https://hdl.handle.net/10646/94 Thu, 09 Apr 2026 23:43:32 GMT 2026-04-09T23:43:32Z https://hdl.handle.net/10646/653 Groups and Group Behaviour Chaneta, Isaac Groups and teams are a major feature of organisational life. The work organisation and its sub-units are made of, are groups of people. Most activities of the organisation require at least some degree of co-ordination through the operation of groups and teamwork. An understanding of the nature of groups is vital if the manager is to influence the behaviour of people in the work situation. Groups are an essential feature of the work pattern of any organisation. Members of a group co-operate in order for work to be carried out and managers themselves work within the groups. People in groups influence each other in many ways and may develop their own hierarchy and leaders. Group pressures can have a major influence over the behaviour of individual members and their work performance. The activities of the group are associated with the process of leadership. The style of leadership adopted by the manager has an important influence on the behaviour of members of the group. Pre-Print Journal Article Fri, 01 Jan 2010 00:00:00 GMT https://hdl.handle.net/10646/653 2010-01-01T00:00:00Z https://hdl.handle.net/10646/630 Strategic human resource management Chaneta, Isaac This book is intended both to be descriptive of Strategic Human Resource Management (SHRM) and its key constituent ideas and to be analytical of the approach and its ideas. It is intended that the reader leaves the volume not only better informed about what SHRM is, but better able to evaluate SHRM and to understand it. This approach requires us to consider the concept or approach of SHRM carefully and critically; not to tear it apart for the sake of it, but to assess how robust and impressive it is in terms of its constituent ideas and assumptions. This activity, however, which starts in this chapter, may not be all that easy. This is partly because SHRM is an elusive target, characterized by a diversity of meanings and ambiguous conceptual status (Hales 1994:54). Therefore, we must spend some time looking at how SHRM has been defined and how it has been employed. But this is also difficult because SHRM may be not only diverse and ambiguous, it may also be contradictory – it may contain elements, or depend on assumptions, which are themselves inconsistent, pulling in different directions. Furthermore, SHRM as an approach has much in common with other approaches to organizational restructuring, such as a focus on internal marketing (Hales 1994). Because of the variety and complexity of approaches to SHRM, it is important to have some understanding of how SHRM is defined and used. It might seem that a discussion of the nature and merits and provenance of the ideas and assumptions inherent in approaches to organizational restructuring such as SHRM is simply academic. Fri, 01 Jan 2010 00:00:00 GMT https://hdl.handle.net/10646/630 2010-01-01T00:00:00Z https://hdl.handle.net/10646/629 Collective bargaining Chaneta, Isaac Collective bargaining is concerned with the relations between employers acting through their management representatives and organized labour. It is concerned not only with the negotiation of a formal labour agreement but also with the day- to- day dealings between management and the union. Because the management of the people in so many organizations is closely intertwined with union- employer relationships, it is essential that the student and the practitioner of management develop a sound knowledge of collective bargaining. Furthermore, the effect of collective bargaining extends beyond these establishments that are unionized. It impacts upon the economy as a whole, upon the practices of non-union organisations and upon the society at large. This is a pre-print of an article published in PeCOP Journal of Social and Management Sciences Thu, 01 Jan 2009 00:00:00 GMT https://hdl.handle.net/10646/629 2009-01-01T00:00:00Z https://hdl.handle.net/10646/628 Spurring workers' perfomance at work-place through job designing. Chaneta, Isaac Overtime, some jobs become routine and less challenging, resulting in the demotivation of the job-holders. Effort should be made to make work more reading or satisfying by adding more meaningful tasks to a worker’s job. Such an act aims to spur employee self esteem and feeling of self fulfilment, hence long-term satisfaction’ and performance are upheld. This calls for the constant reviewing of the jobs’ content. This is a pre-print to an article published in PeCOP Thu, 01 Jan 2009 00:00:00 GMT https://hdl.handle.net/10646/628 2009-01-01T00:00:00Z