The Impact of Suicide on the Family Julie Cerel1‚ John R. Jordan2‚ and Paul R. Duberstein3 1 College of Social Work‚ University of Kentucky‚ Lexington‚ KY‚ USA‚ 2 The Family Loss Project‚ Pantucket‚ RI‚ USA‚ 3 University of Rochester Medical Center‚ Rochester‚ NY‚ USA Abstract. Little research has examined the consequences of a suicide for social or family networks. Because suicide occurs within families‚ the focus on the aftermath of suicide within families is an important next step to determine
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supports these goals. An effective compensation model will be designed to support the corporate philosophy both in its design and the emphasis it puts on key traits of its employees. The text book‚ “Compensation‚ Eleventh Edition” by Milkovich‚ Newman and Gerhart (2014) gave numerous examples of pay structures with an emphasis towards pay-for-performance and mix-pay models as a trending leader in supporting the changing workforce demographics. To support this theory‚ I searched for evidence and
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gather information associated with the job ‚such as competencies‚ tasks‚ surveys‚ and reports‚ (George T. Milkovich‚ Jerry M. Newman & Carolyn Milkovich‚ Bus 525‚Reward Systems: Theory & Administration‚2008‚ pg. 167). Job competencies associated with customer service can be identified as the “core competencies”‚(George T. Milkovich‚ Jerry M. Newman & Carolyn Milkovich‚ Bus 525‚Reward Systems: Theory & Administration‚2008‚ pg. 157). These “core competencies” are normally said
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people dominant effect. Total Quality Management 10(6) 829–842. Appelbaum‚ E.‚ R. Batt. 1993. High-Performance Work Systems: American Models of Workplace Transformation Argote‚ L.‚ S. L. Beckman‚ D. Epple. 1990. The persistence and transfer of learning in industrial settings Bailey‚ D. E. 1998. Comparison of manufacturing performance of three team structures in semiconductor plants Banker‚ R.‚ J. Field‚ K. Sinha. 2001. Work-team implementation and trajectories of manufacturing quality: A longitudinal
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References: • Noe‚ R.‚ R. Hollenback‚ J.‚ Gerhart‚ B. and M. Wright‚ P. 2003. Human Resource Management- Gaining a Competitive Advantage. 4th ed. New York: Mc Graw-Hill/Irwin‚ p. 8. • Bernardin‚ H. 2007. Human Resource Management- an Experiential Approach. 4th ed. New York: Mc Graw-Hill/Irwin‚ p
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Critical Essay‚ Forseman & Co.‚ Glenville‚ Illinois‚ 3rd ed.‚ 1986. Pfeffer‚ Jeffrey‚ The External Control of Organizations: A Resource Dependence Perspective‚ Stanford University Press‚ 2003. Pfeffer‚ Jeffrey‚ Power: Why some people have it-and others do not. New York‚ NY: HarperCollins‚ 2011. Pfeffer‚ Jeffrey‚ Resources‚ Allies and the New Golden Rule‚ from Managing with Power‚ Boston: Harvard Business School Press‚ 1990. Pp. 83-110. Weber‚ Max‚ Bureaucracy‚ in Hans Gerth and C. Wright Mills
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Introduction Peter Senge is a Senior Lecturer at the Massachusetts Institute of Technology. He is the author of the widely-acclaimed book The Fifth Discipline: The Art and Practice of the Learning Organization (1990). He can be said to be responsible for the popularity of the concept of a ‘learning organization’ today. Peter Senge argues that not only we humans learn‚ but organizations also. However‚ learning itself may not be enough for the organization to survive in this ever-challenging
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Afro Asian Journal of Social Sciences Volume 2‚ No. 2.4 Quarter IV 2011 ISSN 2229 - 5313 Impact of Employee Turnover on Sustainable Growth of Organization in Computer Graphics Sector of Karachi‚ Pakistan Fahad Abdali Director‚ South Asian Resources Group‚ Karachi – Pakistan Abstract The overall purpose of this study was to find out the effect of employee turnover on sustainable growth of organization in computer graphics sector of Karachi‚ Pakistan. This study specifically finds out the main
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and firm performance by assessing how CSR might influence a firm’s competitive advantage. Specifically‚ as many companies realize how important it is to attract highly skilled employees as a main component of their competitive advantage (Pfeffer‚ 1994; Teece‚ 1998; Turban & Greening‚ 1997)‚ the focus will be on the link between CSR and human resources. This article will start with a review of previous
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contract focuses on the exchanging between the individual’s belief and promissory or reciprocal obligations in the organisations (Rousseau‚1995). This theory tends to understand the needs of individual employee rather than organisations. However‚ Guest (1998) argued that ‘employer perspective’ should be included in the psychological contract because it can help employees and employers have clearly understanding on the mutual obligations as a ‘two-way exchange’ (Guest‚2004). In addition‚ ‘contractual’ needs
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