This blog is a response to a challenge I got on BI. There we were encouraged earn to die 2012 to bl

This blog is a response to a challenge I got on BI. There we were encouraged earn to die 2012 to blog about the lectures. Theme of lecture row I go on now is HR, and it is part of a master's degree in school leadership. I've discovered earn to die 2012 that I teach me the material in a completely different way, and in addition I get very good writing practice. Win-win!
(Http://silacruz.files.wordpress.com/2010/10/hc3b8st.jpg) Outside there are lovely autumn weather, but with hot summer temperatures. Inside the school premises are teachers well underway earn to die 2012 with teaching, supervision and continuous assessment, while the management earn to die 2012 to embark on its assessment and create a priority list for local bargaining. It is not always it is consistent with what management will, union stances and education agency earn to die 2012 opinions. The stage is set for a hot autumn, even indoors. But are local bargaining earn to die 2012 a good HR strategy in a knowledge based organization? I am one of the lucky ones who work in an organization that has as one of many HR strategies extensive investment in training and development of employees. For my part, it has turned into an offer to take a master's degree earn to die 2012 in school administration at BI. The theme for the last lecture was evidence earn to die 2012 HR with Bård Kuvaas lecturer. He has, together with Anders Dysvik written book Profitability through human resources (2008). First a little theory and research around two different HR models and presentation of a small sample of the research to Kuvaas and Dysvik (2008) on internal and external motivation. What is HR? I choose to support me Kuvaas and Dysvik (2008) definition earn to die 2012 of HR or management of human resources, as all activities concerning planning, procurement, development and "liquidation" of human resources in organizations. Further limiting the definition to apply to HR activities or HR initiatives such as reward systems, performance appraisal, leadership development, team organization, and to training. (Kuvas and Dysvik. 2008, p. 13) Two different models According Kuvaas and Dysvik (2008) there are many different ways to describe HR, but they argue that Harvard School (Beer et al 1984) and Michigan- school (Fombrun et. al. 1984) have had the most influence. Kuvaas and Dysvik (2008) summarizes the two directions as follows: Harvard School: earn to die 2012 A humanistic perspective where efficiency will be achieved through good working Many stakeholders including Commitment Based, soft, best practice HR Michigan School: An economic perspective, where efficiency is sought through control and incentive systems An interesting, TRS is the central control oriented, economically based or hard HR And on the basis of, among other things, these two ideologies have Kuvaas and Dysvik (2008) set up the contrasts between two main models for HR that they have called: Best of practice HR / liability based HR and conventional HR / control oriented HR. Furthermore, in the blog I will for convenience call them obligation based HR and control oriented HR. (Kuvaas and Dysvik, 2008, p. 25) What models functioned best? Kuvaas and Dysvik earn to die 2012 (2008) earn to die 2012 argues that commitment based HR works best on the basis of many research results, including a study of Collins and Smith (2006). The study looked at the relationship between degree of commitment based HR and organizational results and showed strong positive correlations between commitment based HR and organizational results:
Kuvaas and Dysvik (2008) Inner and Outer motivation Kuvaas and Dysvik (2008) has collected data from managers and employees in Norwegian companies for several years. The majority of data sets have not had motvasjonsproblematikk main focus, but because intrinsic motivation is so central to explaining attitudes and behavior in organizations, they still managed to get measured intrinsic motivation earn to die 2012 in many of the samples. The main features of the data shows very strong positive correlations between intrinsic motivation and work performance. In addition, intrinsic motivation positively earn to die 2012 related to including extra role behavior (refer here to help others in the job in a way that exceeds the formal job requirements). Kuvaas and Dysvik (2008) also found that intrinsic motivation is significantly negatively related to job stress and absenteeism. The data sets also show that workers are either mostly outer or inner motivated by their job. Kuvaas and Dysvik (2008) argues this on the basis of six datasets with over 3,000 respondents where also extrinsic motivation is measured. Here is the correlation between internal and external motivation negative (average correlation is -0.14). This despite the fact that approximately half of these respondents working in banking and finance, where many work in sales and where commission salary is very widespread. But the strongest correlation is a positive correlation between extrinsic motivation and turnover intention (intention to quit in an organization). My opinion earn to die 2012 If you look at the table of contrast,