Human resource management

From Wikipedia, the free encyclopedia

It has been suggested that this article be merged with Human Resources Management.
(Discuss) Proposed since July 2016.
Human resource management (HRM or simply HR) is the management of human resources. It is a
function in organizations designed to maximize employee performance in service of an employer's
strategic objectives.[1] HR is primarily concerned with the management of people within
organizations, focusing on policies and on systems.[2] HR departments and units in organizations
typically undertake a number of activities, including employee benefits design,
employee recruitment, "training and development", performance appraisal, and rewarding (e.g.,
managing pay and benefit systems).[3] HR also concerns itself with organizational change
and industrial relations, that is, the balancing of organizational practices with requirements arising
from collective bargaining and from governmental laws.[4] According to R. Buettner, HRM covers the
following core areas:[5]

job design and analysis,

workforce planning,

recruitment and selection,

training and development,

performance management,

[Remuneration compensation (remuneration)]

legal issues.

HR is a product of the human relations movement of the early 20th century, when researchers began
documenting ways of creating business value through the strategic management of the workforce.
The function was initially dominated by transactional work, such
as payroll and benefits administration, but due to globalization, company consolidation, technological
advances, and further research, HR as of 2015 focuses on strategic initiatives like mergers and
acquisitions,talent management, succession planning, industrial and labor relations,
and diversity and inclusion.
Human Resources is a business field focused on maximizing employee productivity. Human
Resources professionals manage the human capital of an organization and focus on implementing
policies and processes. They can be specialists focusing in on recruiting, training, employee
relations or benefits. Recruiting specialists are in charge of finding and hiring top talent. Training and
development professionals ensure that employees are trained and have continuous development.
This is done through training programs, performance evaluations and reward programs. Employee
relations deals with concerns of employees when policies are broken, such as harassment or
discrimination. Someone in benefits develops compensation structures, family leave programs,
discounts and other benefits that employees can get. On the other side of the field are Human
Resources Generalists or Business Partners. These human resources professionals could work in all
areas or be labor relations representatives working with unionized employees.

In startup companies, trained professionals may perform HR duties. In larger companies, an entire
functional group is typically dedicated to the discipline, with staff specializing in various HR tasks and
functional leadership engaging in strategic decision-making across the business. To train
practitioners for the profession, institutions of higher education, professional associations, and
companies themselves have established programs of study dedicated explicitly to the duties of the
function. Academic and practitioner organizations likewise seek to engage and further the field of
HR, as evidenced by several field-specific publications. HR is also a field of research study that is
popular within the fields of management andindustrial/organizational psychology, with research
articles appearing in a number of academic journals, including those mentioned later in this article.
Businesses are moving globally and forming more diverse teams. It is the role of human resources
to make sure that these teams can function and people are able to communicate cross culturally and
across borders. Due to changes in business, current topics in human resources are diversity and
inclusion as well as using technology to advance employee engagement. In the current global work
environment, most companies focus on lowering employee turnover and on retaining the talent and
knowledge held by their workforce.[citation needed] New hiring not only entails a high cost but also increases
the risk of a newcomer not being able to replace the person who worked in a position before. HR
departments strive to offer benefits that will appeal to workers, thus reducing the risk of losing
corporate knowledge.
Contents
[hide]

1Human resource management core functions

2Human resources management activities

3History

3.1Antecedent theoretical developments

3.2Birth and evolution of the discipline

3.3In popular media

4Practice
o

4.1Business function

4.2Careers

4.3Virtual Human Resources

5Education

6Professional associations

7Publications

8See also

9References

10External links

Human resource management core functions[edit]

According to Mondy and Mondy, human resource management has five core functions which are: [6]

Staffing

Human resource development

Compensation and benefits

Safety and health

Employee and labor relations

Human resources management activities[edit]

A Human Resources Manager has several functions in a company:

Determine needs of the staff.

Determine to use temporary staff or hire employees to fill these

needs.

Recruit and train the best employees.

Supervise the work.

Harmonize relationship between company and workers.

Manage employee relations, unions and collective bargaining.

Prepare employee records and personal policies.

Ensure high performance.

Manage employee payroll, benefits and compensation.

Ensure equal opportunities.

Deal with discrimination.

Deal with performance issues.

Ensure that human resources practices conform to various

regulations.

Push the employee's motivation.

Focus on individual who possess energy and capabilities to ensure

the job done through people to achieve results.

