...Research Project IV Nicole L. King Baker College HRM315: Evaluating Human Resources Tae Dawson June 13, 2012 Abstract This purpose of this research project was to find out how well BWI HR is meeting the needs of its employees. Fifty surveys were collected and reviewed. One each survey were eight HR services. The HR services are Performance Appraisal, Wage & Salary Administration, Incentive Pay Program, Internal Job Posting, Healthcare Insurance, Technical Training, Career Counseling/Development and Flexible Work Schedule. Each of the HR services had a rating scale to see how important and satisfied the Target employees would rate them. There were three HR services that showed the largest gap between importance and satisfaction. The incentive pay program, performance appraisal system and career counseling and development all showed large negative gaps. The incentive pay program should be changed from an individual-based program to a team/group-based program. The performance appraisal system should evolve into a “social network” type of performance management system. This type of social performance management system will bring many advantages, including empowerment. Finally, the career counseling/development programs should see a small expansion and reviews of the eligible degrees, adding certificates, increasing the tuition reimbursement amount and adding mentoring programs. These improvements should be implemented to improve the HR services, our people and...
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...SOCIAL REPORTING* (Accepted 27 October, 1992) ABSTRACT. National and international in social in western approaches reporting are described. starts with The the outline of current in activities paper Europe are discussed. international The national Further organizations. competing approaches and products of social reporting; the plurality of actors in social topics are the sources and different The only diffusion of ways of its institutionalization. reporting, incomplete inWestern social are offered is described and some hypotheses for reporting Europe an explanation. The conclusion that there will be a new surge of social reporting points in the 1990s. As a basis for its argumentation in Europe the paper presents rich tables on social surveys and a bibliography on social reporting by actor. 1. STARTING This POINT AND EVOLUTION a general but three main paper deals with...
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...Poverty Reduction Strategy and Poverty Monitoring: Philippine Case Study By Celia M. Reyes and Lani E. Valencia* I. Introduction The overarching goal of development efforts is the improvement in the quality of life of the people. The Philippines is no exception. Being one of the nations who participated in the Millenium Summit in September 2000, it has committed to achieve 48 targets including eradication of poverty. In addition to international commitments, the Philippines has been working toward poverty reduction for decades. It has even included targets on human development and poverty reduction in its medium-term development plans. The growing consensus is towards a comprehensive approach to poverty reduction. Rapid and sustained economic growth is needed to improve the quality of life of the population; at the same time targeted interventions aimed at reducing poverty are needed to reach the very poor and marginalized sectors of the economy. With poverty reduction as main goal of the government, the demand for poverty statistics has become more important. Several poverty monitoring systems are being conducted both at the national and community level providing income and non-income based measures of poverty. These have become the basis for social and economic development plans and programs of national and local governments. The objectives of this paper are to examine the poverty situation in the Philippines and to assess the country’s poverty reduction strategy and policy...
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...June 2010 CN 2nd Tier Cities Analysis For Microsoft Mercer, Beijing www.mercer.com Agenda Project Background and Scope Availability of Talent College City Factor Mercer 1 Project Background Based on the communication with Microsoft (MSFT) HR team, Mercer understands that MSFT is seeking for possible new site for building up R&D operations. With the booming economy and relatively lower cost, MSFT has achieved significant business growth in recent years in China. For building up further local R&D capabilities with effective cost control, MSFT selected 10 target 2nd tier cities as possible new sites. For a better understanding about target 2nd tier cities, MSFT would like to engage Mercer to conduct a customized survey focus on labor market, talent supply, government benefits and compensation data in those cities. Mercer 2 Project Scope Based on mutual agreement with Microsoft (MSFT) HR team, Mercer will search the information by the following dimensions in 10 target cities, Suzhou, Hangzhou, Nanjing, Dalian, Xian, Chengdu, Wuhan, Tianjin, Qingdao and Wuxi. Meanwhile, Beijing will be set as benchmark city. – Talent Availability Talent Pool Presence of Competitor – College CS/Math Graduates Quality of Math and Science Education Quality of Scientific Research Institution University/Industry research collaboration Public expenditure on education as % of GDP Expenditure on R&D as % of GDP Proximity to city – City Factor City Hybrid Ranking Operating cost...
