...facing today’s managers when it comes to managing their employees. Many studies have demonstrated an unusually large impact on the job satisfaction on the motivation of workers, while the level of motivation has an impact on productivity, and hence also on performance of business organizations.Unfortunately, in our region, job satisfaction has not still received the proper attention from neither scholars nor managers of various business organizations. Keywords: job satisfaction. 1. DEFINITION AND IMPORTANCE OF JOB SATISFACTION Despite its vide usage in scientific research,as well as in everyday life,there is still no general agreement regarding what job satisfaction is. In fact there is no final definition on what job represents. Therefore before a definition on job satisfaction can be givven , the nature and importance of work as a universal human activity must be considered. Different authors have different approaches towards defining job satisfaction. Some of the most commonly cited definitions on job satisfaction are analysed in the text that folows. Hoppock defined job satisfaction as any combination of psychological, physiological and environmental circumstances that cause a person truthfully to say I am satisfied with my job (Hoppock, 1935). According to this approach although job satisfaction is under the influence of many external factors, it remains something internal that has to do with the way how the employee feels. That is...
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...Musgrave Retail Partners Ireland 2010 Human Resource Management A competitive advantage Jennifer O’ Hagan Table of Contents How can good HRM practice become a source of competitive advantage for organisations in the retail sector? 3 Introduction: 3 Definitions: 3 Main functions of a HRM system: 4 Key functions of a HRM system: 6 Learning and development and performance management: 6 Induction: 6 Staff appraisals/review systems: 7 Hertzberg Two factor theory 8 Motivational factors 8 Hygeine factors 8 HRM eveloution 9 Why is HRM such an important tool in organisations today? 10 References 11 How can good HRM practice become a source of competitive advantage for organisations in the retail sector? Introduction: The purpose of this study is to discuss how good HRM (human resource management) practice can become a source of competitive advantage for organisations in the retail sector. To help me examine this, I will explain what defines HRM and the main functions of a HRM system. I will also examine why it is such an important tool for many organisations today. Definitions: Human Resourse Management has been defined as ‘a strategic approach to managing employment relations between employee and employers, which emphasises that leveraging peoples capabilities is critical to achieving competitive advantage, acheived through a distinctive set of integrated employment practices.’ ‘Strategy denotes an activity that organisations perform...
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...Recruiting and Selecting Quality Security Employees for security job position Contemporary Issues in Security Management Abstract For years, recruitment and hiring methods have been deemed by dated by human resource managers but are realizing that different strategies and methods are need to attract millennials. Hiring qualified personnel has become an essential component in an organization foundation. This paper will explore multiple articles that provide techniques on how to recruitment and hire candidates from college graduates, apprentices, and novices to the security profession and presents key components of innovative approaches and traditional human resource techniques, and training policies that will meet any small or large business goal of highly hiring qualified candidates. In addition, it will highlight techniques, practices and, lessons learnt in enhancing a company’s ability to attract, hire, retain, and improve human resource practices, improve human resource development and human resource capabilities in today’s security career field. Keyword: Employees, Hiring, Human Resources (HR), Security Recruiting and Selecting Quality Security Employees in the security field Currently there is a high demand for security professional specializing Cybersecurity, Personnel Security, Physical Security, and Industrial security and many other security jobs. The issue is attracting, hiring, retaining people that have...