Managers need to develop their interpersonal skills to be effective.

Organizations behavior focuses on how to improve factors that
make organizations more effective.

Focus on individual who possess energy and capabilities to ensure

the job done through people to achieve results.

History[edit]
Antecedent theoretical developments[edit]
The Human Resources field evolved first in 18th century Europe from a simple idea by Robert Owen
and Charles Babbage during the industrial revolution. These men knew that people were crucial to
the success of an organization. They expressed that the wellbeing of employees led to perfect work.
Without healthy workers, the organization would not survive. [7] HR later emerged as a specific field in
the early 20th century, influenced by Frederick Winslow Taylor (1856-1915). Taylor explored what he
termed "scientific management" others later referred to "Taylorism", striving to improve economic
efficiency in manufacturing jobs. He eventually keyed in on one of the principal inputs into the
manufacturing processlaborsparking inquiry into workforce productivity.[8]
Meanwhile, in England C S Myers, inspired by unexpected problems among soldiers which had
alarmed generals and politicians in the First World War, set up a National Institute of Industrial
Psychology,[9] setting seeds for the human relations movement, which on both sides of the Atlantic
built on the research of Elton Mayo and others to document through theHawthorne studies (19241932) and others how stimuli, unrelated to financial compensation and working conditions, could
yield more productive workers.[10] Work by Abraham Maslow (1908-1970), Kurt Lewin (18901947), Max Weber (1864-1920), Frederick Herzberg (1923-2000), and David McClelland (19171998), forming the basis for studies in industrial and organizational psychology, organizational
behavior and organizational theory, was interpreted in such a way as to further claims of legitimacy
for an applied discipline.

Birth and evolution of the discipline[edit]

By the time enough theoretical evidence existed to make a business case for strategic workforce
management, changes in the business landscape ( la Andrew Carnegie, John Rockefeller) and in
public policy ( la Sidney and Beatrice Webb,Franklin D. Roosevelt and the New Deal) had
transformed the employer-employee relationship, and the discipline became formalized as
"industrial and labor relations". In 1913 one of the oldest known professional HR associations
the Chartered Institute of Personnel and Development (CIPD) started in England as the Welfare
Workers' Association; it changed its name a decade later to the Institute of Industrial Welfare
Workers, and again the next decade to Institute of Labour Management before settling upon its
current name in 2000.[11] Likewise in the United States, the world's first institution of higher education
dedicated to workplace studies the School of Industrial and Labor Relations formed at Cornell
University in 1945.[12] In 1948, what would later become the largest professional HR association
the Society for Human Resource Management (SHRM) formed as the American Society for
Personnel Administration (ASPA).[13]

In the Soviet Union, meanwhile, Stalin's use of patronage exercised through the "HR Department"
equivalent in the Bolshevik Party, its Orgburo, demonstrated the effectiveness and influence of
human-resource policies and practices,[14][15] and Stalin himself acknowledged the importance of the
human resource.[16]
During the latter half of the 20th century, union membership declined significantly, while workforce
management continued to expand its influence within organizations.[citation needed] In the USA, the phrase
"industrial and labor relations" came into use to refer specifically to issues concerning collective
representation, and many[quantify] companies began referring to the proto-HR profession as "personnel
administration".[citation needed] Many current HR practices originated with the needs of companies in the
1950s to develop and retain talent.[17]
In the late 20th century, advances in transportation and communications greatly facilitated workforce
mobility and collaboration. Corporations began viewing employees as assets rather than as cogs in
a machine. "Human resources management" consequently,[citation needed] became the dominant term for
the functionthe ASPA even changing its name to the Society for Human Resource
Management (SHRM) in 1998.[13]
"Human capital management" (HCM[18]) is sometimes used[by whom?] synonymously with HR, although
"human capital" typically refers to a more narrow view of human resources; i.e., the knowledge the
individuals embody and can contribute to an organization. Likewise, other terms sometimes used to
describe the field include "organizational management", "manpower management", "talent
management", "personnel management", and simply "people management".

In popular media[edit]
Several popular media productions have depicted HR. On the U.S. television series of The Office,
HR representative Toby Flenderson is sometimes seen as a nag because he constantly reminds
coworkers of company policies and government regulations.[19] Long-running American comic
strip Dilbert frequently portrays sadistic HR policies through character Catbert, the "evil director of
human resources".[20] An HR manager is the title character in the 2010 Israeli film The Human
Resources Manager, while an HR intern is the protagonist in 1999 French film Ressources
humaines. Additionally, the main character in the BBC sitcom dinnerladies, Philippa, is an HR
manager.

