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Elmer H Burack

Biographic Data

ID995342
NAMEElmer H Burack
GIVEN NAMESElmer H
FAMILY NAMEBurack
SIGNATUREBURACK E H
AFFILIATIONSIllinois Institute of Technology
VERIFIEDNo
TOTAL WORKS8
TOTAL CITATIONS0
AUTHOR COUNT8
EDITOR COUNT0
FIRST PUBLICATION YEAR1967
LATEST PUBLICATION YEAR1992
H-INDEX0
  • Strategy and Human Resource Management

    Elmer H Burack, John E Butler et al.•ARTICLE•Industrial and Labor Relations…•1992

    Introduction. Human resources management: moving toward a paradigm and obtaining advantage. Expanding the strategy-making concept. A profit generation theory of strategic human resource management. Human resources and the anatomy of strategic planning. Strategic staffing. Strategic implications of the performance evaluation process. Strategic reward systems. Strategic human resources development. Strategic industrial relations. Entrepreneurial li…

  • Creative Human Resource Planning and Applications

    Robert J Lavigna, Elmer H Burack•ARTICLE•Industrial and Labor Relations…•1989

  • Organizational Entry

    Elmer H Burack•REVIEW•Industrial and Labor Relations…•1982

  • Changing Organizational Behavior

    Elmer H Burack, Alton C Bartlet et al.•ARTICLE•Industrial and Labor Relations…•1975

  • Manpower Planning and Programming

    Adam Gifford, Elmer H Burack et al.•ARTICLE•Industrial and Labor Relations…•1973

  • Strategies for Manpower Planning and Programming

    Thomas G Gutteridge, Elmer H Burack•ARTICLE•Industrial and Labor Relations…•1973

  • Productivity in the Food Industry

    Elmer H Burack, Gordon F Bloom•ARTICLE•Industrial and Labor Relations…•1973

  • Technology and Supervisory Functions

    Elmer H Burack, Elmer Burack•ARTICLE•Human Organization•1967

    In the last decade, a modest number of investigations have been undertaken which probe the relationship between supervisory functions and the level of technological attainment or refinement. To the extent that results have been available, variation in content and method has compounded the problem of discerning possible relationships among the variables comprising process technology and supervisory organization and activities. This paper reports a…

No prominent works on this page.

  • Technology and Supervisory Functions

    Elmer H Burack, Elmer Burack•ARTICLE•Human Organization•1967

    In the last decade, a modest number of investigations have been undertaken which probe the relationship between supervisory functions and the level of technological attainment or refinement. To the extent that results have been available, variation in content and method has compounded the problem of discerning possible relationships among the variables comprising process technology and supervisory organization and activities. This paper reports a…

  • Manpower Planning and Programming

    Adam Gifford, Elmer H Burack et al.•ARTICLE•Industrial and Labor Relations…•1973

  • Strategies for Manpower Planning and Programming

    Thomas G Gutteridge, Elmer H Burack•ARTICLE•Industrial and Labor Relations…•1973

  • Productivity in the Food Industry

    Elmer H Burack, Gordon F Bloom•ARTICLE•Industrial and Labor Relations…•1973

  • Changing Organizational Behavior

    Elmer H Burack, Alton C Bartlet et al.•ARTICLE•Industrial and Labor Relations…•1975

  • Organizational Entry

    Elmer H Burack•REVIEW•Industrial and Labor Relations…•1982

  • Creative Human Resource Planning and Applications

    Robert J Lavigna, Elmer H Burack•ARTICLE•Industrial and Labor Relations…•1989

  • Strategy and Human Resource Management

    Elmer H Burack, John E Butler et al.•ARTICLE•Industrial and Labor Relations…•1992

    Introduction. Human resources management: moving toward a paradigm and obtaining advantage. Expanding the strategy-making concept. A profit generation theory of strategic human resource management. Human resources and the anatomy of strategic planning. Strategic staffing. Strategic implications of the performance evaluation process. Strategic reward systems. Strategic human resources development. Strategic industrial relations. Entrepreneurial li…

Computer Science (6 works) · Business (5 works) · Economics (3 works) · Knowledge management (3 works) · Process management (3 works) · Engineering (2 works) · Environmental Science (2 works) · Marketing (2 works) · Marketing (2 works) · Operations management (2 works)

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