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...IMPROVING QUALITY IN THE MANAGEMENT OF PROPERTY DEVELOPMENT AND CONSTRUCTION PROJECTS Portfolio presented on 29th October 2004 in partial fulfillment of the requirements for the degree of DOCTOR OF BUSINESS ADMINISTRATION (DBA) JOHN PANIL MIEM, PEng (Msia) Bsc. (Hons) Civil Eng. MBA (Tech. Mgmt.) International Graduate School of Management Division of Business and Enterprise University of South Australia DOCTOR OF BUSINESS ADMINISTRATION PORTFOLIO/DISSERTATION SUBMISSION SUPERVISOR APPROVAL DECLARATION Candidate Name: John Panil UniSA Candidate ID Number: 00112656C Dear Sir To the best of my knowledge, the portfolio contains all of the candidate's own work completed under my supervision, and is worthy of examination. I have approved for submission the portfolio that is being submitted for examination. 5.001) Signature: Supervi or Professor Si Heng Loke Date Signa re: Supervisor Dr Karlos Knapp Date Supported by: j (\Professor David Richards Chair, IGSM Doctoral Board of Examiners a% Date DECLARATION I hereby declare that this portfolio does not incorporate without acknowledgment any materials previously submitted for a degree or diploma in any university and that to the best of my knowledge, it also does not contain any materials previously published or written by another person, except where due reference is made in the text. Si Date: John anil Can date, Doctor of Business Administration II ACKNOWLEDGMENT ...
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...are some of the specific problems our company is facing Inefficient delivery of information where and when it’s needed Lack of tools to help construction sales people to work productively Difficulty in completing and delivering quality proposals quickly Construction sales people are experiencing too much desk time and not enough face time as they wrestle with the challenge of preparing proactive proposals Inconsistent looking proposals that contain conflicting and sometimes incorrect information The main goal of this project is to research a specific need expressed by members of the Proposal Development Group and Sales Department, that is the need for an industry specific Proposal Software Program. As outlined in the proposal, this is to be accomplished through significant interaction between the researchers, Information Management department and experts in the Proposal Development Group and Sales Department. This type of cooperative agreement is seen as fundamental to the success of all projects. Background information the positive impact of a proposal writer program on jump inc. Jump inc. Company has generated 1,000 proposals (of which 30 percent are less complex; 70 percent more complex) during FY 1999. Members of the JUMP.INC’s Proposal Group have spent approximately 46,000 hours in proposal writing! This however, does not include revisions made due to addendums to R.F.P.s. Below is a summary of cost...
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...Problem Solution for Best Snacks MMPBL 550 Best Snacks Problem Solution Stephanie Vickers MMPBL/550 March 23, 2012 Best Snacks Problem Solution For the past 100 years, Best Snacks, Inc. has been in the top two leading positions in the snack industry, making them an ideal investment for stockholders. Recently, in the last couple of years Best Snacks sales have declined, resulting in decreased stock prices, market share, and in second place in the industry. Contributing to these issues in the company is the lack of strong leadership, capable managers, and innovative work environment. Employee morale has suffered because staff does not feel encouraged to be creative or that their opinions are valued. By benchmarking other companies, Best Snacks can determine which strategies they can implement to continue their previous successful history. Best Snacks has the opportunity to reorganize their structure to promote innovative ideas, improve management skills, and realign the vision with a new organizational culture. There have been no product or service innovations in the past 5 years; instead, previously successful marketing methods have been improved or extended. For example, the most recent product information had new package sizes. Best snacks needs to remain competitive and an industry leader by researching, analyzing, and surveying today’s consumers in order to develop new...
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...To: U.S. Department of Transportation National Highway Traffic Safety Administration Attn: Lloyd S. Blackwell 1200 New Jersey Avenue, SE Washington, DC 20590 lloyd.blackwell@nhtsa.dot.gov Submitted By: Econometrica, Inc. 4416 East-West Highway Suite 215 Bethesda, Maryland 20814 DUNS Number: 196693170 TIN: 52-2108043 November 30, 2011 November 30, 2011 Lloyd S. Blackwell U.S. Department of Transportation National Highway Traffic Safety Administration 1200 New Jersey Avenue, SE Washington, DC 20590 Reference: Sources Sought Notice; Solicitation No. 2012–0100; Quality Review of EMS Performance Measure Data. Dear Mr. Blackwell: Econometrica in partnership with Traffic Safety Analysis Systems & Services (TSASS), Inc., is pleased to submit a Corporate Capability Statement in response to the above-referenced Sources Sought Notice. We believe we offer the Department of Transportation (DOT) highly qualified expertise and capabilities that will benefit DOT in future work projects. Econometrica and TSASS are small businesses, and TSASS is veteran-owned. If you wish to discuss any aspect of this submission, please feel free to contact me at (301) 657-8311. Thank you for your consideration of Econometrica. Sincerely, Econometrica, Inc. Cyrus Baghelai President/CEO Table of Contents Introduction 1 Capability to Meet the Requirements of the Quality Review 2 1. Experience and expertise in working with or partnering...
