lead to positive organisational outcomes, and finally, it is considered to be measurable through an employee survey. These themes are consistent across a literature that ranges from pamphlets produced by management consultants through to refereed articles in scholarly journals. However,
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ASB-3101 HUMAN RESOURCE MANAGEMENT Credits: 10 Contact hours: 23 Semester: 1 Pre-requisites: ASB-2104 Module organiser: Sally Sambrook Note: This module is available through the medium of Welsh (ACB-3101). Aims: To examine issues and developments in the field of contemporary human resource management (HRM). To develop an understanding of the complex issues facing human resource (HR) specialists and line managers in meeting their responsibilities for selecting, deploying, training
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Mr Howard, as you examine deeper, relevance is found in both bodies of work. Katz found through his research that managers needed three core skills; conceptual, human and technical skills. For Mr Howard the questionnaire (G. Howard, personal communication, June 1, 2011) showed interpersonal or human skills to be the building blocks of his day to day running of the organization. As “very much” of his job involves using interpersonal skills, higher than the other two skill sets. The interviewed showed
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Annotated Bibliography Ann, G., Jerry W, G., & Heather S, M. (2009). Organizational change: Motivation, communication, and leadership effectiveness. 21(4), 75-94. This article is discussed about a leader’s ability to influence and motivate an individual employee in the workplace. The article is based on the theory of (Vroom, 1964), (Maslow, 1954), (Skinner, 1971) and widely used goal theory (Karoly, 1993) which explain that motivation is come from a given work environment and how their leader
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relation to one another for example, in terms of required effort, responsibility, and skills. Job evaluation is a step-by-step process that is fulfilled after the successful completion of the following stages (Accountlearning.blogspot.com, 2014): Job Analysis This is a process through which required information about various aspects of jobs
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The scope of the alliance and of partners’ roles should avoid pitting one against the other in the market. 6. Share information. Continual communication develops trust and keeps joint projects on target. 7. Exchange personnel. Regardless of the form of the alliance, personal contact and site visits are essential for maintaining communication and trust. 8. Operate with long time-horizons. Mutual forbearance in solving short-run conflicts in enhanced by the expectation of long-term
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FINANCIAL ACCOUNTING INFORMATION AND THE RELEVANCE/IRRELEVANCE ISSUE (Global Business & Economics Review Volume 5 No.2 December 2003 pp:140-175) Stanley C. W. Salvary, Canisius College ABSTRACT Some current research conclude that the numbers in financial statements are not relevant for three basic reasons. The numbers: (1) are not isomorphic with capital market values, (2) do not have a future orientation, and (3) are un-interpretable since they are based upon five different measurement attributes
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DETERMINANTS OF CEO COMPENSATION: EVIDENCE FROM MALAYSIAN BANKING INDUSTRY CHONG KOK CHIEK (AC082799) MUHAMMAD AZWAN BIN MOHD ARIFFIN (AC082868) SITI SUHANNA BINTI ABDUL GHANI (AC083010) BACHELOR OF ACCOUNTING (HONS.) COLLEGE OF BUSINESS MANAGEMENT AND ACCOUNTING UNIVERSITI TENAGA NASIONAL 2012 DECLARATION We hereby declare that this project is our original work except for quotations and citations which have been duly acknowledged and that it has not been previously and/or concurrently
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Profit-Seeking and Prosociality: Corporate Social Responsibility as Derridean Supplement Cameron Sabadoz Received: 3 December 2010 / Accepted: 5 May 2011 / Published online: 24 May 2011 Ó Springer Science+Business Media B.V. 2011 Abstract This article revolves around the debate surrounding the lack of a coherent definition for corporate social responsibility (CSR). I make use of Jacques Derrida’s theorizing on contested meaning to argue that CSR’s ambiguity is actually necessary in light of its
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