Relevant bibliographies by topics / Organization and personnel management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Organization and personnel management'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Organization and personnel management"

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Lychkan, Leonid Petrovich. "Personnel management: personnel policy and personnel planning." Uchenyy Sovet (Academic Council), no. 5 (April 22, 2021): 339–51. http://dx.doi.org/10.33920/nik-02-2105-02.

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The article discusses the provisions related to personnel (human resources) planning and certain aspects of such planning, in particular, planning the organization's staffing needs for a certain prospected period for the organization's development and implementation of its targets and plans. When planning the need for personnel in modern context of digital transformation of the system of public relations, in the conditions of the formation of different areas of life of a worker, the development of his own resource capabilities, in the context of a changing economic situation, organizations of a modern type, carrying out their activities and functioning in a specific area, take into account certain factors affecting and influencing the staffing needs of the organization, in particular: the organizational structure of the organization; the production structure of the organization; the strategy of the organization, the mission of the organization, the functions of the organization; the production process in the organization; the staffing of the organization (actual staffing - attendance and payroll staff ); the qualitative planning of the organization's staffing needs; the quantitative planning of the organization's staffing needs; programs for the release of goods and the provision of services; the degree of mechanization and automation of the organization's production (the use of new technologies in production), including management processes. The organization's activities are always aimed at establishing business relationships with customers, suppliers, competitors, and other persons who are of interest to the organization and, thereby, contribute to the implementation of the business strategy of a modern organization. Strategy is the result of a generalized determination of the long-term course of the development of the organization, the direction and nature of the organization's actions, associated with the choice of a goal, solution of the corresponding problems, formation of a holistic vision and responsible implementation of the business model of the organization's development, and obtainment of the planned result. An organization's strategy is a set of measures aimed at introducing personnel to the goals of the organization and means to achieve the goals in a certain period of the organization's functioning.
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Kyriy, Serhiy, Kseniia Kalienik, Oleg Ananin, Igor Kukin, Iryna Zrybnieva, and Vera Romanova. "Methodological foundations of strategic personnel management." LAPLAGE EM REVISTA 7, no. 3A (August 30, 2021): 26–31. http://dx.doi.org/10.24115/s2446-6220202173a1360p.26-31.

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The paper discusses the content, principles, scientific schools and modern trends in people management in an organization. At methodological tools for evaluating the strategic potential of the organization's people; the method for evaluating the strategic potential of the company's personnel is proposed based on an analysis of the use of the working hours fund. The results of the activities of staff in management positions, colleagues, subordinates and the employee's opinion are determining axes in the perception of the studied object, that is, people respond proactively to the management style according to the structure and planning of organizational praxis.
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Didur, Hanna, and Nataliia Smyrnova. "PERSONNEL MANAGEMENT SUBSYSTEM AS A COMPONENT OF AGRICULTURAL ORGANIZATIONS MANAGEMENT." Economic Analysis, no. 28(1) (2018): 222–30. http://dx.doi.org/10.35774/econa2018.01.222.

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Introduction. The practice of modern enterprises activity suggests that it is impossible to ensure the efficiency and competitiveness of the organization as an integral system without effective personnel management. However, in the agrarian enterprises of Ukraine, the formation of an effective system of personnel management remains without due attention. Purpose. The article aims to identify the features and to find out the ways to form an effective subsystem of personnel management in agrarian organizations. Method (methodology). We have used the following methods in the course of the research: methods of critical and structured analysis; monographic method, method of trend analysis. Results. The problems of personnel management in agricultural enterprises of Ukraine have been investigated. The components of the personnel management subsystem in the organization management have been determined. Hierarchical levels of personnel management functions subordination have been selected. The directions of the personnel management system improvement in agrarian enterprises have been offered. Scope of results. The results of the research can be applied to improve the management of agrarian organizations through the formation of an effective personnel management subsystem.
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Берсенева, И., I. Berseneva, Г. Микоян, and G. Mikoyan. "Improvement of the Management System of Personnel in «Leroy Merlin»." Management of the Personnel and Intellectual Resources in Russia 7, no. 4 (September 25, 2018): 58–60. http://dx.doi.org/10.12737/article_5b8d133d3f85c3.54409427.

