...2009 Compensation & Benefits Survey Questionnaire Any systematic approach to sound salary and benefits administration requires complete, accurate and reliable survey data. It is your reporting that counts. Please complete this compensation and benefits questionnaire and return it by July 31, 2009, so that we may in turn provide you with the most reliable data possible. This survey is also offered online here: http://www.hrsource.org/olstart/olsite/index.cfm. Your userID/password are supplied on the cover letter included with this mailing, or call or email us to have it sent again. Please Print: (This information will remain confidential and will not be re-distributed to any third parties.) Completed by: __________________________________________________ Organization: _____________________________________________________ Phone: ______________________________________________ Email: _________________________________________________________ INSTRUCTIONS To make this survey the greatest value to you and to all other participants, please follow these instructions carefully: QUESTIONS 2 & 3: Please provide information for these two questions based on your location. This information is used to present data in different formats in the results. PAY PERIOD: Report salaries for the pay period nearest to July 1, 2009. REPORTING PAY: Base rates are defined as actual straight time pay. Do not include overtime premiums, shift differentials, bonuses or any other incentives or variable...
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...College Credit Through Advanced Standing Produced by the Office of Academic Services This manual is accurate as of the date of publication. As new information becomes available, it will be posted to the online version, available through the Academic Services web site, www.nvcc.edu/aboutnova/directories--offices/administrative-offices/academic/index.html. Revised June 2012 Table of Contents INTRODUCTION ........................................................................................................... 3 PURPOSE .................................................................................................................................3 TYPES OF ADVANCED STANDING ...................................................................................................3 GENERAL PROCEDURES ...............................................................................................................4 EVALUATION RESPONSIBILITIES .....................................................................................................5 SECTION 1—CREDITS FROM POST-SECONDARY INSTITUTIONS ........................................ 7 GENERAL CONDITIONS ................................................................................................................7 GENERAL EDUCATION TRANSFER CREDIT FOR STUDENTS WITH PREVIOUS DEGREES ..................................9 EVALUATION OF INTERNATIONAL TRANSCRIPTS .....................................................................
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............................................................... 7 FES FACTORS......................................................................................................................................... 7 EVALUATING A POSITION USING FES ................................................................................................ 9 FES EVALUATION STATEMENT.......................................................................................................... 13 FACTOR LEVEL RELATIONSHIPS ...................................................................................................... 14 CHAPTER 3, POSITION DESCRIPTIONS................................................................................................. 18 NARRATIVE POSITION DESCRIPTIONS............................................................................................. 19 FES POSITION...
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...1220.0 ANZSCO - Australian and New Zealand Standard Classification of Occupations First Edition, Revision 1 ANZSCO - Australian and New Zealand Standard Classification of Occupations First Edition, Revision 1 Bria n Pink Aus t r a l i a n Sta t i s t i c i a n Aus t r a l i a n Bur e a u of Sta t i s t i c s Geof f Basc a n d Gove r n m e n t Stat i s t i c i a n Sta t i s t i c s New Zea l a n d AUST R A L I A N BURE A U OF STAT I S T I C S / STATI S T I C S NEW ZEALA N D EMBA R G O : 11.30 A M (CANB E R R A TIME) THU RS 25 JUN 2009 ABS Catalogue No. 1220.0 © Commonwealth of Australia 2009 This work is copyright. Apart from any use as permitte d under the Copyright Act 1968 , no part may be reproduce d by any proce ss without prior written permission from the Comm onwea lth. Requests and inquirie s conce rning reproduction and rights in this publica tion should be addresse d to The Manager, Interme dia ry Manage me nt, Austr a lia n Burea u of Statistic s, Locke d Bag 10, Belconne n ACT 2616, by telephone (02) 6252 6998, fax (02) 6252 7102, or email: . In all cases the ABS must be acknowle dge d as the source when reproducing or quoting any part of an ABS publica tion or other product. © Crown Copyright New Zeala nd 2009 Statistics New Zeala nd gives no warra nty that the inform ation or data supplie d conta ins no errors. Howeve r, all care and dilige nce has been used in processing, analysing and extra tcing the informa tion. Statistics...