Practice[edit]
Business function[edit]
Dave Ulrich lists the functions of HR as: aligning HR and business strategy, re-engineering
organization processes, listening and responding to employees, and managing transformation and
change.[21]
At the macro-level, HR is in charge of overseeing organizational leadership and culture. HR also
ensures compliance withemployment and labor laws, which differ by geography, and often oversees
health, safety, and security. In circumstances where employees desire and are legally authorized to
hold a collective bargaining agreement, HR will typically also serve as the company's primary liaison
with the employee's representatives (usually a labor union). Consequently, HR, usually through
representatives, engages in lobbying efforts with governmental agencies (e.g., in the United States,
the United States Department of Labor and the National Labor Relations Board) to further its
priorities.
To look at Human Resource Management more specifically, it has four basic functions: staffing,
training and development, motivation and maintenance. Staffing is the recruitment and selection of
potential employees, done through interviewing, applications, networking, etc. Training and
development is the next step in a continuous process of training and developing competent and
adapted employees. Motivation is key to keeping employees highly productive. This function can

include employee benefits, performance appraisals and rewards. The last function of maintenance
involves keeping the employees' commitment and loyalty to the organization.
The discipline may also engage in mobility management, especially pertaining to expatriates; and it
is frequently involved in the merger and acquisition process. HR is generally viewed as a support
function to the business, helping to minimize costs and reduce risk.[22]

Careers[edit]
There are half a million HR practitioners in the United States and millions more worldwide.
[23]
The Chief HR Officer or HR Director is the highest ranking HR executive in most companies and
typically reports directly to the Chief Executive Officerand works with the Board of Directors on CEO
succession.[24][25]
Within companies, HR positions generally fall into one of two categories: generalist and specialist.
Generalists support employees directly with their questions, grievances, and work on a range of
projects within the organization. They "may handle all aspects of human resources work, and thus
require an extensive range of knowledge. The responsibilities of human resources generalists can
vary widely, depending on their employer's needs."[26] Specialists, conversely, work in a specific HR
function. Some practitioners will spend an entire career as either a generalist or a specialist while
others will obtain experiences from each and choose a path later. Being an HR manager consistently
ranks as one of the best jobs, with a #4 ranking by CNN Money in 2006 and a #20 ranking by the
same organization in 2009, due to its pay, personal satisfaction, job security, future growth, and
benefit to society.[27][28]
Human resource consulting is a related career path where individuals may work as advisers to
companies and complete tasks outsourced from companies. In 2007, there were 950 HR
consultancies globally, constituting a USD $18.4 billion market. The top five revenue generating firms
were Mercer, Ernst & Young, Deloitte, Watson Wyatt (now part of Towers Watson), Aon (now merged
with Hewitt), and PwC consulting.[29] For 2010, HR consulting was ranked the #43 best job in America
by CNN Money.[30]
Some individuals with PhDs in HR and related fields, such as industrial and organizational
psychology and management, are professors who teach HR principles at colleges and universities.
They are most often found in Colleges of Business in departments of HR or Management. Many
professors conduct research on topics that fall within the HR domain, such asfinancial
compensation, recruitment, and training.

Virtual Human Resources[edit]

Technology has had a significant impact on human resources practices. Human Resources is
transitioning to a more technology based profession because utilizing technology makes information
more accessible to the whole organization, eliminates time doing administrative tasks, allows
businesses to function globally and cuts costs.[31] Information technology has improved HR practices
in the following areas:

E-Recruiting

Recruiting has been the most influenced by information technology.[32] In the past, recruiters had
relied on printing in publications and word of mouth to fill open positions. HR professionals were not
able to post a job in more than one location and did not have access to millions of people, causing
the lead time of new hires to be drawn out and tiresome. With the use of e-recruiting tools, HR
professionals can post jobs and track applicants for thousands of jobs in various locations all in one
place. Interview feedback, background and drug tests, and onboarding can all be viewed online. This
helps the HR professionals keep track of all of their open jobs and applicants in a way that is faster
and easier than before. E-recruiting also helps eliminate limitations of geographic location. [32] Jobs
can be posted and seen by anyone with internet access. In addition to recruiting portals, HR

professionals have a social media presence that allows them to attract employees through the World
Wide Web. On social media they can build the company's brand by posting news about the company
and photos of fun company events.

