Human Resources Management


Human Resources Management. Methods, Models and Theories (A-Z)

Human Resources Management

14 Principles of Management Fayol

360-Degree Feedback

8 Hidden Needs Packhard

Abilene Paradox Harvey

Accelerated Depreciation

Action-Centered Leadership

Active Listening

Appreciative Inquiry Cooperrider

Art of War Sun Tzu

Ashridge Mission Model Campbell

Attributes of Management Excellence Peters

Attribution Theory Heider


Balance Theory Heider

Balanced Scorecard Kaplan Norton

Bandwagon Effect Bias

Behavioral Observation Scales

Behaviorally Anchored Rating Scales Smith Kendall

Belbin Team Roles


Bridging Epistemologies Cook Brown


Career Management

Catalytic Mechanisms Collins

Chain of Command

Change Approaches Kotter

Change Behavior Ajzen

Change Equation Beckhard

Change Management Iceberg

Change Phases Kotter

Changing Organization Cultures Trice Beyer

Chief Executive Officer

Chief Operating Officer


Code of Ethics

Cognitive Dissonance Festinger

Collective Bargaining

Commercial Auto Insurance

Competency-based Approach

Competing Values Framework Quinn

Congruity Theory Osgood Tannebaum

Core Competence Hamel Prahalad

Core Group Theory Art Kleiner

Corporate Responsibility

Cost Center

Crisis Management

Cross-Functional Team

CSFs Rockart


Cultural Dimensions Hofstede

Cultural Intelligence Early

Culture Levels Schein

Culture Types Deal Kennedy

Customer Satisfaction Model Kano

Dimensions of Change Pettigrew Whipp

Dimensions of Relational Work Butler

Directors and Officers Liability Insurance

Distinctive Capabilities Kay


Dual Commitment

Economic Value Added EVA

Efficiency Wage


Emerging Markets

Emotional Intelligence Goleman


Employee Attitude Survey

Employee Benefits

Employee Development

Employee Selection

Employee Stock Options

Employee Stock Ownership Plan

Empowerment of Employees


ERG Theory Alderfer

Errors and Omissions Insurance

Execution as Learning Edmondson

Executive Compensation

Expectancy Theory Vroom

Expense Center

Experience Curve

Exploratory Factor Analysis

Facilitation Styles Heron

False Consensus Bias

Five Disciplines Senge

Flat Organizational Structure

Force Field Analysis Lewin

Formal Organization

Fourteen Points of Management Deming

Functional Team


Golden Handcuff

Golden Handshake

Golden Hello

Golden Parachute

Groupthink Janis

Growth Phases Greiner

Hagberg Model of Personal Power

Hawthorne Effect Mayo

Hierarchical Organization Structure

Hierarchy of Needs Maslow


Human Capital Index HCI

Human Resource Management Roles

Impression Management Goffman


Informal Organization

Instrumental Approach of Stakeholder Theory

Intangible Assets

Intangible Assets Monitor Sveiby

Integrative Thinking

Intellectual Capital Rating

Intrinsic Stakeholder Commitment

Investment Center

Johari Window Luft Ingham

Joint Venture

Kaizen philosophy

Knowledge Management Collison Parcell

KPIs Rockart

Leadership Continuum

Leadership Pipeline Drotter

Leadership Styles Goleman

Learning Organization Argyris Schön

Management by Objectives Drucker

Management Development

Management Succession Planning

Managerial Grid Blake Mouton

Managing for Value McTaggart


Multitasking Behavior

Myers-Briggs Type Indicator

Normative Approach of Stakeholder Theory

Office of Strategy Management Kaplan Norton

Operational Agility

Operations Research

Opinion Leader

Organizational Agility

Organizational Commitment

Organizational Configurations Mintzberg

Organizational Learning Argyris Schön

Organizational Memory Walsh Ungson

Organizational Resilience

Organization Chart


PAEI management roles

Pareto Principle Juran

Parkinson's Law

Path-Goal Theory House


Pension Parachute


People Pill

Performance Appraisal

Performance Categories Baldrige

Performance Prism

Personnel Management Types Tyson Fell

Persuasion Techniques

Persuasion Theory

Peter Principle

Phantom Stock Plan

Portfolio Analysis

Post-Merger Integration

Pre-Employment Screening

PRIMO-F Model Morrison

Professional Liability Insurance

Profit Center


Relational Capital

Result Oriented Management

Results-Based Leadership Ulrich

Revenue Center

Scientific Management Taylor



Self-Directed Team

Seven Habits Covey


Situational Leadership Hersey Blanchard

Skandia Navigator Leif Edvinsson

Skeleton Staff

SMART Drucker

Social Capital

Social Intelligence

Spiral Dynamics Graves

Staff Management

Stages of Team Development Tuckman

Staggered Board of Directors

Stakeholder Value Perspective

Status Quo Bias

Strategic Change Momentum

Strategic Fit

Strategic Intent Hamel Prahalad

Strategic Stakeholder Management

Strategic Synergy

Strategic Vision

Strategy Map Kaplan Norton

Stretch Goals Welch

Systems Thinking / Dynamics Forrester

Add a method / model

Talent Management

Team Management Profile Margerison McCann

Ten Principles of Reinvention Osborne

Theory E and Theory O Beer Nohria

Theory of Constraints Goldratt

Theory of Mechanistic and Organic Systems Burns

Theory of Needs McClelland

Theory of Planned Behavior Ajzen