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...Morgan Stanley: The 360 Performance Evaluation Process ▪ 1993: Morgan Stanley (MS) implements firmwide 360-degree evaluation process for over 2,000 professional employees at cost of over $1.5M. ▪ MS’s HR department is called Office of Development; Chief Development Officer is Tom DeLong The New System: ▪ Guiding Principle: 360-degree feedback solicited from: o Superiors o Peers o Subordinates o “Internal Clients” ▪ The Process: ▪ Professional Employees identify folks in Firm with whom they regularly interact. ▪ List of Prospective Evaluators (Evaluation Request Form or ERF) is reviewed by evaluatee’s manager. ▪ ERF submitted to Office of Development ▪ Office of Development distributes eval forms to the people on the ERF, collects complete evaluations and processes them into Year-end Packet for each evaluatee. ▪ Concurrently, each professional completes a self-evaluation ▪ Evaluation Criteria: ▪ A big challenge was deciding on criteria. 4 broad categories won out: • Market/Professional Skills (analytical skills, market knowledge) • Management and Leadership ...
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...Tushar Suresh Bhavsar 2/305, Rakshak Nagar-2, Date of Birth: 23rd May, 1983 Kharadi, Pune 411038. Mobile: 91-9503162041 Email:tusharbhavasar@gmail.com Professional Synopsis ← 7 years of total experience with 2 years of software project management exposure. ← On-site coordination experience from client site based in San Francisco USA. ← Requirement understanding and project initiation activities at on-site location based in New York, Cincinnati and San Francisco, USA. ← Proven abilities in leading complete SDLC entitling analysis, design, development, testing, planning, estimations and delivery. ← An effective communicator with excellent relationship management skills. Strong analytical, problem solving & analytical abilities. Possess a flexible & detail oriented attitude. ← Leading and managing team of size 20+. ← Consistently top performer. Skills Set Technical Operating System : Windows NT/2K/XP/2K3/2K8/Vista/7. Microsoft Tech. : .NET Framework, Visual C# .Net, VB .NET, ASP .Net, ADO .Net, framework 1.0, 1.1, 2.0, 3.5, web services, Windows services, Remoting, Entity framework, Linq, Share point – WSS exposure, Sales Force integration, Dial up USA. Ajax toolkit extender, Enterprise library, Crystal reports, Membership providers,In-home install api, Google api integration API integration : IBM SPSS, Google api federated login and white listing, Lumi , in-home install, Trumpia SMS. Database : RDBMS Concepts...
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...both the research and development departments. Riordan also has a plant located in Albany, GA which produces their plastic beverage containers, a plant in Pontiac, MI which produces customized plastic parts, and in Hangzhou, China they have a plant the manufactures plastic fan parts. The Service Request SR-rm-022 has been issued asking to integrate the existing Human Resource tools into a single integrated application. This will be done using the existing tools found in the Human Resource System. This request will have an impact on all the listed locations of Riordan Manufacturing: Georgia, Michigan, San Jose, and China. Riordan is looking to update and become more advanced from the current information systems technology in the Human Resources department. The expected results will define business requirements in the development of the Human Resource system allowing the support of the objective of the above listed service request. The objective here is to create a system design that is detailed and a project implementation plan to complete the project. The Human Resources Department (HR) plays an important role in Riordan Manufacturing. The Human Resource department helps manage the day-to-day operation of the organization. Some of the responsibilities of the Human Resource department are but are not limited to: ▪ Employee Relations ▪ Training and Development ▪ Benefits/Bonuses ▪ Compensation/Payroll ▪ Organizational development I have been requested...