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...Causes of Collapse 1. The Education Act of 1992 The Education Act of 1992 is often referred to as the main reason of the collapse of the pre-need industry. The Act deregulated the education industry and the 15% capped tuition fee increase was removed. As a result, educational institutions increased their tuition fees tremendously. Ten years after the Education Act of 1992 was enacted, the cost of a four year educational plan increased by 1200 percent. The yield on investments by the pre-need companies cannot cope up with the tuition fee increases. Consequently, pre-need companies incurred deficiency in their trust fund. 5. Independent Trustee Some of the pre-need companies' trustee were affiliates. Pacific Plans' trustee is RCBC, both are under the Yuchengco Group of Companies. CAP's trustee is Bank of Commerce, both have Sobrepeña affiliation. Ayala Plans trustee is BPI, both under Ayala Corporation, Philam Plans trsustee is Philam Savings. Cocolife trustee is UCPB; and First Union's trustee is Union Bank. There is a possibility that a collusion between these two related companies may occur. Excerpts from Congressional Planning and Budget Department House of Representatives: Collusion between pre-need companies and their affiliates could result in possible diversion of the trust fund into business ventures other than the intended investment specified by the SEC. In 2005, Senator Serge Osmena, during committee hearings, mentioned about CAP and PPI impropriety in handling...
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...A. The sentinel event was related to respiratory arrest secondary to conscious sedation procedure. There were several factors that played a role which included high patient census, poor staffing, alarms dismissed by staff members, patient was left unmonitored, and no supplemental oxygen initated prior to the procedure. When the patient was pulseless no CPR was initiated until the code team arrived and critical interventions were delayed by the emergency room staff. The patients medication reconciliation or history weren’t reviewed by the emergency room physician. Tripple doses of intravenous valium and dilaudid were given without a lapse in time. The patient was elderly and on chronic oral opioid medications. “Normally these types of medications are administered with low doses and titrated per patient’s sedation level. Patient, monitoring or sedation level weren’t assessed between doses. This event is known as a sentinel event. In any situation that causes injury, or death a root cause analysis must be completed and reported to the Joint Commission. B. To implement a change in the conscious sedation procedure a team or committee needs to be established. All staff in the emergency room can become active participants by joining a committee or subcommittee. These main categories may include patient characteristics, task factors, individual staff members, team factors, work environment, and organizational management (IHI, 2014)...
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...Darden Graduate School of Business Administration University of Virginia Working Paper No. 01-02 A Stakeholder Approach to Strategic Management R. Edward Freeman John McVea This paper can be downloaded without charge from the Social Science Research Network Electronic Paper Collection at: http://papers.ssrn.com/paper.taf?abstract_id=263511 A Stakeholder Approach to Strategic Management R. Edward Freeman And John McVea The Darden School University of Virginia Forthcoming in M. Hitt, E. Freeman, and J. Harrison (eds.) Handbook of Strategic Management, Oxford: Blackwell Publishing. INTRODUCTION The purpose of this chapter is to outline the development of the idea of “stakeholder management” as it has come to be applied in strategic management. We begin by developing a brief history of the concept. We then suggest that traditionally the stakeholder approach to strategic management has several related characteristics that serve as distinguishing features. We review recent work on stakeholder theory and suggest how stakeholder management has affected the practice of management. We end by suggesting further research questions. A HISTORY OF A STAKEHOLDER APPROACH TO STRATEGIC MANAGEMENT A stakeholder approach to strategy emerged in the mid-1980’s. One focal point in this movement was the publication of R. Edward Freeman’s Strategic Management- A Stakeholder Approach in 1984. Building on the process work of Ian Mitroff and Richard Mason, and James Emshoff [ For statements...
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...Darden Graduate School of Business Administration University of Virginia Working Paper No. 01-02 A Stakeholder Approach to Strategic Management R. Edward Freeman John McVea This paper can be downloaded without charge from the Social Science Research Network Electronic Paper Collection at: http://papers.ssrn.com/paper.taf?abstract_id=263511 A Stakeholder Approach to Strategic Management R. Edward Freeman And John McVea The Darden School University of Virginia Forthcoming in M. Hitt, E. Freeman, and J. Harrison (eds.) Handbook of Strategic Management, Oxford: Blackwell Publishing. INTRODUCTION The purpose of this chapter is to outline the development of the idea of “stakeholder management” as it has come to be applied in strategic management. We begin by developing a brief history of the concept. We then suggest that traditionally the stakeholder approach to strategic management has several related characteristics that serve as distinguishing features. We review recent work on stakeholder theory and suggest how stakeholder management has affected the practice of management. We end by suggesting further research questions. A HISTORY OF A STAKEHOLDER APPROACH TO STRATEGIC MANAGEMENT A stakeholder approach to strategy emerged in the mid-1980’s. One focal point in this movement was the publication of R. Edward Freeman’s Strategic Management- A Stakeholder Approach in 1984. Building on the process work of Ian Mitroff and Richard Mason, and James Emshoff [ For statements...
