...employees with less tenure to carry on the quality production now in existence. The most critical positions are senior management and engineers. The product lines are very specialized and require highly experienced personnel. The volume of individuals retiring presents special challenges due to the industry specific expertise required. The new hires will comprise multi-generations with distinct values, ideas, behaviors, and methods of communication. The organizational implementation of continuous improvement initiatives necessitate team building and clear exchange of ideas. Generational differences can impact change management, building teams and collaboration, recruiting, and communication. Misunderstandings can create conflict as...
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... 03 2.LITERATURE REVIEW 04 3.ANALYSIS & DISCUSSION 09 4.CONCLUSION AND RECOMMENDATION 12 5.REFERENCES 14 Introduction: A coin has two sides, its universally accepted and there are no argument about it. But when it comes to Human Resource Management and Personnel Management there is a heated argument whether they are two independent sides of a coin, or one is the successor of the other or both are different or are they share mutual processes/ideas. Human resource management is the pillar stone or the rock on which all the managent activities of an organisation or a business rests upon but that does not make it the base of all business activity (Torrington, Hall and Taylor, 2005, p. 1). Personnel mnagement on the other hand was more of an administrative or book keeping function making sure that there were adequate workers to carry out the desired jobs and keeping a check on the relationship between employer and the employee. It is also to be noted that Human resource Management did not evolve on one fine day, it was a long journey starting from absorption and synthesis of various working environments and a combination of pre and modern management principles and theories along with academic researches (Price, 2011). Human resource management has two realms of...
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...Introduction All companies have some formal or informal means of appraising their employees’ performance. If employees’ performance is good, organizations will want to reinforce it; and if it is bad, they will try to take corrective actions. Performance appraisal is the ongoing process of evaluating and managing both the behavior and outcomes in the organization (Carrell, Elbert & Hatfield, 2008). It is not a process that happens once a year or every six months, but one that happens every day. Stripped to its essentials, performance appraisal always involves setting work standards, assessing the employees’ actual performance relative to those standards, and providing feedback to the employees with the aim of motivating him or her to eliminate performance deficiencies or to continue to perform above par (Dessler, 2011). Indeed, performance appraisals are widely used for administrating wages and salaries, giving performance feedback, and identifying individual employee strengths and weaknesses (Mathis & Jackson, 2011). Definition of Performance Appraisal P erformance appraisal is the process of evaluating the behavior of the employees in the work place (Maxwell, 1992). This process assumes that the employees are aware of their performance standards, and that the supervisor also provides the employees with the feedback, development, and incentives required to help the person eliminate performance deficiencies. Basically, performance appraisal is...
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...COPYRIGHT ALL RIGHTS RESERVED. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the copyright owner. This publication may not be lent, resold, hired or otherwise disposed of by any way of trade without the prior written consent of the copyright owner. ABOUT MUA MUA is a premier University in management, governance and leadership sponsored by The Kenya Institute of Management (KIM). The University was established on 2nd September 2011. Since then the University has established itself as a leader and local hub for Management, Leadership and Governance training in the Higher Education sector. The University offers market driven courses to spur economic growth and produce dynamic Managers and Leaders for Africa and the World. This module has been developed for use in the Management University of Africa ODEL Programme by Isabella Sile. She is a lecturer at the Management University of Africa, School of Management and Leadership. Ms. Sile is currently pursuing her PhD in Business Administration –Finance at The University of Nairobi. MODULE OVERVIEW. This module is developed for student taking the course unit “Risk and Insurance Management” in the Bachelor of Management and Leadership Programme. The module follows the outline given below. (Note: Assignments are issued...
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