Operator's, organizational, direct and general support maintenance manual : heater, space, multi-fuel, with blower, 60,000 BTU/HR, (Hunter model UH-68F), NSN 4520-01-050-5628.

Includes index.

Operator's, organizational, direct support and general support maintenance manual : heater, duct type, portable, trailer mounted, 400,000 Btu/hr, Fiesta model FC-400-1 (4520-01-071-7191).

"11 July 1980."

Operator's, unit, and intermediate maintenance manual : heater, space, multifuel with blower, 60,000 Btu/hr, 120 V, UH-68G (4520-01-203-4410).

"4 November 1986."

Conveyor drag type piler self-propelled crawler mounted gasoline driven 35 ft long, 75 ton per hr capacity : Barber-Greene model 689 (less engine) /

Includes index.

Urkundliche Beiträge : zur Geschichte der mähr. Judenschaft im 17. und 18. Jahrhundert /

Mode of access: Internet.

Festschrift zum 50-jähr. jubiläum der Realschule mit progymnasium zu Reichenbach i. V. 1899.

Cover-title.

Festschrift des Münchener altertums-vereins zur erinnerung an das 50jähr. jubiläum.

Mode of access: Internet.

A study of strategic HR issues in an Asian context

Examines five strategic human resource management (HRM) issues using a qualitative methodology. Two of these are related to the central organisational-level constructs of structure and culture. The other three pertain to HR strategy, HR competencies, and HR outsourcing. The study employed the multiple-case design method proposed by Yin, with a view to extending theory in strategic HRM research. Semi-structured interviews were conducted with 35 managers (CEOs, line managers, and HR managers) of nine companies from two major industries in the manufacturing sector – electronic products and machinery/equipment. The research found that top management enlightenment and level of HR competencies together determine the role and status of the HR function in organisations, and that the companies studied pursue four types of HR strategies: informal and not communicated; informal and communicated; formal but not communicated; and formal and communicated. HR strategy was found to affect both vertical and horizontal fits of the HR function. Culture, HR strategy and HR competencies influenced organisational propensity to outsource HR activities.

A comparative study of HR practices in Britain and India

This paper traces the major developments in the field of human resource management briefly and then highlights the need for more cross-national HRM studies. The results from two parallel surveys of matched Indian and British organizations are presented. The main aim of the surveys was to examine a wide range of HRM policies and practices in a cross-national comparative context. The surveys were run in six industries in the manufacturing sector. The study controlled for a number of variables such as size of the organization, product, industry sector and personnel participation. Influence of a number of contingent variables (such as age, size, nature and life-cycle stage of the organization, presence of unions and human resource strategies) on HRM policies and practices is analysed. The study finds significant differences in recruitment, compensation, training and development and employee communication practices between India and Britain.

Process improvement within a HR division at a UK police force

A structured approach to process improvement is described in the context of the human resources division of a UK police force. The approach combines a number of established techniques of process improvement such as the balanced scorecard and process mapping with a scoring system developed to prioritise processes for improvement. The methodology described presents one way of ensuring the correct processes are identified and redesigned at an operational level in such a way as to support the organisation's strategic aims. In addition, a performance measurement system is utilised to attempt to ensure that the changes implemented do actually achieve the desired effect over time. The case demonstrates the need to choose and in some cases develop in-house tools and techniques dependent on the context of the process improvement effort.