Equitytheory 141229043856-conversion-gate02
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Equity theory proposes that employees seek fairness or equity between the inputs they contribute to their job and the outcomes they receive in comparison to others. Inputs include aspects like effort, skills, and loyalty, while outcomes are things like pay, benefits, and recognition. The theory states that employees will feel satisfied if they perceive their inputs and outcomes are equitable to others, but will experience inequity and its negative consequences if they perceive their outcomes are too low or too high relative to their inputs and those of others. The document outlines the concepts of equity, under-reward inequity, over-reward inequity, inputs and outputs, and consequences of inequity according to equity theory.
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Equity theory
This PPT is the analysis of Equity theory which comes under organisational behaviour. It is simple and Direct.
Equity theory of work motivation
Concept that people derive job satisfaction and motivation by comparing their efforts (inputs) and income (outcomes) with those of the other people in the same or other firms.
Stephanie
1. Adams' Equity Theory from 1965 proposes that workers evaluate their job inputs (education, experience, effort) compared to outcomes (pay, benefits) in relation to other workers.
2. The theory defines equity as an employee's outcomes divided by their inputs equaling other employees' outcomes divided by their inputs.
3. When employees perceive their inputs are not fairly rewarded compared to others, they may act to reduce tension like lowering work quality or quitting their job.
Job satisfaction
Job satisfaction refers to how well a job fulfills one's needs and wants or serves as a source of enjoyment. There are three main theories of job satisfaction: content theories which focus on fulfilling basic needs, process theories which examine expectancies and values, and situational theories which consider external job factors. Content theories are exemplified by Maslow's hierarchy of needs where lower level needs must be met before higher ones.
Motivation
This document discusses theories of motivation in organizations. It covers:
1. Need theories like Maslow's hierarchy of needs and Alderfer's ERG theory, which propose that people are motivated to fulfill various needs.
2. Expectancy theory, which suggests motivation depends on expectations of effort leading to performance and performance leading to rewards.
3. Equity theory and justice theories, which examine how perceptions of fair treatment and equitable outcomes impact motivation.
4. Goal setting theory and its ability to improve performance when people set specific, challenging goals and receive feedback.
5. Job characteristics model and ways to redesign jobs through enrichment and enlargement to enhance motivation.
Business2 week3
The document outlines the schedule and content for a business English class. It includes reviewing attendance and homework, presentations, reading and writing assignments, and group activities. Key topics discussed are theories of motivation in the workplace including Theory X, Theory Y, and Herzberg's motivator-hygiene theory. Students will summarize readings on different management structures and theories of motivation.
Equity theory of motivation
Equity Theory was developed by Jane Adams in 1963 and proposes that employees determine if they are equitably rewarded by comparing their job inputs and outcomes to others. If an employee perceives inequity, where their outcomes do not match their inputs relative to others, they will feel under or over rewarded and become demotivated. Employees assess equity using social comparisons to coworkers, friends, and past roles. Perceptions of inequity can lead employees to alter their inputs, outcomes, perceptions of themselves or others, or change who they compare themselves to in order to restore a sense of fairness.
Equity theory of Motivation
The presentation on Equity theory of Motivation starting with history, the theory, inputs and outputs followed by consequences of inequity gives you the detailed view of Equity theory.
Best for students, trainers, employees, etc.
Recommended
Equity theory
This PPT is the analysis of Equity theory which comes under organisational behaviour. It is simple and Direct.
Equity theory of work motivation
Concept that people derive job satisfaction and motivation by comparing their efforts (inputs) and income (outcomes) with those of the other people in the same or other firms.
Stephanie
1. Adams' Equity Theory from 1965 proposes that workers evaluate their job inputs (education, experience, effort) compared to outcomes (pay, benefits) in relation to other workers.
2. The theory defines equity as an employee's outcomes divided by their inputs equaling other employees' outcomes divided by their inputs.
3. When employees perceive their inputs are not fairly rewarded compared to others, they may act to reduce tension like lowering work quality or quitting their job.
Job satisfaction
Job satisfaction refers to how well a job fulfills one's needs and wants or serves as a source of enjoyment. There are three main theories of job satisfaction: content theories which focus on fulfilling basic needs, process theories which examine expectancies and values, and situational theories which consider external job factors. Content theories are exemplified by Maslow's hierarchy of needs where lower level needs must be met before higher ones.