Human Resources Information Systems (HRIS)

Human resources professionals generally process a considerable amount of paperwork on a daily

basis. This paperwork could be anything from a department transfer request to an employee's
confidential tax form. In addition to processing this paperwork, it has to be on file for a considerable
period of time. The use of Human Resources Information Systems (HRIS) has made it possible for
companies to store and retrieve files in an electronic format for people within the organization to
access when needed. This eliminates thousands of files and frees up space within the office.
Another benefit of HRIS is that it allows for information to be accessed in a timelier manner. Instead
of HR professionals having to dig through files to gain information, it is accessible in seconds via the
HRIS.[33] Having all of the information in one place also allows for professionals to analyze data
quicker and across multiple locations because the information is in a centralized location. Examples
of some Human Resources Information Systems are PeopleSoft, MyTime, SAP, Timeco, and
JobsNavigator.

Training

Technology makes it possible for human resources professionals to train new staff members in a
more efficient manner. This gives employees the ability to access onboarding and training programs
from anywhere. This eliminates the need for trainers to meet with new hires face to face when
completing necessary paperwork to start. Training in virtual classrooms makes it possible for the HR
professionals to train a large number of employees quickly and to assess their progress through
computerized testing programs.[31] Some employers even incorporate an instructor with virtual
training so that new hires are receiving the most vital training. Employees can take control of their
own learning and development by engaging in training at a time and place of their choosing, helping
them manage their work-life balance. Managers are able to track the training through the internet as
well, which helps to reduce redundancy in training and training costs. Skype, virtual chat rooms, and
interactive training sites are all resources that enable a more technological approach to training to
enhance the experience for the new hire.

Education[edit]

The School of Industrial and Labor Relations at Cornell University was the world's first school for college-level
study in HR.

Several universities offer programs of study pertaining to HR and related fields. The School of
Industrial and Labor Relations at Cornell University was the world's first school for college-level
study in HR.[34] It continues to offer education at the undergraduate, graduate, and professional
levels; and it operates a joint degree program with the Samuel Curtis Johnson Graduate School of

Management. Other universities with entire colleges dedicated to the study of HR include
Pennsylvania State University, Rutgers, The State University of New Jersey School of Management
and Labor Relations, Michigan State University, Indiana University, Purdue University, University of
Minnesota, Xavier Labour Relations Institute at Jamshedpur-India, University of Illinois at UrbanaChampaign, Renmin University of China and the London School of Economics. In Canada, the
School of Human Resources Management at York University is leading education and research in
the HRM field. Many colleges and universities house departments and institutes related to the field,
either within a business school or in another college. Most business schools offer courses in HR,
often in their departments of management.

Professional associations[edit]
Main article: List of human resource management associations
There are a number of professional associations, some of which offer training and certification.
The Society for Human Resource Management, which is based in the United States, is the largest
professional association dedicated to HR,[23] with over 250,000 members in 140 countries.[35] It offers
a suite of Professional in Human Resources (PHR) certifications through its HR Certification
Institute. The Chartered Institute of Personnel and Development, based in England, is the oldest
professional HR association,with its predecessor institution being founded in 1918.
Several associations also serve niches within HR. The Institute of Recruiters (IOR) is a recruitment
professional association, offering members education, support and training. [36] WorldatWork focuses
on "total rewards" (i.e., compensation, benefits, work life, performance, recognition, and career
development), offering several certifications and training programs dealing
with remuneration and work-life balance. Other niche associations include the American Society for
Training & Developmentand Recognition Professionals International.
A largely academic organization that is relevant to HR is the Academy of Management that has an
HR division. This division is concerned with finding ways to improve the effectiveness of HR. [37] The
Academy publishes several journals devoted in part to research on HR, including Academy of
Management Journal[38] and Academy of Management Review,[39] and it hosts an annual meeting.

Publications[edit]
Academic and practitioner publications dealing exclusively with HR:

Cornell HR Review[40]

HR Magazine (SHRM)[41]

Human Resource Management[42]

Human Resource Management Review[43]

International Journal of Human Resource Management[44]

Perspectives on Work (LERA)[45]

Academy of Management Journal[38]

Related publications:

Academy of Management Review[39]

Administrative Science Quarterly[46]

International Journal of Selection and Assessment [47]

Journal of Applied Psychology[48]

Journal of Management[49]

Journal of Occupational and Organizational Psychology [50]

Journal of Personnel Psychology[51]

Organization Science[52]

Personnel Psychology[53]

Human resource management system

Aspiration Management

Domestic inquiry

Organization development

Organizational theory

See also[edit]

References[edit]
1.

