...“Is Post-Appraisal Weeding good strategy?” Dilip Thosar Paper for The International Research Conference on HRM 25-26 August 2012 at MIT College of Management, Pune Is Post-Appraisal Weeding good strategy? Dilip Thosar Fellow Student, AHRD (Academy of Human Resources Development), Ahmedabad. ABSTRACT Many progressive Indian organizations are seen to annually lead a practice of weeding out their lowest-performing manpower, with the strategic intent of increasing their performance capability and competence. The genesis of this practice lies in the “20-70-10 principle” which states that the top 20% of workforce is productive, 70% work adequately and the remaining bottom 10% do not deliver and should be fired. During the annual appraisal, the head of every business team within the organization is asked to classify his/her team-members into top, medium and bottom performers. Those in the bottom bucket are asked to resign. This reportedly creates tremendous dissonance and unhappiness across the organization. There seems to be no evidence of the expected theoretical result of a continuously improving highperforming business unit. Even short-run competence is not reported to increase perceptibly. Notable is the expensive attrition and erosion of precious employee-engagement among residuals, with consequent burn-outs and reduced productivity. The significant negative outcomes of this practice seem to outweigh any positive potential. Literature studied and industry leaders decry it as...
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... 10/13/2015 Title of Assignment: Individual Case - Porcini’s Pronto CERTIFICATION OF AUTHORSHIP: I certify that I am the author of this paper and that any assistance I received in its preparation is fully acknowledge and disclosed in the paper. I have also cited any sources from which I used data, ideas of words, whether quoted directly or paraphrased. I also certify that this paper was prepared by me specifically for this course. Student Signature: _________PBL__________________ ******************************************* Instructor’s Grade on Assignment: Instructor’s Comments: Executive Summary This paper analyzes the situation of Porcini Inc. a family-owned Italian restaurant founded by the Ventola family in Boston. Since its foundation in 1969, Porcini’s success relies on the uniformity of great quality food and superior service in all their locations. Porcini’s reached a point where growing the business and increasing brand awareness is stuck due to market saturation. The challenge for Porcini is to find an alternate operational system that allows them to expand their market share without compromising their values of great quality food, excellent service and uniformity. After analyzing the possible alternatives presented to the Senior Management, it is concluded that...
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...This paper aims to look at why vocational colleges, like Somerset College are unable to retain lecturers in the area of Construction. As reported by Somerset College (2015) the College was founded in 1856 originally with its roots being in Science and Art. It eventually merged with the Technology School in the 1970’s and settled on the site the community are familiar with on Wellington road. One of the Colleges main aims is to create a College that produces students who are ready for the workplace. In September 2013 the new Industry Skills Centre was opened; this centre focuses on Automotive and the vocational Construction trades. A Colleges survival is dictated by student numbers which in turn links into funding, however a successful College will have quality teaching staff that have appropriate teaching qualifications as well as vocational experience. The Learning and Skills Development Agency (2005) published a research project centred on Recruitment and Retention of individuals with industrial experience. The paper speaks of good practice in retention such as professional development e.g. teaching qualifications, teaching pay initiatives, enhancing pay and flexible working. The aim of this report is to: establish why, after implementing the best practice cited in the LDSA report- Strebler et al (2005), is Somerset College unable to retain lecturers in Construction? A secondary aim is to also prove the hypotheses that Construction Lecturers are leaving the teaching...
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...About Venture Capital (VC) | Starting and growing a business always require capital. There are a number of alternative methods to fund growth. These include the owner or proprietor’s own capital, arranging debt finance, or seeking an equity partner, as is the case with private equity and venture capital. Private equity is a broad term that refers to any type of non-public ownership equity securities that are not listed on a public exchange. Private equity encompasses both early stage (venture capital) and later stage (buy-out, expansion) investing. In the broadest sense, it can also include mezzanine, fund of funds and secondary investing. Venture capital is a means of equity financing for rapidly-growing private companies. Finance may be required for the start-up, development/expansion or purchase of a company. Venture Capital firms invest funds on a professional basis, often focusing on a limited sector of specialization (eg. IT, infrastructure, health/life sciences, clean technology, etc.). The goal of venture capital is to build companies so that the shares become liquid (through IPO or acquisition) and provide a rate of return to the investors (in the form of cash or shares) that is consistent with the level of risk taken. With venture capital financing, the venture capitalist acquires an agreed proportion of the equity of the company in return for the funding. Equity finance offers the significant advantage of having no interest charges. It is "patient" capital...
