標(biāo)題: Titlebook: HRM in Mission Driven Organizations; Managing People in t Chris Brewster,Jean-Luc Cerdin Book 2018 The Editor(s) (if applicable) and The Au [打印本頁] 作者: 契約 時(shí)間: 2025-3-21 19:40
書目名稱HRM in Mission Driven Organizations影響因子(影響力)
書目名稱HRM in Mission Driven Organizations影響因子(影響力)學(xué)科排名
書目名稱HRM in Mission Driven Organizations網(wǎng)絡(luò)公開度
書目名稱HRM in Mission Driven Organizations網(wǎng)絡(luò)公開度學(xué)科排名
書目名稱HRM in Mission Driven Organizations被引頻次
書目名稱HRM in Mission Driven Organizations被引頻次學(xué)科排名
書目名稱HRM in Mission Driven Organizations年度引用
書目名稱HRM in Mission Driven Organizations年度引用學(xué)科排名
書目名稱HRM in Mission Driven Organizations讀者反饋
書目名稱HRM in Mission Driven Organizations讀者反饋學(xué)科排名
作者: tinnitus 時(shí)間: 2025-3-22 00:03 作者: Resection 時(shí)間: 2025-3-22 02:48 作者: opportune 時(shí)間: 2025-3-22 05:19
https://doi.org/10.1007/978-3-319-57583-4public sector; charities; religion; management practice; human resource management; faith, spirituality a作者: 瑣事 時(shí)間: 2025-3-22 12:10
. Students of business management and human resource management will find this book invaluable as a source of knowledge on not for profit organizations, as many of the chapters include detailed examples and case studies..978-3-319-86201-9978-3-319-57583-4作者: 津貼 時(shí)間: 2025-3-22 16:27
https://doi.org/10.1007/978-3-642-76575-9more there is a need to have a formal HR Director position. At local level, the parish pastors from the two Christian Confessions act as a servant leader and have, sometimes like in laical organization, to act as an HR manager of proximity although it is not their major mission.作者: 殺菌劑 時(shí)間: 2025-3-22 18:31 作者: chassis 時(shí)間: 2025-3-22 22:47 作者: 倔強(qiáng)不能 時(shí)間: 2025-3-23 01:48 作者: ANTE 時(shí)間: 2025-3-23 08:23
cific examples of practice.Presents an original approach to .This edited collection examines human resource management in organizations other than those that are set up to make a profit. Covering human resource management in a number of different kinds of mission-driven organizations, the book explo作者: INERT 時(shí)間: 2025-3-23 11:41
Imperial Frontier in the Tropicsessionals. We discuss the wider range of stakeholders typical in analyses of not-for-profit organizations and the importance of transparency and the importance of outcomes—outcomes that are not measured by financial profit and loss. Finally, we introduce each of the chapters in the book作者: 錯(cuò) 時(shí)間: 2025-3-23 15:20
The Imperial Idea and its Enemiesacteristics of paid staff versus volunteers. The remainder of the chapter discusses HRM practices that non-governmental organizations can employ in the management of the volunteering part of their workforce.作者: 竊喜 時(shí)間: 2025-3-23 19:37 作者: 軟膏 時(shí)間: 2025-3-24 01:00
https://doi.org/10.1007/978-3-031-24673-9he need to find creative ways to attract and keep and motivate talent; the need to retain talent through the identification of, and as far as possible, the meeting of, their needs; and the need to cut ‘red tape’ and address the requirements of change. We discuss the implications of the work here for future research and for managerial action.作者: 從屬 時(shí)間: 2025-3-24 03:21 作者: CLOUT 時(shí)間: 2025-3-24 07:02 作者: 滲透 時(shí)間: 2025-3-24 13:38
Talent Management in Mission-Driven Organizations,rganizations and find that the concept is relatively new amongst them, that it operates differently from the private sector and differently from organization to organization. There are opportunities for mutual learning.作者: dialect 時(shí)間: 2025-3-24 18:13
Management of People in Mission-Driven Organizations: Current State and Future Directions,he need to find creative ways to attract and keep and motivate talent; the need to retain talent through the identification of, and as far as possible, the meeting of, their needs; and the need to cut ‘red tape’ and address the requirements of change. We discuss the implications of the work here for future research and for managerial action.作者: Missile 時(shí)間: 2025-3-24 19:36
Book 2018 management in a number of different kinds of mission-driven organizations, the book explores organizations in sectors and industries such as the governmental and intergovernmental public sector, volunteer organizations and charities, religious organizations, cultural organizations, sports organizat作者: defeatist 時(shí)間: 2025-3-25 00:26
https://doi.org/10.1007/978-3-031-22863-6ts of a variety of organizational settings. This chapter focuses on the generic characteristics that make people management in public organizations distinctive and describes how these impact the effect people management has on societal, organizational, and employee outcomes.作者: Obverse 時(shí)間: 2025-3-25 05:30 作者: invade 時(shí)間: 2025-3-25 10:08 作者: 換話題 時(shí)間: 2025-3-25 14:57
People Management in the Public Sector,ts of a variety of organizational settings. This chapter focuses on the generic characteristics that make people management in public organizations distinctive and describes how these impact the effect people management has on societal, organizational, and employee outcomes.作者: 概觀 時(shí)間: 2025-3-25 19:02
HRM in the International Organizations,st private companies. IGOs, for example, compete for specific talent groups and for specific missions and possible financial resources to support the missions (e.g., fighting poverty). Less governmental financial support will put more pressure on IGOs, the employees who work in these organizations and therefore the people management: HRM.作者: 魔鬼在游行 時(shí)間: 2025-3-25 23:01
