Contents: Vol. I: Preface. 1. A conceptual overview of HRM. 2. Why measure HR activities? 3. Managing human resources in practice: a thematic analysis. 4. Managing the process of change. 5. Creating a quality framework. 6. Coordinating human efforts. 7. Meaning, importance and studies in work culture. 8. Importance of work culture. 9. The philosophy of management. 10. The philosophy behind human resource development. 11. Conflict situations and management. 12. The integration of human resource management policies. 13. Human resource planning: concepts and issues. 14. Planning for human resources development. 15. Manpower planning. Vol. II: 16. Manpower planning and development. 17. Manpower planning and selection. 18. Training and development. 19. Role of computers in HRD for marketing. 20. Human resource development in changing technology. 21. Human resource development: need for a systems approach. 22. Manning standards, culture and utilization. 23. Human resource strategies in the business plan. 24. Manpower information systems. 25. Employer-employee relationship: its nature and scope. 26. Employee development programme. 27. Laws governing employee relations. 28. Effective utilization and control of human resources. 29. Womanpower utilization. 30. Utilization of human resources in agriculture. Vol. III: 31. The strategic environment and human resource management. 32. Work culture in university - an overview. 33. Education for excellence in work for government employees. 34. Managing human resource flow. Annexures. Index. "The conceptual framework presented in this work offers a way of thinking, not a mechanistic tool for analysis. By adopting it, it is hoped managers will be able better understand the historical roots of HRM policies and outcomes and to develop creative solutions to human resource problems that fit and influence the situation, satisfy the interests of several stakeholders, and reach for improved outcomes for the enterprise, society, and employees.