written permission. Users may print‚ download‚ or email articles for individual use only. RELATIONAL JOB DESIGN AND THE MOTIVATION TO MAKE A PROSOCIAL DIFFERENCE ADAM M. GRANT University of Michigan This article illustrates how work contexts motivate employees to care about making a positive difference in other people’s lives. I introduce a model of relational job design to describe how jobs spark the motivation to make a prosocial difference‚ and how this motivation affects employees’ actions
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Internal Business Process Prospective BUS 499 – Strategic Management Module 3 Case February 1‚ 2013 Duke Children’s Hospital fell into a crisis within the mid-1990s. Expenses were rising while dramatic reductions in net margin were occurring. Staff productivity fell and staff satisfaction was at an all-time low. They overcame the crisis by implementing the balanced scorecard. Their way of designing their scorecard catered to their business in healthcare. The higher officials of Duke Children’s
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Case Study 3 - Job Design at Pepperdine University Name: Class : 9/22/2014 This case study primarily focuses on the dimensions of specific roles for Pepperdine University employees. The aspect of job analysis or job reviews is an overall exploration of specific responsibilities accountabilities and duties of specific jobs. This is quite a lengthy process that requires the gathering of background information and the creation of a job specifications and descriptions. This case study highlights
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of Job Analysis and Job Design in the HR Function Phillip Randolph Introduction to Human Resources - 7 Instructor Oxley November 19‚ 2013 There aren’t many differences in job descriptions for an Employment Assistant example in my text and the Marketing Account Representative position at Alliance Worldwide on Monster.com. The job description for the Employment Assistant position is summarized and straight to the point. Instead of providing the company’s history‚ the job description
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INTERNAL ANALYSIS (FINANCIAL ANALYSIS) Financial position of Proton Ratio’s 2005 2006 2007 2008 2009 Profit margin 5.215 % 0.599 % -12.58 % 3.284 % -4.653 % Return on assets 5.00 % 0.562 % -8.486 % 2.531 % -4.25 % Return on equity 0.0753 % 0.00796 % -0.113 % 0.0341% -0.059% Receivable turnover 6.046 times 6.268 times 3.932 times 5.115 times 6.00 times Avg collection period 60 days 57 days 92 days 70 days 60 days Inventory turnover 8.8 times 5.6 times 3.7 times 5.1 times 4.7 times Fixed asset
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and have assistances ready to move in with ‘sponge activities when needed. • Move from ‘known’ to ‘unknown’ i.e.‚ learning takes place when the brain connects new experiences with previous learning. • Mistakes are ‘okay’‚ it is part of learning process. • Give lots of prise to each child daily‚ with positive language and smiles. • Never embarrass or humiliate a child. Dignify and respect the child’s responses and find ways to appreciate the special qualities of each child. • Demonstrate a sincere
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Problem Statement and Instructions for First Lab‚ CL417 Process Control August 13‚ 2013 The first lab is about identifying the First order and Second order Transfer Function of a Single Board Heater System (SBHS). The SBHS is hosted under virtual labs on a remote server and you have to access it remotely and perform experiments. Here is the list of things you have to do for the first lab. Things to be done for first submission: 1. Go to http://vlabs.iitb.ac.in/sbhs/. Download the file Tutorial
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Factors that influence job design‚ hiring‚ training and performance appraisals that supervisors must take into account. Staff members are required to perform a clear set of job activities that are designed to accomplish organizational objectives (Lewis‚ Packard‚ & Lewis‚ 2007). There are two considerations that should be taken into account when designing specific staff roles. The first consideration is that the job will need to be designed to meet accomplishment of program objectives‚ satisfaction
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C H A P T E R Product Design and Process Selection 3 B e f o r e s t u d y i n g t h i s c h a p t e r y o u s h o u l d k n o w o r‚ i f n e c e s s a r y‚ r e v i e w 1. Differences between manufacturing and service organizations‚ Chapter 1‚ pp. 4 – 6. 2. Differences between strategic and tactical decisions‚ Chapter 1‚ pp. 6 – 8. 3. Competitive priorities‚ Chapter 2‚ pp. 28 – 33. LEARNING OBJECTIVES After completing this chapter you should be able to 1 ᭹ 2 ᭹ 3 ᭹ 4 ᭹
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Mechanical and Electrical Building Services Engineering Guidelines for Post Primary School Buildings February 2004 Table of Contents 1.0 Introduction 5 2.0 Design Philosophy 6 2.1 General Design Philosophy 6 2.2 Mechanical Services Design Philosophy 6 2.3 Electrical Services Design Philosophy 6 2.4 Standards 7 2.5 Value for Money 7 3.0 The Built Environment 8 3.1 Energy Efficiency 8 3.2 Passive Energy Measures
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