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...Task: 1 Q 1- describe the background and principles of project management: 1-Project Management : It is a unit that constitutes one of the important things in order to know the requirements of the project and what is needed for one to start the project. It is also plays a major role in any project because it helps in finding out what are the processes and steps that must be carried out to achieve the project’s objectives. Projects consist of five phases; start, planning and execution, control and completion. 2-Project Initiation: It is the first stage of any project; the purpose of this project is to develop a tablet for elementary school students; whereby the price of the machine will be 100 pounds in order for it to be suitable for the students. The general budget of the project will be 300,000 pounds. 3-Project Planning Phase: The planning stage is a very important stage in projects; the latter is due to the fact that this stage contains organizing the priorities of the work and also developing the plan for the project. The plan helps to determine the length of time for each task in the project status, the schedules and the resources needed for the project. The planning stage gives focus in understanding the way of the project’s execution. 4- Project Execution Phase: The project execution phase includes the start of the job and giving the orders to begin the process of working on the project, which is the development of a tablet device...
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...student feedback and leadership a report on the 2006 leadership for excellence in learning and teaching project (le67) developing Multi-level leadership in the use of student feedback to enhance student learning and teaching practice http://emedia.rmit.edu.au/altclgp/ 2009 Project Leader Professor James Barber – Deputy Vice-Chancellor (Academic) Project Manager Associate Professor Sandra Jones – Director Learning & Teaching Unit Project Officer Brenda Novak ISBN 978-1-921426-36-0 Student Feedback and Leadership A Report on the 2006 Leadership for Excellence in Learning and Teaching Project (LE67): Developing Multi-Level Leadership in the Use of Student Feedback to Enhance Student Learning and Teaching Practice 2009 Project Leader Professor James Barber - Deputy Vice-Chancellor (Academic) Project Manager Associate Professor Sandra Jones – Director Learning & Teaching Unit Project Officer Brenda Novak Report written by: Associate Professor Sandra Jones and Brenda Novak. Case studies written by: Dr Mali Abdollahian, Ian McBean, Geoff Outhred, Dr Kate Westberg. Photographs - Copyright © 2009 RMIT University Photographers Margund Sallowsky and Kate Ebbot unless otherwise stated. ISBN 978-1-921426-36-0 Support for this project has been provided by the Australian Learning and Teaching Council, an initiative of the Australian Government Department of Education, Employment and Workplace Relations. The views expressed in this report do not necessarily reflect...
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...THE PERCEPTION OF TAXPAYERS TOWARD GOODS AND SERVICES TAX (GST) IMPLEMENTATION IN MALAYSIA CHAPTER ONE - INTRODUCTION 1.1 Backgroud of Study Malaysian taxation system is generally divided into two, which are direct taxes and indirect taxes. Indirect taxes are controlled by the Royal Malaysian Custom Department (RMCD) and it consists of four components such as excise duties, customs duty, sales tax and service tax. Direct taxes are under the control of the Inland Revenue Board of Malaysia (IRBM). The IRBM is responsible for all policies relating to direct taxes such as income tax of individual and business, petroleum income tax, real property expansions tax, and stamp duty. From the government perception, taxation is a vital economic tool because it can be employed to regulate the economy, to invigorate economic growth through the granting of fiscal incentives as a principal aim of implementing tax policies and to provide funds for development projects (JeyapalanKasipillai, 2005). The contribution of direct taxes and indirect taxes to government revenue in 2009 amounted to RM78.375 billion (49.4%) and RM28.129 billion (1 7.73%), respectively. This shows that taxation contributes more than 60% to the Malaysian government revenue. Recently, the Malaysian government established the implementation of goods and services tax (GST) to replace Sales Tax and Services Tax (SST). The GST plan was first raised in 1988 but at the time it was considered unnecessary because the sales...
