from different sectors, across industries, and through different time periods should use a series of select human resource management practices (HRMP). The main principle of this paper is to investgate whether i there is any relationship between HRMPs and organizational performance, regarding Standard Chartered Bank in Bangladesh. This study aims to investigate the relationship of training, employee participation, and selection with perceived organiz ational performance in the context of Standard Chartered
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transportation and related btheminess services through focthemed operating companies. Cthemtomer requirements will be met in the highest quality manner appropriate to each market segment served. The company will strive to develop mutually rewarding relationships with its employees, partners and suppliers. Safety will be the first consideration in all operations. Corporate activities will be conducted to the highest ethical and professional standards. Strategy The unique FedEx operating strategy
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culture has been associated with trust, commitment to quality, customer satisfaction, employee commitment, and financial performance. There is an opportunity for managers to take a proactive approach to incorporating ethical concerns into strategic planning. In addition, there has been public policy support for top management to be responsible for organizational ethics. Academic researchers can assist by investigating the relationship between ethical leadership and organizational performance variables
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04 Jul 2007 For: ComputerWorld Canada Mississauga-based logistics firm receives best contact centre performance award at Contact Center World conference. A company's success may depend in part on its customer contact centre's ability to manage data and integrate front-end applications with back-end systems that house that data, according to an industry expert. Managing customer data and ensuring that customer service representatives have access to the information to quickly address incoming
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Management of Accounts Receivable December 1997 Contents Preface Introduction The Accounts Receivable Process Re-Engineering Accounts Receivable Risk Management Use of Advanced Technology Debt Collection Processes Performance Measurement Appendix Preface This guide accompanies the Auditor-General’s Audit Report No. 29, Management of Accounts Receivable in the Commonwealth. It is intended to provide an overview of the current trends and "better practice" approaches that are being adopted
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IBM Global Business Services Human Capital Management Achieving success in a globally integrated world: Enabling an adaptable workforce 2 You’ve remodeled your supply chain. Optimized your IT infrastructure. Overhauled your financials. But you’re still not getting the results you expect. So what’s missing? Like many companies, you may be overlooking your most valuable asset: your people. While human capital is an organization’s single largest resource, many companies don’t utilize
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OPERATIONS MANAGEMENT ROUNDTABLE Decision Support Memorandum June 2001 3PL Selection and Implementation GAINS FROM OUTSOURCING CONTENTS Overview of Current Practice STRATEGIC ALLIANCES (Page 2) Shortcoming of Current Practice FAILED PARTNERSHIPS (Page 4) Member Imperative PUTTING THE PIECES TOGETHER Companies gain more from outsourcing all supply chain functions 25 Average Annual Savings(%) 20 15 10 5 0 Inventory Management Freight Payments and Auditing All Supply Chain Functions Year
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strategy in practice 6 4 Culture of the company 6 4.1 Theory 6 4.2 Expectation 7 4.3 Practice 7 5 Structure and teams 7 5.1 Theory Structure 7 5.2 Expectations Structure 8 5.3 Theory Teams 8 5.4 Expectations Teams 10 5.5 Practice 10 6 Leadership & power 10 6.1 Theory Leadership 10 6.2 Expectation Leadership 11 6.3 theory of power 11 6.4 expectation of power 12 6.5 Practice 12 7 Organizational Change 12 7.1 Theory 12 7.2 Expectation 13 7.3 Practice 13 8 Motivation
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Business Model Canvas with Assumptions – Tool for Growth Map ASSIGNMENT _CHALLENGING BUSINESS ASSUMPTION Vinaya Thite | MBA 2013-14_MG6506 | December 6, 2013 PG. 0 Table of Contents Introduction ............................................................................................................................................................ 1 Key Aspects to learn .....................................................................................................................
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A. Bård Kuvaas and Anders Dysvik, BI Norwegian School of Management This case study provides a comparison between internally consistent HR in two very different organizations with respect to size (small versus large), age (new versus old), ownership (an independent company reporting to the Norwegian Trading and Business Commerce versus listed), competitive strategy (cost leadership and customer service versus differentiation and customer service), and national context and labor laws (Norway versus
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