Motivation
This document discusses theories of motivation in organizations. It covers:
1. Need theories like Maslow's hierarchy of needs and Alderfer's ERG theory, which propose that people are motivated to fulfill various needs.
2. Expectancy theory, which suggests motivation depends on expectations of effort leading to performance and performance leading to rewards.
3. Equity theory and justice theories, which examine how perceptions of fair treatment and equitable outcomes impact motivation.
4. Goal setting theory and its ability to improve performance when people set specific, challenging goals and receive feedback.
5. Job characteristics model and ways to redesign jobs through enrichment and enlargement to enhance motivation.
Business2 week3
The document outlines the schedule and content for a business English class. It includes reviewing attendance and homework, presentations, reading and writing assignments, and group activities. Key topics discussed are theories of motivation in the workplace including Theory X, Theory Y, and Herzberg's motivator-hygiene theory. Students will summarize readings on different management structures and theories of motivation.
Equity theory of motivation
Equity Theory was developed by Jane Adams in 1963 and proposes that employees determine if they are equitably rewarded by comparing their job inputs and outcomes to others. If an employee perceives inequity, where their outcomes do not match their inputs relative to others, they will feel under or over rewarded and become demotivated. Employees assess equity using social comparisons to coworkers, friends, and past roles. Perceptions of inequity can lead employees to alter their inputs, outcomes, perceptions of themselves or others, or change who they compare themselves to in order to restore a sense of fairness.
Equity theory of Motivation
The presentation on Equity theory of Motivation starting with history, the theory, inputs and outputs followed by consequences of inequity gives you the detailed view of Equity theory.
Best for students, trainers, employees, etc.
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Equity theory- Mohit Bhat
Equity Theory proposes that employees derive job satisfaction based on comparing their efforts and compensation to others. It states that workers will feel equitable if their outcomes/inputs are equal to others, under-rewarded if less than others, and over-rewarded if greater than others. The theory was developed by John Adams in 1963 and suggests that inequitable employees will change their inputs, outcomes, perceptions, or choose a new comparison to restore a balanced feeling. It is criticized for oversimplifying individual variables and perceptions of fairness beyond specific inputs/outputs.
equity_1.ppt
Equity theory proposes that job satisfaction is based on comparing one's own input-outcome ratio to the perceived input-outcome ratios of others. If an individual perceives their ratio as unequal or inequitable compared to others, it produces tension. The greater the perceived inequity, the more tension one feels and the harder they will try to restore a sense of equity. Inputs are things one contributes, like skills and effort. Outcomes are returns like pay, praise, and promotions. Both underpayment and overpayment can create feelings of inequity according to the theory.
Equity theory
Equity theory proposes that employees seek to maintain a balance between their job inputs and outcomes relative to others. It is based on social exchange and comparison. Employees evaluate their ratio of contributions (inputs) to rewards (outcomes) compared to a referent other. Inequity is perceived when one's own input-outcome ratio differs from the referent's. This can cause distress that motivates actions to restore equity, such as changing inputs or outcomes, changing perceptions, or leaving the situation. The theory helps explain perceptions of fairness in the workplace.
Equity theory
Equity theory proposes that individuals are motivated when they perceive fair and equitable treatment compared to others. The theory was developed by John Stacey Adams in 1963 and suggests that people evaluate the fairness of their job inputs (like effort, skills) and outcomes (like pay, benefits) compared to referent others. If they perceive an imbalance or inequity between their inputs/outcomes ratio and that of others, they will feel distressed and be demotivated. The theory is used to understand employee motivation and satisfaction in organizational behavior.
equity theory of motivation
Equity Theory was developed by Jane Adams in 1963 and proposes that employees determine if they are equitably rewarded by comparing their job inputs and outcomes to others. If an employee perceives inequity, where their outcomes do not match their inputs relative to others, they will feel under or over rewarded and become demotivated. Employees assess equity using social comparisons to coworkers, friends, and past roles. Perceptions of inequity can lead employees to alter their inputs, outcomes, perceptions of themselves or others, or change who they compare themselves to in order to restore a sense of fairness.
Two factor theory, expectancy theory, equity theory
The document summarizes three theories of motivation: Victor Vroom's Expectancy Theory, Herzberg's Two-Factor Theory, and Equity Theory.
Vroom's Expectancy Theory states that motivation depends on expectancy, instrumentality, and valence. Herzberg's theory identifies motivator and hygiene factors that can satisfy or dissatisfy employees. Equity Theory proposes that employees compare their own inputs and outcomes to others.