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...For the exclusive use of V. Chugh, 2016. 9-804-118 REV: JULY 5, 2007 TERESA M. AMABILE ELIZABETH A. SCHATZEL The Lumen and Absorb Teams at Crutchfield Chemical Engineering Realizing that his next appointment would be starting momentarily, Paul Burke hurriedly attempted to tidy up his somewhat chaotic desk. The meeting was going to include discussion of some troubling data he had recently received, and he wanted space for spreading out and making notations on the charts. It was April 2003, and Burke was in his sixth year as director of the Polymers Department in the Corporate Technology Development (CTD) division of Crutchfield Chemical Engineering (CCE), a large, international chemicals and fibers manufacturer. CCE was in the last stages of a companywide downsizing that had resulted in an 18% reduction in force over the past six months. At 52, Burke had seen a number of prior downsizings and other organizational upheavals in his years at CCE and other firms in the industry. He was well aware that, following such changes, employee morale and performance often suffered initially but soon rebounded. However, a recent Human Resources (HR) survey and his own observations had led him to become particularly concerned about drastic differences among his five research and development (R&D) teams in both motivation levels and performance. Wishing to reverse what seemed to be a dangerous trend, he had engaged organizational psychologist Joanna McKinty, an external...
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...Transforming Lives Communities The Nation …One Student at a Time Disclaimer Academic programmes, requirements, courses, tuition, and fee schedules listed in this catalogue are subject to change at any time at the discretion of the Management and Board of Trustees of the College of Science, Technology and Applied Arts of Trinidad and Tobago (COSTAATT). The COSTAATT Catalogue is the authoritative source for information on the College’s policies, programmes and services. Programme information in this catalogue is effective from September 2010. Students who commenced studies at the College prior to this date, are to be guided by programme requirements as stipulated by the relevant department. Updates on the schedule of classes and changes in academic policies, degree requirements, fees, new course offerings, and other information will be issued by the Office of the Registrar. Students are advised to consult with their departmental academic advisors at least once per semester, regarding their course of study. The policies, rules and regulations of the College are informed by the laws of the Republic of Trinidad and Tobago. iii Table of Contents PG 9 PG 9 PG 10 PG 11 PG 11 PG 12 PG 12 PG 13 PG 14 PG 14 PG 14 PG 14 PG 15 PG 17 PG 18 PG 20 PG 20 PG 20 PG 21 PG 22 PG 22 PG 22 PG 23 PG 23 PG 23 PG 23 PG 24 PG 24 PG 24 PG 24 PG 25 PG 25 PG 25 PG 26 PG 26 PG 26 PG 26 PG 26 PG 26 PG 27 PG 27 PG 27 PG 27 PG 27 PG 27 PG 28 PG 28 PG 28 PG 28 PG 28 PG 33 PG 37 Vision Mission President’s...
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...Sullivan is all about. When I say that Sullivan is “student success focused,” I feel as President that I owe a definition of this statement to all who are considering Sullivan University. First, Sullivan is unique among institutions of higher education with its innovative, career-first curriculum. You can earn a career diploma or certificate in a year or less and then accept employment while still being able to complete your associate, bachelor’s, master’s or doctoral degree by attending during the day, evenings, weekends, or online. Business and industry do not expand or hire new employees only in May or June each year. Yet most institutions of higher education operate on a nine-month school year with almost everyone graduating in May. We remained focused on your success and education, and continue to offer our students the opportunity to begin classes or to graduate four times a year with our flexible, year-round full-time schedule of classes. If you really want to attend a school where your needs (your real needs) come first, consider Sullivan University. I believe we can help you exceed your expectations. Since words cannot fully describe the atmosphere at Sullivan University, please accept my personal invitation to visit and experience our campus for yourself. Sincerely, Glenn D. Sullivan President MESSAGE FROM THE PRESIDENT 1 Table of Contents Mission Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....
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...92653 Phone: (888) 384-0849 ∼ Fax: (949) 707-2978 7:00 A.M. – 5:00 P.M. (Monday – Friday) Email: info@allied.edu Website: www.allied.edu KEY STAFF AND FACULTY Charlotte Hislop, Ph.D. Candidate, President/CEO Bonny Nickle, Ed.D., Provost Eric Sharkey, M.Ed., Director of Education Bill Luton, Ph.D., Director of Assessment and Dean of Business Carlo Tannoury, Ph.D. Candidate, Dean of Computer Information Systems Patricia Drown, Ph.D., Dean of Criminal Justice and General Studies C.J. Bishop, M.B.A., Institutional Research Frank Vazquez, Operations Director Parrish Nicholls, J.D., Director of Compliance Lindsay Oglesby, Admissions Director Abby Dolan, B.A., Registrar Sasha Heard, M.B.A., Student Services Manager Barbara Jobin, B.S.B.A., Career Center Manager Hugo Aguilar, B.A., Chief Financial Officer Richard Madrigal, B.A., Financial Aid Officer As a prospective student at Allied American University, you are encouraged to review this catalog prior to signing an enrollment agreement. You are also encouraged to review the student performance fact sheet which must be provided to you prior to signing an enrollment agreement. This catalog is not a contract between the student, AAU, or any party or parties. Reasonable effort was made at the time this document was created to ensure that all policies and provisions of this catalog were correct. AAU reserves the right to make changes and addendums to current policy as required. Students affected by policy changes will be advised by a...
