TRAINING AND DEVELOPMENT MBA III SEM AS PER SYLLABUS OF RTU, KOTA PREPARED BY Dr. Pragya Mathur Kumar FACULTY (BISMA) BIYANI GROUP OF COLLEGES SECTOR -3, VIDHYADHAR NAGAR, JAIPUR -302023. For more detail :- http://www.gurukpo.com TRAINING AND DEVELOPMENT Group C [HUMAN RESOURCE MANAGEMENT] M-311 STUDY MATERIAL IN THE FORM OF QUESTION & ANSWERS Objective: The purpose of this paper is to provide an in-depth under-standing of the role of training in the HRD and to enable the course participants
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people/ employees? These days you have a diversified work force. What motivates one individual may not motivate the other. To motivate your employees you have to understand them. You can motivate them through employee recognition programs, employee involvement programs, skill based pay programs, give monetary and non- monetary rewards, provide good work environment, flexibility. 2. Which techniques you use to motivate? Provide meaningful and challenging work, Set clear targets and expectations
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some of the problems have been mitigated through cultural training during the joint venture? 4. Was two and one half years long enough to try to make the joint venture work? Was it too long? 5. What can the two companies do to prevent such situations from occurring in the future? Case 1B–Joint Venture #2: The Volvo-Renault Marriage This case presents an overview of the successful alliance between two automobile makers, Volvo and Renault. Suggested
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INTRODUCTION…………………………………………………………………...….5 WHAT IS DIVERSITY ……………………………………..........................................6 WHAT IS WORKPLACE DIVERSITY ………………….………………….….…….7 Corporate Culture and Diversity ………………………………….……………9 DIVERSITY POLICIES AND PRACTICES IN THE WORKPLACE………………14 Workplace Discrimination ……………………………………………………14 Glass Ceiling ………………………………………………………………….15 Affirmative Action…………………………………………………………….16 Equal Employment ……………………………………………………………17 FROM VALUING DIVERSITY TO MANAGING
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process. 7. Clarify how the existence of a union affects employee behavior. 8. Identify the content in a typical diversity-training program. CHAPTER OVERVIEW An organization’s human resource policies and practices represent important forces for shaping employee behavior and attitudes. In this chapter, we specifically discussed the influence of selection practices, training and development programs, performance evaluation systems, and the existence of a union. Selection Practices An
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a hostile environment where your country is viewed as an occupier, morally and religiously at odds with the host nation, and the fact neither of you speak the other’s language. This, to some extent or another, has been a large part of my life for the past eight years in the Marine Corps. Other than making me really, really good at party games like Pictionary where you have to communicate without words, I have picked up some similarities through my experiences between the cultures I have interacted
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Skills • Counselling 3 • Mentoring 3 • Differences 3-4 Professional Development Skills to Help Meet Personal or Organizational Goals and Objectives • Conflict Management 4 • Delegating With Confidence 4 • Meeting the Challenge of Administrative Leadership 5 Time Management 5 The Value of continuous Professional Development to the Organization and the Individual 5 • Value to the Individual 6 • Value to the Employer 6 Task 2
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positive outcomes are only possible when young people are engaged in high-quality mentoring relationships. The Elements of Effective Practice for Mentoring holds the key to success in producing high-quality relationships. The new edition of the Elements provides six evidence-based standards for practice that incorporate the latest research and best-available practice wisdom. It also reprises advice that appeared in earlier editions on program design and planning; program management; program operations; and
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Triandis (1990, 1995) emphasizes individual differences and cross-cultural differences in many of the same tendencies discussed by social identity theory. The theory of individualism/collectivism describes cross-cultural differences in the extent to which emphasis is placed on the goals and needs of the in group rather than on individual rights and interests. For individuals highly predisposed to collectivism, ingroup norms and the duty to cooperate and subordinate individual goals to the needs of the
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Race and Sex Similarity Effects in Interviews: A Multilevel Approach to Relational Demography Joshua M. Sacco Aon Consulting Christine R. Scheu, Ann Marie Ryan, and Neal Schmitt Michigan State University This research studied the effects of race and sex similarity on ratings in one-on-one highly structured college recruiting interviews (N 708 interviewers and 12,203 applicants for 7 different job families). A series of hierarchical linear models provided no evidence for similarity effects, although
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