How kyko hire and select the best candidates from the market
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This document discusses how KYKO assesses candidates for self-actualization, which includes their achievement, growth, fulfillment, ethics, and reasonableness. Candidates are given a Likert scale assessment in these areas and categorized as having high, fairly high, average, below average, or low self-actualization. Those with high or fairly high scores are strongly or generally recommended for hiring, while those with low scores are not recommended. By hiring candidates with high self-actualization, it will create a favorable work environment that motivates employees and leads to organizational success.
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This document discusses reasons why people work and what motivates them. It covers expectations around job security, fair treatment, safe working conditions and satisfaction from the nature of work and pay. Motivation factors include money, recognition and advancement opportunities. Maslow's hierarchy of needs is referenced, which positions physiological, safety, social and esteem needs as motivators. The role of the HR manager is to understand motivations and apply theories like cognitive theories around equity and expectancy to maintain a motivated workforce.
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1Observation PaperObservation Paper for Equity Man.docx
1
Observation Paper
Observation Paper for Equity Management
Taihessa Lee
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Professor Stephen D. Griffin
June 30, 2013
The purpose of this paper is to describe the observable aspects of my current organization’s culture. I will address my perceptions using the following three viewpoints: vision, mission and core values. I am currently employed at Equity Management Corporation, which is a leading third party management company throughout the property management industry. It is a highly competitive organization that works on creating opportunity for their employees and managing with integrity. On the grounds that I work for Equity Management I know first-hand the extent they will go to meet their expectation out of every department and one thing they will always strive to be number one in the housing market. The greater part of these things are expressed inside Equity Management’s vision and mission statement. Their vision and mission are similar as it precisely what the company does and how it plans to develop.
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Week 7 Culture andor Climate in the Workplace—Do They Matter.docx
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MGMT600 | LESSON 7 (this is this weeks lesson)
BUSINESS MODELS DEALING WITH ORGANIZATIONAL CULTURE RELATING TO CUSTOMER SATISFACTION AND EMPLOYEE RETENTION
INTRODUCTION
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Week 7 Culture andor Climate in the Workplace—Do They Matter.docx
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Using this week’s lesson and resources as a start, locate three research studies that support the premise that better managers are those who pursue an understanding of the culture and/or climate of their organization. Why does it matter to gain insight about the culture and/or climate in the workplace? Use online, peer-reviewed journal research (case study research is preferred) to inform your writing. Summarize the takeaways from the articles that can support greater skill in managing people.
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Assessing Corporate Culture
Few topics in the field of compliance and ethics have generated more interest, and provoked more questions and concerns, than the topic of corporate culture—and rightly so. Compliance and ethics officers have every reason to be concerned about the new emphasis on culture.
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Write an 8–10-page situational analysis of an HRM (or organizational.docx
Write an 8–10-page situational analysis of an HRM (or organizational) topic, trend, or issue at a global organization, from the perspectives of the business, the organization, and the organizational culture. The purpose of your situational analysis should be to help inform strategic decisions in the organization.
Note:
The organization you select for the situational analysis will also be the subject of your Assessment 4 Action Plan. Please keep this in mind as you work on this assessment.
SHOW LESS
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 1: Analyze HRM trends and issues in global organizations.
Analyze a selected HRM topic, trend, or issue in a global organization.
Competency 2: Analyze HRM and business policies and their implementation in organizations.
Analyze the influences of HRM in achieving the organizational goals of an organization.
Competency 3: Explain strategic and tactical approaches to human resources management.
Analyze the influences of HRM in achieving the business strategy of an organization.
Analyze key performance indicators measuring progress and achievement of organizational goals.
Analyze HRM influences from the cultural perspective of an organization.
Analyze strategic and tactical approaches to HRM that address findings, from a
business
perspective.
Analyze strategic and tactical approaches to HRM that address findings, from an
organizational
perspective.
Analyze strategic and tactical approaches to HRM that address findings, from a
cultural
perspective.
Write an 8–10-page situational analysis paper on an HRM (or organizational) topic, trend, or issue at a global organization, from the perspectives of the business, the organization, and the organizational culture. The purpose of your situational analysis should be to help inform strategic decisions in the organization. The organization you select for the situational analysis will also be the subject of your Action Plan in Assessment 4. Please keep this in mind as you work on this assessment.
Topic Selection
Select a topic, trend, or issue at a global organization that concerns HRM, or the entire organization. You are encouraged to use your own workplace as the organizational setting, but you can use a different workplace, as long as you are able to access sufficient information to accomplish the competencies and assessment criteria for this assessment.
Note:
Completing a situational analysis for your own workplace may enable you to address and resolve an existing organizational impediment.
Examples of topics, trends, or issues you might choose include:
Expatriates and disparate HR practices; the human resources department as practice leader.
Exclusion or inclusion of HR professionals in organization-wide strategic business planning and decision-making.
Outsourcing HR to increase HR and business effectiveness: professional preparation, positioning, .