Theory of Reasoned Action Ajzen Fishbein

Theory X Theory Y McGregor

Theory Z Ouchi

Time Management

Training Within Industry

Two Factor Theory Herzberg

Unfreezing, Moving, Refreezing Lewin

Value Based Management

Value Creation Index

Value for Money Audit

Value Mapping Jack

Value Profit Chain Heskett

Wage Drift

Whistle Blower

Whole Brain Model Herrmann

Work Absenteeism

Work Presenteeism

Workers’ Compensation Insurance



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  Impact of Fallen Oil Prices on HR Policy
In my country, as a result of falling oil prices, a number of private and public-sector organizations (especially those in the resource sector) are reviewing their revenues, future budgets and workforce.
If your budget and/or revenues were being...

Salary Policy on Natural Disasters ('Acts of Nature')

Dear All, I recently joined a non-profit organization, which deals in animal welfare. I am responsible for re-framing HR & Compliances policies as per current corporate benchmarks.
The organization deals mainly in project-based work assignments ...

Should a HRM Organization be Different for Certain Industries or Sectors?

Is Human Resource Management industry agnostic? In other words, should a HR organization be designed differently for different industries or domains?
For example,
Should the HR design for an IT Services Organization be distinct?...

Ideas for Improving HR Programs and HR Service Delivery

Related Learning

Psychological Contract

What is a psychological contract? How can it be of help in the organization when the management of an organization understands the term psychological contract? How can it help them to improve the relationship they have with their employees? And how c...

Job Evaluation Systems

Organizations use a range of simple (i.e. market comparison) to complex job evaluation systems (i.e. point factor) to determine the compensation for their positions.
In one organization I worked for, 1% was added to payroll every 5 years as a re...

Crucial Things to Know for a Starting HR Manager

I am studying HR. What are the first few things which I should understand well if I become the HR manager of a company?...

Analytical Model Used to Determine Numbers and Types of Staff

Does your organization use an organizational model where position ratios are predetermined by the number of FTE (Full Time Equivalents) and job types?
As an example: ten front-line workers require one supervisor, plus one secretary; every 10 fro...

Ratio of Number of HR Positions to Staff Numbers

Based on my experience, the ratio of HR positions in an organization appears to vary from 1:50 to 1:250. I suspect that the ratio varies based on the organization's scope, size, complexity, and industry. There may also be other factors that influence...

Differences of Human Resource Practices in Small and Large Organizations

What are the main differences between HR practices in a small versus a large firm? Thank you for your suggestions......

Employee Induction, Orientation and Onboarding. Do they Mean the Same?

Hi all, the terms induction, orientation and on boarding are widely used when orientating new employees to the company and to the job. Is there a clear definition (somewhere in theory) of these terms or do they mean the same?...

New Employee Orientation

I am beginning with my master thesis. The subject is developing a New Employee Orientation (NEO) design:
- What topics should be included in NEO?
- Why is NEO an important issue to address?
- Who is responsible for NEO?
- Giving a...

HR Challenges in the 21st Century

The current global economy appears to be a major challenge to organizations and job seekers. The difficulty in finding work is faced by many people, including young and older workers.
What do you see as the primary challenge for HR in the next 5...

Favorite HR Phrases :-)

What is your best HR phrase?...

Which Background is Preferable for a Manager?

Selecting candidates for a job is never easy. Certainly when we're talking about managers, considering they are going to play an important role in your organization...
What is the optimal manager profile... 

Line Managers Knowledge in HR

(Why) Should all line managers have basic knowledge in HR?...

The Role of HR in Safety and Security at Work

I would like to be enlightened on aspects of work security as is supposed to be understood by a Human Resource manager. Thank you......

Follow-up of Job Evaluation

My organisation carried out a job evaluation. We changed the grading structure and the salary structure. Long-serving employees are not satisfied, because they are on the same grade with new employees having the same qualifications (but no len...

Human Resources Management: Art or Science?

Is the human resources management field a science or an art?...

Introducing New Policies

Am working for a young company, I have been asked to come up with some policies which can be adopted to run a company. Policies on staff management and administration. Could anyone assist me please?...
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