HRM Keyword

8/6/2019 HRM Keyword

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L NO. TOPIC PAGE NUMBER

Unit .1 NATURE OF HUMAN SOURCE DEVELOPMENT

1 Features of Human resource management 2

2 scope/goal of human resource management 2

3 human resource planning 2

4 recruitment and selection 2

5 training and development 2

6 organizational development 3

7 career development 3

8 job design 3

9 performance management system 3

10 compensation and benefits 3

11 employee assistance 3

12 labour relation 3

13 HR research and information systems and audit 3

14 role/functions of human resource management 4

15 the inspection function 4

16 development function 4

17 motivation function 5

18 maintenance function 5

19 employment function 5

20 training and development function 5

21 compensation and benefits function 5

22 employee relations function 5

23 benchmark/principles of human resource management 6

24 individualistic approach 6

25 make employees feel worthwhile 6


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26 fair and just policies 6

27 rewards should be earned 6

28 access to organizational information 6

29 judge the strength 6

30 equal pay for equal work 6

31 do what you preach 6

32 Features of Human resource development 7

33 M.M.Khan 7

34 Prof.Len Nadler 7

35 Schlem 7

36 Nature and scope of human resource development 7

37 importance of human resource development 8

38 competent employees 8

39 role clarity 8

40 committed work force 8

41 greater trust and respect 9

42 synergy effect 9

43 breaks resistance to change 9

44 facilities HRP 9

45 other benefits 9

46 human resource development in India 9

47 Problems and solution related to the human resource practices 10

48 organizational problems 10

49 general problems 11

50 suggestions to overcome human resource development problems in India 11

51 organizational measures 11

52 general measures 12


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53 features of human resource planning 13

54 definitions of human resource planning 13

55 leap and crine 13

56 De Censor and Robbins 13

57 Stoner and Freeman 13

58 Human Resource planning procedure 13

59 Need and importance of Human resource planning 14

60 future manpower requirements 14

61 adjusting to change creating talented personnel 14

62 protection of weaker sections 14

63 execution of personnel functions 14

64 human assets 15

65 breaking the resistance to change 15

66 reduction in personnel costs 15

67 managerial development 15

68 international strategies 15

69 limitations of human resource planning 15

70 factors affecting human resource planning 15

71 type of organization 16

72 strategy of organization 16

73 environmental uncertainties 16

74 time period 16

75 information 16

76 nature of job being filled 16

77 off-loading 16

78 limitations of human resource planning 16

Unit-2 Human Resource planning


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1 definition of Human Resource planning 24

2 uses and benefits of Human Resource planning 24

3 features of Human Resource planning 25

4 the man power management cycle 25

5 limitations of Human Resource planning 25

6 steps involved in Human Resource planning 25

7 Resignations 26

8 Retirements 26

9 Deaths 26

10 Dismissals 26

11 Transfers 26

12 Promotions 26

13 need for Human Resource planning 26

14 methods and steps in Human Resource planning 27

15 annual estimate of vacancies 27

16 long-range estimate of vacancies 27

17 fixed minimum man specification requirements 27

18 specific position estimations 27

19 steps in Human Resource planning 28

20 first step 28

21 second step 28

22 third step 28

23 example of Human Resource planning at L & T 29

24 planning job requirements and descriptions 29

25 adequate recruitment 29

26 adequate training 29

27 adequate salary structure 29


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28 fair appraisal 29

29 job description 30

30 skills analysis 30

31 desirable managerial skills 30

32 decision making skills 30

33 leadership skills 31

34 communication skills 31

35 organizational and social skills 31

36 the basic managerial skills 31

37 selection adequate source of recruitment 32

38 attrition 32

39 features of attrition 32

40 attrition 32

41 reasons 32

42 impact of employee attrition 33

43 cost of re-recurring 33

44 retaining 33

45 loss of productivity 33

46 rates around the world 33

47 attrition in different industries 33

48 attrition in BPO industry 34

49 attrition in IT companies 34

50 attrition in pharmaceutical sector 34

51 battling attrition 35

52 no poach agreement 35

53 background checks 35

54 involvement of families 35


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55 cutting down of freebies 35

