CHAPTER ONE INTRODUCTION 1.1 INTRODUCTION Motivation is very important for the managers & officers to know and understand why people behave differently at workplace and how to manipulate their behavior so that they exert their best efforts to achieve organizational goals. It is the goal of managers at every strategy to have employees motivated so that work can progress at desired rate, pace & time. Many managers in this sub-sector do not try to grasp grandiose amount of work
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performance criteria and their performances are measured. Timely completion of the project is the most important performance criterion, followed by profit, environmental protection and quality. There are differences in the importance of the performance criteria with respect to performance. The differences in the perceptions of performance that are identified are: (i) among different practitioners in a construction project; (ii) due to different project types; and (iii) between different functional roles
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performance criteria and their performances are measured. Timely completion of the project is the most important performance criterion, followed by profit, environmental protection and quality. There are differences in the importance of the performance criteria with respect to performance. The differences in the perceptions of performance that are identified are: (i) among different practitioners in a construction project; (ii) due to different project types; and (iii) between different functional roles
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primary concern of business practitioners (managers and entrepreneurs) in all types of organizations since corporate performance has implications to organization’s health and ultimately its survival. High performance reflects management effectiveness and efficiency in making use of company’s resources and this in turn contributes to the country’s economy at large. In Malaysia, the subject of corporate performance is becoming a matter of anxiety and concern to decision-and strategy-makers in the private
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wildcard * can stand for any of a defined subset of all possible characters; for example “gam*” includes “game,” “games,” “gaming,” etc.). This generated about 4000 peer-reviewed articles from the earliest date (i.e., before 1960) to the end of 2008. (b) Given that studies conducted a decade ago tended to be less rigorous methodologically or yield obsolete results, we decided to focus our attention on more recent research. Once we narrowed down the time period to the years of 1995 to 2008, about 2400
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rnlr vul. 46. 2006/1. pp. 85-107 William P. Wan/Amy J. Hillman mir Mo_", International Review © Gabler Verlag 2006 One of These Things is not Like the Others: What Contributes to Dissimilarity among MNE Subsidiaries' Political Strategy? Abstract • We study why multinational enterprise (MNE) subsidiaries adopt dissimilar politic'll strategies. and seek to advance the understanding of international political strategy from an MNE parent-subsidiary perspective. • Drawing on the MNE parent-subsidiary
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Measuring Human Resource Management’s Effectiveness in Improving Performance Sunil J. Ramlall, Ph.D. Assistant Professor College of Business University of St. Thomas TMH 331B, 1000 LaSalle Avenue Minneapolis, MN 55403 E-mail: sjramlall@stthomas.edu Phone: (651) 962-4349 © Ramlall, 2002 Abstract This article examines the strategic role of HR and its main practices, describes the outcomes of the respective category of HR practices, explains
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University and GSBA Zurich Ibraiz Tarique Pace University Chapter to appear in I. Björkman and Günter Stahl (eds.), Handbook of Research in IHRM. (London: Edward Elgar Publishing, 2005) * The authors wish to thank S. Jackson, M. Moelleney, B. Kugler, G. Bachtold, W. Harry, J. Ettlie, D. Osborn, Y. Gong, and I Björkman for their suggestions and commentary in the development of this chapter. © Randall S. Schuler and Ibraiz R. Tarique. 1 International Joint Venture System Complexity and Human Resource
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Journal of Organizational Behavior, J. Organiz. Behav. 32, 1062–1083 (2011) Published online 7 September 2010 in Wiley Online Library (wileyonlinelibrary.com) DOI: 10.1002/job.724 Diversity and organizational innovation: The role of employee involvement YANG YANG1* AND ALISON M. KONRAD2 Management Department, the Wharton School, University of Pennsylvania, Philadelphia, Pennsylvania, U.S.A. Department of Organizational Behavior, Richard Ivey School of Business, U. of Western Ontario, London
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International Journal of Accounting & Information Management The role of corporate governance in convergence with IFRS: evidence from China Yu Chen Zabihollah Rezaee Downloaded by UNIVERSITI MALAYSIA SABAH At 05:16 06 October 2015 (PT) Article information: To cite this document: Yu Chen Zabihollah Rezaee, (2012),"The role of corporate governance in convergence with IFRS: evidence from China", International Journal of Accounting & Information Management, Vol. 20 Iss 2 pp. 171 - 188 Permanent
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