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The essence and content of the theory of management, the evolution of managerial thought, the new administrative paradigm, the theoretical foundations of management and the current state of management theory are examined. Technologies of management of social and economic systems are presented: technology of development of administrative decisions. technology management of organizational changes, the technology of communication processes in the organization, technology management of the organization’s confl icts, information technology in the organization. The article gives applied aspects of the management of public and private organizations, the strategic management of the organization, the management of the organization’s personnel, crisis management, the management of the organization’s innovation activities, quality management, material management, investment management, project management, enterprise risk management, production management, environmental management.
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Тавасиева, Z. Tavasieva, Позмогов, and A. Pozmogov. "INNOVATION IN PERSONNEL MANAGEMENT OF ORGANIZATION." Management of the Personnel and Intellectual Resources in Russia 6, no. 2 (May 4, 2017): 11–14. http://dx.doi.org/10.12737/25268.

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In modern conditions of managing in the organizations introduction of innovative technologies in the sphere of human resource management becomes an urgent task. The most important factor of realization of innovative solutions of the tasks arising in modern collectives are personnel innovations. They are based on need of close interrelation of the development strategy of the company with planning of personnel; to assessment of extent of influence of costs for work with shots on economic indicators of production; formation of necessary amount of competences, professional skills for effective work in labor market. The main directions of innovative personnel technologies, and also forms of their realization in a control system are defined. The model of work with innovations in a personnel management system is offered. Dependences of introduction of innovations in human resource management with the solution of specific objectives, and also their basic orientations are established. It is claimed that a main goal of in human resource management, is providing the organization by the employees capable to the innovative ideas and technologies of their embodiment.
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WIŚNIEWSKI, Janusz. "OF PERSONNEL MANAGEMENT IN THE ORGANIZATION." Nowoczesne Systemy Zarządzania 11, no. 1 (December 20, 2016): 215–26. http://dx.doi.org/10.37055/nsz/129383.

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W niniejszym opracowaniu omówiono zagadnienia, jakie muszą być spełnione, aby przy pełnym zaangażowaniu i pracy zatrudnionych ludzi organizacja osiągnęła sukces. Efekt taki jest możliwy tylko wtedy, gdy odpowiedni ludzie znajdują się na odpowiednich stanowiskach. Funkcjonowanie przedsiębiorstwa w zasadniczym stopniu zależy od sposobu planowania zatrudnienia, a wpływ na nie mają wewnętrzne i zewnętrzne czynniki determinujące jego wielkość i strukturę. Rekrutacja jest zadaniem organizatorskim, mającym na celu zatrudnienie pracowników najbardziej odpowiednich, jeśli chodzi o ich kwalifikacje i cechy osobowościowe. Wyszukiwanie kandydatów do pracy w liczbie i stanie kwalifikacyjnym zgodnymi z planem zatrudnienia jest celem naboru. Pracowników o stosownych kompetencjach można poszukiwać wewnątrz organizacji lub na zewnątrz. Każda organizacja ma własny system oddziaływań na swoich pracowników, którego celem jest zachęcanie ich do podejmowania korzystnych zachowań na rzecz firmy, a unikania niekorzystnych. Największe znaczenie w systemie motywowania odgrywa wynagrodzenie. Formy płac są uzależnione od ilości i efektów pracy, a zakres ich stosowania ulega ciągłej zmianie. Najczęściej spotykane formy wynagradzania to: elementarne formy płac – dotyczą one wynagrodzenia zasadniczego; formy płac uzupełniających, np. premie i płace zadaniowe. Umiejętne zarządzanie pracą i płacą jest sposobem na realizację wspólnego dążenia ludzi i organizacji do zbieżnych ze sobą celów.
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Tarasenko, V. V. "CAREER MANAGEMENT OF MANAGERIAL PERSONNEL OF EDUCATIONAL ORGANIZATION: MODERN PROBLEMS AND POSSIBLE SOLUTIONS." Vestnik Universiteta, no. 9 (October 26, 2019): 26–32. http://dx.doi.org/10.26425/1816-4277-2019-9-26-32.

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The article has been devoted to the ongoing research of a system of development of managerial personnel of educational organization. The results of the analysis of modern problems and the search for possible solutions to improve the management of the career of managerial personnel of educational organization have been presented. The essence and content of career management of managerial personnel of educational organization have been clarified; a set of problems, caused by the lack of a systematic approach to career management of managerial personnel of educational organizations has been substantiated; possible solutions to improve career management of managerial personnel of educational organization have been offered.
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Solovova, Natalya, Olga Kalmykova, and Natallia Sukhankina. "HR MANAGER COMPETENCE FORMATION METHODS REGARDING PERSONNEL RISK MANAGEMENT." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 1 (May 21, 2019): 506. http://dx.doi.org/10.17770/sie2019vol1.3819.