56 work culture 35

57 employee branding 35

58 a sense of belonging 35

59 performance based incentives 36

60 job enrichment 36

61 ESOP 36

62 Controlling attrition: the office tiger way 36

63 a proposed solution 36

unit-3 Job Analysis,Jobdescritption,Job specification and Job evaluation

1 features of Job analysis 40

2 Job analysis 41

3 Job analysis provides information on 41

4 steps in Job analysis 42

5 application of Job analysis preparation of job descriptions 44

6 preparations of job specifications 44

7 development of key result areas44

8 design of training programmes 44

9 development of compensation structure 44

10 strategic planning 44

11 Job description and job specification 45

12 orgagnisational elements 45

13 environmental elements 45

14 behavioral element 45

15 Autonomy 46

16 variety 46

17 task identity 46


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18 feed back 46

19 task significance 46

20 techniques of job redesign 46

21 the action that needs to be taken as 46

22 routine jobs 46

23 overspecialized jobs 46

24 job rotation 46

25 job enlargement 46

26 job enrichment 47

27 job evaluation 47

28 scope of application 47

29 introduction of job evaluation system 47

30 contribution of trade unions to job evaluation 48

31 techniques of job evaluation 50

32 job ranking 50

33 job grading 51

34 factor comparison system 52

35 selection of job characteristics 52

36 selection of key jobs 52

37 determination of correct rates of key jobs 52

38 ranking key jobs under each job factor 52

39 allocation of correct rates to each key jobs 52

40 evaluation of all other jobs 52

41 designing, adjusting and operating the wage structure 52

42 point rating system 53

43 select job factor53

44 construction of this yardstick 54


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45 education 55

46 evaluation of the job 55

47 wage survey 56

48 designing the wage structure 57

49 factors affecting the designing of the wage structure area 57

50 labour market conditions 57

51 economic condition of the country 57

52 wage structure of other firms in the same industry 57

53 adjustment and operation of wage structure 57

54 Education:weightage 58

55 experience :weightage 58

56 decision making:weightage 58

57 work complexity and adaptability:weightage 59

58 supervisory responsibilty:weightage 60

59 work contacts:weightage 60

60 independence of operation:weightage 61

61 responsibility for records and reports:weightage 62

62 responsibility for confidential information:weightage 62

63 physical reports:weightage 63

64 working conditions:weightage 63

65 job evaluation factor rating 64

66 the scheme is based on HAY/MSL and point rating system 65

unit 4. recruitment, selection, promotion and transfer

1 concept of recruitment 70

2 organizational policy 70

3 the wages and compensation structure 70

4 government policies 70


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5 labour market 71

6 image and reputation of the organization 71

7 candidate preferences 71

8 recruitment process 71

9 man power planning 71

10 job analysis 71

11 job description 71

12 job specification 71

13 personnel specification 71

14 identification of vacancies 71

15 preparation of budget 71

16 preparation and publication of information 72

17 advertisement 72

18 internet 72

19 receipt of application form 72

20 other method of recruitment 72

21 employee agencies and head hunters 72

22 campus recruitment 73

23 walk in interviews 73

24 employees referral 73

25 aspects of recruitment 73

26 alternatives to recruitment 73

27 overtime 74

28 outsourcing 74

29 temporary employment 74

30 cost effectiveness of recruitment 74

31 source of recruits 74


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32 method of recruitment 74

33 internal and external recruitment 75

34 internal source 75

35 external source 76

36 new Vs old blood 77

37 benefits of recruiting from within 78

38 benefits of using external sources 78

39 sources of recruitment commonly used in India 79

40 concept of selection 81

41 criteria for selection 81

42 the selection process 81

43 preliminary screening 81

44 interview 81

45 structures interview 81

46 unstructured interview 82

47 situational interviews 82

48 stress interviews 82

49 assessment centers 83

50 employment test 83

51 reference checks 83

52 medical examination 83

53 promotion 83

54 meaning 83

55 types of promotion 84

56 purposes of promotion 84

57 basis of promotion 85

58 merit as a basis of promotion 85


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59 seniority as a basis of promotion 85