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...Employee Retention “October 2010 marked the first time in 15 months that the number of resignations in a month surpassed the number of layoffs” (Porter, 2011, p. 56). This data illustrates just how big problem employee retention can be. This is not relative to any one industry or company; it is a problem for everyone in the business world. This paper will discuss employee retention before, during, and after an employee has been employed by a company. Hiring for Retention First, employee retention prior to hiring will be discussed. While this may seem like a strange concept the strategies covered in section will make it clear. Julie Porter, senior vice president of professional services for Ledgent, suggests that: “When the time comes to fill an open position, be very specific about what it takes to be a top performer in that position – the skills, knowledge, experience, and personal characteristics – and don’t settle for anything less from a potential candidate” (Porter, 2011, p. 61). This will assist in weeding out candidates that may not be as serious about the work they are applying for. It will also give a better chance of getting the best person for the job. Another factor to look at during the hiring process is personal characteristics. According to the book Harvard Business Essentials: Hiring and Keeping the Best People potential employees should be look at for their analytical and creative abilities, decision-making style, interpersonal skills, and motivation...
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...conversation that takes place between an employee and human resources (HR) or other manager to determine the reason(s) the employee is leaving. (enterprenuer.com) When an employee makes a voluntary decision to leave an organization, it is important for the organization to find out the reason for leaving, as the employee takes with him/her the knowledge, skills, expertise, and the experience. Generally, employee turnover happens due to the organizational and/or interpersonal and/or personal reasons. To understand the factors that compelled an employee to end its relationship with the organization is an integral part of the employment ending process. The organization should use the exit interview as an effective tool to develop and implement the strategies for meaningful staff retention. The exit interview provides the organization an opportunity to 'make peace' with a disgruntled employee; otherwise, the employee leave with the vengeful intentions which could lead to negative publicity for the organization. The number of questions can be asked to the departing employee, but a careful selection has to be made based on what outcomes the organization would like to derive. Some of the basic questions asked are stated below. For a detailed list of questions, please refer Appendix A. a. Overall, how did you find your experience working on this team? b. What did you like about it? c. What could have been better? d. What is the primary reason for leaving? e. What...
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...Term paper on Submitted to: Salma Akter Senior Lecturer, Dept.of Business administration. EWU. Submitted by: ------------------------------------------------- Md.Aminur-Rahman ID: 2009-3-10-039 ------------------------------------------------- Shamim Ahmad ID: 2008-2-14-050 ------------------------------------------------- Md.Rakibul- Islam ID: 2009-3-10-041 ------------------------------------------------- Md.Mojammel Haque ID: 2009-2-10-134 ------------------------------------------------- Sumit Raihan ID: 2009-1-13-003 ------------------------------------------------- Bayazid Alam Siddiqui ID: 2009-2-10-288 ------------------------------------------------- July 12,2012 Salma Akter Senior lecturer Department of Business Administration, East West University Subject: Industry analysis of Dutch-Bangla Bank Ltd.” Dear Madam, We are writing this letter to inform you that we have prepared our term paper on Industry Analysis Of Dutch Bangla Bank. We tried to gather information to make our research paper specific and coherent. Through the procedure of preparing the research paper, we have collected and used necessary data from relevant sources. We tried our level best to make applicable and feasible research so that it will...
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...relationship between organisational structure and culture | 1.1 | Compare and contrast different organisational structures and culture | 1 | | | | 1.2 | Explain how the relationship between an organisation’s structure and culture can impact on the performance of a business | 1 | | LO2 | Understand different approaches to management and leadership | 2.1 | Compare the effectiveness of different leadership styles in different organisations | 2 | | | | 2.2 | Explain how organisational theory underpins the practice of management | 2 | | | | 2.3 | Evaluate the different approaches to management used by different organisations | 2 | | Learner declaration | I certify that the work submitted for this assignment is my own and research sources are fully acknowledged. Student signature: Date: | In addition to the above PASS criteria, this assignment gives you the opportunity to submit evidence in order to achieve the following MERIT and DISTINCTION grades | Grade Descriptor | Indicative characteristic/s | Contextualisation | M1 Identify and apply strategies to find appropriate solutions | Effective judgements have been made.An effective approach to...
