Contents Preface: 3 Executive Summary: 4 History of Organization 5 Orascom Telecom: 5 Introduction: 6 Structure of Main Office Mobilink 7 Mobilink Head Office Introduction: 8 Mission Statement: 9 Vision Statement: 9 Organizing at Mobilink 9 Organizational Hierarchy 9 Functions of departments: 13 Corporate Planning 14 Strategic Planning 14 Centralization 15 Functional specialization 15 Mobilink‚ a subsidiary of the Orascom Telecom Group is Pakistanss leading cellular service and
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workforce‚ Northern Trust has developed and implemented Human Resource and bottom line strategies that support workforce diversity. Northern Trust believes that there are several key aspects of maintaining satisfied committed staff‚ including giving performance feedback‚ seeking employee opinions‚ training employees for new
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Performance appraisal uses a variety of methods for evaluation. The five main methods used are: • Interview-Based Appraisal: The interview based appraisal system is implemented in a number of companies. The employee gains essential feedback on their annual or semi-annual performance to evaluate their effectiveness and efficiency within the designated assignments. The interview appraisal is used as a constructive method in which to enhance the employee’s advancement. The main aim is to analyse
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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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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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1. Determining Communication Skills Perhaps the single most important skill a supervisor can lies within the art of communication. “The basic purpose of communication is to transfer understanding” (Kreitner‚ 1980). Clear communication skills are beneficial in all aspects of life including business and can be used effectively to inform‚ command‚ instruct‚ assess‚ influence‚ persuade and motivate other people. Supervisors who do not practice effective communication techniques and fail to offer clear
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Many managers take the integrated approach known as Performance Management‚ to manage the performance‚ consisting of setting goals‚ training employees and then appraising and rewarding them (hrm). It can be explained as a process that consolidates goal setting‚ performance appraisal and development into single‚ common system‚ the aim of which is to ensure that the employee’s performance is supporting the strategic aims. (hrm book 315).. A performance management system would be only effective when the
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wage rates to piece rate pay? Are Safelite installers good candidates for piece-rate pay? Why or why not? 5. Should there be a guaranteed wage? If so‚ how should it be set? • Rob Parson 1. What is your assessment of Rob Parson’s performance? Should he be promoted? 2. Using the data in the case‚ please complete the Evaluation and Development Summary presented in Exhibit 3 of the Rob Parson (A) case. 3. If you were
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weak HR planning in the old management which has major setbacks to the organization. The issue of concern was also the fact that employees under the old management were not properly compensated for the work they did and there was a lack of performance appraisals. However‚ under the new management‚ this issue was dealt with effectively and efficiently. Issues such as discrimination and underpaid employees were also put under the scope. The fourth issue depicts whether Ashley’s new perception of the
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