SCDL Keywords-Human Resource Management-HRM

Back to SCDL Keywords Home

SL NO.	TOPIC	PAGE NUMBER
Unit .1	NATURE OF HUMAN SOURCE DEVELOPMENT
1	Features of Human resource management	2
2	scope/goal of human resource management	2
3	human resource planning	2
4	recruitment and selection	2
5	training and development	2
6	organizational development	3
7	career development	3
8	job design	3
9	performance management system	3
10	compensation and benefits	3
11	employee assistance	3
12	labour relation	3
13	HR research and information systems and audit	3
14	role/functions of human resource management	4
15	the inspection function	4
16	development function	4
17	motivation function	5
18	maintenance function	5
19	employment function	5
20	training and development function	5
21	compensation and benefits function	5
22	employee relations function	5
23	benchmark/principles of human resource management	6
24	individualistic approach	6
25	make employees feel worthwhile	6
26	fair and just policies	6
27	rewards should be earned	6
28	access to organizational information	6
29	judge the strength	6
30	equal pay for equal work	6
31	do what you preach	6
32	Features of Human resource development	7
33	M.M.Khan	7
34	Prof.Len Nadler	7
35	Schlem	7
36	Nature and scope of human resource development	7
37	importance of human resource development	8
38	competent employees	8
39	role clarity	8
40	committed work force	8
41	greater trust and respect	9
42	synergy effect	9
43	breaks resistance to change	9
44	facilities HRP	9
45	other benefits	9
46	human resource development in India	9
47	Problems and solution related to the human resource practices	10
48	organizational problems	10
49	general problems	11
50	suggestions to overcome human resource development problems in India	11
51	organizational measures	11
52	general measures	12
53	features of human resource planning	13
54	definitions of human resource planning	13
55	leap and crine	13
56	De Censor and Robbins	13
57	Stoner and Freeman	13
58	Human Resource planning procedure	13
59	Need and importance of Human resource planning	14
60	future manpower requirements	14
61	adjusting to change creating talented personnel	14
62	protection of weaker sections	14
63	execution of personnel functions	14
64	human assets	15
65	breaking the resistance to change	15
66	reduction in personnel costs	15
67	managerial development	15
68	international strategies	15
69	limitations of human resource planning	15
70	factors affecting human resource planning	15
71	type of organization	16
72	strategy of organization	16
73	environmental uncertainties	16
74	time period	16
75	information	16
76	nature of job being filled	16
77	off-loading	16
78	limitations of human resource planning	16
Unit-2	Human Resource planning
1	definition of Human Resource planning	24
2	uses and benefits of Human Resource planning	24
3	features of Human Resource planning	25
4	the man power management cycle	25
5	limitations of Human Resource planning	25
6	steps involved in Human Resource planning	25
7	Resignations	26
8	Retirements	26
9	Deaths	26
10	Dismissals	26
11	Transfers	26
12	Promotions	26
13	need for Human Resource planning	26
14	methods and steps in Human Resource planning	27
15	annual estimate of vacancies	27
16	long-range estimate of vacancies	27
17	fixed minimum man specification requirements	27
18	specific position estimations	27
19	steps in Human Resource planning	28
20	first step	28
21	second step	28
22	third step	28
23	example of Human Resource planning at L & T	29
24	planning job requirements and descriptions	29
25	adequate recruitment	29
26	adequate training	29
27	adequate salary structure	29
28	fair appraisal	29
29	job description	30
30	skills analysis	30
31	desirable managerial skills	30
32	decision making skills	30
33	leadership skills	31
34	communication skills	31
35	organizational and social skills	31
36	the basic managerial skills	31
37	selection adequate source of recruitment	32
38	attrition	32
39	features of attrition	32
40	attrition	32
41	reasons	32
42	impact of employee attrition	33
43	cost of re-recurring	33
44	retaining	33
45	loss of productivity	33
46	rates around the world	33
47	attrition in different industries	33
48	attrition in BPO industry	34
49	attrition in IT companies	34
50	attrition in pharmaceutical sector	34
51	battling attrition	35
52	no poach agreement	35
53	background checks	35
54	involvement of families	35
55	cutting down of freebies	35
56	work culture	35
57	employee branding	35
58	a sense of belonging	35
59	performance based incentives	36
60	job enrichment	36
61	ESOP	36
62	Controlling attrition: the office tiger way	36
63	a proposed solution	36