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In a post-crisis society, the most valuable economic and social resources of an organization are human capital. Modern strategies of management employed by an organization need special management approaches that would base on analysis of activities’ mechanisms and processes associated with personnel risks. One of the organizational, methodological and pedagogical solutions to this problem is the educational technology for raising competence level of managers in risk management. The research is aimed at methodological, managerial and organizational recommendations for competence formation of MSc in personnel risks management (major "Human Resource Management"). Research methods: expert survey, questionnaires, interview. The main finding of the research study: respondents were interviewed (Bachelors and Masters of Samara National Research University named after academician SP Korolev, of Samara State Technical University, executives, managers, HR managers, employees of industrial enterprises and of organizations providing services) to assess the relevance of competence in management of personnel-related risks for professional activities of an HR manager; learning and teaching support material has been developed to be used in training and education organized at the university and for management consulting of employers and employees of various organizations; samples of tasks for “Evaluation Tools Fund” have been developed, aimed at identifying the level of formation of the components of professional competence in management of personnel-related risks.
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Antipova, Ol'ga. "Model of Development of Competences of Workers and Experts As Element of Personnel Marketing in the Personnel Management System." Management of the Personnel and Intellectual Resources in Russia 8, no. 6 (February 19, 2020): 38–43. http://dx.doi.org/10.12737/2305-7807-2020-38-43.

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Subject. Strategic management of human resources defi nes the general direction in which the organization intends to follow, solving strategic problems and achieving the planned objectives. Such management defi nes in the long term practice of formation and development of human resources, managements of indicators of personnel work, etc. The modern competitive strategy of improvement of quality of labor in modern productions, has to be based on formation at workers of the key competences caused by branch specifics. Purposes. A main objective is to open one of human resource management approaches — marketing of the personnel representing the system of relationship of the organization with personnel. In modern conditions marketing of personnel promotes planning and realization of functional management of human resources. Methodology. For achievement of the planned results modeling methods — a structurization method are used. Results. Need of use of personnel marketing as resource-saving mechanism is proved in a personnel management system: the model of development of competences of workers and experts as one of elements of personnel marketing directed to increase in labor productivity in structural divisions of the oil company is off ered; it is provided creations of the centers of development of competences of organizational structure of large corporations and its interaction with the structural divisions which are responsible for development of a production system, the educational organizations and the companies which are carrying out the assessment of competences. Conclusions. Within the research it is noted that the model of development of competences of workers and experts has to be in the center of attention when forming the development strategy of the organization, representing one of elements based on which the organization forms competitive advantages of the personnel.
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Коптева, Zhanna Kopteva, Варфоломеев, and Aleksandr Varfolomeev. "HUMAN RESOURCE MANAGEMENT AS AN INNOVATIVE TECHNOLOGY OF PERSONNEL MANAGEMENT." Central Russian Journal of Social Sciences 10, no. 6 (November 27, 2015): 276–84. http://dx.doi.org/10.12737/16821.

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Nowadays changes in economic conditions of functioning of Russian companies have led to a need to introduce an innovative approach to personnel management. The article discusses the main directions of building an effective system of innovative human resource management through the application of technologies of Human Resource Management. Creating a supportive atmosphere of innovation involves identifying the factors that influence the process of introducing innovations in the organization, which HR-managers should consider in their work with the staff. Based on the results obtained during the study, there are the following groups of factors: political; legal; organizational and economic; social and psychological; technical. The classification of the main functions of HR-managers is presented in detail in the article and an algorithm for constructing a corporate personnel training system using PESTEL analysis is given. The introduction of any innovation in the organization as a consequence requires training and development of staff. Innovative personnel management system will help to build a competent and efficient work of employees and improve communication within the organization, which in its turn, will have a positive impact on revenues and profitability of the company.
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Dissertations / Theses on the topic "Organization and personnel management"

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Pokela, S. (Saara). "Strategic management of personnel productivity:case study in Finnish healthcare organization." Master's thesis, University of Oulu, 2016. http://urn.fi/URN:NBN:fi:oulu-201606072418.

