motivated and updated * Human Capital Human capital is a term used in some economic concepts of growth to designate a suppositional production factor dependent not only on the quantity but also the quality and degree of training and productivity of the people involved in a production process. From that initial technical use has spread to designate the pool of human resources having a company or financial institution. Also spoken informally of enhanced human capital with increasing degree of skill
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utilize other resources such as capital, equipment and land for the achievement of organizational objectives. Human resource thus requires the necess ary attention in order t o achieve corporate objectives. This paper investigates the impact of investment in h uman resource training and development on employees' e ffectiveness in N igerian banks. Descriptive survey research was adopted for the study. A quantitative measure published by the Institute of Intellectual Capital Research and approved by
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Sustainability from an economic perspective Introduction In 1987 the World Commission on Environment and Development tried to resolve the problem that lies in contradictions between environment and economical goals; the result was formed in definition of sustainable development: ‘Sustainable development is development which meets the needs of the present without compromising the ability of future generations to meet their own needs’ (Smith & Rees 1998, p. 15). Since that long time ago 1987, there
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Rs/kVA/year). Chargeable quantity is the number of units or items. Charge is the price multiplied by the chargeable quantity. Aggregate Revenue Requirement is the Revenue requirement of the Licensee for recovery of allowable expenses and return on capital, through tariffs, pertaining to his Licensed Business. 3. Costing The goal of the MERC regulations is to to regulate tariffs of power generation, transmission and distribution and to protect the interests of the consumers and other stakeholders
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Foreign Aid and Foreign Investment Financial flows to developing countries take two main forms—aid that comes from foreign governments, often called official development assistance, and investment from foreign private companies, known as private capital flows. Official Development Assistance After World War II and until the early 1990s, the main source of external finance for developing countries was official development assistance provided by the governments of high-income countries in the form
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005943018 Sun Zhecheng P2-47 The strategy of Fowler’ farm is cost leadership. It is a strategy to decrease the cost and increase the profit. I think the farm can keep their cost low in these method. The first is to improve their manufacturing performance. Such as get new techniques, improve the efficient. The second way is to decrease the transport costs. They can use their own truck to the main market. And why i choose this strategy is because the price is a competitive advantage for farm. So
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basis (meaning that payment is made on the spot). 5. MUDHARABAH VS MUSHARAKAH parties | * Parties provide capitals and work with the capital * There can be a silent partners | * Some partners provide capital and some work with the capital * Capital providers cannot interfere in the management, no control over it | Profits | Can be shared according to: * Ratio of capital contribution * Mutually agreed ratio * It cannot be fixed amount, must be as a percentage of profits | In
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CLUSTERING STRATEGY IN SME DEVELOPMENT : An Integral Development Supports By: Noer Soetrisno Presented at : 2004 APEC INFORMATIZATION POLICY FORUM FOR SMALL AND MEDIUM ENTERPRISES July, 15-16, 2004 SMEs in Economic Development 1. There is no Regional or Global Consensus on SME The Coverage of SME definition are Commonly Associated With : - SMI (Manufacturing Industry) - SMI + Services (Selected) - All Sectors Except Agriculture - All Sectors Include Agriculture 2. Variable to Measure
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strategic leadership in the new competitive landscape expected for the 21st century. They argued that effective strategic leaders had to: (1) develop and communicate a vision, (2) build dynamic core competencies, (3) emphasize and effectively use human capital, (4) invest in the development of new technologies, (5) engage in valuable strategies, (6) build and maintain an effective organizational culture, (7) develop and implement balanced controls, and (8) engage in ethical pratices. 4.1. Develop and
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The Review of Economic Studies Ltd. Alternative Theories of Distribution Author(s): Nicholas Kaldor Source: The Review of Economic Studies, Vol. 23, No. 2 (1955 - 1956), pp. 83-100 Published by: The Review of Economic Studies Ltd. Stable URL: http://www.jstor.org/stable/2296292 Accessed: 22/03/2010 10:03 Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions
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