supervision to determine the productivity of each member in comparison with other employees. Although popular, this technique lacks validity and can lead to a perception of favoritism in the workplace. Typical language in the ranking method, such as best or worst, does not specify what aspects of an employee’s performance need improvement or why. In addition, employees normally do not share equal skills, abilities, or roles; therefore, such comparisons may appear unfair and cause negative conflict. Last
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them. Workers that have no union, works in an environment that is easily approachable to work with and more flexibility in being able to negotiate their own wages and benefits as an individual. The business owners that operate in non-unionized workplaces have more flexibility and freedom. Being able to have the freedom to negotiate directly from yourself with your manager/supervisor can produce substantial advantages for creating highly productive employees. Working within a non-unionized environment
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“Do managers need emotional intelligence to manage successfully in the workplace? Why or why not?” Emotional intelligence (EI) is a key factor that contributes to the success of a manager’s abilities to coordinate and administer social relationships within the workplace. EI is one’s ability to recognize their behaviors, moods and thoughts, and to manage them under different circumstances-which in turn shapes one’s interactions and relationships with others. This zeitgeist concept addresses the
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Rev. Integr. Bus. Econ. Res. Vol 3(1) 382 Impact of Workplace Diversity Elizabeth Foma University of Guam School of Business and Public Administration P. O. Box 5169 UOG Station Mangilao, Guam 96923 efoma@uguam.uog.edu; drmayuk@yahoo.com Abstract Diversity is an important part that all employees have to deal with at one point during their careers. There are many positive aspects to diversity in the workplace, such as exchange of ideas because of the diverse cultures of employees
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ideal competencies needed by employees in the hospitality field in places such as hotels, food service providers, restaurants and lodges, compared to those actually displayed by hospitality management students. This particular paper reports on a comparison drawn between what the faculty and students believe are the ideal competencies compared to those that they actually have on completion of their academic studies, prior to the students engaging in their semester of work-integrated learning (WIL)
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Face-to-Face Conferences Dorothea Halbe University of Trier A significant part of the work in business settings, especially in multinational projects, is done through talking over the phone in conference calls. The differences in the setting in comparison with face-to-face meetings create a new dynamic of talk and turn taking because of the lack of body language. This article analyzes a number of the differences between these two types of meetings, using a corpus of (International) Business English
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Differences in the Workplace” written by Kapoor C. and Solomon N and published in Worldwide Hospitality and Tourism Themes journal in 2011. In order to complete the analysis, the work paper resume the article and its findings, identify its value and main purpose and analyses its writing manner from the point of view of the scholarly style requirements, in comparison with other writing styles. Summary and Findings In “Understanding and Managing the Generational Differences in the Workplace” article Kapoor
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developing more and more ways to protect our employees in their workplace that helps in aiding the relationship between the employer and employee. In past years regulations were not as developed as they are today. Protection for employees are becoming vastly integrated and productively reviewed continually. This all in the attempt to make sure the employee has rights and protection under these regulations as well as the employer for the workplace. Although some may be different than others varying from
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| Table of contents Introduction 3 1. Comparison and contrast of three different organizational structures and cultures 4 2. Influence of relationship between organizational structure and culture on Irish Tesco activities 4 3. Factors that affect individual behaviour at a workplace in relation to Irish Tesco 5 4. Strategies to improve individual performance at Tesco 5 5. Evaluating three strategies
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fields of competition, target market, product strategy, distribution, communication and pricing strategies and in comparison of its implementation in different countries. Introduction The international Business Machines Corporation (IBM) is an international technology corporation based in Armonk, New York, United States. The company manufactures and promotes hardware and software computer products and offers communications, hosting and consulting services with its diverse expertise ranging
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