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Know and understand what, why, where, and who am i
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ORGANIZATIONAL CULTURE.pptx
The document discusses organizational culture and its functions. It describes how organizational culture can reduce conflict and uncertainty, promote coordination and control, and motivate employees. It also discusses four types of organizational culture: clan, hierarchical, market, and adhocracy. Additionally, it outlines characteristics and elements of strong and weak organizational cultures. Signs of strong cultures include customer satisfaction, employee empowerment and belonging, while signs of weak cultures include uneven customer experiences and siloed employees.
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PBBB White paper
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Write an 8–10-page situational analysis of an HRM (or organizational.docx
Write an 8–10-page situational analysis of an HRM (or organizational) topic, trend, or issue at a global organization, from the perspectives of the business, the organization, and the organizational culture. The purpose of your situational analysis should be to help inform strategic decisions in the organization.
Note:
The organization you select for the situational analysis will also be the subject of your Assessment 4 Action Plan. Please keep this in mind as you work on this assessment.
SHOW LESS
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 1: Analyze HRM trends and issues in global organizations.
Analyze a selected HRM topic, trend, or issue in a global organization.
Competency 2: Analyze HRM and business policies and their implementation in organizations.
Analyze the influences of HRM in achieving the organizational goals of an organization.
Competency 3: Explain strategic and tactical approaches to human resources management.
Analyze the influences of HRM in achieving the business strategy of an organization.
Analyze key performance indicators measuring progress and achievement of organizational goals.
Analyze HRM influences from the cultural perspective of an organization.
Analyze strategic and tactical approaches to HRM that address findings, from a
business
perspective.
Analyze strategic and tactical approaches to HRM that address findings, from an
organizational
perspective.
Analyze strategic and tactical approaches to HRM that address findings, from a
cultural
perspective.
Write an 8–10-page situational analysis paper on an HRM (or organizational) topic, trend, or issue at a global organization, from the perspectives of the business, the organization, and the organizational culture. The purpose of your situational analysis should be to help inform strategic decisions in the organization. The organization you select for the situational analysis will also be the subject of your Action Plan in Assessment 4. Please keep this in mind as you work on this assessment.
Topic Selection
Select a topic, trend, or issue at a global organization that concerns HRM, or the entire organization. You are encouraged to use your own workplace as the organizational setting, but you can use a different workplace, as long as you are able to access sufficient information to accomplish the competencies and assessment criteria for this assessment.
Note:
Completing a situational analysis for your own workplace may enable you to address and resolve an existing organizational impediment.
Examples of topics, trends, or issues you might choose include:
Expatriates and disparate HR practices; the human resources department as practice leader.
Exclusion or inclusion of HR professionals in organization-wide strategic business planning and decision-making.
Outsourcing HR to increase HR and business effectiveness: professional preparation, positioning, .
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Designed for board members at any level of engagement, this fast-paced “boot camp” will leave attendees with a stronger sense of their individual roles and responsibilities as board members, while also increasing their knowledge about board-executive director relationships and building their confidence to better serve their organizations. Attendees will participate in practical, real-life, group exercises aimed at helping them learn how to work through specific problems or challenges. Additionally, they will learn about the typical responsibilities of a regional council board member, with a particular focus on building strong relationships internally and externally. Regional council or EDD board members will benefit from attending this session.
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Kyko personality assessment mehodology
KYKO PSYCHOMETRIC ASSESSMENT TOOLS MEASURES NATURE, NURTURE AND DISORDER PERSONALITY TO PREDICT HUMAN BEHAVIOUR.
Know and understand what, why, where, and who am i
This document discusses the positive and negative aspects of human personality. It states that personality is made up of a "goodself" consisting of positive behaviors, and a "lesser self" consisting of negative behaviors. The ratio of these aspects can vary between individuals and even identical twins due to genetic differences and environmental influences. Knowing one's natural strengths and weaknesses as well as how one's personality has been shaped by experiences allows for personal growth and self-actualization.
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1. why kykology the analogy of the six blind men
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Kykology guidelines to protect yourself from being infected with covid 19
Coronavirus infection occurs when virus-containing droplets land on and enter the mouth, nose, eyes, ears, or skin, attacking organs. To protect oneself, wear a mask to cover the nose and mouth, goggles and ear plugs to protect the eyes and ears, and spray sanitizer on exposed skin and clothes. Maintain social distancing and boost the immune system.
Kykology the technology and methodology of know yourself
The technology of knowing your innate and nurture self to enable you to see your true self more accurately and to help you to grow your potentials and self-actualize to become a fully functioning person.
Kykology dynamic dimesions and its personality factors
Contemporary personality assessment tests are useful for predicting simple people's personalities whose behaviour patterns are constant and persistent in various situations and from time to time. They will experience problems in reading complex humans whose behaviour patterns vary or fluctuate with different people, situations and times.