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The modern management theories show that workers perform best when they are happily engaged in what they do. The management of human productivity is all about advancing human factors which cause the employees’ welfare and reasonableness at work. These factors combine the context of work suction: the gumption, devote and getting absorbed in work. Single human competencies and human resource development of employees have strong connection not only to the organizational business performance, but also the quality of working life and organizational development, organizational creativity and innovations. The aim of developing personnel management lay in the deepest heart of organizational productivity and business efficiencies. The way in which an organization manages its human resources is also one of the centrally important factors to execution of its business strategy. When optimizing working life and organization’s productivity, the look turns to qualified management. The strategic management of personnel management includes the deep understanding of grounds and consequences of human behavior amongst working context. In optimal circumstances, human will be effective and innovative employee, when the demands and responsibilities as human being, as a family member and as a team member will be in optimal balance with working life. Opportunities for personal and occupational development and experience of success will cause work productivity, product quality and working flow. In my research I have tried to find means to improve the performance of Caritas Palvelut Corporation so, that the corporation’s vision settled for the future can be reached. I’ve tried to find out what are the effective human resources development processes, that focus on the development of organization specific ambition and intrinsic motivation drivers. I have research the aspects of lived workplace experiences including motivation drivers and every day welfare, cognitive participation like ambition stimulus, group coherence and management aspects related. I have found out, that good organizational culture verifies individuals’ willingness and talents to success together, I’ve noticed that workplace stimuli does not cause any occupational ambitions. Ambition and intellectual curiousness seem to be related more on working joy and inner reward of working tasks, than any kind of managerial approach or external factor. My research evidences, that belonginess to a group does not correlate to working joy, but rather management satisfaction and experience of knowledge leverage inside the organization. My research also verifies that the workers of target organization are willing to carry out responsibilities without too much guiding. On the other hand, working demands are seen to be adequate low. Positive managerial approach seems to correlate most favourable outcomes, but according to previous academic studies the level of managerial demands also matter. The occupational self-esteem and preciousness of one’s work relate to knowledge of one’s role in the team and organizational entity. These factors together correlate strongly with expressions of rewarding and gladness among work. Since the spirit of instrinsic motivation seems to be stemming from personal traits, the quality of working life will have only limited means for the enhancement. Still, person’s social environment and organizational culture can have a significant effect on person’s level of intrinsic motivation. In organizational context very small push and moves to the desirable direction may have remarkable outcomes. Therefore, management should be aware of the motivational drivers and existing values among working contexts.
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Bennett, Nathan. "Personnel/human resource departments and uncertainty : a test of Thompson's model of boundary spanning units." Diss., Georgia Institute of Technology, 1989. http://hdl.handle.net/1853/30069.

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Ramcharan, Aneel. "Managing human resources in education : applying organisational communication in educational management." Thesis, University of Zululand, 2004. http://hdl.handle.net/10530/321.

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A thesis submitted in fulfilment of the requirements for the Degree of D.Litt in Communication Science, University of Zululand, 2004.
Human Resource Management has become one of the most discussed approaches to the practice and analysis of employment relationship in our modern society. In this thesis I present my recommendations that organisations will function more effectively and efficiently if the people who work in them are encouraged to develop professionally and to use that approach to undertake organisational tasks. Increasingly human resource management is being recognised as crucial, not only to the individual but also to the promotion of effective and efficient organisations. In this thesis I will focus on educational management in two ways — from the perspective of the individual and from the perspective of the organisation. Educational management is a diverse and complex range of activities calling on the exercise of considerable knowledge, skill and judgement by individuals, but its practice is dependent on the culture of particular organisational settings. I focus on this constant interplay between individual capability and organisational requirements, which make human resource management for educational managers both challenging and exciting. In this thesis I will examine how the concepts, skills and insights gained through professional development can be applied by educational managers to specific organisational tasks and systems. At best this thesis encourages school managers to ask questions about their own organisations and to develop their own solutions appropriate to their organisations. My research involves a mixture of theory and practical examples, which it is envisaged will spur students of learning and educational managers to apply and refine in the future. In the final phase of my research I reveal how the concepts, skills and insights gained through professional development can be applied bv educational managers to specific organisational tasks and systems in the effective use of human resources.
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Gibbons, Theresa. "Engagement, motivation, and performance in a multigenerational organization /." Burnaby B.C. : Simon Fraser University, 2005. http://ir.lib.sfu.ca/handle/1892/3627.

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Ngai, Kin-fai. "An appraisal of computer-based management information systems in Hong Kong secondary schools with emphasis on human resource factors." Hong Kong : University of Hong Kong, 1992. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13890657.

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Nuckolls, Ida Jeanette Thomas Clayton F. "Practices used in Illinois school districts for recruitment, selection, and assignment of instructional personnel." Normal, Ill. Illinois State University, 1993. http://wwwlib.umi.com/cr/ilstu/fullcit?p9323739.