60 advantages of seniority based promotion 85

61 disadvantages of seniority based promotion 86

62 seniority-cum-merit 86

63 benefits of promotion 87

64 problems with promotion 87

65 promotion policies 87

66 transfer 88

67 meaning 88

68 reasons of transfer 88

69 types of transfer 89

70 production transfer 89

71 replacement transfer 89

72 rotation transfer 89

73 shift transfer 89

74 remedial transfer 89

75 panel transfer 89

76 reasons for transfer 89

77 temporary transfer 89

78 permanent transfer 89

79 company initiated transfer 90

80 benefits of transfer 90

81 problems of transfer 90

82 principles of transfer 90

83 usefulness of interviews 94

84 structured interviews 94

85 situational 94


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86 one to one 94

87 common interview mistakes 94

88 snap judgment 94

89 negative emphasis 94

90 poor knowledge of the job' 94

91 contrast error 95

92 non-verbal communication 95

93 too much/too little talking 95

unit-5 training and development


2 development 98

3 objectives of training 98

4 to increase productivity 98

5 to improve quality 98

6 to help company fulfill its future personnel needs 99

7 to improve organizational climate 99

8 to improve health and safety 99

9 obsolesce prevention 99

10 personal growth 99

11 ole of transfer 100

12 trainer or facilitator 100

13 identification of training needs 101

14 need for training 101

15 sources of identifying training needs 102

16 performance appraisal 102

17 career plans 102

18 system introduction 103


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19 example of training needs identification: SSL technology 103

20 modules are on 104

21 apex body for need identification 105

22 classifying employees 113

23 deadwood 113

24 work horses 113

25 stars 113

26 problem children 114

27 training efforts 114

28 systems approach to training 114

29 methodology of training and development 115

30 employee training method 115

31 on-the-job training 115

32 apprenticeship programs 116

33 job instructions training 116

34 off-the-job training 116

35 classroom lectures or conferences 116

36 films 116

37 simulation exercises 116

38 cases 117

39 experimental exercises 117

40 computer modeling 117

41 vestibule training 117

42 programmed instructions 117

43 management development methods 118

44 on-the-job development 118

45 coaching 118


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46 job rotation 119

47 committee assignment 119

48 appointment to permanent committee 119

49 off-the-job development 119

50 sensitivity training 119

51 transactional analysis 120

52 lecture courses 120

53 simulation exercises 120

54 case study 120

55 simulation decision games 120

56 role-playing 121

57 support of line managers 122

58 evaluating the training programs 123

59 basic criteria 123

60 reactions 123

61 learning 123

62 behavior 123

63 results 123

64 publicise and gain visibility 126

65 goal of training 126

unit-6 Perormance improvement

1 performance counseling 134

2 features of performance counseling 134

3 conditions of effective counseling 134

4 performance counseling phases 135

5 rapport building 135

6 exploration 135


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7 action planning 136

8 processes in performance counseling 137

9 feedback 137

10 pre-interview preparation 138

11 interview 139

12 potential appraisal 141

13 meaning of potential 141

14 the first set 141

15 the second set 142

16 features of performance appraisal 142

17 objectives of potential appraisal 142

18 important qualities 143

19 analytical power 143

20 creative imagination 144

21 sense of reality 145

22 holistic view form a detached position 146

23 approach to problems or situations 146

24 speed/insight 146


26 seeing the relative nature 147

27 judgment 147

28 alertness 147

29 effective leadership 147

30 format of potential appraisal 148

31 development plan 149

unit-7 performance appraisal

1 features of performance appraisal 156


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2 advantages of performance appraisal 156

