JetBlue Airways: Starting From Scratch Troy Thorpe WGU JetBlue Airways: Starting from Scratch Before David Neeleman’s non-compete agreement with Southwest Airlines expired‚ he envisioned the concept of starting a low-fare airline that would combine common sense‚ innovation‚ and technology and bring the humanity back into air travel (Gittel & O’Reilly‚ 2001). In 1998‚ JetBlue was born. In order for David to fulfill his goal of a “do-it-right” kind of airline‚ he needed to recruit superior industry
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References: DI‚ (2006). The globalization of human resource practices. Heathfield‚ S.M.‚ Performance Appraisals Don ’t Work. Noe‚ R.A.‚ Hollenbeck‚ J.R.‚ Gerhart‚ B.‚ & Wright‚ P.M. (2003). Fundamentals of Human Resource Management. The McGraw-Hill Companies. Pepperdine University‚ (2006). HR ’s strategic partnership with line management. Stack‚ L.
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[pic] East West University (EWU) Course Name : MGT-101 Course Instructor : Dr. Nazrul Islam Professor‚ Dept. of Business Administration East West University. Project Work Topic : Management Practice of Polar Group Members : Md. Mostafa Anwar Md. Nazmul Hasan Id:2009-3-10-072 Id:2010-1-13-038 Md.Shahadat Hossain
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provide powerful input to performance management and employee development. When conducting 360 degree feedback‚ there are several factors impacting on the employee response or decision making through the use of feedback. This report is analyzing feedback from the three lenses. 360 Degree Feedback 360 degree feedback is a performance appraisal system that obtains feedback on an individual’s performance from a variety of sources. Organizations integrate the process into performance management system along
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your quest for promotion. 1. Invest In Your Annual Performance Appraisals Your annual performance appraisals describe and quantify your degree of promotion potential. Only one person is responsible for building a winning appraisal—YOU! Take responsibility. Determine what your boss or organization is looking for and establish your road map toward that next promotion. If you want a promotion‚ building a solid annual performance appraisal should be of paramount interest to you. It plays a major
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employee’s performance. If employee’s performance is good you will want to reinforce it‚ and if it is bad you will want to take reactive action. Performance appraisal means evaluating an employee’s current and or/past performance relative to his or her performance appraisal. Performance appraisal always involve Setting work standards‚ assessing performance‚ and providing feedback to employees to motivate‚ correct‚ and continue their performance. 01. Performance Management and Appraisal: 1.1. Performance
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The role of 360-degree feedback in performance appraisals How does this compare with other performance appraisal methods? Executive summary 360-degree feedback is one of the most widely used employee assessments today. Its popularity has increased dramatically with the growth of the web-based assessment tools that has made implementation easier‚ cheaper and faster. The purpose of the 360-degree feedback is to assist each individual to understand the strengths‚ weaknesses and development needs
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Executive Summary The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor’s pioneering Time and Motion studies. But this is not very helpful‚ for the same may be said about almost everything in the field of modern human resources management. As a distinct and formal management procedure used in the evaluation of work performance‚ appraisal really dates from the time of the Second World War - not more than 60 years ago. In many organizations
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improve job performance while promoting professional and personal growth in employees. Providing feedback can improve employee morale and reduce confusion regarding expectations and current performance. Think of feedback as guidance that will enable employees to learn as well as improve the quality of his/her work. You will also see a difference in how feedback enhances your interpersonal relationship with your employees. 2. What steps might be taken if it is necessary to follow-up performance appraisals
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Communication: 6 4.1.1. Communication issues between senior and lower level staffs 6 4.1.1.1 Organizational Hierarchy 7 4.1.2. Team work 8 4.2. Ethical Issues: 8 4.2.1. Hiring and termination issues: 9 4.2.2. Discrimination: 9 4.2.3. Performance Appraisal: 10 4.3. Dealing with the difficult people: 10 4.4. Psychological Contract: 11 4.4.1. Managers act different from what they say: 11 4.4.2. Changes in executives: 12 4.4.3. Promotion to workers: 12 5. Recommendation: 12 6. Conclusion:
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