Motivation management_equity theory (Ha Mai, New Zealand)
According to equity theory, employees judge the fairness of their work outcomes based on comparisons with other people, either inside or outside their organization. If they perceive an inequity between their own input-output ratio and that of others, they will experience motivational stress to restore equity. There are three possible comparisons: inequity, where one's own ratio is lower; over-reward, where it is higher; and equity, where the ratios are equal. To reduce inequity, employees may change their own inputs or outcomes, distort perceptions, choose a different comparison person, or leave their job. The theory was developed by Adams in 1963 and has since been expanded through various research studies. While it provides insights into motivation, equity theory has
Organizational Behavior : Motivation
The document discusses several motivational theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's acquired needs theory, equity theory, and expectancy theory. It analyzes the key elements and implications of each theory on motivating employees, such as understanding an individual's dominant needs, ensuring fair treatment and rewards, and establishing a clear link between performance and rewards. The theories provide insights for managers on evaluating what motivates different employees and how to apply motivational strategies appropriately.
Equity Theory of Adams.pptx
The document summarizes Adam's Equity Theory of motivation, which was developed by Jane Adams in 1963. The theory states that individuals want a fair relationship between the contributions they make at work (inputs) and the rewards they receive in return (outputs). People are motivated when they perceive their inputs and outputs as equitable compared to others. However, if they perceive an unfair imbalance, where their inputs are not proportionately rewarded compared to others, they will feel demotivated. The document outlines the types of inputs and outputs considered in equity theory and diagrams Adam's model of the three types of exchange relationships - equity, overpayment inequity, and underpayment inequity.
Mbo,equity and expectancy theory
This document defines and compares several management theories:
- Management by Objectives (MBO) aims to improve performance by defining agreed upon objectives between management and employees. It was first outlined by Peter Drucker in 1954. Benefits include focus on goals, evaluates performance, and increases motivation. Drawbacks include unclear objectives and focus only on outcomes.
- Equity Theory discusses how unequal rewarding can affect job performance, satisfaction, and turnover. It is based on comparisons between an employee's inputs/outcomes and a referent other. Perceptions of inequity can motivate behaviors to restore equity.
- Expectancy Theory helps understand how people choose behaviors. It is based on the concepts of expectancy (effort leads to performance),
Motivation
Motivation refers to an employee's effort, direction, and persistence toward achieving organizational goals. Early motivation theories include Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary theories include Alderfer's ERG theory, McClelland's need for achievement/power/affiliation, goal-setting theory, reinforcement theory, flow theory, intrinsic motivation theory, equity theory, and expectancy theory. Equity theory and expectancy theory focus on how employees evaluate rewards and outcomes compared to inputs and expectations.
Equity Theory of Motivation
Equity theory, developed by Jane Stacy Adams in 1963, proposes that employees compare their job inputs and outcomes to others and will feel demotivated if they perceive unfairness. An employee's perception of equity is based on comparing their contributions like effort, skills, and loyalty to outcomes like pay, benefits, and recognition against relevant others, both inside and outside their organization. Feelings of inequity can decrease motivation while equitable treatment increases it.
OB Motivation.ppt
This document outlines several key theories of motivation discussed in organizational behavior. It summarizes Maslow's hierarchy of needs from physiological to self-actualization needs. It also summarizes Herzberg's two-factor theory, which distinguishes between motivators like achievement that increase job satisfaction and hygiene factors like pay that prevent dissatisfaction. Finally, it briefly outlines McClelland's theory of three needs - achievement, power, and affiliation - as well as Alderfer's ERG theory that groups needs into existence, relatedness, and growth.
OB Motivation.ppt
This document outlines several theories of motivation that can impact work performance. It discusses Maslow's hierarchy of needs, Herzberg's two-factor theory distinguishing between motivators and hygiene factors, McGregor's Theory X and Theory Y about employee capacity and motivation, and Locke's goal-setting theory showing that specific, challenging goals improve performance. It also summarizes Bandura's self-efficacy theory about an individual's belief in their ability to succeed influencing motivation, Skinner's reinforcement theory about behavior being influenced by consequences, and equity theory relating satisfaction to fair treatment compared to others.