3 format 157

4 examples of performance appraisal 158

5 management performance review -guidelines 158

6 the system 158

7 salient features 158

8 period of appraisal 158

9 assessment routes 159

10 role of assessors and reviewers 159

11 major possibilities/ duties 159

12 performance and its assessment 160

13 critical factors and attributes 160

14 job knowledge 160

15 planning 160

16 organizing and resource utilization 160

17 communicating 161

18 decision making161

19 winning instinct 161

20 relationships and management style 161

21 overall assessment 162

22 A-excellent 162

23 B-superior 162

24 C-good 162

25 D-fair 163

26 E-poor 163

27 record of appraisal and counseling interview 163

28 placement 164


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29 career progression 164

30 overall remarks 164

31 the format 165

32 experience with the working of the system 169

33 discussion in the senior mangers conference 171

34 percentage distribution of overall rating 171

35 rating fluctuations 172

36 timeliness of submission of records 172

37 attributes 172

38 strengths and area of improvement 172

39 some other areas of concern 173

40 merit rating system in famous international al airlines 173

41 review factors 177

42 quality consciousness 177

43 performance 177

44 character 177

45 discipline and attendance 177

46 360 degree appraisal 178

47 objectives of 360 degree feedback 178

48 basis of 360 degree assessment 179

49 advantages of 360 degree feedback 179

50 prerequisites for participation in 360 degree feedback 180

51 360 degree feedback 182

52 orientation 182

53 questionnaire distribution 183

54 monitoring and follow-up 184

55 data feeding and report 185


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56 workshop 186

57 counseling 187

58 using 360 degree appraisal effectively-some guidelines 187

59 planning levels 188

60 objectives of 360 degree feedback 188

61 appraisal instrument/questionnaire 188

62 appraiser identity 189

63 appraise preparedness 189

64 appraise preparedness 189

65 feedback process 189

66 organizational culture 190

67 implementation level 190

68 feedback management 190

69 identifying improvement areas 190


71 monitoring and follow-up 190

72 reinforcement of new behaviors190

73 results level 191

74 improved individual behavior 191

75 heater awareness of others expectations 191

76 individual and organizational learning 191

77 methods of performance appraisal 192

78 traditional methods 192

79 graphic rating scales 192

80 ranking method 193

81 paired comparison method 193

82 forced distribution method 194


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83 checklist method 194

84 simple checklist method 194

85 weighted checklist 195

86 forced choice method 195

87 critical incident method 196

88 essay or free from appraisal 197

89 group appraisal 197

90 confidential reports 198

91 modern methods 198

92 behaviorally anchored rating scales-BARS 198

93 how to construct BARS 198

94 collect critical incidents 198

95 identify performance dimensions 198

96 reclassification of incidents 199

97 assigning values to the incidents 199

98 producing the final instrument 199

99 assessment center 200

100 human resource accounting 201

101 management by objectives 201

102 psychological appraisal 203

unit-8 career and succession planning

1 career planning 210

2 career anchors 210

3 managerial competence210

4 technical-functional competence 210

5 search for security 210

6 desire for creating and developing something new 210


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7 freedom or independence 211

8 features of career planning 211

9 career development cycle 211

10 exploratory stage 211

11 establishment stage 211

12 maintenance stage 211

13 stage of decline 212

14 career need assessment212

15 career opportunities 212

16 need opportunity alignment 212

17 plateaued employees 212

18 example of a career path model 213

19 some other experiences 214

20 development grade 214

21 officiating assignment 215

22 understudy 215

23 business group 215

24 foreign assignment 216

25 specialized training 216

26 facilities for self-development 217

27 model for planned self-development 217

28 success formula 217

29 job responsibilities 218

30 leadership qualities 218

31 relationships 218

32 self evaluation balance sheet 218

33 job responsibility 218


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34 leadership qualities 219

35 relationships 219

36 self evaluation balance sheet 219

37 for my relationships 223

38 succession planning 223

39 features of succession planning 225

40 time frame 225

41 promotion from within 225

42 example of an excellent succession plan 227

43 unexpected succession 228

44 doppelgangers phenomenon 229

45 whose responsibility 230

unit-9 quality management

1 features of total quality management 236

2 tenets of total quality management 237

3 Dr.josephJuran 237

4 Dr.W.Edwards Deming 238

5 Philip B.Crosby 238

6 Elements of TQM 239

7 The key TQM concepts 239

8 management commitment to quality 239

9 focus of the customer 239

10 prevention rather than detection of defects 239

11 universal quality responsibility 240

12 quality measurement 240

13 continuous improvement 240

14 root cause corrective action 240


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15 employees involvement and empowerment 240

16 synergy of team s 240

17 bench marking 241

18 inventory reduction 241

19 value improvement 241

20 supplier teaming 241

21 training 241

22 need and importance of TQM 241

23 improving customer satisfaction 241

24 enhancing quality 241

25 reduction in waste 241

26 reduction in inventory 242

27 improving productivity 242

28 reducing product development time 242

29 flexibility 242

30 motivates human resource 242

31 enhances competitiveness 242

32 problems in implementing TQM 242

33 TQM incorporates several dimensions 242

34 the crisis implementing TQM arises from 243

35 difficulties experienced in bringing about change 243

36 rising expectations 243

37 features of quality 244

38 definition of quality 244

39 dimensions of quality 244

40 performance 244

41 feature 244


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42 reliability 244

43 conformance 244

44 durability 245

45 serviceability 245

46 aesthetics 245

47 perceived quality 245

48 features of quality circles 245

49 introduction 245

50 definition of quality circle 246

51 characteristics of quality circle 246

52 process of quality circles 246

53 the process of QC's involves 247

54 problem collection 247

55 problem analysis 247

56 problem solution 247

57 management presentation 247

58 implamentation,review and follow up 247

59 benefits of quality circles 247

60 self development 247

61 social development 247

62 opportunity to acquire knowledge 247

63 potential leader 248

64 improved communication skills 248

65 job satisfaction 248

66 healthy work environment 248

67 organizational benefits 248

68 important condition of quality circles 248


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69 unconditional support 248

