |c [2019] | |
| 264 | 4 | |c Ã2019 | |
| 300 | |a 1 online resource (370 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 588 | |a Description based on print version record. | ||
| 505 | 0 | |a Preface xi -- List of Figures xiii -- List of Tables xv -- 1 Introduction to People Management 1 -- 1.1 Introduction 1 -- 1.2 Estimate the Requirement for People 1 -- 1.3 Acquire the Required Human Resources 3 -- 1.4 Induct the Acquired People 3 -- 1.5 Motivate the Team Members Towards Higher Levels of Achievement 4 -- 1.6 Discipline the People as Needed 6 -- 1.7 Develop and Mentor People for Shouldering Higher Responsibilities 7 -- 1.8 Performance Appraisals 8 -- 1.9 Release of the Employee 9 -- 1.10 Some Best Practices in People Management 10 -- 1.11 Handling Difficult People 11 -- 1.11.1 Classification of Difficult People 12 -- 1.11.2 Two-timer 12 -- 1.11.3 Backstabber 12 -- 1.11.4 First Chapter Expert 13 -- 1.11.5 The Martyr 13 -- 1.11.6 Prima Donna 14 -- 1.11.7 The Manipulator 14 -- 1.11.8 The Gossip 15 -- 1.11.9 Breather-down-the Neck 15 -- 1.11.10 Buck-stopper 15 -- 1.11.11 No-man 16 -- 1.11.12 Mr. Justice 16 -- 1.11.13 The Carrier Pigeon 17 -- 1.11.14 Final Words on Handling Difficult People 17 -- 2 Organizational Framework 19 -- 2.1 Introduction 19 -- 2.2 Championing the Organizational HR Processes 20 -- 2.3 Funding 21 -- 2.4 Support Systems 23 -- 2.5 Technical and Managerial Processes 26 -- 2.6 Reward and Discipline System 28 -- 2.7 Improvement of the Organizational Framework 29 -- 2.8 Knowledge Management 30 -- 2.9 Human Resources Development 30 -- 2.10 Conclusion 31 -- 3 Capacity Planning 33 -- 3.1 Introduction 33 -- 3.2 Basics of Capacity Planning 37 -- 3.3 Line Balancing 39 -- 3.4 Utilizing Excess Capacity During Troughs of Workload 41 -- 3.5 Capacity Planning in the Software Development Industry 41 -- 3.6 Capacity Planning for the Organization 44 -- 3.7 Capacity Planning for Marketing Department 45 -- 3.8 Capacity Planning of Projects (Delivery) Department 46 -- 3.9 Capacity Planning for Software Quality Assurance 47 -- 3.10 Capacity Planning for PMO 50 -- 3.11 Capacity Planning for Training 51 -- 3.12 Capacity Planning for Finance 51 -- 3.13 Capacity Planning for Systems Administration Department 53. | |
| 505 | 8 | |a 3.14 Capacity Planning for Helpdesk 55 -- 3.15 Capacity Planning for HRD 55 -- 3.16 Final Words about Capacity Planning 57 -- 4 Human Resources Planning 59 -- 4.1 Introduction to Planning 59 -- 4.2 Definition of Planning 62 -- 4.3 Introduction to HR Planning 63 -- 4.4 Types of Human Resources 64 -- 4.5 Activities of HR Planning 64 -- 4.6 Process of HR Planning 71 -- 4.7 Issues in HR Planning 73 -- 4.8 Best Practices in HR Planning 74 -- 4.9 Pitfalls in HR Planning 75 -- 5 Acquisition of Human Resources 77 -- 5.1 Strategies for Human Resource Acquisition 77 -- 5.2 Transient Vs. Regular 81 -- 5.3 Policies for Recruitment 82 -- 5.4 Sources of Human Resources 86 -- 5.5 Recruitment Methods 93 -- 5.6 Recruitment Process 96 -- 5.6.1 Steps in Recruiting Resources from Outside the Organization 98 -- 5.7 Recruitment Pipeline 107 -- 5.8 Intra-organizational Acquisition 109 -- 5.9 Pitfalls in Resource Acquisition 112 -- 5.10 Best Practices in Resource Acquisition 115 -- 6 Managing People at Work 117 -- 6.1 Introduction 117 -- 6.2 Nature of Work in Software Development Organizations 117 -- 6.3 Executing a Software Project 119 -- 6.4 Work Management 126 -- 6.5 Allocation to the Project 127 -- 6.6 Goals of Work Management 137 -- 6.7 Conclusion 138 -- 7 Employee Relations 139 -- 7.1 Introduction 139 -- 7.2 Functions of Employee Relations 140 -- 7.3 Organizational Framework 140 -- 7.4 Salary Administration 142 -- 7.5 Administration of Leave of Absence 142 -- 7.6 Maintenance of Leave Records 145 -- 7.7 Career Management 147 -- 7.8 Ensure Compliance to Statutory Framework 152 -- 7.9 Grievance Resolution 155 -- 7.10 Working from Home 159 -- 7.11 Software Usage for Employee Relations Function 161 -- 8 Salary Administration 163 -- 8.1 Introduction 163 -- 8.2 Organizational Framework in Salary Administration 163 -- 8.3 Regular Salary Administration 166 -- 8.4 Salary Reviews 172 -- 8.5 Implementing the Pay Hikes 182 -- 8.6 Terminal Benefits 183 -- 9 Motivation and Morale Management 187. | |
