ISBN 9788130930701,Management Briefs: HR for Line Managers : Best Practice

Management Briefs: HR for Line Managers : Best Practice

Publisher:

Viva Books

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ISBN 9788130930701
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ISBN 9788130930701
Publisher

Viva Books

Publication Year 2015
ISBN-13

ISBN 9788130930701

ISBN-10 8130930706
Binding

Paper Back

Number of Pages 112 Pages
Language (English)
Subject

Human Resource Management

Table of Contents: 
Introduction Importance of People Management in Today’s World • Why Line Managers Should take the Lead • Key Elements of People Management • Simplified and Uncomplicated “Approaches and Systems” Chapter 01: Getting the Right People: Best Recruitment and Selection Practices Recruitment & Selection as an ‘Inexact’ Science • Establishing Selection Criteria • Gathering the Data at Interviews • Use of ‘Scenario’ Based Questioning • Note-taking at Interviews • First Impressions/Self-Justification • Data Comparison • Selection of Most Suitable Candidate • Post selection Processes • Alternative Approaches Chapter 02: ‘Settling in’ New Staff: Best Induction Practices Initial Entry and Socialisation Processes • ‘Buddying’ or ‘Angel’ Approaches • The Psychological Contract • Focusing the Job Performance of the New Employee • Envelop New Employees with Organisational Values • Induction is a Far Bigger Process than the Training Room • Topics to be Included in the Induction Process Chapter 03: Probation Role of Probation Process • Earning Respect and Trust • Coaching • Performance Development • Performance Review • Review of Progress / Decision to Retain or Let Go • Manager’s Tasks When Approaching Probation End Chapter 04: Managing Individual and Team Performance Managing Performance is a Key Responsibility for All Managers • The D E F T Model is Helpful for Managing Performance: - Dialogue – Expectations – Feedback - Timely Approach • Meaningful Dialogue About Job Responsibilities • Expectations and ‘Line of Sight’ to Organisational Goals • Key Result Areas • Jointly-driven Process • Goal-setting • Personal Development of the Individual and Competency Development • Tips for Giving Feedback • Timely Approach • Reviewing Poor Performance Chapter 05: Recognition and Reward How Rewards Work • What to Reward • How to Reward • Rewarding Performance Throughout the Year • Recognising Effective Performance • Using Informal Rewards • Responding to Higher Level Needs Chapter 06: Employee Grievances Distinction between Complaint and Grievance • Ownership of Employee Grievances • Grievances are Felt More in the ‘Gut’ Than in the ‘Head’ • Resolve Grievances at Lowest Level Possible • Resolve Grievances as Speedily as Possible • Grievance Structures and Processes • Consistency of Approach is Critical • Proactive Approaches to Grievance Resolution Chapter 07: Handling Discipline Confront Disciplinary Issues Early • Pre-discipline Process • Consistency of Approach • Red Hot Stove • Progressive Disciplinary process • Disciplinary Procedure • Gross Misconduct • Dismissal Process • Investigation Process • Disciplinary Hearing Prior to Dismissal • Principles of Natural Justice Chapter 08: Learning and Development Competencies Explained • Promoting Learning and Development • Taking a Learner’s Viewpoint • Getting the Best From Off-the-Job Training Chapter 09: Upholding Dignity and Respect in the Workplace What is Covered • Role of the Manager • Responding to a Complaint • Managing the Process - Hearing the Complaint - Responding to the Complaint - Informal Process - Responding to the Complaint - Formal Process - Follow-up Chapter 10: Change Management Inevitability of Change • Identifying Future Direction of Organisational Change • Key Approaches to Change • Readiness for Change • Resistance to Change • Communication • People and Change • Change Processes • Transformational Leadership Chapter 11: Enhancing Personal Commitment of Staff Utilising the Power and Skills in Others • Moving from Authoritarian to Facilitative Approache • Acquiring Facilitation Skills • ‘Letting-go’ and Developing Confidence in Others • The Commitment Equation • Organisational Skills and Learning Chapter 12: Positive Employee Relations Enlightened Leadership • Team Development Through Empowerment • Team-based Performance Management • Proactive Attitudes and Behaviours Chapter 13: Culture as an Aid to Organisational Strategy Culture: Building the Sort of Organisation You Want • Culture Explained • Building Blocks of Culture • Impact of Culture • Developing a Positive Culture • Time to Change Culture
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