Jump up^ Johnason, P. (2009). HRM in changing organizational

contexts. In D. G. Collings & G. Wood (Eds.), Human resource
management: A critical approach (pp. 19-37). London: Routledge.

2.

Jump up^ Collings, D. G., & Wood, G. (2009). Human resource

management: A critical approach. In D. G. Collings & G. Wood (Eds.),
Human resource management: A critical approach (pp. 1-16). London:
Routledge.

3.

Jump up^ Paauwe, J., & Boon, C. (2009). Strategic HRM: A critical
review. In D. G. Collings, G. Wood (Eds.) & M.A. reid , Human
resource management: A critical approach (pp. 38-54). London:
Routledge.

4.

Jump up^ Klerck, G. (2009). "Industrial relations and human resource

management". In D. G. Collings & G. Wood (Eds.), Human resource
management: A critical approach(pp. 238-259). London: Routledge.

5.

Jump up^ Buettner, Ricardo (2015). A Systematic Literature Review

of Crowdsourcing Research from a Human Resource Management
Perspective. 48th Annual Hawaii International Conference on System
Sciences. Kauai, Hawaii: IEEE. pp. 4609
4618.doi:10.13140/2.1.2061.1845. ISBN 978-1-4799-7367-5.

6.

Jump up^ Mondy, Mondy, R. Wayne, Judy Bandy (2014). Human

resource management (13th ed.). Harlow, England: Pearson
Education Limited. p. 28. ISBN 978-0-13-304354-9.

7.

Jump up^ Griffin, Ricky. Principles of Management.

8.

Jump up^ Merkle, Judith A. Management and Ideology. University of

California Press. ISBN 0-520-03737-5.

9.

Jump up^ Mark O'Sullivan, 2014, What Works at Work, The Starbank
Press, Bath, page 3.

10. Jump up^ Mayo, Elton (1945). "Hawthorne and the Western Electric
Company" (PDF). Harvard Business School. Retrieved28
December 2011.
11. Jump up^ "History of HR and the CIPD". Chartered Institute of
Personnel and Development. Retrieved 2016-07-19.
12. Jump up^ "About Cornell ILR". Cornell University School of Industrial
and Labor Relations. Retrieved 2010-01-29.
13. ^ Jump up to:a b "About SHRM". Society for Human Resource
Management. Retrieved 22 December 2011.
14. Jump up^ Hale, Henry E. (2014). Patronal Politics. Problems of
International Politics. Cambridge University Press.
p. 49.ISBN 9781107073517. Retrieved 2015-08-24. Not seen as
having the right stuff for high-profile posts such as the one held by
Trotsky, Stalin thus occupied a series of relatively low-level positions in
the Communist leadership after the revolution. One of these, which he
acquired in 1919, was the de facto head of the Communist Party's
Organizational Bureau (Orgburo), seen then as a technical body in
much the same way a human resources department is seen in a
modern institution. [...] Stalin's genius was to recognize that [...] this
was precisely the position to occupy. Using his position to influence
who was appointed to lower-level party posts, each relatively
unimportant in its own right, Stalin systematically advanced people he
believed would support him in the future, thereby constructing a large
network of political clients within the party and the state which it
dominated. [...] This patronalistic mechanism constituted what Robert
V. Daniels later called the great 'circular flow of power' that essentially
decided Communist Party leadership disputes and solved succession
crises from Stalin straight through to Gorbachev. The power to
influence lower-level appointments was concentrated, though still
largely seen as a technical matter, with the creation of the post of
general secretary in 1922, a post Stalin was in a perfect position to
occupy, and he did.

