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Old 4th November 2016, 12:29 PM
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Old 3rd April 2018, 08:49 AM
Default Re: human resource management books free download MBA

I have selected Human Resource Management Specialization for MBA Program. I am in 3rd Semester of this Course. I want to download some books related to Human Resource Management Specialization. So can anyone provide link to download free Ebooks of MBA Human Resource Management Program?
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Old 3rd April 2018, 08:50 AM
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Join Date: Jul 2012
Default Re: human resource management books free download MBA

As you are looking to download free Ebooks for MBA Human Resource Management Program, so here I am providing a Book named as Fundamentals of Human Resource Management.

Fundamentals of Human Resource Management:
List of tables

1.1 Human resource theories 5
1.2 Similarities personnel management (PM) and human resource management (HRM) 20
1.3 Differences personnel management (PM) and human resource management (HRM) 20
3.2 Equal opportunities in human resource activities 52
4.1 Human resource planning barometer 68
4.2 Human resource planning matrix 69
5.1 A sample of job description form 76
5.2 A sample of person specification form 77
5.3 The relationship between competencies and job quality 77
6.1 Employees perception of the job 103
7.1 Job factor analysis 119
7.2 Design of salary structure 120
7.3 Determinants of employees motivation 121
7.4 Money as a source of motivation 123
7.5 Reasons for seeking employment 124
7.6 Salaries and wages as motivators towards work performance 124
8.1 Types of training and development 132
8.2 Stages in career development 136
8.3 The differences between the old and new career development models 137
9.1 Reasons for joining trade unions 152
10.1 Differences and similarities between CBHRM and HRM 172
10.2 Professional competencies in human resource management 173
11.1 The nature of diversity in national culture 182
11.2 The relevance of expatriates, host and home country staff 184
12.1 Job seekers expectations 192
12.2 Employee dissatisfaction with jobs and organisations 193
13.1 General staffing levels in district dispensaries 207
13.2 Years of service of human resource for health at Korogwe District Council 210

List of figures
1.1 Stages in the evolution and development of human resource management 7
2.1 Strategic human resource management model 33
3.1 Formulation and implementation of human resource policy 45
4.1 Human resource planning model 65
5.1 Components of effective assessment in assessment centres 84
8.1 Systematic training 131
9.1 A model of psychological contract 146
9.2 Six frameworks of organisation of justice 148
10.1 Competence framework 166
10.2 Competence based performance management 171
11.1 Cultural dimensions in IHRM 183
12.1 Performance appraisal and review system in Tanzania 194
12.2 Revised performance review and appraisal model 197
13.1 Principal-agent-resource-dependency framework 205
13.2 Analytical framework 206

For more than a century now, human resource management, as a discipline and practice in the management of people in an organisation, has evolved and developed into different areas. These disciplines and practices have gone through a process of trial and error, theory building and testing of various concepts by practicing managers and academics (Farnham & Pimlott 1979; Storey 1989; Armstrong 1995). The underlying forces behind the evolution and development of human resource management have been (and still are) mainly environmental, and the quest for knowledge of better ways of acquiring and utilising labour. The changing organisational environment in the marketplace pushed managers to improve efficiency in the production and service delivery processes by increasing their ability to use the best practices of people management at the time. That is, employee management techniques or methods that would improve production, reduce service delivery costs, and at the same time ensure sustained availability of competent staff in the organisation. This introductory chapter is devoted to providing learners with a cursory account of the evolution and development of human resource management and the way it works and influences people management in contemporary organisations.

Therefore, at the end of the chapter, learners should be able to:
Describe the process of the evolution of human resource management.
Appreciate the role of different theories in shaping human resource management practice.
Recognize similarities and differences between personnel and human resource management.
Examine the role of modern human resource manager in human resource management functions.

Guiding theories in human resource management
Human resource management principles and techniques for people management in competitive organisations are drawn from theories found in different disciplines. Indeed, it is impractical to present all the disciplines and relevant theoretical aspects that have shaped the understanding of human resource management today. Therefore, it is believed that it is only important to give the reader a cursory view of some relevant theories underpinning human resource management and whoever may be interested in knowing more about the genesis and developments of a specific theory may do so by taking extra homework.

Organisation life cycle theory
Cameron & Whetton (1981) advanced organisation life cycle theory which characterizes organisational development from formation, growth, maturity, decline and death. According to the theory, the driving force in all these stages is the nature of workforce. At the maturity stage the organisation cannot continue to grow or survive if there is no organizational structure that supports human resource creativity, innovation, teamwork and high performance, which will withstand pressure from competitors.

Role Behaviour Theory
Role behaviour theory aims to explain and predict the behaviour of individuals and teams in organisations, which, in turn, inform managers for the purposes of decision making, and what steps they take on people management as well as the expected consequences. Some of the key ideas focus on the need to improve the working environment including the resources in order to stimulate new behaviour in employees in order for them to cope with new demands (Prachaska et al. 1982), it includes the use of rewards to induce and promote positive work behaviour, and punishments to control negative behaviour (Rogers 1983).

Resource dependency theory
One of the challenges faced by managers during the economic recessions in the 1970s is how organisations can best acquire scarce resources and effectively utilise them in order to remain competitive in the market. The ability to utilise ones own resources including (financial, technological and labour), and acquire more from the external environment was one of the areas of concern in many organisations. The more organisations were able to harness resources, the more competitive they became. Therefore, resources were seen as the essence of organisational power (Emerson 1962). However, overdependence on external resources appeared to be risky due to the uncertainties that cannot be controlled by the organisation (Pfeffer & Solansick 1978). Concerning useful labour, the emphasis shifted to seeing employees as scarce resources that should be acquired effectively, utilised, developed and retained.

Institutional theory
The word institution means different things to different people depending on academic and professional orientation (Peters 2000). However, it is a discipline that combines politics, law, psychology, public administration, and economics amongst other things, in order to explain why certain decisions are made or actions taken and their impact on the organisation. Commons (1931: 648) defines institutions as collective action in control, liberation and expansion of individual action. Collective action covers areas such as custom, law and procedures. The main objective of collective action is less or greater control of the acts of individuals, which result in either gains or losses in the process of executing joint transactions. Control is about prohibitions of certain acts in such a way that the control of one person or organisation leads to liberty of the others and hence better gains. According to Commons (1931) these institutions establish relationships of rights, duties, no rights, and no duties which influence behaviour of individuals. The major role of institutions in society is to reduce uncertainty by establishing a stable (not necessarily efficient) structure to human interaction. Institutions could be formal, and have explicit rules, contracts, laws, and rights (institutional arrangements) or informal in the sense of social conventions that are not designed by anybody. Therefore organizations should set an appropriate institutional framework that will bind and influence the behaviour of employees towards an organisational commitment to excellence. Also put by Brunsson (1999): the process of standardization of procedures affect behaviour. Employment contracts, performance agreements and other employment related instruments should therefore be seen as useful aspects of human resource management.

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