QUALITY OF WORK LIFE IN HYPERCITY EXECUTIVE SUMMARY The Quality of working life refers to the relationship between a worker and his environment, adding the human dimension to the technical and economic dimensions within which work is normally viewed and designed. QWL relates to the facilities and conditions in which workers have to work. The main purpose of doing this project is to understand what good quality work life means to employees in the retail sector and how it affects the organization
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Background of the Study 4 Statement of the Problem 5 Research Questions 5 Significance of the Study 6 Research Designed and Methodology 6 Organization of the Study 7 CHAPTER 2. LITERATURE REVIEW 8 CHAPTER 3. Is stress a factor in creating an 18 imbalance between work and life? CHAPTER 4. Does the lack of formal job training leads to an 22 imbalance between work and life CHAPTER 5. Does poor job performance creates
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developing health related issues and complications arising from providing services to those in need. The stress associated with professions such as doctors, nurses, clergy, and family member caregivers can prove disastrous to the emotional, physical and mental well-being of these responders. Depression, burnout, and compassion fatigue are but a few of the negative results of the continued stress that is placed upon caregivers in their day-to-day dealings with the suffering. More research must be conducted
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not to be questioned. Students are not expected to speak up in class or respond to the questions that the teacher asks. Therefore, most of the questions are rather rhetorical. Questions are brought up for the teachers to answer. Thus, there is no motivation for the students to be active. This leads to a very unusually phenomenon, the students sleeping in class. Students of the Western education system, on the contrary, participate more in class. They have class or group discussions and they are forced
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DFAT, including background of the organization, the organization goals and strategy; 2. Link with DFAT to analyze five theories about training and development, which are cross-culture training, training design, development and managing diversity; 3. Summarize the performance in training and development and make a result that whether DFAT has a good performance in HRM; 4. Make some recommendations to promote the organization. BACKGROUND Background of the organization The Department of Foreign
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BEHAVIOUR 1. What is explained by the field of organizational behavior? a. individual motivation b. team dynamics c. organizational structure d. all of these 2. Organizational members who are responsible for the attainment of organizational goals by planning, organizing, leading, and controlling the efforts of others in the organization are called __________. a. executives b. coordinators c. managers d. bosses 3. When starting a company, what sequence of steps should a person take? a. organize, plan
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structure make-over, culture re-formulating, adaptive challenges and perpetual change. The mission is extremely difficult, delicate and challenging; it’s obvious that I will not have the enough time to accomplish all my goals, overwhelmed by management stress and change pressure. However, three months could be enough to inculcate the trend for change amid the employees and equally implement this trend in the system. What is more harmful then failure is to ignore it and continue in practicing the same mistaken
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EMPLOYEE TURNOVER, ITS’ EFFECT AND THE METHODS TO REDUCE IT Supervised By Dr. Ashraf Elsafty Presented by: Yasser Hassan El Sayed Created Date: Oct 10, 2014 Last updated: Dec 11, 2014 Table of Contents LIST OF ABBREVIATIONS 3 1. CHAPTER 1: INTRODUCTION 4 1.1. AN OVERVIEW 4 1.2. PROBLEM DEFINITION 4 1.3. RESEARCH OBJECTIVE 4 1.4. THEORETICAL FRAMEWORK 5 1.4.1 MODEL VARIABLES 6 1.4.1.1 Dependent variable 6 1.4.1.2 Independent variables 6 1.4.2 RESEARCH ASSUMPTIONS
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transactional leaders work within the culture that exists and exert energy on the things within their power to control (Biscontini, 2015). My scores in each of the seven habits can directly relate to characteristics of a transactional leader. First, Category 3 of the profile, is a clear example. I have a high internal locus of control and know I have the ability to change my environment when necessary to achieve my own desired outcomes. Transactional leaders are very results-driven (Bass, 1990). In order
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of upper management. Jack expected to go to the top of the list of candidates for president of some division within the company, but instead the president of overseas operations called Jack into his office and offered him a yearlong special assignment: How would Jack like to head up a team to develop
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