has penetrated corporate and government administrative systems. In the past, all of Corporate and government companies used to do all the business activities and day to day transactions on the book. But that is a time consuming process. So, by 1950’s , organization’s administrative started look for computer system which can be installed in the company and do every day business activities in that system. So that the organization can easily maintain all of business records and store that in database
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Journal of Applied Psychology 2007, Vol. 92, No. 4, 909 –927 Copyright 2007 by the American Psychological Association 0021-9010/07/$12.00 DOI: 10.1037/0021-9010.92.4.909 Trust, Trustworthiness, and Trust Propensity: A Meta-Analytic Test of Their Unique Relationships With Risk Taking and Job Performance Jason A. Colquitt, Brent A. Scott, and Jeffery A. LePine University of Florida The trust literature distinguishes trustworthiness (the ability, benevolence, and integrity of a trustee) and
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Chapter 1 Evolution of Human REsouRcE managEmEnt and Human REsouRcE infoRmation systEms The Role of InfoRmaTIon Technology Mohan ThiTe, Michael J. Kavanagh, and RichaRd d. Johnson EDITORS’ NOTE The purpose of this chapter is to provide an introduction to the fields of human resource management (HRM) and information technology (IT) and to the combination of these two fields into human resource information systems (HRIS). The history of the field of HRM and the impact of computer technology
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practice of performance measurement and management. Significantly updated and modified from the first edition, the book includes ten new chapters that provide a comprehensive review of performance measurement from the perspectives of accounting, marketing, operations, public services and supply chain management. In addition to these functional analyses the book explores performance measurement frameworks and methodologies, practicalities and challenges, and enduring questions and issues. Edited
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Minutes Core Papers 1.1 Perspective Management 1.2 Financial Accounting 1.3 Managerial Economics 1.4 Operations Management 1.5 Organisational Behaviour 1.6 Business Mathematics 1.7 Information Technology & Management 1.8 Communication Skills 1.9 Marketing Management 1.10 to 1.13 Elective 1 Elective 2 Total Electives (Students need to opt for any two electives) 1.10 Selling & Negotiation Skills 1.11 High Performance Leadership 1.12 Indian Ethos in Management 1.13 Corporate Social Responsibility Projects
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Title A study of marketing strategy of shopping centre for customer retention in Hong Kong Author(s) Chu, Ka-wai; Citation Issue Date 2009 URL http://hdl.handle.net/10722/128605 Rights The author retains all proprietary rights, (such as patent rights) and the right to use in future works. A STUDY OF MARKETING STRATEGY OF SHOPPING CENTRE FOR CUSTOMER RETENTION IN HONG KONG by CHU KA WAI DISSERTATION Submitted in partial fulfillment of the requirements
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HRM in India Summary ------------------------------------------------- India is being widely recognised as one of the most exciting emerging economics in the world. Besides becoming a global hub of outsourcing, Indian firms are spreading their wings globally through mergers and acquisitions. During the first four months of 1997, Indian companies have bought 34 foreign companies for about U.S. $11 billion dollars. This impressive development has been due to a growth in inputs (capital and labour)
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organisations. 3. Strategic Analyses Situational Analysis – SWOT Analysis, TOWS Matrix, Portfolio Analysis – BCG Matrix. 4. Strategic Planning Meaning, stages, alternatives, strategy formulation. 5. Formulation of Functional Strategy Marketing strategy, Financial strategy, Production strategy, Logistics strategy, Human resource strategy. 6. Strategy Implementation and Control Organisational structures; Establishing strategic business units; Establishing profit centres by business,
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models 8 3.2 Critical evaluation of models in the context of deliberate and emergent strategy 10 3.3 Brief discussion of managing strategy development and implementation 11 CONCLUSION 12 RECOMMENDATIONS 12 REFERENCES 13 LIST OF FIGURES Figure 1: Five force Model 2 Figure 2: Porters generic model 8 INTRODUCTION Strategic management is the objectives framed by the top executive on the behalf of their owner which are based on the resources available. This is done by assessing the internal
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the relationships between organizational justice and the factors that characterize cultural differences. This paper begins by briefly summarizing the nature of organizational justice and by identifying how justice is perceived. Hofstede’s five factors of cultural dimension model, which he developed in his seminal 1980 research on national cultures, is utilized to present characteristics of cultural differences. Ten propositions are then offered which relate to organizational justice and differences
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