Just take a look at it. Its a job description of HR managers.

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How to Build the Leadership Powered Company
Ram Charan, Steve Drodder, Jim L. Noel

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This book is for those who want to develop their managerial skills
and competences. It covers all the key skills that managers use, and
refers to the main aspects of managing people, activities and themselves
with which they need to be familiar.
You can dip into this book at any point – each chapter is selfcontained.
But it would be useful to read Chapter 1 first. This
defines the overall concept of management and the areas in which
managers need to be competent, thus providing a framework for
the succeeding chapters. These cover the following areas:
■ Managing people: appraising, coaching, communicating, conflict
management, delegating, developing people, handling difficult
people and negative behaviour, getting job engagement, leadership,
managing under-performers, managing your boss, motivating
people, objective setting, performance management,
power and politics, providing feedback, selection interviewing
and team management.
■ Managing activities and processes: change management, controlling,
co-ordinating, crisis management, how things go wrong and how to put them right, meetings, organizing, planning,
prioritizing, project management and strategic management.
■ Managing and developing yourself (enhancing personal skills):
achieving results, assertiveness, clear thinking, communicating,
being creative, being decisive, developing emotional intelligence,
effective speaking, getting on, how to be interviewed,
influencing, managing stress, negotiating, problem-solving and
decision-making, report writing, self-development, and time
management.

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Abstract

The Peter Principle states that, after a promotion, the observed output of promoted employees tends to fall. Lazear (2004) models this principle as resulting from a regression to the mean of the transitory component of ability. Our experiment reproduces this model in the laboratory by means of various treatments in which we alter the variance of the transitory ability. We also compare the efficiency of an exogenous promotion standard with a treatment where subjects self-select their task. Our evidence confirms the Peter Principle when the variance of the transitory ability is large. In most cases, the efficiency of job allocation is higher when using a promotion rule than when employees are allowed to self-select their task. This is likely due to subjects’ bias regarding their transitory ability. Naïve thinking, more than optimism/pessimism bias, may explain why subjects do not distort their effort prior to promotion, contrary to Lazear’s (2004) prediction.

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Bharathiar University Book for M.Sc Applied Psychology
A very elaborated content for Advanced Social Psychology.

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Bharathiar University Book for M.Sc Applied Psychology
A very elaborated content for Organizational Behavior.

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