Recent trends in the primary market – Explained! by Saritha Pujari Business Average annual capital mobilisation from the primary market‚ which used to be about Rs. 70 crore in the 1960s and about Rs. 90 crore in the 1970s‚ increased manifold during the 1980s‚ with the amount raised in 1990-91 being Rs. 4‚312 crore. It received a further boost during the 1990s with the capital raised by non-government public companies. There is a preference for raising resources in the primary market through private
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and research demand we have selected this organization. We want to thanks especially the assistant human resource manager; MR. SHAIDUR RAHNMAN. He is really very cordial person and has positive looks toward student. He helps us in gathering all information and provides us his valuable time for providing proper information and documents. Hence we want to say straightly that without his help it was impossible to prepare this report. We also want provide a sweet thanks that sweet boy of front desk
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EFFECT OF MERGERS ON EMPLOYEES Apoorv Choudhary IIPS-DAVV INTRODUCTION There are contrasting views on the impact of mergers and acquisitions on employees. Many times field level and management level employees react differently to a merger. Mergers are a form of consolidation where two or three companies merge and the identity of only the largest company remain intact and the smaller companies losses their identity. MERGER- The combining of two or more companies‚ generally by offering
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Assignment 1-The Primary Care Clinic Tasha Hornsby Dr. Kevin Williams HSA 300-0001030 Health Service Organization Management January 26‚ 2011 Discuss the key political‚ economic‚ and social forces that may have influenced the development of the clinic. Economic and social conditions that affect people’s lives determine their health. People who are poor are less likely to seek proper medical care‚ as opposed to people who are of middle-class status and above. Citizens with more social
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Managing Emotional Employees Managers often feel that the employee emotional issues are their personal and they should be able to handle it themselves. This is the reason why most of them don’t interfere in the internal affairs of the employees who are under distress. But as a result of this emotional distress‚ the employees are able to focus less on their work and hence their productivity also decreases. The managers can act pro-actively in this case and help the employees deal with the emotional
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retain employees: a high turnover rate is costly in both direct and indirect costs. By Shehan‚ Tom Publication: Detroiter Date: Saturday‚ January 1 2005 You are viewing page 1 Many owners of businesses with high employee turnover find themselves running in place instead of growing their companies. As the economy improves‚ more employers are facing this issue because employees are shopping around their resumes in hopes of landing better positions. In fact‚ 83 percent of employees surveyed
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How to Empower Employees In today’s marketplace it is more important than ever to implement employee empowerment policies in order to keep a competitive advantage. An empowered employee feels in control of their position‚ as well as a valued member of their organization. These employees have a sense of job enrichment which creates a more productive work environment for them‚ as well as their coworkers. Employee empowerment is a way to allot power in the company while raising productivity and creating
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more than salaries and benefits‚ it reflects the entire employment experience at a company including benefits‚ career development opportunities‚ rewards‚ culture‚ and management style. The employee personal values should align with the company’s brand and be reflected consistently to employees. Otherwise‚ employees may grow cynical about the company and ultimately become less productive or leave the organization entirely. In addition to relevant skills‚ employers seek employees who have the personal
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programme (internal and external) Training and development plan • Skills needing to be developed within the organisation • Number of recruited trainees required or internal trainees to be developed • Programmes for transferring or retraining employees to meet skill shortages‚avoid teh need for redundancies or aid flexibility Succession plan • Programmes for identification and development of promotable individuals • Plans to develope replacements for key management posts Productivity plan •
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Identify four benefits to Siemens of its in-depth training and development of workers. Ans. Training refers to increasing the knowledge‚ skills and attitude of employees or extending those the employees already have. Siemens as the top three electrical and electronic companies has been running various effective training programs for their employees in order to build a strong work force and thus contribute better services to the society. In order to do that‚ they are providing their employees with both
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