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Thesis (Ed. D.)--Illinois State University, 1993.
Title from title page screen, viewed February 15, 2006. Dissertation Committee: Clayton F. Thomas (chair), Ronald L. Laymon, Patricia A. O'Connell, Jeffrey B. Hecht, Leslie L. O'Melia. Includes bibliographical references (leaves 122-132) and abstract. Also available in print.
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Philips, Åke. "Eldsjälar : en studie av aktörsskap i arbetsorganisatoriskt utvecklingsarbete." Doctoral thesis, Handelshögskolan i Stockholm, Företagslednings- och Arbetslivsfrågor (A), 1988. http://urn.kb.se/resolve?urn=urn:nbn:se:hhs:diva-762.

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Företagens konkurrenskraft beror allt mer på förmågan att attrahera, tillvarata och utveckla de mänskliga resurserna. Hur kan då arbetets organisation förändras för att åstadkomma delaktighet, kompetensutveckling och lärande? En del av detta handlar om att hitta, ge utrymme för, stödja och utveckla eldsjälar. Eldsjälar är personer som engagerar sig starkt i en verksamhet. De drivs av brinnande entusiasm. I företag och organisationer spelar eldsjälar ofta en avgörande roll för förändring och förnyelse. Det gäller inte minst i utvecklingsarbeten som berör arbetets organisation. Men vad gör egentligen eldsjälar i ett arbetsorganisatoriskt utvecklingsarbete? Vilka problem möter de? Varför engagerar de sig? Varför agerar de som de gör? Kan de lära av sina erfarenheter och vidareutvecklas som eldsjälar? Denna avhandling redovisar resultaten av en studie av eldsjälar och deras insatser. De eldsjälar som har studerats var huvudaktörer i försök med nya sätt att organisera arbetet i början av 1970-talet. I boken identifieras två grundläggande dilemman som eldsjälar måste hantera för att utvecklingsarbete ska leda till förändring och lärande. De handlingsmöjligheter eldsjälar har, beskrivs i termer av fyra metoder för aktörsskap. I avhandlingen diskuteras hur eldsjälar kan vidareutveckla sitt agerande och sin kompetens för att åstadkomma arbetsorganisatorisk utveckling. För personer som på olika sätt är involverade i organisatoriskt utvecklingsarbete erbjuder avhandlingen både praktisk och teoretisk vägledning. Avhandlingen är av speciellt intresse för chefer, fackliga företrädare, aktionsforskare, konsulter samt personer sysselsatta med personal-, organisations- och utbildningsfrågor.

Diss. Stockholm : Handelshögskolan, 1988

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Smith, Brent A. "Relationship management in the sales organization : an examination of leadership style and cultural orientation in sales manager and salesperson dyads /." Philadelphia, Pa. : Drexel University, 2004. http://dspace.library.drexel.edu/handle/1860/274.

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Lesch, Anthea M. "The experience of multi-cultural communication within a South African organization." Thesis, Rhodes University, 2000. http://hdl.handle.net/10962/d1002517.

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This research study was conducted in an attempt to explore the experience of multicultural communication within a South African organization. To this end employees, representing both Black and White culture, within a South African organization in the throes of transformation, were accessed. A model of managing diversity, focussing on the personal, interpersonal and organizational levels, was utilized in an attempt to uncover the nature of the experience of multi-cultural communication within Company X. A qualitative research design, and more specifically the case study method was employed in this study. Consistent with the case study approach a number of data sources were accessed. The primary data source consisted of a 3-stage interview process. Other data sources included documentary sources and company publications. By accessing multiple data sources, the researcher attempted to gain a holistic understanding of the experience of multi-cultural communication. It was found that the societal context of our post-Apartheid society exercises a profound influence on multi-cultural communication. Under Apartheid cultural separation was promoted. Diverse peoples thus have little common basis for interaction and view each other with skepticism and distrust. This exercises an effect on the personal and organizational levels of the managing diversity model. Influences at the personal level relate to the cultural paradigms of the individuals which provide the rules governing interactions and affect judgements of acceptable and unacceptable behaviours. Issues at the organizational level relate to its structures and policies which are still based on the “white is right ideology”. These issues, in turn, affect the interpersonal level of managing diversity, i.e., where the interactions occur, causing “communication short circuits” within the process of multi-cultural communication. In order to deal with failed multi-cultural communication, the individuals have developed a number of coping strategies. The results of the study indicate that both the organization and its employees share a responsibility for creating an environment that will facilitate effective multi-cultural communication.
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Lau, Kit-man, and 劉傑文. "A police organization in a changing world: the experience of staff communications in the Hong Kong Police Force." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2012. http://hub.hku.hk/bib/B50255411.

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Books on the topic "Organization and personnel management"

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Ambrose, Delorese. Healing the downsized organization. New York: Harmony Books, 1996.

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Personnel management for effective schools. 2nd ed. Boston: Allyn & Bacon, 1996.