unit-3	Job Analysis,Job descritption,Job specification and Job evaluation
1	features of Job analysis	40
2	Job analysis	41
3	Job analysis provides information on	41
4	steps in Job analysis	42
5	application of Job analysis preparation of job descriptions	44
6	preparations of job specifications	44
7	development of key result areas	44
8	design of training programmes	44
9	development of compensation structure	44
10	strategic planning	44
11	Job description and job specification	45
12	orgagnisational elements	45
13	environmental elements	45
14	behavioral element	45
15	Autonomy	46
16	variety	46
17	task identity	46
18	feed back	46
19	task significance	46
20	techniques of job redesign	46
21	the action that needs to be taken as	46
22	routine jobs	46
23	overspecialized jobs	46
24	job rotation	46
25	job enlargement	46
26	job enrichment	47
27	job evaluation	47
28	scope of application	47
29	introduction of job evaluation system	47
30	contribution of trade unions to job evaluation	48
31	techniques of job evaluation	50
32	job ranking	50
33	job grading	51
34	factor comparison system	52
35	selection of job characteristics	52
36	selection of key jobs	52
37	determination of correct rates of key jobs	52
38	ranking key jobs under each job factor	52
39	allocation of correct rates to each key jobs	52
40	evaluation of all other jobs	52
41	designing, adjusting and operating the wage structure	52
42	point rating system	53
43	select job factor	53
44	construction of this yardstick	54
45	education	55
46	evaluation of the job	55
47	wage survey	56
48	designing the wage structure	57
49	factors affecting the designing of the wage structure area	57
50	labour market conditions	57
51	economic condition of the country	57
52	wage structure of other firms in the same industry	57
53	adjustment and operation of wage structure	57
54	Education:weightage	58
55	experience :weightage	58
56	decision making:weightage	58
57	work complexity and adaptability:weightage	59
58	supervisory responsibilty:weightage	60
59	work contacts:weightage	60
60	independence of operation:weightage	61
61	responsibility for records and reports:weightage	62
62	responsibility for confidential information:weightage	62
63	physical reports:weightage	63
64	working conditions:weightage	63
65	job evaluation factor rating	64
66	the scheme is based on HAY/MSL and point rating system	65
unit 4.	recruitment, selection, promotion and transfer
1	concept of recruitment	70
2	organizational policy	70
3	the wages and compensation structure	70
4	government policies	70
5	labour market	71
6	image and reputation of the organization	71
7	candidate preferences	71
8	recruitment process	71
9	man power planning	71
10	job analysis	71
11	job description	71
12	job specification	71
13	personnel specification	71
14	identification of vacancies	71
15	preparation of budget	71
16	preparation and publication of information	72
17	advertisement	72
18	internet	72
19	receipt of application form	72
20	other method of recruitment	72
21	employee agencies and head hunters	72
22	campus recruitment	73
23	walk in interviews	73
24	employees referral	73
25	aspects of recruitment	73
26	alternatives to recruitment	73
27	overtime	74
28	outsourcing	74
29	temporary employment	74
30	cost effectiveness of recruitment	74
31	source of recruits	74
32	method of recruitment	74
33	internal and external recruitment	75
34	internal source	75
35	external source	76
36	new Vs old blood	77
37	benefits of recruiting from within	78
38	benefits of using external sources	78
39	sources of recruitment commonly used in India	79
40	concept of selection	81
41	criteria for selection	81
42	the selection process	81
43	preliminary screening	81
44	interview	81
45	structures interview	81
46	unstructured interview	82
47	situational interviews	82
48	stress interviews	82
49	assessment centers	83
50	employment test	83
51	reference checks	83
52	medical examination	83
53	promotion	83
54	meaning	83
55	types of promotion	84
56	purposes of promotion	84
57	basis of promotion	85
58	merit as a basis of promotion	85
59	seniority as a basis of promotion	85
60	advantages of seniority based promotion	85
61	disadvantages of seniority based promotion	86
62	seniority-cum-merit	86
63	benefits of promotion	87
64	problems with promotion	87
65	promotion policies	87
66	transfer	88
67	meaning	88
68	reasons of transfer	88
69	types of transfer	89
70	production transfer	89
71	replacement transfer	89
72	rotation transfer	89
73	shift transfer	89
74	remedial transfer	89
75	panel transfer	89
76	reasons for transfer	89
77	temporary transfer	89
78	permanent transfer	89
79	company initiated transfer	90
80	benefits of transfer	90
81	problems of transfer	90