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...Senior School Prospectus 2014 Yr 10/VCE/VCAL/VET 2013 College Captains [pic] Madeline Hallett, Jake Thomas, Arnela Dug, Elias Joseph Contents |Contact Details |Page 3 | |Glossary of Terms |Page 4 | |Key Dates |Page 5 | |Year 10 overview |Pages 6 -10 | |Core Unit Descriptions |11 -30 | |Vocational Pathway Course Overview |31 - 32 | |Victorian Certificate of Education (VCE) Overview |33 - 37 | |Victorian Certificate of Education (VCE) Subjects |38 - 66 | |Victorian Certificate of Applied Learning (VCAL) Overview ...
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...Communication Skills Strictly For Private Distribution CONTENTS INTRODUCTION 3 UNIT 1 4 BUSINESS COMMUNICATION SKILLS 1.1 THE IMPORTANCE OF COMMUNICATION: 1.2 BARRIERS TO COMMUNICATION 1.3 OVERCOMING BARRIERS 1.4 TEN COMMANDMENTS OF EFFECTIVE COMMUNICATION 1.5 NON-VERBAL COMMUNICATION 1.6 VARIETIES OF NON VERBAL COMMUNICATION 1.7 OMMUNICATION PRINCIPLES: 1.8 USING COMMUNICATION NETWORKS 1.7 FACE TO FACE COMMUNICATION UNIT 2 16 PRINCIPLES OF COMMUNICATION 2.1 CLARITY 2.2 COMPLETENESS 2.3 CONCISENESS 2.4 CONSIDERATION 2.5 COURTESY 2.6 CORRECTNESS 2.7 THE PURPOSE AND VALUE OF COMMITTEES UNIT 3 26 EFFECTIVE MEETINGS 3.1 TYPES OF MEETING 3.2 VIRTUAL MEETINGS 3.3 PLANNING A PROBLEM SOLVING MEETING 3.4 SETTING AN AGENDA UNIT 4 32 DEVELOPING THE PRESENTATION 4.1 INTRODUCTION 4.2 ANALYSING THE SITUATION 4.3 ESTABLISHING A PURPOSE 4.4 DEVELOPING THE THESIS 4.5 ON GIVING A SPEECH 4.6 PROFILE OF A GOOD SPEAKER 4.7 PLANNING TO SPEAK UNIT 5 41 THE ART OF WRITING 5.1 WRITING WELL 5.2 MEMOS & LETTERS 5.3 THE BUSINESS LETTER 5.4 E-MAIL 5.5 WRITING FOR EMPLOYMENT 5.6 TYPES OF CVS 5.7 ELECTRONIC CVS 5.8 JOB APPLICATION LETTERS 5.9 REPORTS BIBLIOGRAPHY 67 INTRODUCTION Welcome to the next module of your course of study in commerce. The purpose of the this module is to familiarize you with some key issues underlying the notions of communications...
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...r Divine-Human Synergism in Ministry Dennis Bratcher A paper presented to the Breckenridge Conference on Clergy Preparation I. Introduction II. Synergism: A Biblical and Theological Base III. The Church's Mission and Ministry: A Recovery of Balance IV. Divine-Human Synergism in Ministry Footnotes Bibliography I. Introduction The Issue In Context The Church In this series of conferences begun last year, we are in process of reflecting on the direction and focus of the ministry and ministerial training in the Church of the Nazarene as our community of faith moves into the twenty-first century. We have attempted to approach our task from two complimentary perspectives, caricatured last year as the "field" of hands-on work and the "realm" of reflective inquiry (although I think there are serious problems inherent in such an artificial dichotomy of responsibilities). -1- From our initial attempts, it has become obvious that we face a multiplicity of issues in such an endeavor. The range and diversity of these issues arise partly from the variety of theological, historical, and practical concerns operating with each of us as individuals and partly from the assumptions and perspectives imported from particular arenas of ministry. One common element that keeps reappearing in various forms is the issue of the nature and mission of the Church. This issue is not unique to our enterprise in these conferences, as the new eleventh Article of Faith on...