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Similar to Equitytheory 141229043856-conversion-gate02
Equity theory- Mohit Bhat
Equity Theory proposes that employees derive job satisfaction based on comparing their efforts and compensation to others. It states that workers will feel equitable if their outcomes/inputs are equal to others, under-rewarded if less than others, and over-rewarded if greater than others. The theory was developed by John Adams in 1963 and suggests that inequitable employees will change their inputs, outcomes, perceptions, or choose a new comparison to restore a balanced feeling. It is criticized for oversimplifying individual variables and perceptions of fairness beyond specific inputs/outputs.
equity_1.ppt
Equity theory proposes that job satisfaction is based on comparing one's own input-outcome ratio to the perceived input-outcome ratios of others. If an individual perceives their ratio as unequal or inequitable compared to others, it produces tension. The greater the perceived inequity, the more tension one feels and the harder they will try to restore a sense of equity. Inputs are things one contributes, like skills and effort. Outcomes are returns like pay, praise, and promotions. Both underpayment and overpayment can create feelings of inequity according to the theory.
Equity theory
Equity theory proposes that employees seek to maintain a balance between their job inputs and outcomes relative to others. It is based on social exchange and comparison. Employees evaluate their ratio of contributions (inputs) to rewards (outcomes) compared to a referent other. Inequity is perceived when one's own input-outcome ratio differs from the referent's. This can cause distress that motivates actions to restore equity, such as changing inputs or outcomes, changing perceptions, or leaving the situation. The theory helps explain perceptions of fairness in the workplace.
Equity theory
Equity theory proposes that individuals are motivated when they perceive fair and equitable treatment compared to others. The theory was developed by John Stacey Adams in 1963 and suggests that people evaluate the fairness of their job inputs (like effort, skills) and outcomes (like pay, benefits) compared to referent others. If they perceive an imbalance or inequity between their inputs/outcomes ratio and that of others, they will feel distressed and be demotivated. The theory is used to understand employee motivation and satisfaction in organizational behavior.
equity theory of motivation
Equity Theory was developed by Jane Adams in 1963 and proposes that employees determine if they are equitably rewarded by comparing their job inputs and outcomes to others. If an employee perceives inequity, where their outcomes do not match their inputs relative to others, they will feel under or over rewarded and become demotivated. Employees assess equity using social comparisons to coworkers, friends, and past roles. Perceptions of inequity can lead employees to alter their inputs, outcomes, perceptions of themselves or others, or change who they compare themselves to in order to restore a sense of fairness.
Two factor theory, expectancy theory, equity theory
The document summarizes three theories of motivation: Victor Vroom's Expectancy Theory, Herzberg's Two-Factor Theory, and Equity Theory.
Vroom's Expectancy Theory states that motivation depends on expectancy, instrumentality, and valence. Herzberg's theory identifies motivator and hygiene factors that can satisfy or dissatisfy employees. Equity Theory proposes that employees compare their own inputs and outcomes to others.
Motivation management_equity theory (Ha Mai, New Zealand)
According to equity theory, employees judge the fairness of their work outcomes based on comparisons with other people, either inside or outside their organization. If they perceive an inequity between their own input-output ratio and that of others, they will experience motivational stress to restore equity. There are three possible comparisons: inequity, where one's own ratio is lower; over-reward, where it is higher; and equity, where the ratios are equal. To reduce inequity, employees may change their own inputs or outcomes, distort perceptions, choose a different comparison person, or leave their job. The theory was developed by Adams in 1963 and has since been expanded through various research studies. While it provides insights into motivation, equity theory has
Organizational Behavior : Motivation
The document discusses several motivational theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's acquired needs theory, equity theory, and expectancy theory. It analyzes the key elements and implications of each theory on motivating employees, such as understanding an individual's dominant needs, ensuring fair treatment and rewards, and establishing a clear link between performance and rewards. The theories provide insights for managers on evaluating what motivates different employees and how to apply motivational strategies appropriately.
Equity Theory of Adams.pptx
The document summarizes Adam's Equity Theory of motivation, which was developed by Jane Adams in 1963. The theory states that individuals want a fair relationship between the contributions they make at work (inputs) and the rewards they receive in return (outputs). People are motivated when they perceive their inputs and outputs as equitable compared to others. However, if they perceive an unfair imbalance, where their inputs are not proportionately rewarded compared to others, they will feel demotivated. The document outlines the types of inputs and outputs considered in equity theory and diagrams Adam's model of the three types of exchange relationships - equity, overpayment inequity, and underpayment inequity.
Mbo,equity and expectancy theory
This document defines and compares several management theories:
- Management by Objectives (MBO) aims to improve performance by defining agreed upon objectives between management and employees. It was first outlined by Peter Drucker in 1954. Benefits include focus on goals, evaluates performance, and increases motivation. Drawbacks include unclear objectives and focus only on outcomes.