82	principles of transfer	90
83	usefulness of interviews	94
84	structured interviews	94
85	situational	94
86	one to one	94
87	common interview mistakes	94
88	snap judgment	94
89	negative emphasis	94
90	poor knowledge of the job'	94
91	contrast error	95
92	non-verbal communication	95
93	too much/too little talking	95
unit-5	training and development
1	training and development	98
2	development	98
3	objectives of training	98
4	to increase productivity	98
5	to improve quality	98
6	to help company fulfill its future personnel needs	99
7	to improve organizational climate	99
8	to improve health and safety	99
9	obsolesce prevention	99
10	personal growth	99
11	ole of transfer	100
12	trainer or facilitator	100
13	identification of training needs	101
14	need for training	101
15	sources of identifying training needs	102
16	performance appraisal	102
17	career plans	102
18	system introduction	103
19	example of training needs identification: SSL technology	103
20	modules are on	104
21	apex body for need identification	105
22	classifying employees	113
23	deadwood	113
24	work horses	113
25	stars	113
26	problem children	114
27	training efforts	114
28	systems approach to training	114
29	methodology of training and development	115
30	employee training method	115
31	on-the-job training	115
32	apprenticeship programs	116
33	job instructions training	116
34	off-the-job training	116
35	classroom lectures or conferences	116
36	films	116
37	simulation exercises	116
38	cases	117
39	experimental exercises	117
40	computer modeling	117
41	vestibule training	117
42	programmed instructions	117
43	management development methods	118
44	on-the-job development	118
45	coaching	118
46	job rotation	119
47	committee assignment	119
48	appointment to permanent committee	119
49	off-the-job development	119
50	sensitivity training	119
51	transactional analysis	120
52	lecture courses	120
53	simulation exercises	120
54	case study	120
55	simulation decision games	120
56	role-playing	121
57	support of line managers	122
58	evaluating the training programs	123
59	basic criteria	123
60	reactions	123
61	learning	123
62	behavior	123
63	results	123
64	publicise and gain visibility	126
65	goal of training	126
unit-6	Perormance improvement
1	performance counseling	134
2	features of performance counseling	134
3	conditions of effective counseling	134
4	performance counseling phases	135
5	rapport building	135
6	exploration	135
7	action planning	136
8	processes in performance counseling	137
9	feedback	137
10	pre-interview preparation	138
11	interview	139
12	potential appraisal	141
13	meaning of potential	141
14	the first set	141
15	the second set	142
16	features of performance appraisal	142
17	objectives of potential appraisal	142
18	important qualities	143
19	analytical power	143
20	creative imagination	144
21	sense of reality	145
22	holistic view form a detached position	146
23	approach to problems or situations	146
24	speed/insight	146
25	action planning	146
26	seeing the relative nature	147
27	judgment	147
28	alertness	147
29	effective leadership	147
30	format of potential appraisal	148
31	development plan	149
unit-7	performance appraisal
1	features of performance appraisal	156
2	advantages of performance appraisal	156
3	format	157
4	examples of performance appraisal	158
5	management performance review -guidelines	158
6	the system	158
7	salient features	158
8	period of appraisal	158
9	assessment routes	159
10	role of assessors and reviewers	159
11	major possibilities/ duties	159
12	performance and its assessment	160
13	critical factors and attributes	160
14	job knowledge	160
15	planning	160
16	organizing and resource utilization	160
17	communicating	161
18	decision making	161
19	winning instinct	161
20	relationships and management style	161
21	overall assessment	162
22	A-excellent	162
23	B-superior	162
24	C-good	162
25	D-fair	163
26	E-poor	163
27	record of appraisal and counseling interview	163
28	placement	164
29	career progression	164
30	overall remarks	164
31	the format	165
32	experience with the working of the system	169
33	discussion in the senior mangers conference	171
34	percentage distribution of overall rating	171
35	rating fluctuations	172
36	timeliness of submission of records	172
37	attributes	172
38	strengths and area of improvement	172
39	some other areas of concern	173
40	merit rating system in famous international al airlines	173
41	review factors	177
42	quality consciousness	177
43	performance	177
44	character	177
45	discipline and attendance	177
46	360 degree appraisal	178
47	objectives of 360 degree feedback	178
48	basis of 360 degree assessment	179
49	advantages of 360 degree feedback	179
