Employment Outlook and Salary Guide 2012/13 a tOOl fOr wOrkfOrcE planninG Singapore rEcrUitMEnt i OUtSOUrcinG i cOnSUltinG Contents 4 6 8 11 15 16 18 22 24 26 27 29 Executive Overview Introduction Accounting & Finance Banking & Finance Call Centre Engineering & Technical Healthcare & Life Sciences Human Resources Information Technology Office Support Procurement, Supply Chain & Logistics Sales, Marketing & Advertising kelly Services, inc. (naSDaQ: kElYa, kElYB) is a leader
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42 54 31 32 41 52 30 30 40 50 29 Revising Smart 28 Revising Smart • Make A Definition Sheet Every key term needs a definition Everyday terms you know the definition for, still DEFINE Eg. Organisation, Productivity • • Don’t use the words in the term www.engageeducation.org.au Summary & Definition Sheets Practice Exams Questions from text book Memorising Revising Smart Make A Summary Sheet THE MOST IMPORTANT
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Resource Management Revision week 1 HRM encompasses -Policies - Practices and systems (Influence employees behaviour, attitudes and performance) - 1945-1979 HR focus was on Personnel Management - making sure employees comply with law…conditions - 1980-1990s HR focus was on management of human capital Strategic Human Resource Management (SHRM) - Plans activities for organisations to achieve its goals - To receive ultimate employee performance, they need to be linked to
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compliance are properly managed in the Bank. Board of Directors and Membership The Board of Directors recognises its responsibility for the leadership, direction and control of the Bank and the Group and its accountability to the Shareholder for financial performance. As at 31 December 2010, the Board comprised the Chairman, four Non-executive Directors and the Group Chief Executive. The Board sees it as a priority to further enhance its existing skills and experience through the recruitment of further
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reliability of accounting records. * Internal control structure - policies and procedures established to provide reasonable assurance that the organization's specific objectives will be achieved. 1. Control environment 2. Accounting system 3. Control procedures * Internal control classifications 1. Preventive, detective, corrective 2. Feedback, feedforward 3. General, application 4. Input, processing and output COSO - Committee of Sponsoring Organizations
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CRANEFIELD COLLEGE OF PROJECT AND PROGRAMME MANAGEMENT MODULE M2 GROUP ASSIGNMENT CASE: The Trophy Project DATE: 13 March 2013 We hereby declare that this assignment is entirely our own work, and that it has not previously been submitted to any other Higher Education Institution. We also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, tables and exhibits. Where modified by us, this has also been indicated. Name | Signature
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Production and Operations Management 2. Module Description: The module employs a systems approach to examine the production and information systems of organisations, with a focus on the integration of transformation activities of firms to produce goods and services and the information systems that link these processes. Throughout the module the use of information technology to carry out these functions and improve operations will be emphasised. This module is also intended to be a survey
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* ------------------------------------------------- Home ------------------------------------------------- * ------------------------------------------------- Quality ------------------------------------------------- * ------------------------------------------------- About RPHRM ------------------------------------------------- * ------------------------------------------------- Current Issue ------------------------------------------------- * -------------------------------------------------
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strategy and mix, and the forces that influence it List the marketing management functions, including the elements of a marketing plan, and discuss the importance of measuring and managing return on marketing investment L 2L2A-3 3 Strategic planning: A task and a process The task of selecting an overall company strategy for long‐ run survival and growth. The process of developing and maintaining a strategic fit between the organisation’s goals and capabilities and its changing marketing opportunities
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the business context in developing an understanding of the meaning and application of SHRM. To analyse the relationship between strategic management and SHRM. To examine the different approaches to SHRM, including: – The best-fit approach to SHRM – The configurational approach to SHRM – The resource-based view of SHRM – The best-practice approach to SHRM. To evaluate the relationship between SHRM and organisational performance. To present a number of activities and case studies that will facilitate
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