| 505 | 8 | |a 9.1 Introduction 187 -- 9.2 The Hawthorne Experiment 190 -- 9.3 Two-factor Theory 191 -- 9.4 Hierarchy of Needs by Professor Abraham Maslow 193 -- 9.5 Vroom's Expectancy Theory 195 -- 9.6 Carrot-and-stick Theory 196 -- 9.7 Stimulus-response Theory 197 -- 9.8 Behavioral Correction 198 -- 9.9 Day-to-day Motivation 199 -- 9.10 Morale 200 -- 9.11 Rectification of Poor Morale 204 -- 9.12 Preventing Poor Morale 205 -- 9.13 Morale at the Organizational Level 207 -- 9.14 Management of Motivation and Morale 208 -- 10 Performance Management 211 -- 10.1 Introduction 211 -- 10.2 Dimensions of Performance Management 212 -- 10.2.1 Facilitate Better Performance Management 213 -- 10.2.2 Measuring the Performance 215 -- 10.2.3 Performance Improvement 220 -- 10.2.4 Performance Appraisal 225 -- 10.3 Evolution of Performance Appraisals 228 -- 10.4 Content of Performance Appraisals 230 -- 10.5 Errors in Appraisals 233 -- 10.6 Prerequisites for Effective Performance Appraisals 234 -- 10.7 Quality Assurance of Performance Appraisals 235 -- 10.8 Process for Administering Performance Appraisals 236 -- 11 Skill Retention and Development 239 -- 11.1 Introduction 239 -- 11.2 Skill Retention 240 -- 11.3 Skill Development 241 -- 11.4 Vehicles for Skill Development 242 -- 11.5 Components of a Skill Retention/Development Program 252 -- 11.6 Evaluation of Participant Reception of the Course 260 -- 11.7 Quality Assurance in Conducting the Skill Retention/Development Programs 263 -- 12 Attrition Management 265 -- 12.1 Introduction 265 -- 12.2 Reasons for Attrition 265 -- 12.3 Modes of Attrition 275 -- 12.4 Modes of Organization-Initiated Attrition 278 -- 12.5 Release Prerequisites 280 -- 12.6 Release Activities 286 -- 12.7 Attrition Planning 288 -- 13 HR Department 291 -- 13.1 Introduction 291 -- 13.2 HR Department Functions 291 -- 13.3 Factors Influencing the HRD Organization 301 -- 13.4 HR Department Organization 302 -- 13.5 Staffing the HR Department 307 -- 13.6 Performance Measurement of HR Department 309. | |
| 505 | 8 | |a 14 Roles and Responsibilities in Managing People at Work 313 -- 14.1 Introduction 313 -- 14.2 Stakeholders in People Management 313 -- 15 Process Definition and Improvement for People Management 331 -- 15.1 Introduction 331 -- 15.2 Process 332 -- 15.3 The Steps in Implementing a Process in an Organization 333 -- 15.3.1 Process Definition 333 -- 15.3.1.1 Building quality into the defined process 335 -- 15.3.1.2 Aligning the process with a process model such as ISO 9000/CMM 336 -- 15.3.2 Process Implementation 337 -- 15.3.3 Process Stabilization 337 -- 15.3.4 Process Improvement 339 -- 15.4 Components of a Process 341 -- 15.5 Process Certification 342 -- 15.5.1 Role of Top Management in Process Improvement 343 -- 15.5.2 Role of Supervisors/Managers 344 -- Index 345 -- About the Authors 351. | |
| 520 | |a The organizational environment in the 21st century is not what it was in the 20th Century. It metamorphosed with bulk outsourcing and computer-based decision support tools, and easily coupled with low-cost PC hardware which has created improvements in the productivity of the people, resulting in the reduced numbers. Managers of today manage the results expected of the position rather than managing to get things done as it was expected. In the physical sciences, academia leads the industry whilst in social sciences like management, marketing and economics, industry leads academia. To bridge the knowledge gap that exists between theory and practice, two practitioners from the industry have authored Managing People at Work - A New Paradigm for the 21st Century. Specific new concepts discussed in this book include: * Organizational framework for effective management of people * Capacity planning to optimize the numbers and the costs * Acquisition of Human Resources to take advantage of outsourcing and freelancers * Managing people at work or work management * Employee relations of geographically spread workforce * Motivation and morale detailing only the effective models and a model developed and used effectively by the authors * Performance management supplanting the performance appraisals * Skill retention and development * Attrition management rather than employee retention * Roles and responsibilities of different agencies in the organization to ensure effective human resources management * Tools used in HRM. | ||
| 590 | |a Knovel |b ACADEMIC - Engineering Mgmt & leadership | ||
| 650 | 0 | |a Personnel management. | |
| 650 | 2 | |a Personnel Management | |
| 650 | 6 | |a Personnel |x Direction. | |
| 650 | 7 | |a Personnel management |2 fast | |
| 700 | 1 | |a Chemuturi, Vijay, |e author. | |
| 856 | 4 | 0 | |u https://appknovel.uam.elogim.com/kn/resources/kpMPWANPC2/toc |z Texto completo |
| 938 | |a Askews and Holts Library Services |b ASKH |n AH40652013 | ||
| 994 | |a 92 |b IZTAP | ||