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Personnel management for effective schools. Boston: Allyn and Bacon, 1991.

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Turner, J. Rodney. Human resource management in the project-oriented organization. Newtown Square, Pa: Project Management Institute, 2008.

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1969-, Huemann Martina, Keegan Anne E, and Project Management Institute, eds. Human resource management in the project-oriented organization. Newtown Square, Pa: Project Management Institute, 2008.

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Turner, J. Rodney. Human resource management in the project-oriented organization. Newtown Square, Pa: Project Management Institute, 2008.

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Management. Cincinnati: South-Western Pub. Co., 1988.

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Polevaya, Marina, Igor' Belogrud, Irina Ivanova, Elena Kamneva, Valentina Maslova, Sergey Polevoy, Margarita Simonova, and Alla Subocheva. Technologies of personnel training and development in the organization. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1003926.

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In the modern economy, high-quality personnel is a key factor for the success of an organization. The success of the organization directly depends on the degree of qualification of the staff. The textbook presents technologies, methods and types of personnel training and development; legal and organizational aspects of professional training; socio-psychological features of personnel training and development; the basics of forming and managing the personnel reserve in the organization, as well as methods for evaluating the effectiveness of personnel training and development in the organization. It is intended for students studying in the direction of training "Personnel Management", students of institutes and advanced training courses, employees of personnel management services, managers of enterprises and organizations.
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Argyris, Chris. Integrating the individual and the organization. New Brunswick, U.S.A: Transaction Publishers, 1990.

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Love, Alaina. The Purpose Linked Organization. New York: McGraw-Hill, 2009.

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Book chapters on the topic "Organization and personnel management"

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Dresang, Dennis L. "Organization for Personnel Management." In Personnel Management in Government Agencies and Nonprofit Organizations, 100–118. Sixth edition. | New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315545387-6.

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Yang, Jianming. "Team Organization and Personnel." In Environmental Management in Mega Construction Projects, 15–20. Singapore: Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-3605-7_3.

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Llorens, Jared J., Donald E. Klingner, and John Nalbandian. "Organizational Justice." In Public Personnel Management, 301–29. Seventh Edition. | New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315271255-13.

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Christiansen, James A. "Corporate and Business Unit Management Tools 3: Personnel Management and Culture." In Building the Innovative Organization, 127–82. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1057/9780333977446_5.

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Lin, Shaopei, and Dan Huang. "Personnel and Organizations." In Project Management Under Internet Era, 73–105. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-2799-9_3.

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Pynes, Joan E. "Human Resources Management in Nonprofit Organizations." In Public Personnel Management, 221–36. Sixth edition. | New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315527055-16.

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Wray, Siobhan, and Sacha Rymell. "Personal organization and time management." In Developing Resilience for Social Work Practice, 73–92. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1057/978-1-137-30250-2_5.

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Mizintseva, Maria, Anna Sardarian, and Maria Chavykina. "Personnel Development of Leadership Capacity Management in Organizations." In Sustainable Leadership for Entrepreneurs and Academics, 91–101. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-15495-0_10.

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Dresang, Dennis L. "Introduction." In Personnel Management in Government Agencies and Nonprofit Organizations, 3–16. Sixth edition. | New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315545387-1.

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Dresang, Dennis L. "Performance Evaluation." In Personnel Management in Government Agencies and Nonprofit Organizations, 171–89. Sixth edition. | New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315545387-10.

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Conference papers on the topic "Organization and personnel management"

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Danilina, Elena Ivanovna. "CRITERIA FOR THE EFFECTIVENESS OF THE PERSONNEL MANAGEMENT SYSTEM." In VIII Международная научно-практическая конференция «Инновационные аспекты развития науки и техники». KDU, Moscow, 2021. http://dx.doi.org/10.31453/kdu.ru.978-5-7913-1176-4-2021-14-20.

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This article discusses the concept and role of criteria for the effectiveness of the personnel management system. The analysis of methods for studying the current state of the organization's personnel management system is also presented. The necessity of creating a model of criteria for the effectiveness of the personnel management system for a specific organization is justified.
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Merkevičius, Juozas. "Aspects of Personnel Loyalty of Virtual Organization." In The 7th International Scientific Conference "Business and Management 2012". Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2012. http://dx.doi.org/10.3846/bm.2012.112.

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Bakhtin, M. B., S. E. Dovbysh, and A. A. Arinushkina. "Improving the Educational Organization Management System: Personnel Aspect." In Proceedings of the International Conference on the Development of Education in Eurasia (ICDEE 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icdee-19.2019.17.

