(Spindler 1994). The term psychological contract (Argyris 1960; Schein 1980; Rousseau 1989) refers to a commonly used exchange concept providing a framework for understanding the ‘hidden’ aspects of the relationship between organisations and their employees (Shore & Tetrick 1994). The common theme underlying these definitions is that the psychological contract refers to an employee’s unexpressed beliefs‚ expectations‚ promises and responsibilities with respect to what constitutes a fair exchange
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IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYEES PERFORMANCE (A CASE STUDY ON DASHEN BANK) A SENIOR ESSAY SUBMITTED TO THE DEPARTMENT OF MANAGEMENT IN PARTIAL FULFILMENT FOR THE REQUIREMENT OF BACHELORS OF ART (BA) IN MANAGEMENT. Submitted by: Tesfahun Shiferaw Id No CBE/UR/1175/01 Submitted to: Teshome Desta [pic] MEKELLE UNIVERCITY COLLEGE OF BUSINESS AND ECONOMICS DEPARTEMENT OF MANAGEMENT June‚ 2011 MEKELLE‚ ETHIOPIA ACKNOWLEDGEMENT
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Neener indicates his management teams and his employees use both downward and lateral communication. Neener’s orders or decisions to his managers and employees are example of downward communication. The communication between his managers‚ supervisors‚ and employees is lateral communication. Furthermore‚ Neener and his employees use oral and written communication. Meetings are oral communication and email or text are written communication. In Neener’s organization‚ oral and downward communication
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Organisational Change and Transformation INTRODUCTION Organisational change practice and research aims at the improvement and development of organisations for the purpose of enhancing effectiveness and responsiveness to external changes through better people management‚ competence‚ communications‚ systems and structures. It is not a discipline that has more practical relevance in one sector than in another: the methods and approaches of the discipline are being applied in business and government
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Committee (ManCom) to terminate the services of the “deadwoods” (those unproductive and obsolete employees) of the organization. In reviewing their employment records‚ you found out that the “deadwoods” involved have been in the company from 12 to 17 years and they practically gave the best of their working lives to your company. Per year company policy‚ full retirement benefits can only be enjoyed by employees who have served the company for 20 years. As VP-HR (Vice President-Human Resources)‚ you have
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point of access” (Kazley‚ 2007‚ p. 375). I would like to propose an organizational change to implement this documentation at the Home Health Agency where I am employed. This paper will address the need for EMR‚ barriers to change‚ factors that might influence implementation of an EMR‚ organizational readiness for the change‚ the theoretical model that relates to implanting EMRs‚ resources available to support the change‚ and methods used to monitor implementation of the EMR. THE NEED FOR ELECTRONIC
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Electronic Surveillance Of Employees Running Head: Electronic Surveillance Of Employees Electronic Surveillance of Employees Cathy D. Brown Professor:: Anne Dewey-Balzhiser LEG500- Law‚ Ethics and Corporate Governance Date: January 22‚ 2012 Introduction: Some would say that workplace privacy rights are non-existent in the private sector. Workplace surveillance is that employers have a legitimate right to conduct surveillance for the benefit of themelves‚ the community
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Randy’s Interview • Regarding Laura’s character‚ how was she like? Laura was a kind person; she was nice‚ honest‚ and did her best to help the people around her. • How did Laura’s condition or being change after the accident? Laura is not the same anymore; she seems distraught and depressed all the time. She doesn’t know who I am‚ someone who she was going to spend her life with. Everything changed; I now at times have to see her from afar to ensure that she would not get distressed with her lack
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outsourcing these company’s use has both positive and negative effects on the organization‚ stockholders‚ and employees that are a part of it. When a company chooses to outsource there are long term effects that fall on the areas outside of the company such as the economy‚ society‚ and political issues. There are several internal pressures that lead a company into outsourcing some of their employees and technologies. Depending on the type of business a company is running it can be very expensive to manage
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Leadership & Organization Development Journal Emerald Article: Resistance to organizational change: the role of cognitive and affective processes Wayne H. Bovey‚ Andy Hede Article information: To cite this document: Wayne H. Bovey‚ Andy Hede‚ (2001)‚"Resistance to organizational change: the role of cognitive and affective processes"‚ Leadership & Organization Development Journal‚ Vol. 22 Iss: 8 pp. 372 - 382 Permanent link to this document: http://dx.doi.org/10.1108/01437730110410099 Downloaded
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