- Equity Theory discusses how unequal rewarding can affect job performance, satisfaction, and turnover. It is based on comparisons between an employee's inputs/outcomes and a referent other. Perceptions of inequity can motivate behaviors to restore equity.
- Expectancy Theory helps understand how people choose behaviors. It is based on the concepts of expectancy (effort leads to performance),
Motivation
Motivation refers to an employee's effort, direction, and persistence toward achieving organizational goals. Early motivation theories include Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary theories include Alderfer's ERG theory, McClelland's need for achievement/power/affiliation, goal-setting theory, reinforcement theory, flow theory, intrinsic motivation theory, equity theory, and expectancy theory. Equity theory and expectancy theory focus on how employees evaluate rewards and outcomes compared to inputs and expectations.
Equity Theory of Motivation
Equity theory, developed by Jane Stacy Adams in 1963, proposes that employees compare their job inputs and outcomes to others and will feel demotivated if they perceive unfairness. An employee's perception of equity is based on comparing their contributions like effort, skills, and loyalty to outcomes like pay, benefits, and recognition against relevant others, both inside and outside their organization. Feelings of inequity can decrease motivation while equitable treatment increases it.
OB Motivation.ppt
This document outlines several key theories of motivation discussed in organizational behavior. It summarizes Maslow's hierarchy of needs from physiological to self-actualization needs. It also summarizes Herzberg's two-factor theory, which distinguishes between motivators like achievement that increase job satisfaction and hygiene factors like pay that prevent dissatisfaction. Finally, it briefly outlines McClelland's theory of three needs - achievement, power, and affiliation - as well as Alderfer's ERG theory that groups needs into existence, relatedness, and growth.
OB Motivation.ppt
This document outlines several theories of motivation that can impact work performance. It discusses Maslow's hierarchy of needs, Herzberg's two-factor theory distinguishing between motivators and hygiene factors, McGregor's Theory X and Theory Y about employee capacity and motivation, and Locke's goal-setting theory showing that specific, challenging goals improve performance. It also summarizes Bandura's self-efficacy theory about an individual's belief in their ability to succeed influencing motivation, Skinner's reinforcement theory about behavior being influenced by consequences, and equity theory relating satisfaction to fair treatment compared to others.
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Motivational Theories.pptx
This document discusses motivational theories in organizational behavior. It begins by outlining the aims and learning outcomes of covering motivational theories. It then defines organizational behavior and motivation. The rest of the document outlines several theories of motivation, including: Maslow's hierarchy of needs, Herzberg's two-factor theory, ERG theory, reinforcement theory, equity theory, and goal-setting theory. Each theory is briefly described. The document concludes with proposing a group discussion on the implications of these motivational theories for management and leadership within organizations.
Equity theory
Equity theory proposes that individuals who perceive themselves as under-rewarded or over-rewarded will feel distress and try to restore equity. It focuses on whether the distribution of resources between relational partners is fair by comparing their ratios of contributions and benefits. Partners do not need equal benefits or contributions as long as the ratios are similar. The theory acknowledges individual factors affect perceptions. If employees feel underpaid compared to peers, they will be dissatisfied and perform poorly, but recognition and thanks can create satisfaction.
Theories of Motivation
Maslow's hierarchy of needs theory states that people are motivated to fulfill basic needs like physical survival and safety before pursuing higher level needs like love, esteem, and self-actualization. Herzberg's two-factor theory distinguishes between motivators like achievement that improve job satisfaction and hygiene factors like salary that prevent dissatisfaction. Equity theory proposes that people are motivated to maintain fairness in relationships based on comparing their inputs and outcomes to relevant others. Role clarity theory suggests that clearly defining expectations motivates better performance. Achievement motivation theory identifies the need for achievement, power, and affiliation as key drivers of behavior.
Pay Structure Decision
This document discusses human resource management and pay structure decisions. It covers establishing a pay plan by pricing jobs, developing pay policies attached to jobs rather than individuals. It discusses pay from the employer and employee point of view. Pay decisions can be broken into pay structure, focusing on the relative pay of jobs, and pay level, the average pay. Internal equity is important, where employees evaluate their pay relative to others using equity theory. Inequities, perceived or real, can harm motivation if employees feel others are over or under rewarded compared to their own inputs and outputs.