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...“Work Ethic: Do New Employees Mean New Work Values?” 2010 Journal of Managerial Issues, 22 (1), 10-34 Raymond K. Van Ness, Ph.D. State University of New York at Albany, Kimberly Melinsky, Ph.D. ABD, The College of Saint Rose, Cheryl Buff, Ph.D. Siena College, and Charles F. Seifert, Ph.D. Siena College ABSTRACT This study compares and contrasts the individual dimensions of work ethic of graduating college and university students to those of workforce professionals. The Multidimensional Work Ethic Profile (MWEP) is used to operationalize seven dimensions of work ethic. The findings indicate that while students and workforce professionals differ within the individual dimensions, quantitatively, they have the same overall work ethic. Variances within the dimensions of work ethic may have important implications for corporate managers. Keywords: Work Ethic, Work Values, Dimensions of Work Ethic “Work Ethic: Do New Employees Mean New Work Values?” INTRODUCTION The concept of work ethic has evolved from the writings of the early 20th century scholar, Max Weber (Weber, 1904-1905), who has been frequently credited with contributing to the success of capitalism in western society with what became known as the Protestant work ethic (PWE) (Hirschfeld and Field, 2000; Hill and Petty, 1995; Kalberg, 1996; Chusmir and Koberg, 1988). Weber highlighted the value of work commitment and raised questions as to why some people place a greater importance on work and appear more conscientious than...
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...Introduction 1. Statement Of The Problem In spite of modern technology and all the systems and control coming into widespread use, quality ‘People’ remain the most important factor in modern industries. Without the support of the people machines remain idle, raw materials remain stacked, and money tide up. It is the human factor or human resource that keeps business in constant motion to meet the challenges of increased globalization in the 21st century. Various Intuition and Universities is preparing human resources for management careers as efficient manager, effective corporate leader and executives, equipped with appropriate training for enhanced managerial talents with dynamic leadership under the obligation of M.B.A. curriculum. We the students of South East University have to submit internship report after practical work. For this purpose, the students are selected for different company and to be supervised by our respected teachers. I was selected for Square Pharmaceuticals Ltd., a manufacturing concern to have practical knowledge on “Human Resource Management”. Human resource management is an important department of Square Pharmaceuticals Ltd. In the absence of these all efforts will failed to fulfill the target that in such a technique which cannot solve any problem within short time. Though Square Pharmaceuticals Ltd has been sat up in a town, it faces some problems with regard to manpower that require providing quality medicine to the society. The industry is...
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...Army Regulation 600–20 Personnel–General Army Command Policy Headquarters Department of the Army Washington, DC 6 November 2014 UNCLASSIFIED SUMMARY of CHANGE AR 600–20 Army Command Policy This administrative revision, dated 6 November 2014-o Updates Equal Opportunity Policy (paras 6-2c(8)(c) and 6-2c(8)(f)). This administrative revision, dated 30 October 2014o Updates summary of change bullet (para 2-8b). o Makes administrative changes (throughout). This rapid action revision, dated 22 October 2014-o Updates purpose (para 1-1). o Updates responsibilities for the ready and resilient campaign (paras 1-4a-d). o Directs readers to the Army Publishing Directorate’s “notes” page on AR 60020 for additional guidance on the Army Sexual Harassment/Assault Response and Prevention Program (para 1-4e(6)). o Clarifies the groups of personnel who must be informed of the Army’s accommodation of religious practices policies (para 1-4f). o Adds the categories “senior field grade officers,” “senior field grade warrant officers,” ”field grade warrant officers,” “company grade warrant officers,” “enlisted noncommissioned officers,” and “junior enlisted Soldiers” (table 1-1). o Adds policy that the senior commander is normally, but not always, the senior general officer at an installation (para 2-5b(4)(a)). o Adds policy for command responsibility for the Total Army Sponsorship Program (paras 2-5b(4)(a)16 and 2-5b(4)(c)8)...
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...English-E11-12 7/27/07 2:24 PM Page 1 Ministry of Education The Ontario Curriculum Grades 11 and 12 English Printed on recycled paper 07-003 ISBN 978-1-4249-4741-6 (Print) ISBN 978-1-4249-4742-3 (PDF) ISBN 978-1-4249-4743-0 (TXT) © Queen’s Printer for Ontario, 2007 2007 REVISED CONTENTS INTRODUCTION 3 Secondary Schools for the Twenty-first Century . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Importance of Literacy, Language, and the English Curriculum . . . . . . . . . . . . . . . . . . . Principles Underlying the English Curriculum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Roles and Responsibilities in English Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . THE PROGRAM IN ENGLISH 3 3 4 5 9 Overview of the Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Curriculum Expectations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Strands in the English Curriculum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 ASSESSMENT AND EVALUATION OF STUDENT ACHIEVEMENT Basic Considerations . . . . . . . . . . . ....
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