Margaret Attwood – författare

This volume has been designed to assist the new personnel manager, and to encourage the more experienced manager to question established techniques. The text stresses the development of strategies and practices relevant to the circumstances of individual organizations.

Personnel Management is the ideal text for students on a wide range of professional and business courses and will also assist the newly appointed practitioner in developing the skills necessary to manage people effectively at work whilst encouraging the more experienced manager to question and challenge established practices. Fully updated, the third edition explains the difference between Personnel Management and Human Resource Management and covers the advent of the competency movement with its emphasis on training and NVQs. The student-centred approach, with numerous useful exercises to facilitate understanding is a continuing feature of this popular text.

Personnel Management is the ideal text for students on a wide range of professional and business courses and will also assist the newly appointed practitioner in developing the skills necessary to manage people effectively at work whilst encouraging the more experienced manager to question and challenge established practices. Fully updated, the third edition explains the difference between Personnel Management and Human Resource Management and covers the advent of the competency movement with its emphasis on training and NVQs. The student-centred approach, with numerous useful exercises to facilitate understanding is a continuing feature of this popular text.

This volume has been designed to assist the new personnel manager, and to encourage the more experienced manager to question established techniques. The text stresses the development of strategies and practices relevant to the circumstances of individual organizations.

There is continuing government pressure on public services to 'reform' and change. Expectations of new forms and standards of delivery, joined-up practice and the re-connection of services to users are high. Unfortunately, many policy makers have become dangerously reliant on mechanistic top-down audit and inspection regimes as the means of implementation.This book sets out to redress the balance. It argues powerfully that whole systems approaches are required to lead the changes towards the demands for new service configurations, partnership working and local and neighbourhood governance. The book outlines the theory behind whole systems development and gives good practice guidance on how to effectively develop 'systems' to improve joined-up working.