70 prompt approval 248

71 long term approach 248

72 proper orientation 248

73 morale trickles from the top 249

74 expenditure scrutiny 249

75 dispel fears 249

76 identify of interests 249

77 regular communications 249

78 proper environment 249

79 effective leader 249

80 features of quality control 249

81 components of quality control system 249

82 types of quality control 250

83 on-line 250

84 off-line 250

85 objectives of quality control 250

86 quality audit for quality control 251

87 need for quality audit 251

88 inspection 251

89 definition of inspection 251

90 Alford and Beauty 251

91 Sprigel and Lansburgh 251

92 objectives of inspection 251

93 quality product 251

94 removing defects 260

95 reduction in costs 260


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96 consumer satisfaction 260

unit -10 HRD Audit

1 concept of HRD audit 258

2 HRD audit is comprehensive 258

3 HRD audit examines linkages with other systems 260

4 HRD audit is business driven 261

5 why do most companies wanted HRD audit 261

6 role of HRD audit in business improvement 263

7 methodology of HRD audit 267

8 individual interviews 267

9 group interviews 267

10 workshop 268

11 questionnaire method 269

12 observation 270

13 analysis of secondary data 270

14 analysis of reports, records, manuals and other published literature 270

15 limitations of HRD audit 271

unit-11 managing changes through continuous improvement

1 challenges before the human resource manager 277

2 responding to change 278

3 the new environment 279

4 effect of competition on human resource management 280

5 techniques of continuous improvement 282

6 benchmarking 283

7 benchmarking for competitive advantage 283

8 types of benchmarking 283

9 internal benchmarking 283


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10 competitive benchmarking 283

11 functional benchmarking 284

12 generic benchmarking 284

13 another classification of benchmarking 284

14 benchmarking process 285

15 benchmarking human resource policies an practices 286

16 example of human resource management benchmarking 287

17 participation of management 287

18 peon style of management 287

19 delegation of risk-taking power to managers 287

20 composition of top management team 287

21 training of managers 287

22 incentives of top management 287

23 succession planning 287

24 performance appraisal 288

25 action steps for effective benchmarking 288

26 business process re-engineering 289

27 action steps for Re-engineering 292

28 urgency motivation 294


30 human resource audit 294

unit-12 Good HR practices

1 components of HR practices 300

2 three components 300

3 Competencies, Commitment and culture 300

4 elements of Good HR 301

5 corporate strategy and business-linked HRD 302


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6 systems-engineered and systems-driven HRD 303

7 component systems of HRD-Pareek and RAO 303

8 career systems 303

9 work planning system 303

10 development system 303

11 self renewal system 303

12 culture sub system 304

13 functions of HRD department 305

14 appropriately structured and competent HRD 305

15 roots of organizational culture 308

16 research evidence 309

17 pfeffer 310

18 Yeung and Berman 310

19 Macduffie and krafcik 310

20 stroff 310

21 Huselied 310

22 Bimets 312

23 Welbourne and andrews 312

24 Arthur 312

25 Schneider and Bowen 312

26 Johnson, Ryan and schemit 312

27 Delery and Doty 313

28 impact of good HR practices 314

29 HRD organizational effectiveness 318

30 HRD and HR 321

31 elements of Good HRD 322

32 approach to evaluate the HR function 323


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33 The balanced score card approach 323