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...The Decentralisation policy in Zambia has not performed to expected standards in the recent past. This is according to a baseline survey that was conducted by the Southern Africa Centre for the Constructive Resolution of Disputes (SACCORD). The survey was conducted in four target districts namely: Choma, Itezhi-tezhi, Sesheke and Solwezi though the survey was conducted in two of the target districts (Sesheke and Solwezi). Our staffer ALVIN CHIINGA looks at the survey which focused on identifying actual activities, progress and challenges of decentralisation. ONE of the main aims of the survey was to capture the public’s knowledge, attitudes, practices and perceptions about local governance and decentralisation. This survey took place between February 6 and February 15, 2011. Among some of the observations of the survey were that decentralisation is not reflected as a priority in most instances. It is also not reflected in the current council plans of action. In fact, the research was informed that councils had been waiting for instructions, directives and resources to begin undertaking activities that have been stated in documents such as the Decentralisation Implementation Plan (DIP). According to SACCORD, beyond the structural issue, the survey was able to establish considerable levels of uncertainty among local bureaucratic and political elites on the issue of decentralisation. This was evident in the degree of divergence of perspectives on the subject matter concerning...
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...Pontiac, Michigan and plastic fan parts in Hangzhou, China. Riordan's Research and Development is conducted in San Jose, California, corporate headquarters. Declining sales and profits has forced Riordan to change its sales processes and adopt a customer-relationship management system (CRM). A team approach was implemented with the expectation that sales will improve. Each sales team consists of a sales person, product engineer, and customer service representative (Apollo Group, Inc., 2004). Riordan's managers have noticed that there is a decline in morale and work ethic. An annual employee survey indicated that employees are dissatisfied with the current reward system as well as benefits and overall satisfaction. The company is concerned that dissatisfied employees will find employment elsewhere. Riordan's President does not feel comfortable with changing the compensation system and the company has allocated $50,000 to hire an independent human resource (HR) consultant to analysis the issues in the employee survey. The HR consultant presented a proposal to redesign Riordan Manufacturing’s compensation and reward system which suggested a salary survey of the company's positions be conducted to determine current market positioning and adjust the salaries based on the results of the survey. The proposal also suggested developing an incentive system for sales and research and development based on the company's change to a CRM. Additionally, the proposal recommended a performance...
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...Sharp HealthCare is an integrated, regional health care delivery system based in San Diego, California, serving a population of approximately three million. Sharp includes four acute-care hospitals, three specialty hospitals, and three medical groups plus a full-spectrum of other facilities and services. It operates 1,878 beds, has approximately 2,600 physicians on medical staffs, more than 1,000 physicians in two affiliated medical groups, and has more than 14,000 employees with $5.852 million in assets and $1.9 billion in annual income. It is San Diego’s largest private employer. Sharp’s goal is to be the best place to work, the best place to practice medicine, and the best place to receive care in San Diego. In 2008 Sharp HealthCare ranked fifth in the California “best places to work program” in the large-employer category and was rated 47th out of the top 100 places to work in the United States by Modern Healthcare. Since launching the healthcare experience in 2001, Sharp has dedicated itself to transforming the health care experience for employees, physicians, and customers. The focus on purpose, worthwhile work, and making a difference has led to increased employee, physician, and patient satisfaction, enhanced loyalty, and improved outcomes. In 2007 Sharp HealthCare won the prestigious Malcolm Baldrige National Quality Award. Pillars of Excellence Since 2001, Sharp has adopted six pillars of excellence as the foundation for its vision of the health care experience....
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...Jeremy McCord – Project Coordinator and Elkhart County CTC Community Assessment Work Group Executive Summary Elkhart County utilized the Communities That Care system as a capacity building tool to aid in the Strategic Prevention Framework process. The Strategic Prevention Framework is a 5-step planning process that guides the selection, implementation, and evaluation of evidence-based, culturally appropriate, sustainable prevention activities. Communities That Care is a tool used to guide a community through the assessment and prioritization of risk and protective factors most in need of attention and links those priorities to evidence-based and data driven programming to address them. It is important to remember that the Communities That Care system is simply a tool to aid in building a prevention infrastructure referred to as the Strategic Prevention Framework process. Communities That Care and Strategic Prevention Framework are not programs nor are they administrative names for program implementation. They exist and work together in helping communities get organized, identify problem areas based on community data, make knowledgeable decisions pertaining to how these problems should be addressed, and evaluate any actions taken to counter the problem areas. Each phase of the Communities That Care system fits well into a coordinating phase of the Strategic Prevention Framework process, and it is clear that sustainability and cultural competency as key components to every...
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