(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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in this modern age and time‚ even with the years that passed since women were given equal rights as men especially in democratic countries‚ attitudes toward women as managers remain relatively the same: there are still few women who hold executive positions worldwide. At present‚ according to an article on women in management‚ the number of women in top management positions has increased by nearly 60 percent in the past decade but those who hold executive positions is still quite small at about 4
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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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BRENDA SHORE Motivating employees is to provide tools and ideas for supporting employee motivation. There may be one employee that appreciate having time off and the next may not. The manager has to figure out what employees want and encourage them to earn it or find a way to give it to the employees. The DiSC assessments help my mentor who is a human resource manager in her responsibilities in the development and motivation of the employees. From team D assessments results‚ the
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HISTROY OF SESSI In Pakistan‚ Social Security Scheme was launched on 1st March‚ 1967‚ under West Pakistan Employees ’ Social Security Ordinance No. X of 1965‚ with the assistance of the International Labour Organization. The Sindh Employees ’ Social Security Institution (SESSI)‚ however‚ came into being on 1st July‚ 1970 when the Scheme was reorganized on provincial basis after the dissolution of One-Unit. Initially‚ the Scheme was designed for coverage of textile industry workers of Karachi and
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ORGANIZATIONAL ETHICS AND EMPLOYEES JOB SATISFACTION: ACASE STUDY IN SECRET RECIPE MALAYSIA BRANCH 1. INTRODUCTION Ethics qualities in an organization are highly concentrated to avoid unhealthy behavior and to inspire superior reasoning‚ performance‚ innovation‚ teamwork‚ and process breakthroughs that results in sustainable competitive advantages. Given the importance of organizational ethical quality and its effects on organizational outcomes (such as organizational commitment‚ job satisfaction
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Integral Systems: Selecting Employees for Organizational Performance Jay Partin‚ PhD Selecting an individual to assume a position within the organization is a decision that affects its future performance. Whether it’s a new hire or an internal placement‚ an entry level job or a senior executive‚ the chosen individual will have an effect on the organization’s capacity to perform. Therefore‚ selection criteria‚ methods and results are more than a decision about an individual. They need to be viewed
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or not the job candidate should be hired for a position. The objective of selection is to predict the likely future performance of applicants in the job that is open‚ as well as in other jobs that the new hire might hold at the company in the future. Selection practices ensure that employees are capable of high productivity‚ motivated to stay with the organization for as long as the organization wants to employ them‚ able to engage in behaviors that result in customer satisfaction and capable
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between employees and customers in the services arena. Both parties prove vitally important in the business operations of a service provider; however this document strives to explore both ends of the debate‚ that is‚ the overarching importance of employees and customers. Significant research has been conducted regarding the nature of the two groups‚ which has aided this critical analysis of the notion that employees are more important than customers as well as the counter-argument that employees are
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redundant‚ nothing needs to be adapted. Those left behind will need coaching or counseling through the period after a round of large redundancies. Performances issues may arise‚ absence may increase and some will leave of their own accord. Enhancing employees’ communication and customer service skills could help maintain customer base in organization. Customer comments are always a source of identifying training needs with comments and suggestions on how service could be improved. Every organization
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