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...contrast different organisational structures and culture | 1 | | 1.2 | Explain how the relationship between an organisation’s structure and culture can impact on the performance of a business | 1 | | LO2 | Understand different approaches to management and leadership | 2.1 | Compare the effectiveness of different leadership styles in different organisations | 2 | | 2.2 | Explain how organisational theory underpins the practice of management | 2 | | 2.3 | Evaluate the different approaches to management used by different organisations | 2 | | Learner declaration | I certify that the work submitted for this assignment is my own and research sources are fully acknowledged. Student signature: Date: | In addition to the above PASS criteria, this assignment gives you the opportunity to submit evidence in order to achieve the following MERIT and DISTINCTION grades | Grade Descriptor | Indicative characteristic/s | Contextualisation | M1 Identify and apply strategies to find appropriate...
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...accordingly. * Schedules candidate interviews to include booking travel and processing travel expenses. * Facilitates comprehensive onboarding process for new employees, including background screening process. * Manages and conducts New Employee Orientation program. * Manages compliance activities related to Form I-9 and immigration cases. * Compiles and analyzes EEO data for annual reports. * Administers Summer Intern program, to include all candidate sourcing and coordination with external vendor and internal managers. * Facilitates the Exit Interview Program. * Handles relocation for senior level executives joining the organization. * May back-up HRBPs by supporting ACS divisions by answering frontline questions regarding performance management, benefits, compensation, and recruitment. * Worked with various HR systems (OpenHire, HireRight, Sharepoint, LANdesk, HPW) Senior Recruiter...
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...Master of International Business Administration Business Research Methods for Managers-Fall 14086 THE REASONS BEHIND EMPLOYEE TURNOVER, ITS’ EFFECT AND THE METHODS TO REDUCE IT Supervised By Dr. Ashraf Elsafty Presented by: Yasser Hassan El Sayed Created Date: Oct 10, 2014 Last updated: Dec 11, 2014 Table of Contents LIST OF ABBREVIATIONS 3 1. CHAPTER 1: INTRODUCTION 4 1.1. AN OVERVIEW 4 1.2. PROBLEM DEFINITION 4 1.3. RESEARCH OBJECTIVE 4 1.4. THEORETICAL FRAMEWORK 5 1.4.1 MODEL VARIABLES 6 1.4.1.1 Dependent variable 6 1.4.1.2 Independent variables 6 1.4.2 RESEARCH ASSUMPTIONS 6 1.4.3 RESEARCH LIMITATIONS 6 1.5. RESEARCH QUESTIONS 7 1.5.1 MAJOR QUESTIONS 7 1.5.2 MINOR QUESTIONS 7 1.6. RESEARCH METHODOLOGY 7 1.6.1 RESEARCH TYPE 7 1.6.2 SAMPLING 7 1.6.3 DATA ANALYSIS METHODS 8 1.6.4 DATA ANALYSIS METHOD 8 1.7. THESIS STRUCTURE 8 2. CHAPTER 2: LITERATURE REVIEW 9 2.1. INTRODUCTION 9 2.1.1 SCOPE OF THE STUDY 9 2.1.2 SIGNIFICANCE OF THE RESEARCH 9 2.2. PREVIOUS STUDIES 9 2.2.1 REASONS BEHIND EMPLOYEE TURNOVER 9 2.2.2 SYMPTOMS THAT ORGANIZATION FACE IN RESPONSE OF TURNOVER 10 2.2.3 COSTS OF EMPLOYEE TURNOVER 11 2.2.4 MANAGING TURNOVER THROUGH SELECTION 11 2.2.5 THE FORMATION OF AN EFFECTIVE RETENTION MANAGEMENT PROGRAM 11 3. CHAPTER 3: THEORETICAL FRAMEWORK AND RESEARCH DESIGN 12 3.1. INTRODUCTION 12 3.2. PROBLEM DEFINITION 12 3.3. RESEARCH OBJECTIVE 12 3.4. THEORETICAL FRAMEWORK 13 3.4.1 DEPENDENT VARIABLES...