15. Jump up^ Pipko, Simona (2002). Baltic Winds: Testimony of a Soviet
Attorney. Xlibris Corporation. p. 451.ISBN 9781401070960.
Retrieved 2015-08-24. The Secretariat personified the Stalinist
system. [...] It runs the day-to-day affairs of the State as well as the
Party. Can you imagine that huge body of bureaucratic anachronism,
which was also responsible for the selection and promotion of
'cadres'? The model invented by Stalin to consolidate his power
existed up to contemporary time. [...] Stalin had both the time and the
ability to shape human resources to his own ends, teaching secrecy,
brutality and duplicity.
16. Jump up^ Quoted in: Stalin, Joseph (1936).
[Against Fascist Obscuritanism and
Demagoguery]. Directmedia (published 2013).
p. 81. ISBN 9785446087181. Retrieved2015-08-24. , ,
, , ,
,
. [Finally, one must understand that of all the valued forms of
capital existing in the world, the most precious and the most decisive
capital is people, cadres.]
17. Jump up^ Cappelli, Peter. "Why We Love to Hate HR and What
HR Can Do About It". Harvard Business Review (JulyAugust 2015).
Retrieved 25 July 2015.
18. Jump up^ Armstrong, Michael (2006). "Human capital
management". A Handbook of Human Resource Management
Practice. Gale virtual reference library. Kogan Page Publishers.
p. 29. ISBN 9780749446314. Retrieved 2016-07-19. Human capital
management (HCM) has been described as 'a paradigm shift' from the
traditional approach to human resource management (Kearns, 2005b)
[...].
19. Jump up^ O'Brien, Michael (October 8, 2009). "HR's Take on The
Office". Human Resource Executive Online. Archived from the
original on 18 December 2011. Retrieved28 December 2011.
20. Jump up^ "Catbert shows tougher side to human resources".
Personnel Today. August 30, 2007. Retrieved 28 December2011.
21. Jump up^ Ulrich, Dave (1996). Human Resource Champions. The
next agenda for adding value and delivering results. Boston, Mass.:
Harvard Business School Press. ISBN 0-87584-7196. OCLC 34704904.
22. Jump up^ Towers, David. "Human Resource Management essays".
Retrieved 2007-10-17.
23. ^ Jump up to:a b Jonathan E. DeGraff (21 February 2010). "The
Changing Environment of Professional HR Associations".Cornell HR
Review. Retrieved 21 December 2011.
24. Jump up^ Wright, Patrick. "The 2011 CHRO Challenge: Building
Organizational, Functional, and Personal Talent" (PDF). Cornell Center
for Advanced Human Resource Studies (CAHRS). Retrieved 3
September 2011.

25. Jump up^ Conaty, Bill, and Ram Charan (2011). The Talent Masters:
Why Smart Leaders Put People Before Numbers. Crown Publishing
Group. ISBN 978-0-307-46026-4.
26. Jump up^ "Human Resources, Training, and Labor Relations
Managers and Specialists". U.S. Bureau of Labor Statistics. 2011.
Retrieved 23 December 2011.
27. Jump up^ "Human Resources Manager". CNN Money. 2006.
Retrieved 23 December 2011.
28. Jump up^ "Human Resources Manager". CNN Money. 2009.
Retrieved 23 December 2011.
29. Jump up^ "Towers Watson Executives See Growth Ahead For
Merged Firms" (PDF). Workforce Management. 2007.
Retrieved January 13, 2010.
30. Jump up^ "HR consultant". CNN Money. Retrieved 23
December2011.
31. ^ Jump up to:a b 1. Lepak, David P., and Scott A. Snell. "Virtual HR:
Strategic Human Resource Management in the 21st Century." Human
Resources Management Review 8.3 (1998): 214-34. Web. 22 Feb.
2016. The current and increased significance of information
technology in Human Resources processes.
32. ^ Jump up to:a b 1. Ensher, E. A., Nielson, T. R., & Grant-Vallone, E.
(2002). Tales from the Hiring Line: Effects of the Internet and
Technology on HR Processes. Organizational Dynamics, 31(3), 224244.
33. Jump up^ 1. Johnson, R. D., & Guetal, H. G. (2012). Transforming
HR Through Technology. Retrieved from
https://www.shrm.org/about/foundation/products/documents/hr tech
epg- final.pdf
34. Jump up^ "About Cornell ILR". Cornell University School of Industrial
and Labor Relations. Retrieved 23 August 2009.
35. Jump up^ SHRM Website: About SHRM
36. Jump up^ "About IOR". Institute of Recruiters (IOR). Retrieved22
December 2011.
37. Jump up^ http://aom.org/Divisions-and-Interest-Groups/HumanResources/Human-Resources-Division.aspx
38. ^ Jump up to:a b http://amj.aom.org/
39. ^ Jump up to:a b http://amr.aom.org/
40. Jump up^ http://www.cornellhrreview.org/