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
快速办理(Bristol毕业证书)布里斯托大学毕业证Offer一模一样
学校原件一模一样【微信：741003700 】《(Bristol毕业证书)布里斯托大学毕业证》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Practical guide for the celebration of World Environment Day on june 5th.
Land degradation, desertification and drought resilience. UN ENVIRONMENT PROGRAMME -WORLD ENVIRONMENT DAY 2024.
Awaken new depths - World Ocean Day 2024, June 8th.
UN WOD 2024 will take us on a journey of discovery through the ocean's vastness, tapping into the wisdom and expertise of global policy-makers, scientists, managers, thought leaders, and artists to awaken new depths of understanding, compassion, collaboration and commitment for the ocean and all it sustains. The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
Antyodaya saral portal haryana govt schemes
The Antyodaya Saral Haryana Portal is a pioneering initiative by the Government of Haryana aimed at providing citizens with seamless access to a wide range of government services
karnataka housing board schemes . all schemes
The Karnataka government, along with the central government’s Pradhan Mantri Awas Yojana (PMAY), offers various housing schemes to cater to the diverse needs of citizens across the state. This article provides a comprehensive overview of the major housing schemes available in the Karnataka housing board for both urban and rural areas in 2024.
Contributi dei parlamentari del PD - Contributi L. 3/2019
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
Border towns and spaces of (in)visibility.pdf
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
G7 Apulia Leaders Communique, 14th June 2024
G7 Apulia Leaders Communique, June 2024
" The present Canon of the West"
快速办理(UVM毕业证书)佛蒙特大学毕业证学位证一模一样
学校原件一模一样【微信：741003700 】《(UVM毕业证书)佛蒙特大学毕业证学位证》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
RFP for Reno's Community Assistance Center
Property appraisals completed in May for downtown Reno’s Community Assistance and Triage Centers (CAC) reveal that repairing the buildings to bring them back into service would cost an estimated $10.1 million—nearly four times the amount previously reported by city staff.
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2024: The FAR - Federal Acquisition Regulations, Part 40
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Milton Keynes Hospital Charity - A guide to leaving a gift in your Will
Milton Keynes Hospital Charity - A guide to leaving a gift in your Will
Practical guide for the celebration of World Environment Day on june 5th.
Practical guide for the celebration of World Environment Day on june 5th.
Awaken new depths - World Ocean Day 2024, June 8th.
Awaken new depths - World Ocean Day 2024, June 8th.
Contributi dei parlamentari del PD - Contributi L. 3/2019
Contributi dei parlamentari del PD - Contributi L. 3/2019
Equitytheory 141229043856-conversion-gate02
- 2. Introduction to Equity Theory • First developed in 1963 by John Stacey Adams • Employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others. • The structure of equity in the workplace is based on the ratio of inputs to outcomes
- 3. Equity Theory 1)Equity: A person feels equitably treated when his outcome/input ratio is equal to other person’s outcome/input ratio. Individual’s outcome = Other’s outcome Individual’s input Other’s input Equitably paid workers are said to feel satisfied.
- 4. Equity Theory 2)Under rewarded inequity / Negative inequity: A person feels under rewarded when his outcome/input ratio is less than whom the person compare himself. Individual’s outcome < Other’s outcome Individual’s input Other’s input Equity theory states that an underpaid worker feels angry. 3)Over rewarded inequity /Positive inequity: A person feels over rewarded when his outcome/input ratio is greater than whom the person compare himself. Individual’s outcome > Other’s outcome Individual’s input Other’s input Equity theory states that an overpaid worker produce higher quality.
- 5. Inputs & Outputs Inputs • Individual’s contribution to an Organization. • Time • Effort • Loyalty • Hardwork • Commitment • Abilities Outputs • Organization’s return to an Individual. • Job Security • Salary • Employee benefits • Recognition • Reputation • Sense of achievement
- 6. Consequences of Inequity Based on equity theory, when employees perceive an inequity, they can be predicted to make one of six choices. •They change their inputs. •They change their outcomes •They distort perceptions of self •They distort perceptions of others •They choose a different referent •They leave the field
- 7. References • Robbins, S.P- Organisational Behaviour. pg. 183. • Schultz, K., Schoenherr, Nembhard, D. (2006). Equity theory effects on worker motivation and speed on an assembly line. Retrieved from: http://www.hbs.edu/units/tom/pdf/kschultz.pdf
- 8. THANK YOU FOR YOUR ATTENTION!