The Journal of Values-Based Leadership Volume 8 Issue 1 Winter/Spring 2015 Article 6 January 2015 Favoritism: Ethical Dilemmas Viewed Through Multiple Paradigms I-Pang Fu Pennsylvania State University, ipangfu@psu.edu Follow this and additional works at: http://scholar.valpo.edu/jvbl Part of the Business Commons Recommended Citation Fu, I-Pang (2015) "Favoritism: Ethical Dilemmas Viewed Through Multiple Paradigms," The Journal of Values-Based Leadership: Vol. 8: Iss. 1, Article
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Empowerment October , 2011 The current trend to downsize has dissolved a great deal of mid-level manager positions. This has eliminated the career path for new and seasoned employees wishing to move up the corporate ladder. The mid-level manager positions that have been abolished may have reduced costs but left corporations to find solutions to fill the void. The mid-level managers were responsible for training, setting priorities and ensuring their areas of responsibility operated in a smooth
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Career management is a process for individuals to identify career aspirations and individual development needs in an effort to develop skills to achieve personal objectives. Having a clearly stated methodology that links to strategic goals, not only assists the organization to achieve solid bench strength for the future; but a solid program will have the effect of improving retention and morale. A cookie cutter approach is not effective in this area because there are many differences among organizations
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Human Resource Management (HRM) interventions targeted at developing, integrating and supporting the employees in an organization. These interventions operate on the premise that employee development and well-being can lead to increased organizational performance. There are three main HRM interventions: Performance Management, Developing Talent and Managing Workforce Diversity and Well-Being. 1. PERFORMANCE MANAGEMENT “Performance management involves goal setting, performance appraisal, and reward
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key areas in which companies can strategize ways to retain staff. They are as follows: Organizational and Management Factors, Work Relationships, Job and Work Life, Rewards: Compensation, Benefits, and Performance, Career Training and Development, and Employer Policies and Practices. Alegent Health follows thismodel successfully in several different ways. Organizational and Management Factors often determine whether or not an employee stays at a company long-term(Mathis & Jackson,2011). When
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Table of Contents Project Integration Management .................................................................................................... 3 Project Scope Management ............................................................................................................ 3 Project Time Management .............................................................................................................. 3 Project Cost Management .....................................
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Write a five to seven (5-7) page paper in which you: 1. Determine which facets of the Geico total rewards program align with the five (5) top advantages of a total rewards program outlined in Chapter 2 of the textbook and discuss your reasoning. 2. Create a strategy for ensuring that the Geico plan addresses all of the advantages. 3. Evaluate the effectiveness of the communication of Geico’s total rewards program based upon the Website’s descriptions of the benefits. Recommend two (2) areas for
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More. New-Employee Training Training happens to be one of the most important functions of any business. Employees must be equipped with all the tools necessary to complete their daily tasks. Employees are trained at all phases throughout their career, especially when they chose to grow with the company. Motors and More aims to strengthen the knowledge, skills, and talent of our workforce while providing opportunities to new employees as well. In order to achieve the goals and objectives set by
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labels including enterprise trainer, training of® cer, trainer and developer, learning strategist or consultant, performance developer, organisational developer and staff development of® cer are being collapsed into one occupational category. All of these labels have been or are being used in organisations and in the literature to designate those whose primary work is to improve performance in organisational settings through fostering learning (Mulder, 1992). The paper also uses the term Human Resource
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The HR Profession Map it’s a recognised and credible model that has been created by professionals to offer structure and guide to career development and to outline the professional standards within the industry. It’s a navigation tool into destinations people can aspire to, focused on knowledge activity and behaviours that can be measured and correctly assessed to ensure a clear success pathway regardless of the specialised area. The map covers three main dimensions 10 professional areas, 8 behaviours
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