|3 |1 |0 |4 | |BA9102 |Economic Analysis for Business |4 |0 |0 |4 | |BA9103 |Total Quality Management |3 |0 |0 |3 | |BA9104 |Organizational Behaviour |3 |0 |0 |3 | |BA9105 |Communication
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Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific
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Change agenda THE CHANGING HR FUNCTION THE KEY QUESTIONS Introduction The HR function and its evolution have been identified as key areas within the CIPD’s research programme. Despite a wealth of information that exists on the HR function, its role and its structure, and a vast amount of literature on the link between people management practices and organisational performance, there is little definitive evidence, either from the CIPD or from academic researchers, which gives a clear
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Human Resource Management SECTION A 1. Define and differentiate between Job Analysis, Job Description and Job Evaluation. Select an appropriate job evaluation method and create a plan for evaluating jobs of scientists in different grades. 2. JOB ANALYSIS INFORMATION HAS THREE APPLICATIONS VIZ., JOB DESCRIPTION, JOB SPECIFICATION, JOB EVALUATION. JOB DESCRIPTION: It is a statement of duties, tasks, activities of a position. It elucidates the primary and secondary activities of
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Licensed to: iChapters User Licensed to: iChapters User Human Resource Management Applications, 7th Edition Stella M. Nkomo, Myron D. Fottler, and R. Bruce McAfee VP/Editorial Director: Jack W. Calhoun Senior Acquisition Editor: Michele Rhoades Developmental Editor: Jennifer King Editorial Assistant: Ruth Belanger Marketing Manager: Clint Kernen Content Project Management: PreMediaGlobal Production Technology Analyst: Emily Gross Senior Manufacturing Buyer: Kevin Kluck Production House/Compositor:
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Employment News 11 - 17 February 2012 www.employmentnews.gov.in 21 Union Public Service Commission EXAMINATION NOTICE NO. 04/2012-CSP DATED 11.02.2012 (LAST DATE FOR RECEIPT OF APPLICATIONS : 05.03.2012) CIVIL SERVICES EXAMINATION, 2012 (Commission's website - http://www.upsc.gov.in) F. No. 1/4/2011-E.I(B) : Preliminary Examination of the Civil Services Examination for recruitment to the Services and Posts mentioned below will be held by the Union Public Service Commission on 20th
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EXECUTIVE SUMMARY Employees are the most important determinant and leading factor that determine the success of an organization in a competitive environment. This is especially true for service organizations that rely heavily on their good behavioural employees to provide friendly and courteous services to their customers in this competitive environment. Job satisfaction refers to “a collection of attitudes that workers have about their jobs”. These attitudes may derive from a facet of
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the rejected candidates are again called for the feedback. The objective with which the study was conducted are as follows, To understand: 1. The functioning of Recruitment and Selection. 2. To have exposure to recruitment process 3. Whether the recruitment process and selection process are satisfactory or not. The major findings about the recruitment and selection procedures are as follows, * The overall satisfaction level is high. * Job profile communication, evaluation
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have been discussing ethics for at least 2500 years, since the time of Socrates and Plato. Many ethicists consider emerging ethical beliefs to be "state of the art" legal matters, i.e., what becomes an ethical guideline today is often translated to a law, regulation or rule tomorrow. Values which guide how we ought to behave are considered moral values, e.g., values such as respect, honesty, fairness, responsibility, etc. Statements around how these values are applied are sometimes called moral or ethical
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diversity. In this article, we define diversity management against the backdrop of its predecessor, affirmative action. Next, selected examples of organizations that have experienced specific positive bottom line results from diversity management strategies are discussed. The present paper also provides a conceptual model to examine antecedents and consequences of effective diversity management. Additional research areas identified from the model and literature review result in a number of research
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