CARMEN EL-CHADAIDEH E M A I L : carmenchadaideh@hotmail.com carmenchadaideh@gmail.com 76.32 99 77 OBJECTIVE To become associated with a reputable and innovative organization where my education, experiences, and creativity are appreciated, utilized and developed. WORK EXPERIENCE December 2012 till Present : Commercial And Purchasing Manager at KBE International S.A.L & Various Projects accomplished Completes projects and special assignments
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DEVELOPMENT AND VALIDATION OF A MEASURE THAT EXAMINES ATTITUDES TOWARDS e-HRM PRACTICES by Lisa Shane submitted in part fulfilment of the requirements for the degree of MASTER OF ARTS in the subject INDUSTRIAL AND ORGANISATIONAL PSYCHOLOGY at the UNIVERSITY OF SOUTH AFRICA SUPERVISOR: MR H VON DER OHE MARCH 2009 Student number: 33450625 STATEMENT I declare that “DEVELOPMENT AND VALIDATION OF A MEASURE THAT EXAMINES ATTITUDES TOWARDS e-HRM PRACTICES” is my
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SQUARE textile to gain the competitive advantage 13 Recruitment and Selection process in SQUARE 13 Source of recruitment 14 1. Internal source 14 2. External source 15 Selection Process at Square 17 Performance Appraisal 20 Sample of job analysis of SQUARE: 25 Job Design. 26 Organizational considerations for job design 26 Technological Considerations 27 Employee considerations 27 Environmental considerations 28 Incentives
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PROPOSAL FOR Ph.D. THESIS Area of Study MANAGEMENT IN THE LOCAL GOVERNMENT Proposed Title: FACTORS RELATED WITH THE IMPLEMENTATION OF MAINTAINING AND DEVELOPING COMPETENCIES IN THE MANAGEMENT OF HUMAN CAPITAL IN NEWLY ELECTED OFFICIALS IN LOCAL AUTHORITIES IN GREATER LONDON 1. Introduction: A new term for managing employment is Human Resource (HR) has gained rapid and widespread acceptance in worldwide. But still there
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Middle Management Lower Level Management Departmentation Departmentalization is the arrangement of Individuals job activities into groups and these groups are combined to from larger department and units to form the total organization The Departmentalization in Masood TEXTILE is very clear. These departments are Human resources marketing finance production export, purchasing, administration and quality assurance. Except quality assurance all department are
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López-Cotarelo, Industrial Relations Research Unit, Warwick Business School Introduction Line managers play a central role in human resource management. In many organisations, they are charged with myriad HR-related tasks, such as filling out performance appraisal forms, interviewing candidates for employment, making salary increase recommendations and breaking employment-related news –good and bad- to employees. This paper investigates how managers carry out their HR activities. In the literature so far
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accounting. The results, based on responses from 123 practising management accountants, suggest that the management accounting employed in many UK industrial companies is not particularly sophisticated. Budgeting, product profitability and financial performance measurement remain the central pillars and some of the newer management accounting techniques are less widely used than might be assumed from a reading of the textbooks. There is little evidence of management accounting concerned directly with ‘value
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theory and practice. | HR deals with the soft side of a business and is therefore not accountable. | The impact of HR practices on business results can and must be measured. HR professionals must learn how to translate their work into financial performance. | HR focuses on costs, which must be controlled. | HR practices must create value by increasing the intellectual capital within the firm. HR professionals must add value, not reduce costs. | HR’s job is to be the policy police and the health-and-happiness
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Pages Introduction 02 Acknowledgement 03 Task 1 1. Define quality in terms of business and services provision…………………… 04-06 2. Define quality in terms of customer satisfaction……………………………….. 07-09 3. Explain how quality management can be measured………………………….. 10 Task 2 1. Describe the rationale underpinning four quality schemes commonly adopted by commercial operations……………………………………………………………. 11-15 2. Identify the main
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CLASSROOM TRAINING 24 5.1.4 OFF THE JOB TRAINING 25 5.1.5 ON-THE-JOB TRAINING 25 5.2 EMPLOYMENT DEVELOPMENT 27 5.3 TYPES OF TRAINING 27 5.3.1 TRAINING PROCESS 28 5.4 EVALUATING THE RESULT 28 5.5 TRAINING AIDS 28 5.6 PERFORMANCE APPRAISAL 28 5.7 EMPLOYEE COMPENSATION 29 5.8 MOTIVATING EMPLOYEES IN BPL 32 5.9 HEALTH AND SAFETY 32 CHAPTER: 6 RECOMMENDATONS 33-35 6.1RECOMMENDATION 33 Chapter 7: CONCLUSION 36 7.1BIBLIOGRAPHY 37 Chapter: 1 Introduction
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