50	prerequisites for participation in 360 degree feedback	180
51	360 degree feedback	182
52	orientation	182
53	questionnaire distribution	183
54	monitoring and follow-up	184
55	data feeding and report	185
56	workshop	186
57	counseling	187
58	using 360 degree appraisal effectively-some guidelines	187
59	planning levels	188
60	objectives of 360 degree feedback	188
61	appraisal instrument/questionnaire	188
62	appraiser identity	189
63	appraise preparedness	189
64	appraise preparedness	189
65	feedback process	189
66	organizational culture	190
67	implementation level	190
68	feedback management	190
69	identifying improvement areas	190
70	action planning	190
71	monitoring and follow-up	190
72	reinforcement of new behaviors	190
73	results level	191
74	improved individual behavior	191
75	heater awareness of others expectations	191
76	individual and organizational learning	191
77	methods of performance appraisal	192
78	traditional methods	192
79	graphic rating scales	192
80	ranking method	193
81	paired comparison method	193
82	forced distribution method	194
83	checklist method	194
84	simple checklist method	194
85	weighted checklist	195
86	forced choice method	195
87	critical incident method	196
88	essay or free from appraisal	197
89	group appraisal	197
90	confidential reports	198
91	modern methods	198
92	behaviorally anchored rating scales-BARS	198
93	how to construct BARS	198
94	collect critical incidents	198
95	identify performance dimensions	198
96	reclassification of incidents	199
97	assigning values to the incidents	199
98	producing the final instrument	199
99	assessment center	200
100	human resource accounting	201
101	management by objectives	201
102	psychological appraisal	203
unit-8	career and succession planning
1	career planning	210
2	career anchors	210
3	managerial competence	210
4	technical-functional competence	210
5	search for security	210
6	desire for creating and developing something new	210
7	freedom or independence	211
8	features of career planning	211
9	career development cycle	211
10	exploratory stage	211
11	establishment stage	211
12	maintenance stage	211
13	stage of decline	212
14	career need assessment	212
15	career opportunities	212
16	need opportunity alignment	212
17	plateaued employees	212
18	example of a career path model	213
19	some other experiences	214
20	development grade	214
21	officiating assignment	215
22	understudy	215
23	business group	215
24	foreign assignment	216
25	specialized training	216
26	facilities for self-development	217
27	model for planned self-development	217
28	success formula	217
29	job responsibilities	218
30	leadership qualities	218
31	relationships	218
32	self evaluation balance sheet	218
33	job responsibility	218
34	leadership qualities	219
35	relationships	219
36	self evaluation balance sheet	219
37	for my relationships	223
38	succession planning	223
39	features of succession planning	225
40	time frame	225
41	promotion from within	225
42	example of an excellent succession plan	227
43	unexpected succession	228
44	doppelgangers phenomenon	229
45	whose responsibility	230
unit-9	quality management
1	features of total quality management	236
2	tenets of total quality management	237
3	Dr.joseph Juran	237
4	Dr.W.Edwards Deming	238
5	Philip B.Crosby	238
6	Elements of TQM	239
7	The key TQM concepts	239
8	management commitment to quality	239
9	focus of the customer	239
10	prevention rather than detection of defects	239
11	universal quality responsibility	240
12	quality measurement	240
13	continuous improvement	240
14	root cause corrective action	240
15	employees involvement and empowerment	240
16	synergy of team s	240
17	bench marking	241
18	inventory reduction	241
19	value improvement	241
20	supplier teaming	241
21	training	241
22	need and importance of TQM	241
23	improving customer satisfaction	241
24	enhancing quality	241
25	reduction in waste	241
26	reduction in inventory	242
27	improving productivity	242
28	reducing product development time	242
29	flexibility	242
30	motivates human resource	242
31	enhances competitiveness	242
32	problems in implementing TQM	242
33	TQM incorporates several dimensions	242
34	the crisis implementing TQM arises from	243
35	difficulties experienced in bringing about change	243
36	rising expectations	243
37	features of quality	244
38	definition of quality	244
39	dimensions of quality	244
40	performance	244
41	feature	244
42	reliability	244
43	conformance	244
44	durability	245
45	serviceability	245
46	aesthetics	245
47	perceived quality	245
48	features of quality circles	245
49	introduction	245
50	definition of quality circle	246
51	characteristics of quality circle	246