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Gallivan, Michael J. "Changes in the management of the information systems organization." In the 1994 computer personnel research conference. New York, New York, USA: ACM Press, 1994. http://dx.doi.org/10.1145/186281.186296.

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Kirillova, Elena A., Umar M. Yakhutlov, Xi Wenqi, Guo Huiting, and Wang Suyu. "Information Security in the Management of Personnel in a Modern Organization." In 2020 International Conference on Quality Management, Transport and Information Security, Information Technologies (IT&QM&IS). IEEE, 2020. http://dx.doi.org/10.1109/itqmis51053.2020.9322884.

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Ilyukhina, Larisa Alekseevna. "IMPROVEMENT OF THE PROCESS OF INVOLVING QUALITYBASED ORGANIZATION PERSONNEL." In Russian science: actual researches and developments. Samara State University of Economics, 2020. http://dx.doi.org/10.46554/russian.science-2020.03-1-174/179.

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The article describes the main stages of development and implementation of the process of staff involvement and staff competency as one of the principles of the quality management system. Often, the involvement of personnel occurs on the basis of stimulating the work of personnel, which is not the main tool for their interest and retention. It is necessary to move to a new level of work with personnel, create conditions for their involvement, and qualitatively improve this process.
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Grishina, Valeria Alexandrovna, and Alina Vadimovna Zarodina. "THE ROLE OF BENEFITS IN ATTRACTING, RETAINING AND MOTIVING PERSONNEL." In Russian science: actual researches and developments. Samara State University of Economics, 2020. http://dx.doi.org/10.46554/russian.science-2020.03-1-755/760.

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The article analyzes the characteristic features of the process of attracting, retaining and motivating personnel, considers the functions of attracting, retaining and motivating personnel from the perspective of the object and subject of management, analyzes the classification of incentives used in the organization for employees, describes the classification and specific features of various benefits used in organizations for staff. The benefits in the federal network of Japanese cuisine "Sushishop" are considered
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Hester, Andrea J. "Increasing collaborative knowledge management in your organization." In the 2010 Special Interest Group on Management Information System's 48th annual conference on Computer personnel research. New York, New York, USA: ACM Press, 2010. http://dx.doi.org/10.1145/1796900.1796961.

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Verzbolovskis, Maria, and Jorge Ballesio. "Management of Change for the Marine and Offshore Industries." In ASME 2013 32nd International Conference on Ocean, Offshore and Arctic Engineering. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/omae2013-11630.

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Change is inevitable in any type of business. Successful organizations are dynamic and are constantly undergoing change, striving for innovative and cost-effective solutions to achieve sustainability in a robust and competitive business environment. Modifications may be required to equipment, operational policies, and organizational structure or personnel. History has illustrated the potential negative consequences associated with changes that are not managed appropriately. Common problems with respect to the implementation of a change include: • changes that are not technically sound, • lack of careful consideration of the ramifications, • poor execution, and • failure to effectively communicate change information to key personnel. A Management of Change (MoC) system is a combination of policies and procedures used to evaluate the potential impacts of a proposed change so that it does not result in unacceptable risks. A thorough MoC system manages both temporary and permanent modifications in a ship or offshore unit including equipment, materials, operating procedures and conditions, and personnel. An effective MoC system will not only minimize significant impacts on safety and the environment, but will incorporate strategies in managing the associated business risks on quality, continued commerce and security. A system requiring MoC for every modification is likely to become onerous and unproductive. This paper provides guidance for selection of the activities and systems to be subject to management of change, the life-cycle applicability, types of changes to be evaluated, and boundaries and overlaps with other administrative programs or elements. It describes key functions and interrelationships for personnel at various levels of a representative organization. In summary, this paper describes the core principles to be considered when developing and implementing an MoC program that will optimize existing safety and risk management efforts.
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Sadigov, Rahim. "CONCEPTUAL BASES OF STRATEGIC HUMAN RESOURCE MANAGEMENT." In THE LAW AND THE BUSINESS IN THE CONTEMPORARY SOCIETY 2020. University publishing house "Science and Economics", University of Economics - Varna, 2020. http://dx.doi.org/10.36997/lbcs2020.62.