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...Ph.D. Research Proposal Area of Research: Human Resources GREEN HUMAN RESOURCEMANAGEMENT PRACTICES IN ANKLESHWAR CHEMICAL FACTORIES Table of Contents Page No. CHAPTER 1 INTRODUCTION………………………………………………..03 1.1 What is Green?............................................................................................. .04 1.2 What is Green HRM?.................................................................................. .04 1.3 Why HR?...................................................................................................... ...06 1.4 Some Practices and Example…………………………………......................07 1.5 Chemical Industry Profile…………………………………………………..08 CHAPTER 2 REVIEW OF LITERATURE……………………………………09 CHAPTER 3 IMPORTANCE OF THE STUDY………………………………11 3.1 Green HRM Practices……………………………………………………….13 CHAPTER 4 OBJECTIVES OF THE STUDY………………………………..18 CHAPTER 5 HYPOTHESIS……………………………………………………19 CHAPTER 6 RESEARCH METHODOLOGY……………………………....19 CHAPTER 7 BIBLIOGRAPHY AND WEBLIOGRAPHY…………………..20 CHAPTER 8 END NOTE……………………………………………………….20 1. INTRODUCTION GREEN Green is the colour of emeralds,Jade, and growing grass. Green is the colour most commonly associated with nature and the environmental movement, Islam, spring, hope and envy. The term Green is derived from the German word Grun and Grene. The first recorded use of the word as a color as term in Old English dates to AD 700. In (Germanic, Romance...
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...t TERM PAPER Course Code: MIB 130 Credit Units: 04 Objectives The aim of the term paper is to provide the students with an opportunity to further enhance their knowledge in a sector of their choice by undertaking a significant practical unit of examining and analyzing various aspects of business management at a level commensurate with the learning outcomes of the various courses taken up y them in the ongoing semester. For students of the first semester, the required term paper is primarily a self worded structured report written by the students after interpreting & analyzing various primary & secondary records of intelligent interviews/readings from several sources on a particular sector. Conduct of Term Paper • The term paper will be executed & submitted by students in groups. (Maximum four students in each group) • The students are to form groups of four and decide the sector of study / company of interest within two weeks of the start of the semester. • A Faculty Mentor will be assigned to each group of students undertaking a Team Paper. • Special Time slot to conduct the research will be included in the timetable. • The Mentor will conduct weekly sessions to guide & follow up the students as well as to clarify any queries or problem faced by the students. • Weekly review of the Work in Progress will be maintained by Faculty Mentor & will carry 20% weightage...
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...Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK The International Review of Retail, Distribution and Consumer Research Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/rirr20 Failure in international retailing: research propositions Steve Burt , John Dawson & Leigh Sparks a a b c Institute for Retail Studies, University of Stirling, Stirling FK9 4LA, UK E-mail: s.l.burt@stir.ac.uk b The University of Edinburgh Management School, 50 George Square, Edinburgh EH8 9YI, UK E-mail: john.dawson@ed.ac.uk c Institute for Retail Studies, University of Stirling, Stirling FK9 4LA, UK E-mail: leigh.sparks@stir.ac.uk Available online: 15 Apr 2011 To cite this article: Steve Burt, John Dawson & Leigh Sparks (2003): Failure in international retailing: research propositions, The International Review of Retail, Distribution and Consumer Research, 13:4, 355-373 To link to this article: http://dx.doi.org/10.1080/0959396032000129471 PLEASE SCROLL DOWN FOR ARTICLE Full terms and conditions of use: http://www.tandfonline.com/page/terms-andconditions This article may be used for research, teaching, and private study purposes. Any substantial or systematic reproduction, redistribution, reselling, loan, sub-licensing, systematic supply, or distribution in any form to anyone is expressly forbidden. The publisher...
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... Email: Student: XXXXXXXXXXXXXXXXXX) Email: XXXXXXXXXXXXXXXXXX Assessment: 1 – Case Study Word count: 2986 (The word count for this assignment is less) Due : Date CONTENTS Page 1.0 Introduction 3 2.0 Long and short term issues evident in the case 4 3.1 – Jack’s career in context 4 3.2 – Evidence of emergent job dissatisfaction 5 3.3 – Team impact and tests for leadership 7 3.4 – Long term issues 7 3.0 Resolution pathways for the Branch Manager 8 4.5 - Team Leadership and trust – encouraging constructive interactions 8 4.6 - Addressing neglect behaviours 9 4.0 Considerations for senior management 10 5.7 – Strategic gap 11 5.8 - Articulating the business strategy layer 12 5.9 – Strategic HRM policies 13 5.0 Conclusion 14 6.0 References 15 APPENDIX 1 – Assumptions 16 a) Company assumptions 16 b) Jack White, Asset Manager and Dave Navarro, Branch Manager 16 c) Excerpt from the company’s organisation chart 17 APPENDIX 2 - SWOT Analysis 18 APPENDIX 3 - Marking Criteria 19 1.0 Introduction Performance management is an integral pursuit for successful companies, providing avenues by which employee motivation, commitment and satisfaction can be usefully articulated with the strategic goals of a business...
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