52	process of quality circles	246
53	the process of QC's involves	247
54	problem collection	247
55	problem analysis	247
56	problem solution	247
57	management presentation	247
58	implamentation,review and follow up	247
59	benefits of quality circles	247
60	self development	247
61	social development	247
62	opportunity to acquire knowledge	247
63	potential leader	248
64	improved communication skills	248
65	job satisfaction	248
66	healthy work environment	248
67	organizational benefits	248
68	important condition of quality circles	248
69	unconditional support	248
70	prompt approval	248
71	long term approach	248
72	proper orientation	248
73	morale trickles from the top	249
74	expenditure scrutiny	249
75	dispel fears	249
76	identify of interests	249
77	regular communications	249
78	proper environment	249
79	effective leader	249
80	features of quality control	249
81	components of quality control system	249
82	types of quality control	250
83	on-line	250
84	off-line	250
85	objectives of quality control	250
86	quality audit for quality control	251
87	need for quality audit	251
88	inspection	251
89	definition of inspection	251
90	Alford and Beauty	251
91	Sprigel and Lansburgh	251
92	objectives of inspection	251
93	quality product	251
94	removing defects	260
95	reduction in costs	260
96	consumer satisfaction	260
unit -10	HRD Audit
1	concept of HRD audit	258
2	HRD audit is comprehensive	258
3	HRD audit examines linkages with other systems	260
4	HRD audit is business driven	261
5	why do most companies wanted HRD audit	261
6	role of HRD audit in business improvement	263
7	methodology of HRD audit	267
8	individual interviews	267
9	group interviews	267
10	workshop	268
11	questionnaire method	269
12	observation	270
13	analysis of secondary data	270
14	analysis of reports, records, manuals and other published literature	270
15	limitations of HRD audit	271
unit-11	managing changes through continuous improvement
1	challenges before the human resource manager	277
2	responding to change	278
3	the new environment	279
4	effect of competition on human resource management	280
5	techniques of continuous improvement	282
6	benchmarking	283
7	benchmarking for competitive advantage	283
8	types of benchmarking	283
9	internal benchmarking	283
10	competitive benchmarking	283
11	functional benchmarking	284
12	generic benchmarking	284
13	another classification of benchmarking	284
14	benchmarking process	285
15	benchmarking human resource policies an practices	286
16	example of human resource management benchmarking	287
17	participation of management	287
18	peon style of management	287
19	delegation of risk-taking power to managers	287
20	composition of top management team	287
21	training of managers	287
22	incentives of top management	287
23	succession planning	287
24	performance appraisal	288
25	action steps for effective benchmarking	288
26	business process re-engineering	289
27	action steps for Re-engineering	292
28	urgency motivation	294
29	human resource accounting	294
30	human resource audit	294
unit-12	Good HR practices
1	components of HR practices	300
2	three components	300
3	Competencies, Commitment and culture	300
4	elements of Good HR	301
5	corporate strategy and business-linked HRD	302
6	systems-engineered and systems-driven HRD	303
7	component systems of HRD-Pareek and RAO	303
8	career systems	303
9	work planning system	303
10	development system	303
11	self renewal system	303
12	culture sub system	304
13	functions of HRD department	305
14	appropriately structured and competent HRD	305
15	roots of organizational culture	308
16	research evidence	309
17	pfeffer	310
18	Yeung and Berman	310
19	Macduffie and krafcik	310
20	stroff	310
21	Huselied	310
22	Bimets	312
23	Welbourne and andrews	312
24	Arthur	312
25	Schneider and Bowen	312
26	Johnson, Ryan and schemit	312
27	Delery and Doty	313
28	impact of good HR practices	314
29	HRD organizational effectiveness	318
30	HRD and HR	321
31	elements of Good HRD	322
32	approach to evaluate the HR function	323
33	The balanced score card approach	323
34	the strategic HR framework	325
35	business strategy	325
36	organizational capabilities	325
37	human resource practices	325
38	the integrative framework	326
39	Arthur Anderson's human capital appraisal approach	327
40	clarification stage	328
41	assessment stage	328
42	design stage	328
43	implementation stage	328
44	monitoring stage	328
45	the HRD score card: A proposed Model	329
unit-13	recent techniques in human resource management
1	employees for lease	336
2	moon lighting by employees	337
3	blue moon to full moon	337
4	blue moon	337
5	quarter moon lighting	338
6	half moon lighting	338