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The main purpose of the research paper is to study the strategic management of human resources in industrial enterprises, career development and stimulation in the activity. Labor resources are active elements in the production of goods, the creation of material wealth and the provision of services to society. Human resources are important ones in all areas of the national economy. Human resources act as a creative component in the organization and management using their mental, spiritual and psychological capabilities. Human resources study and analyze technical, technological possibilities and financial sources, make management decisions as a leading resource in any organization. Research methodology is related in personnel policy and the comprehensive study of strategic human resource management. Human resource management in industrial enterprises is the main subsystem management system. This issue affects on the development of the enterprise, increasing the quality of products, economic efficiency and profits. The importance of the research paper - is to apply the results in the management of industrial enterprises. Human resource management contributes to sustainable operation in enterprises and organizations. The scientific novelty of the research is the definition of a successful personnel policy in the enterprise. Thus, the article identifies strategic goals in human resource management, and develops a corporate concept in this area. The article discusses the application of new technologies for career development. The application of innovations and methods in the implementation of management functions is the basis for motivating the workforce in an organization. All functions and management methods are applied in the process of strategic management of human resources. Management methods are social in nature, as well as ensure the direct development of employees, labor resources and actively influence on the outcome. Management methods lead to the expansion of financial and economic activities of the enterprise, the development of economic activities, the growth of labor resources. Management methods allow to increase competitiveness, as well as to attract partners, suppliers, customers and others. In this regard, our research can be commended in terms of the application of innovation in management.
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Reports on the topic "Organization and personnel management"

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DEPARTMENT OF THE ARMY WASHINGTON DC. Civilian Personnel: Career Management. Fort Belvoir, VA: Defense Technical Information Center, December 2001. http://dx.doi.org/10.21236/ada402448.

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DEPARTMENT OF THE ARMY WASHINGTON DC. Civilian Personnel: Career Management. Fort Belvoir, VA: Defense Technical Information Center, December 2001. http://dx.doi.org/10.21236/ada402767.

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Kraynova, O. S., and D. M. Sataeva. Organization standards in Quality Management System. Ljournal, 2018. http://dx.doi.org/10.18411/kray-2018-book-00073.

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Brown, E., and J. Aabakken. Burbank Transportation Management Organization: Impact Analysis. Office of Scientific and Technical Information (OSTI), November 2006. http://dx.doi.org/10.2172/896150.

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Vasilenko, L. A., M. I. Vronskaya, V. I. Zakharova, V. S. Karpichev, Yu V. Kolesnikov, P. P. Makagonov, G. G. Malinetsky, I. N. Rybakova, V. G. Smolkov, and P. V. Shevchenko. Organization and techniques of crisis management. Moscow: Prospect, 2004. http://dx.doi.org/10.18411/vasilenko-2-14.

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Cassady, Allen. NIST personnel management demonstration project:. Gaithersburg, MD: National Institute of Standards and Technology, 1991. http://dx.doi.org/10.6028/nist.ir.4640.

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Black, Anne E. Incident Management Organization succession planning stakeholder feedback. Ft. Collins, CO: U.S. Department of Agriculture, Forest Service, Rocky Mountain Research Station, 2013. http://dx.doi.org/10.2737/rmrs-gtr-297.

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Roboam, Michel, Mark S. Fox, and Katia Sycara. Enterprise Management Network Architecture: The Organization Layer. Fort Belvoir, VA: Defense Technical Information Center, November 1990. http://dx.doi.org/10.21236/ada233070.

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Baxter, Carey, Susan Enscore, Ellen Hartman, Benjamin Mertens, and Dawn Morrison. Nationwide context and evaluation methodology for farmstead and ranch historic sites and historic archaeological sites on DoD property. Engineer Research and Development Center (U.S.), March 2021. http://dx.doi.org/10.21079/11681/39842.

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The Army is tasked with managing the cultural resources on its lands. For installations that contain large numbers of historic farmsteads, meeting these requirements through traditional archaeological approaches entails large investments of personnel, time and organization capital. Through two previous projects, Engineer Research and Development Center, Construction Engineering Research Laboratory (ERDC-CERL) cultural resource management personnel developed a methodology for efficiently identifying the best examples of historic farmstead sites, and also those sites that are least likely to be deemed eligible for listing on the National Register of Historic Places. This report details testing the applicability of the methodology to regions across the country. Regional historic contexts were created to assist in the determination of “typical” farmsteads. The Farmstead/Ranch Eligibility Evaluation Form created by ERDC-CERL researchers was revised to reflect the broader geographic scope and the inclusion of ranches as a property type. The form was then used to test 29 sites at five military installations. The results of the fieldwork show this approach is applicable nationwide, and it can be used to quickly identify basic information about historic farmstead sites that can expedite determinations of eligibility to the National Register.
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DEFENSE LOGISTICS AGENCY ALEXANDRIA VA. Total Quality Management Implementation Plan for Military Personnel Management. Fort Belvoir, VA: Defense Technical Information Center, September 1989. http://dx.doi.org/10.21236/ada212870.

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