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For the development of effective HRM systems: inter-relationships between HRM practices using correlation analysis
Uysal, Gurhan - In: World Review of Entrepreneurship, Management and … 8 (2012) 1, pp. 1-12
organisations, in order to inform the development of effective HRM systems. Our exploratory study assumed that staffing, training …, performance evaluation and compensation are the most prominent practices in HRM, and used Snell and Dean's (1992) questionnaire to …, positive and significant correlations were observed among the elements of staffing, training, performance evaluation and …
Persistent link: https://www.econbiz.de/10010670078
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Ag Bankers -- Today and Tomorrow
Jolly, Robert William; Gaul, Michael - Iowa State University of Science and Technology <Ames, … - 2009
addition respondents reported the desired training and experience and expected compensation of new hires. Bank executives … and communication were more important for new agricultural loan officers than formal training in agriculture or business …. Expected compensation levels and growth for new hires tend to lag those in competing industries.[...] …
Persistent link: https://www.econbiz.de/10009360772
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Impact of rewards on employee performance in Nepalese commercial banks
Shrestha, Saluna - In: Nepalese journal of economics : a publication of … 3 (2019) 3, pp. 101-113
Persistent link: https://www.econbiz.de/10013204871
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Status, Relative Pay, and Wage Growth: Evidence from M&A
Kwon, Illoong; Meyersson Milgrom, Eva M. - Stanford Institute for Economic Policy Research … - 2007
We use evidence from worker turnover following M&A events to show that workers’ choices to leave the firm depend on changes in workers’ relative standing, or status, in terms of wage and rank. Our results show that social, rather than pecuniary, preference drives these choices. We also show...
Persistent link: https://www.econbiz.de/10010878086
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Impact of career development program on employee job satisfaction in Nepalese insurance companies
Rawal, Sushil - In: Nepalese journal of finance : a publication of Uniglobe … 6 (2019) 3, pp. 52-65
Persistent link: https://www.econbiz.de/10014494058
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Bonuses and performance evaluations
Sliwka, Dirk - In: IZA World of Labor (2020)
Economists have for a long time argued that performance-based bonuses raise performance. Indeed, many firms use bonuses tied to individual performance to motivate their employees. However, there has been heated debate among human resources professionals recently, and some firms have moved away...
Persistent link: https://www.econbiz.de/10012510503
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Bonuses and performance evaluations : individual bonuses do not always raise performance : it depends on the characteristics of the job
Sliwka, Dirk - 2020
Economists have for a long time argued that performance-based bonuses raise performance. Indeed, many firms use bonuses tied to individual performance to motivate their employees. However, there has been heated debate among human resources professionals recently, and some firms have moved away...
Persistent link: https://www.econbiz.de/10012296350
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Profit as a signal of product quality and customer service: performance evaluation for plant managers
Shih, Michael S.H. - In: International Journal of Accounting, Auditing and … 4 (2007) 6, pp. 608-632
Plant managers generally have no direct marketing responsibilities but they have control over product quality and customer service. This paper hypothesises that many firms evaluate these managers on profit because sales, a component of profit, convey information on a plant manager's performance...
Persistent link: https://www.econbiz.de/10005754569
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Congruence in management control practices
Bento, Al; White, Lourdes Ferreira - In: International Journal of Accounting, Auditing and … 3 (2006) 3, pp. 304-319
) practices in the areas of budgeting, performance evaluation, and compensation. Survey results from responsibility centre …
Persistent link: https://www.econbiz.de/10005754602
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Profit as a signal of product quality and customer service: performance evaluation for plant managers
Shih, Michael S.H. - In: International Journal of Accounting, Auditing and … 4 (2007) 6, pp. 608-632
Plant managers generally have no direct marketing responsibilities but they have control over product quality and customer service. This paper hypothesises that many firms evaluate these managers on profit because sales, a component of profit, convey information on a plant manager's performance...
Persistent link: https://www.econbiz.de/10008538749