Outcome of Patients' Assuming a Staff Function

1971 ◽  
Vol 22 (1) ◽  
pp. 25-28
Author(s):  
Sanford Mabel
Keyword(s):  
Staff Function

Applicability of Six Sigma in Human Resource Management

2018 ◽  
pp. 226-244
Author(s):  
Nagaraj Shenoy
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Six Sigma ◽  
Real Problem ◽  
Best Effort ◽  
Norms And Values ◽  
Staff Function ◽  
Uniform Policy ◽  
The Right

The role of HR has become like that of a firefighter, remembered only in emergencies. Their presence is felt only in their absence. HR is seen as a reactive staff function and a cost centre. The message is clear. Despite its best effort to keep organization together with uniform policy, norms, and values, HR is compelled to prove its financial worth to the organization. HR is under constant pressure for showing their results in quantifiable and financially measurable terms. Introducing Six Sigma in processes of HRM functions seems to be a solution to this problem. However, in some of “Total Six Sigma Organizations,” the human resources department has been practically untouched by Six Sigma. The main reason being the difficulty in quantifying and measuring the financial returns of HR processes. But, some others feel that this is as easy as identifying the gaps and using the right formula. The real problem therefore lies in the perception of an individual HR professional. It takes an HR manager to think statistically and analyze how a process can be quantified.

scholarly journals The interrelationship between human resource management and corporate strategy

1983 ◽  
Vol 14 (2) ◽  
pp. 53-59
Author(s):  
R. Abratt
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
South African ◽  
Human Resource ◽  
Corporate Strategy ◽  
Planning Process ◽  
Manpower Planning ◽  
Total System ◽  
Corporate Planning ◽  
Staff Function

The involvement of personnel executives in the strategic planning of the enterprise is a controversial issue. Personnel has been considered a staff function which deals with day-to-day administration issues and as such has often been regarded with some contempt by the top management team. Concomitantly many firms are viewing the personnel function in an entirely different light; it now participates in the decision making of the company. The objectives of this paper are two fold: firstly to find a link between corporate strategy and human resource management and secondly, to find out whether personnel managers of quoted South African companies participate in corporate strategy formation. The company comprises of a number of varying dimensions and systems. Every organizational dimension and system must be consistent, not only with the strategy, but also with every other organizational dimension and system. The personnel department is often excluded from the corporate planning process. This exclusion represents a high cost to the total system due to less than optimum usage of an organization's human resources. This paper discusses the need for planning by management with particular reference to manpower planning in relation to corporate planning.

Planning As A Staff Function In Urban Management

1954 ◽  
Vol 20 (3) ◽  
pp. 136-147 ◽  
Author(s):  
Peter H. Nash ◽  
James F. Shurtleff
Keyword(s):  
Urban Management ◽  
Staff Function

Patients??? satisfaction with the staff function in an emergency department

2001 ◽  
pp. 117-122 ◽  
Author(s):  
U. SANDOVSKI ◽  
H. SALMAN ◽  
M. BERGMAN ◽  
V. NEIMAN ◽  
H. BESSLER ◽  
...  
Keyword(s):  
Emergency Department ◽  
Patients Satisfaction ◽  
Staff Function

Applicability of Six Sigma in Human Resource Management

2022 ◽  
pp. 680-694
Author(s):  
Nagaraj Shenoy
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Six Sigma ◽  
Real Problem ◽  
Best Effort ◽  
Norms And Values ◽  
Staff Function ◽  
Uniform Policy ◽  
The Right

The role of HR has become like that of a firefighter, remembered only in emergencies. Their presence is felt only in their absence. HR is seen as a reactive staff function and a cost centre. The message is clear. Despite its best effort to keep organization together with uniform policy, norms, and values, HR is compelled to prove its financial worth to the organization. HR is under constant pressure for showing their results in quantifiable and financially measurable terms. Introducing Six Sigma in processes of HRM functions seems to be a solution to this problem. However, in some of “Total Six Sigma Organizations,” the human resources department has been practically untouched by Six Sigma. The main reason being the difficulty in quantifying and measuring the financial returns of HR processes. But, some others feel that this is as easy as identifying the gaps and using the right formula. The real problem therefore lies in the perception of an individual HR professional. It takes an HR manager to think statistically and analyze how a process can be quantified.

Marketing Intelligence for Top Management

1965 ◽  
Vol 29 (4) ◽  
pp. 19-24 ◽  
Author(s):  
William T. Kelley
Keyword(s):  
Marketing Management ◽  
Top Management ◽  
Staff Function ◽  
Marketing Intelligence ◽  
A Company

A number of large companies already have marketing intelligence departments, and others are planning to activate them. What lies behind this recent development in marketing management? What is meant by “marketing intelligence”? How does a company organize for it, and what benefits may be derived from it? Here is the rationale behind this new staff function of business.

The Staff Function in Human Relations

2010 ◽  
Vol 4 (3) ◽  
pp. 5-22 ◽  
Author(s):  
Douglas McGregor
Keyword(s):  
Human Relations ◽  
Staff Function

Twentieth-Century Beginnings in Employee Counseling

1957 ◽  
Vol 31 (3) ◽  
pp. 310-322 ◽  
Author(s):  
Henry Eilbirt
Keyword(s):  
Twentieth Century ◽  
Half Century ◽  
The Past ◽  
Past Half Century ◽  
Staff Function ◽  
Employee Relationship ◽  
Past Half

The practice of giving advice to employees is probably as old as the employer-employee relationship itself, but personnel counseling has become institutionalized over the past half-century and provides an example of the emergence of a specialized staff function.

Staff Function Improvements

2018 ◽  
pp. 113-162
Author(s):  
Ryuji Fukuda ◽  
Noriko Hosoyamada
Keyword(s):  
Staff Function

The President's Economic Staff during the Truman Administration

1954 ◽  
Vol 48 (1) ◽  
pp. 114-130
Author(s):  
Bertram M. Gross ◽  
John P. Lewis
Keyword(s):  
Economic Policy ◽  
Formation Process ◽  
Full Employment ◽  
Policy Formation ◽  
Truman Administration ◽  
Final Version ◽  
Economic Problems ◽  
Staff Function ◽  
International Stress ◽  
American Economy

When the Council of Economic Advisers opened its doors in late 1946, many regarded the fledgling agency as a contingent of depression doctors armed with a “watered down” version of the Full Employment Bill. Instead, during the Truman era, the Council became, in the words of its second chairman, “an overall general economic advisory staff” generally concerned with major problems affecting the growth and stability of the American economy, including its adaptability to the special demands of international stress. Actually the “transition” of the agency to this broader role was more apparent than real, since the Employment Act itself clearly contained a charter for a general economic staff function if the new staff and its principal chose development in that direction. In the wartime deliberations which led up to the Act, the Congress was concerned not only to prevent a postwar depression but also to improve the integration of the whole economic policy formation process. And, in the final version of the Act, after making a very general policy declaration, the Congress decided, instead of drafting specific substantive solutions which would prejudge the source and nature of future economic problems, to establish procedural machinery to facilitate the intelligent diagnosis and solution of such problems when they did subsequently arise.

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