while submitting the assessment and by the faculty when reporting the outcome of the students work) SECTION A: TO BE FILLED BY THE STUDENT Student Name: Ahmed Hafeel Unit No and Name 24.Employee Relations Term : Summer 2013 Assignment Title : Understand the context of employee relations against a changing background Due Date: 16/07/2013 Date Submitted : (if different) Grading criteria covered within this assignment: Pass
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Employee Engagement: The Key to Improving Performance Solomon Markos (Corresponding author) PhD Scholar‚ Department of Commerce and Management Studies‚ Andhra University Waltair‚ Visakhapatnam-530 003‚ Andhra Pradesh‚ India Tel: 91-996-664-1683 E-mail: solomonmarkos5@yahoo.com M. Sandhya Sridevi Professor‚ Department of Commerce and Management Studies‚ Andhra University Waltair‚ Visakhapatnam-530 003‚ Andhra Pradesh‚ India Tel: 91-984-884-2230 E-mail:
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Motivating and Rewarding Employee Performance *Mars Model A model that outlines the four factors that influence an employee’s voluntary behavior and resulting preformance.The motivation‚ability‚role perceptions and situational factors. *Motivation The forces within a person that affects his or her direction‚intensity‚and persistence of voluntary behavior. *Ability Consists of both the natural aptitudes and learned capabilities required to succesfully complete a task. *Role Perceptions Employees
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Relations Board (NLRB)‚ which serves as the prevailing body for union movement in the United States. Initially‚ the Wagner Act led to major union domination over companies. To achieve a better balance between unions and management‚ in 1947‚ Congress passed the Labor-Management Relations Act (also called the Taft-Hartley Act). Industrial scenario was extensively changed after 1930s. New federal laws allowed employees to negotiate their work structure‚ such as‚ wages‚ job hours and overtime pay. Workers
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PRACTISES ON ORGANIZATIONAL PERFORMANCE ABSTRACT The research investigated the effect of different human resource practices such as staffing‚ training‚ participation‚ performance appraisal‚ compensation‚ and caring on organizational performance on a manufacturer company. Data were collected from 100 respondents based on structured questionnaire. Results indicated significant relationship of staffing‚ training‚ performance appraisal‚ compensation or rewards‚ and employee caring with organizational performance
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Organizational change must be cared out methodically. Lewin and Kotter offer great models that can be used as guidelines for change (Kanicki & Kreitz‚ 2010). A change agent must focus on affecting the elements of change. From all the elements‚ I feel that people is the most important. Organizational structures‚ processes‚ visions‚ and methods can easily be changed by management. For the changes to be effective however people must accept and follow the changes. The case proposed change in a western
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public relations at the strategic level. J L Thompson (1995) defined strategy as a means to an end‚ and he writes‚” The ends concern the purposes and objectives of the organization. There is a broad strategy for the whole organization and a competitive strategy for each activity.” The significance of strategy is allowing practitioners to set their work in the wider organizational context. The concept of strategy is made clearer by Mintzberg et al (1982) who offer five uses for the word strategy‚ there
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Managing the Impact of Employee Turnover on Performance: The Role of Process Conformance INFORMS holds copyright to this article and distributed this copy as a courtesy to the author(s). Additional information‚ including rights and permission policies‚ is available at http://journals.informs.org/. Harvard Business School‚ Boston‚ Massachusetts 02163 {zton@hbs.edu‚ rhuckman@hbs.edu} Zeynep Ton‚ Robert S. Huckman e examine the impact of employee turnover on operating performance in settings that
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EQUALITY AND DIVERSITY: POLICY AND PRACTICE ABSTRACT The purpose of this paper is to analyse and evaluate equality and diversity policies between two companies and determine whether there are gaps between policies and practices in relation to recruitment and selection. The report entails case studies of two organisations namely Working Links (WL) and The Royal Borough of Kensington and Chelsea (RBKC). This report shows that there is a gap between policy and practice in both organisations‚ the
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Introduction Organizations are in a continuous process of searching for strategies that would provide them with a competitive advantage. Efficiency in stable environments is achieved through standardized routines‚ division of labor and management control (Grant‚ 2005). However‚ recent changes in the business environment have compelled firms to search for new strategies for competitive edge as the conventional strategies have become obsolete (Chirico & Salvato‚ 2008). Economic globalization
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