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Content:
Limitation1 –Designing Personality Profiling instruments based on one or two theoretical constructs
Limitation 2: Predictability is limited to observable behavior
Limitation 3 – It is not inclusive of all Psychological Traits and Characteristics
Limitation 4 - Putting a number on the typology of personality
Limitation 5 – Assuming that our behavior patterns are constant and unaffected by the environment
Limitation 6 – Inaccuracy in Interpretation of Personality
Limitation 7 -To limit the interpretation of personality to positive traits only
Limitation 8 – To assume that human beings are simple and their behavioral patterns are recognizable, predictable and are consistently persistent between situations and across time
Limitation 9 – the use of polar traits, type nouns and adjectival descriptor
Limitation 10 – Limited Usage of personality profile.
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How kyko identify leadership styles
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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
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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
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How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...
How kyko hire and select the best candidates from the market
- 1. How KYKO hire and select the best people from the market?
- 2. Self-Actualization Dimension Defined as the need , want, desire for achievement, growth, fulfillment , ethics and to do the right things
- 3. What self-actualization measures? Self-Actualization Factors/Appropriate Behaviour: 1. Achievement 2. Growth needs 3. Fulfillment 4. Ethics 5. Reasonableness
- 4. Scores of the Likert Rating Scale High – Above 5.6 Fairly High 4.6 – 5.6 Average – 3.6 – 4.6 Below Average 2.6-3.6 Low 2.6
- 5. Interpretation HSA - above 5.6 – appropriate work behavior FSA - from 4.6 to 5.6 quite appropriate work behavior ESA - from 3.6 to 4.6 A balance of appropriate and inappropriate work behavior BSA - from 2.6 to 3.6 quite inappropriate work behavior LSA - below 2.6 – inappropriate work behavior
- 6. Recommendation HSA – Strongly recommended for hiring FSA – Recommended for hiring HSA - above 5.6 – appropriate work behavior FSA - from 4.6 to 5.6 quite appropriate work behavior
- 7. Recommendation ESA - from 3.6 to 4.6 A balance of appropriate and inappropriate work behavior ESA –Under consideration. If hired may need to invest on attitude training for this person
- 8. Recommendation BSA - from 2.6 to 3.6 quite inappropriate work behaviour LSA - below 2.6 – inappropriate work behavior BSA – Not recommended for hiring LSA – Strongly not recommended for hiring
- 9. SA Personality Factor 1 – Achievement Orientation defined The attitude and driving force for goal accomplishment.
- 10. Measuring Achievement Orientation HSA – Potential Performer FSA – Fairly potential performer ESA – Erratic potential performer BSA – Fairly potential poor performer LSA – Poor potential performer
- 11. SA Personality Factor 2 – Self- Development and Growth Needs defined The driving force for growing potentials.
- 12. Measuring Self-Development and Growth Needs HSA – Trainable FSA – Quite trainable ESA – May or may not be trainable BSA – Quite not trainable LSA – Not trainable
- 13. SA Personality Factor 3 – Job Passion and Satisfaction defined The motivation to seek satisfaction, fulfillment and work enjoyment.
- 14. Measuring Job Passion and Satisfaction High Job Passion and Satisfaction (HSA) – Highly motivated Fairly High Job Passion and Satisfaction (FSA) – Motivated Average Job Passion and Satisfaction (ESA) – Moderately motivated Below Average Job Passion and Satisfaction (BSA) – Quite not motivated LoLSA – Not motivated
- 15. SA Personality Factor 4 – Ethics and Moral Values defined The motivation and attitude to be ethical and to seek fairness and justice in extolling goodness.
- 16. Measuring Ethics and Moral Values High Ethics and Morals (HSA) – High integrity Fairly High Ethics and Morals (FSA) – Fairly high integrity Average Ethics and Morals (ESA) – Inconsistent integrity Below Average Ethics and Morals (BSA) – Fairly low integrity Low Ethics and Morals (LSA) – Low integrity
- 17. SA Personality Factor 5 – Reasonableness defined The capacity to use intellect and reasoning power to make decision and sound judgment.
- 18. Measuring Reasonableness High Reasonableness (HSA) – Very reasonable Fairly High Reasonableness (FSA) – Reasonable Average Reasonableness (ESA) – Averagely reasonable Below Average Reasonableness (BSA) – Unreasonable Low Reasonableness (LSA) – Very unreasonable
- 19. Favorable Environment Good hires with appropriate and positive behavior will create a favorable and conducive work environment.
- 20. SUCCESS A favorable and conducive work environment will motivate the employees to give their best to take their organization to greater height of success.
Editor's Notes
- Self-Actualization and its factors can be used as a guide to hire the right employees with the right attitude and appropriate work behaviour.
- Recommendation for hiring the right employees
- Under consideration. If hired may need to invest on attitude training for this person
- Not recommended for hiring, potential problem employee
- Identifying types of performers
- Identifying potential competent vs incompetent employees
- Identify motivated employees with the right attitude
- High integrity employees vs low integrity employees
- Identify smart vs dull-witted employees. In other words, employees who are intellectually inclined and vice versa.
- Identify smart vs dull-witted employees. In other words, employees who are intellectually inclined and vice versa.
- Identify smart vs dull-witted employees. In other words, employees who are intellectually inclined and vice versa.