Hospitality sector which averaged 74.6%. {text:bookmark-start} {text:bookmark-end} Costs When accounting for the costs (both real costs‚ such as time taken to select and recruit a replacement‚ and also opportunity costs‚ such as lost productivity)‚ the cost of employee turnover to for-profit organizations has been estimated to be up to 150% of the employees’ remuneration package (Schlesinger and Heskett‚ 1991). There are both direct and indirect costs. Direct cost relate to the leaving costs‚ replacement
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important factor in self-presentation to me is honesty. This is how I would like to leave an impression for others to have a perception of me that I am honest which in alignment with the social moral identity. (Ph.D‚ Jess K. Alberts. Interpersonal Effectiveness: Psychology 180. Argosy University‚ 2009). Most of what I know or think I know of other people springs from what I know of myself‚ and that includes the quality of honesty. Whether I know myself to be mostly honest or mostly dishonest‚ it is
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Leadership’s impact on employee engagement Differences among entrepreneurs and professional CEOs Nancy Papalexandris and Eleanna Galanaki Athens University of Economics and Business‚ Athens‚ Greece Abstract Purpose – The purpose of this study is to identify similarities and differences between the leadership practices of managing entrepreneurs and professional CEOs and to investigate how these impact on their immediate subordinates’ satisfaction‚ commitment‚ motivation‚ and effectiveness (engagement)
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social welfare‚ and the welfare state John Baldock Contents ■ ■ ■ Introduction Learning outcomes Social policy Defining social policy in terms of types of expenditure Analysing social policy Social policy as intentions and objectives Redistribution The management of risk Social inclusion Social policy as administrative and financial arrangements Social policy as social administration Social policy as public finance Social policy as outcomes Social welfare The welfare state Defining the welfare state
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from the employer’s point of view‚ it is anticipated that a good staff employee incentive plan will induce the employees to work hard and improve their general attitude towards the organization. But for the employee‚ these benefits represent some additional rights such as extra income‚ additional security or more desirable working conditions that should not require any additional effort. The appraisal of the staff welfare plan is defined as “something of value apart from the agreed regular monetary
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oyeeVem Linus Jonathan et al THE IMPACT OF EMPLOYEE EMPOWERMENT ON CUSTOMER SATISFACTION IN THE NIGERIAN SERVICE ORGANIZATIONS (A STUDY OF SOME SELECTED HOTELS IN JOS‚ PLATEAU STATE) THE IMPACT OF EMPLOYEE EMPOWERMENT ON CUSTOMER SATISFACTION IN THE NIGERIAN SERVICE ORGANIZATIONS (A STUDY OF SOME SELECTED HOTELS IN JOS‚ PLATEAU STATE) IJCRR Vol 04 issue 19 Section: General Science Category: Research Received on:27/07/12 Revised on:05/08/12 Accepted on:17/08/12 Vem Linus Jonathan‚ Dakung
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approaches and definitions of “what employee relations is”. “Employee relations is a common title for the industrial relations function within personnel management and is also sometimes used as an alternative label for the academic field of “industrial relations”. The term underlines the fact that industrial relations is not confined to the study of trade unions but embraces the broad pattern of employee management‚ including systems of direct communication and employee involvement that targets the individual
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EMPLOYEE EMPOWERMENT INTRODUCTION Employee empowerment is a term used to express the ways in which non-managerial staff can make autonomous decisions without consulting a boss/manager. These self-willed decisions can be small or large depending upon the degree of power with which the company wishes to invest employees. Employee empowerment can begin with training and converting a whole company to an empowerment model. Conversely it may merely mean giving employees the ability to make some decisions
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place on their own without the involvement of personnel. Saari & Judge(2004) suggest that “a happy employee is a productive employee”. This implies that there are certain factors which bring about this happiness that could increase the overall performances of employees in organisations. This work intends to identify what actually motivates employees at work in order to increase their productivity. Therefore‚ it explores the concept of motivation and provides an analysis of the traditional motivation
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Chapter-1 Introduction |Serial No. |Topics | |1.1 |Introduction | |1.2 |Importance of the study | |1.3 |Literature review | |1.4 | Objectives | |1.5
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