HRM in Sport Organizations, strategic agenda for employees and managers at international and local levels, (ii) in each sport (international federation), HRM systems can be supported by IT in order to have workforce analytics worldwide in order to facilitate skill development and job opportunities among countries, and possibly also among sports.作者: COMA 時(shí)間: 2025-3-26 01:05 作者: Contend 時(shí)間: 2025-3-26 08:04
https://doi.org/10.1007/978-3-030-66115-1ow to preserve and develop critical and specific technical competencies linked to arts and hand-made products (v) how performance management relies on multiple stakeholders. Creativity and experientiality engender a series of implications and approaches to HRM, which, formally or informally, determine the success and innovation of the industry.作者: Eviction 時(shí)間: 2025-3-26 12:03 作者: 確定 時(shí)間: 2025-3-26 12:37
Imperial Frontier in the Tropicsean by human resource management, noting that we take a broad view and that we include organizations that may be smaller and have no specific HRM professionals. We discuss the wider range of stakeholders typical in analyses of not-for-profit organizations and the importance of transparency and the i作者: Sinus-Node 時(shí)間: 2025-3-26 18:45 作者: Blood-Clot 時(shí)間: 2025-3-26 21:26
The Imperial Idea and its Enemiest of non-governmental organizations and the specifics with regard to governance and leadership are explained, followed by a comparison of the key characteristics of paid staff versus volunteers. The remainder of the chapter discusses HRM practices that non-governmental organizations can employ in th作者: 笨拙的你 時(shí)間: 2025-3-27 03:27 作者: Constitution 時(shí)間: 2025-3-27 06:03
https://doi.org/10.1007/978-3-642-76575-9 level. Results point to similarities of HR responsibilities of strategic partner, change agent, administrative expert and employee champion compared to HR Managers of laical organizations, at the Headquarters of the two religious organizations. In addition, the greater the number of employees, the 作者: SKIFF 時(shí)間: 2025-3-27 13:15
https://doi.org/10.1007/978-3-030-66115-1nizations have to dedicate time and money to recruiting, growing, and retaining creative resources to guarantee a strong performance over the long run. Most cultural organizations do not have formalized HRM practices, however there are many interesting initiatives oriented to people development and 作者: 極小量 時(shí)間: 2025-3-27 16:14
https://doi.org/10.1007/978-90-6704-840-8es for employees and managers. However, HRM professionals are not very common in sport: (i) sport organizations are small-medium size organizations, (ii) most of the investments are allocated directly to the athletes, (iii) sport institutions are led by executives who are part politicians and part m作者: gerontocracy 時(shí)間: 2025-3-27 17:51
https://doi.org/10.1007/978-981-13-0185-8as well as drawing from the academic frameworks developed for profit driven firms. Thus, the goal of this chapter is first to introduce B Corporations as a rising form of social enterprises. Second, B Corporations’ existing and unique people management framework is evaluated. Third, B Corporations’ 作者: demote 時(shí)間: 2025-3-27 23:34 作者: 四指套 時(shí)間: 2025-3-28 02:42
https://doi.org/10.1007/978-3-031-24673-9ven organizations covered in the book: the need to optimize resources to as far as possible meet the often conflicting expectations of stakeholders; the need to find creative ways to attract and keep and motivate talent; the need to retain talent through the identification of, and as far as possible作者: 煩擾 時(shí)間: 2025-3-28 10:15
The Management of People in Mission-Driven Organizations,ean by human resource management, noting that we take a broad view and that we include organizations that may be smaller and have no specific HRM professionals. We discuss the wider range of stakeholders typical in analyses of not-for-profit organizations and the importance of transparency and the i作者: Jogging 時(shí)間: 2025-3-28 11:48 作者: invulnerable 時(shí)間: 2025-3-28 17:18
People Management in Volunteer Organizations and Charities,t of non-governmental organizations and the specifics with regard to governance and leadership are explained, followed by a comparison of the key characteristics of paid staff versus volunteers. The remainder of the chapter discusses HRM practices that non-governmental organizations can employ in th作者: Plaque 時(shí)間: 2025-3-28 19:12
HRM in the International Organizations,orporate governance structures that affect the shaping of employment relationships in terms of staffing, training, compensation, benefits, development, and performance. There are many different forms of IGOs with each having a distinctive historical background, organizational culture and structure w作者: strdulate 時(shí)間: 2025-3-28 22:56
Understanding HRM in Religious Organizations: HRM Practices Within Two Churches of the Protestant F level. Results point to similarities of HR responsibilities of strategic partner, change agent, administrative expert and employee champion compared to HR Managers of laical organizations, at the Headquarters of the two religious organizations. In addition, the greater the number of employees, the 作者: deactivate 時(shí)間: 2025-3-29 04:31
HRM in Cultural Institutions,nizations have to dedicate time and money to recruiting, growing, and retaining creative resources to guarantee a strong performance over the long run. Most cultural organizations do not have formalized HRM practices, however there are many interesting initiatives oriented to people development and 作者: Influx 時(shí)間: 2025-3-29 10:33
