Contents Person-Organisation Fit 2 Forms of P-O fit 2 Measures of P-O fit 3 Antecedents and outcomes of P-O fit 3 Impacts of P-O fit on organisation and individuals 4 Performance 4 Turnover 4 Homogeneity and creativity 5 Comparison P-O fit with P-J fit 5 Effective management of person-organisation fit 6 Importance of Assessing P-O fit in employee selection 6 Nurturing P-O fit after the selection process 7 Managing P-O fit in organisation with high diversity 7 Conclusion
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Asia Security Initiative Policy Series Working Paper No. 7 September 2010 Non-Traditional Security Challenges‚ Regional Governance‚ and the ASEAN Political-Security Community (APSC) Mely Caballero-Anthony Head Centre for Non-Traditional Security Studies S. Rajaratnam School of International Studies Nanyang Technological University Singapore Asia Security Initiative Policy Series: Working Papers i Abstract Much of the attention on institutional development within the Association
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The feature articles ‘No Time to Stop’ written by Kate Legge and ‘The Ugly Truth about Beauty’ by Julie Hosking‚ embody a range of generic conventions. Both articles make use of conventions such as a descriptive opening paragraph‚ graphics and omission‚ to allow the journalists to present their ideas and opinions effectively to the reader. A common idea evident in both texts relate to children and society; the first article conveniently stating that if only we more willing to help and were less engrossed
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This thesis is a collection of three independent essays on the causes and consequences of local elections in non-democratic regimes. The first essay examines the political consequences of local elections on the first democratic election after the fall of an autocratic regime. My theoretical analysis highlights that officials that were appointed by upper levels of government have a stronger incentive to continue to use local patronage networks to signal their alignment to upper levels of government
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In Friedrich Durrenmatt’s play‚ The Visit‚ a great deal of literary feature is employed in order to elicit critical thinking from the audience. Durrenmatt implements the demonic motif to make the audience contemplate the play’s allegorical relevance to The Bible‚ as he uses Claire Zachanassian’s representation of the devil and juxtaposes it with Alfred Ill’s representation of Jesus Christ‚ the Savior. The character of Claire Zachanassian is utilized by Durrenmatt to represent the devil. Her red
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Managing Change in Organisation SUBMISSION DEADLINE : 12th January‚ 2012 WORD COUNT : 3‚542 words Today‚ teams and organizations face rapid change like never before. Globalization has increased the markets and opportunities for more growth and revenue. However‚ increasingly diverse markets have a wide variety of needs and expectations that must be understood if they are to become strong customers and collaborators. The ability to manage change in an organisation‚ while continuing
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Scenario 1: LO1 (P1.1): There are mainly four types of organisations. Private sector organisations‚ Public sector Organisations‚ voluntary organisations and cooperatives. Private Sector: In the private sector‚ businesses operate in order to maximize the profits. They raise finance by issuing shares‚ borrowing loans from banks etc. They are owned and controlled by private parties. For example Bank of Maldives‚ Amin Construction pvt ltd‚ Haza Construction pvt ltd. Their main aim is to maximize the
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Introduction This essay is based on Formal and Informal organisations and the details and difference between the two. Recommendations and conclusions are also drawn based on the information presented. Formal and Informal Organisations The fundamental concepts of formal and informal organisations are regarded with the nature and processes in the workplace. A formal organization is the actual framework of the organization including its organizational chart and its chain of command which determines
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as well as in services intellectual property rights‚ and investment. In January 2010‚ the membership of WTO was 153 countries. Its rules and policies are the outcome of negotiations among WTO members. Thus WTO is a member driven‚ consensus based organisation. B. PRINCIPAL OBJECTIVES OF WTO 1) Trade Without Discrimination :- Trade without discrimination through the application of Most Favoured Nation (MFN) Principle. As per MFN clause‚ a member nation of WTO must accord (give) the
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roles of the human resource professionals. The level of performance of and organisation depends on the effectiveness of its recruitment function. Organisations have developed and follow recruitment strategies to hire the best talent for their organisation and to utilize their resources optimally. A successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organisation. The objective of the recruitment process is to obtain the number and quality
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