7	full moon lighting	339
8	effect of moon lighting on HRM in future	339
9	dual career options	340
10	reasons for increase in the number of female employees	340
11	consequences and challenges	341
12	concern for other party's grievances too	341
13	absenteeism	342
14	stress	342
15	restricted freedom	342
16	work sharing	342
17	restricted freedom	342
18	work sharing	342
19	difficult task to line managers	342
20	promotions	342
21	transfers	343
22	flexi time and flexi work	344
23	flextime	344
24	flexi work	345
25	over specialization in the work	345
26	lack of challenging work	346
27	lack of interest	346
28	routine nature of work	346
29	training and development	347
30	organization's educational institutes	347
31	management participation in employees organisation s	349
32	influence of employees organization	349
33	need for participation	351
34	nature and extend of participation	351
35	prerequisites for participation	352
36	parties to participation	352
37	contribution to trade union functioning	352
38	possible opposition	353
39	consumer participation in collective bargaining	355
40	causes of disputes	355
41	collaborative management-multi dimensional approach	359
42	workers participation	360
43	customers participation	361
44	government participation	361
45	stockholders participation	362
46	employee's proxy	363
47	human resource accounting	364
48	human resource -meaning	364
49	human resource accounting -definitions	364
50	objections against the treatment of people as assets	364
51	need for human resource accounting	365
52	current practice	367
53	consequences	367
54	aims and objectives of HRA	368
55	methods of valuation of human resources	369
56	historical cost method	369
57	replacement cost	369
58	standard cost method	369
59	present value	369
60	current purchase power method -CPM	370
61	opportunity cost method	370
62	economic value method	370
63	statistical based method	370
64	valuation models	370
65	Lev and Schwartz model	370
66	Eric Flamholtz Model	370
67	Jaggi-Lau's model	370
68	benefits of HRA	370
69	human resource accounting in India	371
70	organizational politics	372
71	who act politically	373
72	causes of organizational politics	373
73	techniques of organizational politics	375
74	effect of organizational politics	376
75	exit policy and practice	377
76	meaning	377
77	Governemtn policy before 1991 and its consequences	377
78	extend of surplus	377
79	consequence of surplus manpower	378
80	problems and solutions of pruning	378
81	VRS	382
82	voluntary retirement scheme	383
83	merits of VRS	383
84	Demerits of VRS	383
85	measures to minimize	384
86	national renewal fund	384
87	the challenges of employee exit	385
88	manage employee exit	385
89	future of human resource management	387
unit-14	human resource practice in IT industry
1	best practices in an industry	394
2	strategic partner	395
3	employee advocate	396
4	change champion	397
5	compensation structure	398
6	the components of compensation system	399
7	job descriptions	399
8	job analysis	399
9	job evaluation	399
10	pay structures	399
11	salary surveys	399
12	types of compensation	400
13	base pay	400
14	dearness allowance	400
15	commissions	400
16	overtime pay	400
17	bounses,profit sharing, merit pay	400
18	stock options	400
19	travel, meal ,Housing allowances	400
20	Benefits- dental ,insurance, medical ,vacation,leaves,retirement	400
21	determination of grades	401
22	establish grade pricing and salary range	401
23	determine an appropriate salary structure	401
24	develop a salary administration policy	401
25	obtain top executives approval of the basic salary program	402
26	communicate the final program to employees and managers	402
27	compensation practices	402
28	form	402
29	quantum	403
30	structure	403
31	Mix	403
32	effectiveness of compensation system	403
33	reinforcement	403
34	expectancy	403
35	equity theory	403
36	compensation survey	403
37	development of salary structure	404
38	job evaluation	404
39	financial incentive systems	404
40	piecework	405
41	production bonuses	405
42	commissions	405
43	executive incentives	405
44	group incentive plans	405
45	production incentive plans	405
46	profit sharing plan	405
47	cost reduction plan	405
48	employee benefits	405
49	insurance	406
50	medical benefits	406
51	retirement benefits	406
52	paid leave	406
53	other benefits	406
54	knowledgement management	406
55	meaning	406
56	characteristic of workers in the knowledge society	407
57	emergency HR strategies of a knowledge economy	408
58	60 HR practices	411
59	Floyd Kemske	411
60	workplace flexibility	411
61	global business	412
62	work and society	413
63	definition of jobs	414
64	strategic roles	415