41. Jump
up^http://www.shrm.org/Publications/hrmagazine/Pages/default.aspx
42. Jump up^http://onlinelibrary.wiley.com/journal/10.1002/%28ISSN
%291099-050X
43. Jump up^ http://www.journals.elsevier.com/human-resourcemanagement-review/
44. Jump
up^http://www.tandfonline.com/toc/rijh20/current#.Uxhl2YXCyDs
45. Jump up^ http://leraweb.org/publications/perspectives-work
46. Jump up^ http://www.johnson.cornell.edu/Administrative-ScienceQuarterly.aspx
47. Jump up^http://onlinelibrary.wiley.com/journal/10.1111/%28ISSN
%291468-2389
48. Jump up^ http://www.apa.org/pubs/journals/apl/index.aspx
49. Jump up^ http://jom.sagepub.com/
50. Jump up^ http://onlinelibrary.wiley.com/journal/10.1111/(ISSN)20448325
51. Jump up^ http://www.hogrefe.com/periodicals/journal-of-personnelpsychology/
52. Jump up^ http://pubsonline.informs.org/loi/orsc
53. Jump up^http://onlinelibrary.wiley.com/journal/10.1111/%28ISSN
%291744-6570

External links[edit]
Wikimedia Commons has
media related to Human
resources management.
Library resources about
Human resource management

Res
ources in your library

Res
ources in other libraries
[hide]

Management

Outline of business management

Index of management articles

Finance
Human resources
Information technology
Management branches

Marketing
Operations/production
Logistics
Strategy

Other Management areas

Accounting
Association
Capability
Change
Communication
Conflict
Construction
Cost
Crisis
Critical
Customer relationship
Distributed
Earned value
Educational
Engineering

Manager

Environmental
Facility
Hospital
Information
Innovation
Interim
Inventory
Knowledge
Land
Logistics
Lifecycle
Materials
Office
Perception
Practice
Program
Project
Process
Performance
Product
Public
administration

Quality
Records
Resource
Restaurant
Risk
Skills
Strategic
Stress
Supply chain
Systems
Talent
Time

Technology
Association of Technology, Management, and Applied Engineering
Applied engineering
Business school
Chartered Management Institute
Management-related topics

Decision making styles

Organization development
Organizational studies
Social entrepreneurship
Forecasting
Leadership

Articles

Adhocracy
Administration
Certified Business Manager
Collaboration
Collaborative method
Corporate governance
Decision Making
Engineering management
Evidence-based management
Executive Pay
Forecasting
Futures studies
Growth
Knowledge visualization
Leadership
Management consulting
Management control
Management cybernetics
Management development
Management fad
Managerial Psychology
Management science
Management styles

Management system
Managerialism
Micromanagement
Macromanagement
Middle management
Music management
Organizational behavior management
Organizational studies
Physical Internet
Predictive analytics
Team building
Scientific management
Senior management
Social entrepreneurship
Virtual management
Williamson's Model of Managerial Discretion
Peter Drucker's management by objectives
Eliyahu M. Goldratt's Theory of constraints
Pointy Haired Boss
Systems science portal

Authority control

NDL: 00574831

Categories:

Human resource management

Navigation menu

Not logged in

Talk

Contributions

Create account

Log in

Read
Edit
View history

Article
Talk

Search
Go

Main page

Contents

Featured content

Current events

Random article

Donate to Wikipedia

Wikipedia store
Interaction

Help

About Wikipedia

Community portal

Recent changes

Contact page
Tools

What links here

Related changes

Upload file

Special pages

Permanent link

Page information

Wikidata item

Cite this page

Print/export

Create a book

Download as PDF

Printable version
In other projects

Wikimedia Commons

Wikiquote
Languages

etina
Deutsch
Espaol
Euskara

Franais

Hrvatski
Bahasa Indonesia
Italiano

Latvieu
Magyar

Bahasa Melayu

Nederlands

Norsk bokml

Polski
Portugus

Slovenina
/ srpski
Svenska

Slovenina

Trke

Ting Vit

Edit links

This page was last modified on 29 August 2016, at 14:34.

Text is available under the Creative Commons Attribution-ShareAlike License; additional

terms may apply. By using this site, you agree to the Terms of Use andPrivacy Policy.
Wikipedia is a registered trademark of the Wikimedia Foundation, Inc., a non-profit
organization.

Privacy policy

About Wikipedia

Disclaimers

Contact Wikipedia

Developers

Cookie statement

Mobile view