as a local health organization is going to be implementing this for their employees in the 2014 fiscal year. They have decided after many years of debate to finally make the decision to include this when they do annual reviews to determine if the employee will receive an additional pay raise over the normal market percentage that they receive on a yearly basis. This is a new device that employers are beginning to use to coax employees to do more in their everyday functions than just what is required
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Rotation * Training & Development * Performance Awards For the purpose of evaluation of these policies, we conduct our primary research in the RECON department of Lucknow Works of Tata Motors Ltd. The research consists of an online survey and a few in depth interviews. From the responses we have tried to objectively assess the perception of these policies and tried to indentify the areas where there is a mismatch between employee expectation and HR objective. Towards the end, we
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Performance Appraisals: Motivating and Encouraging Employees Performance appraisals are a reality in organizations of every size. They offer an opportunity for managers and employees to take a “time-out” and discuss work matters that may otherwise get ignored. If done correctly they can have a profound effect on an employee’s satisfaction with the job and provoke them to contribute even more. Unfortunately most organizations do not put the time and effort in for the process to be effective (Bouskila-Yam
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Citation: Creaby-Attwood, Nick (2010) Rewarding Relationships: A Study of the Interaction of Employment Relationships and Employee Rewards Systems in Two Unionised Private Sector Organisations. Doctoral thesis, Northumbria University. This version was downloaded from Northumbria Research Link: ht tp://nrl.northumbria.ac.uk/4415/ Northumbria University has developed Northumbria Research Link (NRL) to enable users to access the University’s research output. Copyright © and moral r ights for
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of other regions of the world including, Latin America, Eurasia and Africa, Europe, and the Pacific (Coca-Cola Journey, 2012). Just recently this year, Coca Cola changed up the structure a bit to better suit the North American market, in which took effect, January 1st (Coca-Cola Journey, 2013). The artifacts of the company are much apparent to how the culture works within itself.
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requirements should be identified and developed early in the change process in order to ensure that managers and employees are ready to face their new tasks and roles when the changes are implemented. However, despite good intentions at the top management level, employees and middle managers often report uncertainty and a lack of the necessary skills required to implement change. In this paper, we report from a qualitative study of two planned organizational change initiatives in the public sector
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telecommunication companies were high employee and customer turnover rates and the declining quality of customer service. A tight labor market made it difficult to find qualified people. There was no system in place at GTE to measure employee's performance and MacDonald realized that a quantitative model was needed, showing whether the HR department's activities contributed to the company's financial goals. Balanced Scorecard, a conceptual framework to measure a company's performance, utilizing financial and
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2011) ISSN: 0974- 6846 Employee retention by motivation K. Sandhya1 and D. Pradeep Kumar2 2 Department of Humanities and Social Sciences , JNTUH CEH, Kukatpally, Hyderabad-500085, A.P, India Department of Management Science, Madanapalle Institute of Science and Technology, Madanapalle, A.P-517325, India sandhyadean@yahoo.com 1 Abstract Employee motivation is one of the important factors that can help the employer to improve employee and organizational performance. Different theories of
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competence-building and work motivation. By the mid 80’s most of the organizations in India had established, fully fledged HRD departments. After that, most of the companies started their HRD departments for improving their business. In the past, the performance of the firm was expected to high corporate success by companies and its shareholders. So most of the organization was focused on achieving their shareholder satisfaction and improving the quality of their product. At the same time, most of the companies
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Psychosocial hazards are workplace stressors or work organizational determinant that can place pressure on the psychological and physical health of employees which includes absence of social support from superior or colleagues, role uncertainty, absence of rewards and lack of respect for workers and the work they perform (Leka and Houdmont 2010). In this article, research was conducted on a group of Japanese workers to analyse the relationship concerning organizational justice (procedural and interactional)
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