34 the strategic HR framework 325

35 business strategy 325

36 organizational capabilities 325

37 human resource practices 325

38 the integrative framework 326

39 Arthur Anderson's human capital appraisal approach 327

40 clarification stage 328

41 assessment stage 328

42 design stage 328

43 implementation stage 328

44 monitoring stage 328

45 the HRD score card: A proposed Model 329

unit-13 recent techniques in human resource management

1 employees for lease 336

2 moon lighting by employees 337

3 blue moon to full moon 337

4 blue moon 337

5 quarter moon lighting 338

6 half moon lighting 338

7 full moon lighting 339

8 effect of moon lighting on HRM in future 339

9 dual career options 340

10 reasons for increase in the number of female employees 340

11 consequences and challenges 341

12 concern for other party's grievances too 341

13 absenteeism 342


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14 stress 342

15 restricted freedom 342

16 work sharing 342

17 restricted freedom 342

18 work sharing 342

19 difficult task to line managers 342

20 promotions 342

21 transfers 343

22 flexi time and flexi work 344

23 flextime 344

24 flexi work 345

25 over specialization in the work 345

26 lack of challenging work 346

27 lack of interest 346

28 routine nature of work 346


30 organization's educational institutes 347

31 management participation in employees organisation s 349

32 influence of employees organization 349

33 need for participation 351

34 nature and extend of participation 351

35 prerequisites for participation 352

36 parties to participation 352

37 contribution to trade union functioning 352

38 possible opposition 353

39 consumer participation in collective bargaining 355

40 causes of disputes 355


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41 collaborative management-multi dimensional approach 359

42 workers participation 360

43 customers participation 361

44 government participation 361

45 stockholders participation 362

46 employee's proxy 363


48 human resource -meaning 364

49 human resource accounting -definitions 364

50 objections against the treatment of people as assets 364

51 need for human resource accounting 365

52 current practice 367

53 consequences 367

54 aims and objectives of HRA 368

55 methods of valuation of human resources 369

56 historical cost method 369

57 replacement cost 369

58 standard cost method 369

59 present value 369

60 current purchase power method -CPM 370

61 opportunity cost method 370

62 economic value method370

63 statistical based method 370

64 valuation models 370

65 Lev and Schwartz model 370

66 Eric Flamholtz Model 370

67 Jaggi-Lau's model 370


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68 benefits of HRA 370

69 human resource accounting in India 371

70 organizational politics 372

71 who act politically 373

72 causes of organizational politics 373

73 techniques of organizational politics 375

74 effect of organizational politics 376

75 exit policy and practice 377

76 meaning 377

77 Governemtn policy before 1991 and its consequences 377

78 extend of surplus 377

79 consequence of surplus manpower 378

80 problems and solutions of pruning 378

81 VRS 382

82 voluntary retirement scheme 383

83 merits of VRS 383

84 Demerits of VRS 383

85 measures to minimize 384

86 national renewal fund 384

87 the challenges of employee exit 385

88 manage employee exit 385

89 future of human resource management 387

unit-14 human resource practice in IT industry

1 best practices in an industry 394

2 strategic partner 395

3 employee advocate 396

4 change champion 397


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5 compensation structure 398

6 the components of compensation system 399

7 job descriptions 399

8 job analysis 399


10 pay structures 399

11 salary surveys 399

12 types of compensation 400

13 base pay 400

14 dearness allowance 400

15 commissions 400

16 overtime pay 400

17 bounses,profit sharing, merit pay 400

18 stock options 400

19 travel, meal ,Housing allowances 400

20 Benefits- dental ,insurance, medical ,vacation,leaves,retirement 400

21 determination of grades 401

22 establish grade pricing and salary range 401

23 determine an appropriate salary structure 401

24 develop a salary administration policy 401

25 obtain top executives approval of the basic salary program 402

26 communicate the final program to employees and managers 402

27 compensation practices 402

28 form 402

29 quantum 403

30 structure 403

31 Mix 403


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32 effectiveness of compensation system 403

33 reinforcement 403

34 expectancy 403

35 equity theory 403

36 compensation survey 403

37 development of salary structure 404


39 financial incentive systems 404

40 piecework 405

41 production bonuses 405

42 commissions 405

43 executive incentives 405

44 group incentive plans 405

45 production incentive plans 405

46 profit sharing plan 405

47 cost reduction plan 405

48 employee benefits 405

49 insurance 406

50 medical benefits 406

51 retirement benefits 406

52 paid leave 406

53 other benefits 406

54 knowledgement management 406

55 meaning 406

56 characteristic of workers in the knowledge society 407

57 emergency HR strategies of a knowledge economy 408

58 60 HR practices 411


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59 Floyd Kemske 411

60 workplace flexibility 411

61 global business 412

62 work and society 413

63 definition of jobs 414

64 strategic roles 415

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