Read the summary and the most important questions on Human Resource Management | 9781544331317 | Robert N. Lussier, John R. Hendon

• 1 The new Human Resource Management Process

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• How do you call the failure of an employee to report to the workplace as scheduled?

  Absenteeism

• How do you call the analytical and quantitative skills-including in-depth knowledge of how the business works and its budgeting and strategic-planning processes-that are necessary for a manager to understand and contribute to the profitability of the organisation?

  Business skills

• How do you call the ability to evaluate a situation, identify alternatives, select a reasonable option, and make a decision to implement a solution to a problem?

  Conceptual and design skills

• How do you call a division or department that brings in no revenue of profit for the organization-running this function only costs the organisation money?

  Cost center

• How do you call a function of how many organisational resources we used in getting the job done?

  Efficiency

• How do you call the ability to put yourself in another person's place-to understand not only what that person is saying but why the individual is communicating that information to you?

  Empathy

• How do you call a combination of job satisfaction, ability, and a willingness to perform for the organisation at a high level and over an extended period?

  Employee engagement

• How do you call the ability to understand, communicate, and work well with individuals and groups through developing effective relationships?

  Interpersonal skills

• How do you call Workers who “use their head more than their hands” and who gather and interpret information to improve a product or process for their organisations?

  Knowledge workers

• How do you call the individuals who create, manage, and maintain the people and organisational processes that create whatever it is that the business sells?

  Line managers