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...Week Five Discussion Question 1 What components do you think are most important in a communication plan? What are the advantages of a formalized communication plan? What might happen if a consultant does not establish a communication plan with a client? In my opinion, the most important components in a communication plan consist of the measurable goals and objectives. The measurable goals are meant to express the end points towards the direct effortsof the project. The business consultant's communication plan should be outlined to help the client and the organization to communicate successfully and meet the core organizational objectives. The components include but not limited to help the organization achieve their overall objectives, engage adequately with stakeholders, deliver and demostrate the success of your project, ensure to the client and stakeholders you understand their business, and if necessary change behaviour and perceptions where necessary. One of the advantages of a communication plan it helps with communication between staff members, and helps to manage, create, and sustain organizational opertions. Sometimes if the business consultant does not establish a communication plan with the client many projects have problems and are not successful. Week Five Discussion Question 2 What are some strategies for building an emotional commitment to engagement on the part of the client? Which of these strategies are going to be the most effective for your project...
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...A Case Study of the Acquisition of Swedish Volvo by Chinese Geely Author: Lieke Wang Supervisor: Thomas Danborg Master's Thesis in Business Administration, MBA programme February 2011 Abstract The acquisition of the famous Swedish Volvo by the unknown Chinese Geely has attracted a lot of attention in the world-wide medias, particularly in Sweden and China. It is the largest overseas acquisition ever by a Chinese company, which marks a beginning of a new era that the fastest growing China has become a superpower in the world economy. Because this acquisition is such a complex business where two involved companies are so much different, it is of high interest to make a case study of this in the business research area. The thesis begins the study by looking at the basic facts of these two companies: the products, market, finance situation, brand and technology, etc. It was found that these two companies have very little in similarity, but a huge difference in product segment, technology and brand, inter-culture, language, etc. Therefore, there is no immediate cost saving through the integration of two companies and the sharing of the common components, which indicates that the risk of failure of this acquisition is relatively big. However, there do exist some opportunities lying ahead. The most obvious opportunity is the possible rapid expansion in the growing Chinese market as Volvo’s second home market. To be successful in China, Volvo must address several issues: quickly...
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...Robert J. Greenleaf Training Management Corporation Princeton Training Press • Princeton, New Jersey MANAGING ACROSS CULTURES NEGOTIATING ACROSS CULTURES NEGOTIATING ACROSS CULTURES Published by: PRINCETON TRAINING PRESS Princeton, New Jersey a division of TRAINING MANAGEMENT CORPORATION 600 Alexander Road Princeton, New Jersey 08540-6011 USA Tel: Fax: Web: Email: (609) 951-0525 (609) 951-0395 www.tmcorp.com info@tmcorp.com Editor-in-Chief: Series Manager: Writer: Cover Design: Interior Design: Monique Rinere-Güven, Ph.D. Talia Bloch Robert J. Greenleaf Donna Lukis Bonnie Jacobs © 2000 TRAINING MANAGEMENT CORPORATION. Managing Across Cultures Series: Negotiating Across Cultures 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 publisher. Printed in the United States of America ISBN: 1-882390-911 The Cultural Orientations Indicator®, COI® and TMC’s graphical depiction of our Cultural Orientations Model are registered trademarks of Training Management Corporation; Registration: 2,329,085 and 2,361,803. 4 Training Management Corporation TABLE OF Preface OF CONTENTS TABLE CONTENTS iii Introduction 1 Negotiation Defined Negotiating Across Cultures Chapter One: The Impact of Culture on...
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