Lab 2: The Metric System and Microscope Name _________________________ Date __________________________ Section 1: The Metric System The Metric System is known as the International System of Measurement. The Metric System is based on Standard-prefixes that correspond to ‘multiples of 10’. The measurements of volume (the liter)‚ mass (the gram)‚ and length (the meter) are the baseline for all metric unit conversion factors. In the United States‚ the English System is more commonly used;
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Do you consider the metrics organizations measure to be valuable? In order to develop a valuable HR metrics/performance measurement system it is imperative that organizations focus on their competitive strategy and operational goals‚ and should clearly define what employee competencies and behaviors are required to attain the above objective. (Becker‚ Huselid‚ & Ulrich‚ 2001‚ p. 52) Metrics are valuable if the actions and decisions which develop the metrics also develop the firm’s strategic
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Written Case Analysis: Metric Division Case The Metric Division is a division that is currently undergoing significant change within an organization. They have recently reorganized‚ and are now responsible for an entire product line. Top management has been in place for five months and is now seeking ways to improve the working relationships within the division. Don‚ the national sales manager‚ feels that it would be very informative if all the staff members were interviewed to determine what
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Defining an Effective Program Metric Carlos M. Carrasquillo Ríos‚ PMP Agenda • Objective • Definition • Key Elements of a Time-Based‚ Program Metric – – – – – – – Vision of Success Purpose Path to Completion Starting Point Actual vs. Plan Comparison Range of Allowable Values Appropriate Level of Detail • • • • What is an Effective Metric? Conclusion References Q&A Objective • We will identify the basic characteristics of a time-based progress metric‚ and show how each contributes
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REWARD SYSTEM One of important attributes of work organization is the ability to give reward to their members. Pay‚ promotions‚ fringe benefits‚ and status symbols are perhaps the most important rewards. Because these rewards are important‚ the ways they are distributed have a profound effect on the quality of work life as well as on the effectiveness of organization. Organization typically rely on reward system to do four things : 1. Motivate employees to perform effectively. 2. Motivate
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INTRODUCTION Management faces lots of challenges in determining their employees reward. The reward system an organization adopts must have a balance in market competitiveness‚ organizational performance internal equity‚ and individual performance considerations ( Scott et al‚ 2011 ) The above authors pointed out the importance of fairness in setting up reward systems and pointed out that no matter how complicated the reward policies and practices seems to be‚ employees must have a perception of fairness
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1. Overall Inventory Turns Annual cost of goods sold (company info) average total inventory (12) 2. Raw Materials Inventory Turns (manufacturing companies only) Annual cost of raw materials purchased (3) average raw material inventory (13) 3. Work-in-Process Inventory Turns (manufacturing companies only) (Annual cost of raw materials purchased (3) + Annual cost of conversion (4)) average work in process inventory (14) 4. Finished Goods Inventory Turns Annual cost of goods sold (company
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Chapter 8: Reward Management I. DEFINITIONS Wages • A wage is the payment made to manual workers and is usually expressed as a rate per hour. • In Hong Kong‚ “wage’‚ nowadays known as “Relevant Income”‚ includes all remuneration‚ allowances‚ tips‚ overtime pay‚ hardship‚ per-diem allowance‚ etc. capable of being expressed in terms of money‚ payable to an employee in respect of work done. Salaries • A salary is a fixed periodical payment to a non-manual employee.
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ARMSTRONG ’S HANDBOOK OF REWARD MANAGEMENT PRACTICE Improving performance through reward 3RD EDITION Michael Armstrong KoganPage LONDON PHILADELPHIA NEW DELHI Contents Introduction 1 Parti Essentials of Reward Management 3 An Overview of Reward Management 5 1. Introduction 6; Reward management denned 6; Characteristics of reward management 7; The reward management framework 9; Aims of reward management 9; Achieving the aims in general 11; Achieving
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Point Presentation Metrics B Y: A M B E R L E E R YA N H R M N 3 9 5 6 3 8 0 T H E T O TA L R E WA R D S A P P R O A C H T O C O M P E N S AT I O N M A N A G E M E N T Title Page Metrics Should: Give the whole picture‚ including quantity‚ quality‚ time‚ cost and effectiveness. Focus on key areas where change is necessary. Develop a benchmark to use for evaluating progress toward goals. Set goals and establish metrics for measuring progress. If possible‚ be compared to metrics with similar measures
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