2.2.5 Employee self-realisation Self-realisation is a type of ‘subjective personnel development in the company’ (Kasper et al., 2012, p.167). Human capitals in contemporary business most try to express themselves in the workplace and gain the successful and self-satisfaction in their job (Kobe, 2014). From the historical point of view, the self-realisation first mentioned by the Maslow’s Hierarchy of Needs Theory, which considered that from the bottom to top the self-realisation can be regarded as
Management and Unions The relationship between unions and organization is a touchy one. Dating back to the start of unionization in the 19th century, the two bodies have held opposing viewpoints. Unionization was formed from the opinion that organizations took advantage of workers and some form of a negotiating agreement was needed. There were documented events of workers working long taxing hours for insignificant pay; no healthcare coverage; dangerous working conditions; and gender and or racial
of Finance within a year. Sachdeva stole over $31 millions from company’s account during five fiscal years from 2005 to 2009. To perpetrate into the fraud, Sachdeva authorized at least 206 wire transfers from Koss bank accounts to pay for her American Express credit card bills and issued over 500 cashier’s checks from company accounts to pay for her personal expenses. Sachdeva and Mulvaney easily stole company’s assets because they are both doing bookkeeping and reconciliation. Sachdeva always replied
is the workplace or home (Neault & Mondair, 2011). According to Wolfson, Kraiger, & Finkelstien (2011), there has been several studies that White workers has a better work attitude than African American and Hispanic workers when it comes to organizational commitment, job satisfaction, and employee engagement. Wolfson et al. (2011) suggested “because of their race, ethnic minorities do not feel appreciated, then these feelings will negatively influence their job involvement, job satisfaction, and career
employees to work across the world. This eliminated the huge gap between the work culture of India and other countries to some extent. The author found differences in work culture in India and USA with regard to working hours, work life balance, relationship between boss and subordinates, performance appraisal, accepting changes etc. The author raises challenges that are being faced by India off shore teams in working with Americans - language barrier, hierarchy in Indian organizations, indirect communication
Managing internal communication: an organizational case study examines how a Health Care Organizations (HCO) internal communication is in dire need of improvement in order to ensure success throughout all occupational levels. Robson and Tourish (2005) express that some benefits of efficient communication within an organization include high productivity, innovation, and improved work attendance (p.213). Furthermore, they cite Hanson’s (1986) research as finding that good interpersonal communication significantly
like to critically examine the essence and worth of an employee in any business firm. An employee is any other human being who works for his or her employer in order to earn a living and satisfy his personal wants. Black’s law dictionary defines an employee “as a person who works in the service of another person under an express or contract of hire, under which the employer has the right to control the details of work performance.” An employee is regarded as a firm’s biggest asset, maybe not in reality
essential to success in professional to personal life. Focusing on skills needed to make a positive impression on others. Become enthusiastic cooperation instead compliances, making ‘no’ to a ‘’yes’’ and become tactful under stress. Focusing on relationships of Trudy and integrity (Dale). In a professional and personal life require people skill. Every interaction in life desire people skill. Whether family, co-worker or order food. In world of today so many are disattach from daily interaction and
Introduction Gamification is “the use of game mechanics and design to drive engagement in a target audience for non-game purposes to achieve a target business outcome”. This is a powerful tool to engage employees, customers, and audience to change behaviors, develop skills, and drive innovation (1). In simple words, gamification is process of using game thinking and game mechanics to engage audiences and solve problems. We believe that technology that applies gamification idea has some business opportunities
Carr’s (2003) analysis of the commoditisation of IT represents food for thought for Zara. IT capability is valuable, regardless of whether or not it is a commodity, only if it enables the business’ strategy. Zara uses a vertically integrated supply chain to deliver their competitive strategy of fast fashion. IT is a vital component of its strategy as its employees need access to information across all stages of its value chain. The data contained on its network is vital to support critical business