HUMAN RESOURCE PRACTICES ONORGANIZATIONAL PERFORMANCE: A STUDY OF BANKING SECTOR OF GUJRANWALA Keywords: Organizational Performance, Employee Satisfaction, Recruitment &Selection, Training & Development, Performance Appraisal and Compensation Abstract: The purpose of this study is to evaluate HRM practices and their impact on organizational performance in banking sector. People believe that HR is not important it’s just a sunk cost and have no significant positive effect on org. performance
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1. Introduction In the developed countries Enron Xerox, WorldCom etc. had been caught of getting involved in accounting scandals since 2001, which leads to the credibility of corporate financial reports under suspicion, furthermore, shocking investors’ confidence. Consequently, corporate governance mechanism has been a crucial issue discussed again. Sarbanes-Oxley Act was enacted in 2002 to enhance corporate government mechanism which is viewed as the priority of financial revolution, in the expectation
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Human resource management serves these key functions., This paper Impact of Human Resource Management in Indian Banking Sector unfolds the key dimensions of HRM with a focus on ICICI Banks. This paper deals with the changing concepts of :- 1. Recruitment & Selection 2. Training and Development 3. Performance Evaluation and Management 4. Promotions. 5. Industrial and Employee Relations 6. Record keeping of all personal data. 7. Compensation, pensions, bonuses etc in liaison with Payroll 8. Confidential
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the services given by physicians and hospitals. This paper presents a view of payment reimbursement systems within the health care industry. A comparative overview and description of payment reimbursement will be given in order to understand the flow of finances in the health care industry. The focus will be on the capitation and fee-for-service reimbursement systems. Readers will then be able to conclude that the appropriate reimbursement method is dependent upon the amount of risk a party is able
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THE ROLE OF ICT IN HR PROFESSION By BABATUNDE OGUNDIRAN Introduction: The role of HR has changed significantly over the past couple of decades and is continuing to change as the HR profession strives to gain acceptance as a strategic business partner. In many organizations, HR is performing a very different role to that of 20-30 years ago. Its role from payroll clerk and welfare supporter, through corporate and industrial relations expert, to that of a business partner role. The HR Profession
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Fordham University, New York, NY 10023, USA c Columbia Business School, Columbia University, New York, NY 10027, USA d Carroll School of Management, Boston College, Chestnut Hill, MA 02167, USA Received 22 May 2000; accepted 16 May 2001 Abstract This paper examines whether shareholder value-maximizing corporate governance mechanisms assist in reducing the managerial incentive to enter value-destroying bank acquisitions. We find that diversifying bank acquisitions earn significantly negative announcement
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los métodos de compensación total de gerentes de recursos humanos se esfuerzan por adoptar estrategias que les permitan gestionar su trabajo con eficacia, como las fuerzas de la economía y la tecnología se enfrenta a cambios rápidos ya gran escala . Gerentes de recursos humanos, al igual que sus homólogos en marketing, finanzas, y la producción, desarrollar estrategias de recursos humanos que requieren la definición de los objetivos de rendimiento de mano de obra necesarios para apoyar la estrategia
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THANH SON, LUONG Student ID: 116181927 MDC individual assignment Short-termism Introduction Short-termism or ‘myopia’ has long been a matter of great controversy. The effects led by this dysfunctional behavior are perceived negatively across all sectors of the economy. This report is going to define and analyze the problem in both theory and real world by the example of Lehman Brothers. Recommendations are also made to mitigate the issue. Overview of the issue In order to last, there is
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each employee has a specific job, and a specific role within the corporate culture. Each person has the opportunity to be a self-motivated "internal entrepreneur." From that level of motivation come ambitious new ideas and creative problem-solving methods. A culture leader in the workplace should encourage that. Give people room
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Abstract This paper studies the effect of managerial ownership on performance and the determinants of managerial ownership for small and medium-sized private companies. We use a panel of around 1300 firms in the German business-related service sector for the years 1997-2000. Managerial ownership up to around 80 per cent has a positive impact on firm performance (incentive effect); for higher shares the effect becomes negative (entrenchment effect). Moreover, risk-aversion of managers and signalling
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