Journal of Business Studies Quarterly
2014, Volume 5, Number 3 ISSN 2152-1034
THE IMPACT OF TALENT MANAGEMENT
ON RETENTION
Victor Oladapo, Strayer University
ABSTRACT
American businesses face the challenge of replacing 70 million experienced and talented
workers over the coming decades as the Baby Boomer generation retires. The challenge comes
at the same time as seismic shifts in the ethnic composition of the American workforce, global
economic stagnation, historically high U.S. unemployment, and global security threats. To
remain competitive, executive management must develop stable, long-term talent management
strategies to attract, hire, develop, and retain talent. This study sought to understand the
challenges and successes of talent management programs and the reasons why some companies
choose not to have a program. This study also tested the predictive power of job security,
compensation and opportunity on retention rates.
The data in this study found that for the organizations sampled with a talent management
program (69% of those studied), participants overwhelmingly recognized thestrategic value of
an effective talent management program despite significant challenges to implementation.
Participants cited opportunity for job advancement as the most significant factor affecting
retention rate. For the organizations sampled without a talent management program (the
remaining 31% of those studied), while nearly all HR managers’ support talent management, the
primary reason given for the lack of a program is the absence of executive management support.
The study further revealed that job security, compensation, and opportunity for advancement
were not found to have predictive value for employee retention rates.
Keywords: Talent Management, Employee Retention, Job Security, Compensation
The Impact of Talent Management on Retention
During the last decade, a shortage has emerged of talent in the workplace (Frank &
Taylor, 2004). As organizational leaders struggle to find talented workers, leaders will be faced
with the dilemma of how to retain knowledgeable workers and replace the 70 million Baby
Boomers who will be retiring from the workforce (Frank, Finnegan, & Taylor, 2004). Companies
are now faced with the dilemma of how to address talent management and reformulate strategies
20
especially in today’s global economy where every organizational leader must continually invest
in human capital to combat the talent shortage (Temkin, 2008).
Human resources (“HR”) leaders will have to work closely with senior management to
attract, hire, develop, and retain talent. Yet, HR leaders must realize that the talent shortage
presents both socio-economic and cultural challenges as talent crosses borders (McCauley &
Wakefield, 2006).Socio-economic challenges include the changing demography, aging .
Employee Attraction and Retention in the 21st CenturyShane van Staden
This document discusses employee attraction and retention challenges in the 21st century. It notes that talent, defined as competence, commitment and contribution, is crucial for competitive advantage but difficult to find and retain. Retaining talent is particularly challenging due to changing worker demands like those of millennials who expect career growth, meaningful work and flexibility. The document recommends organizations change their culture to focus on developing employees, use performance analytics to provide feedback and recognition, and link this to succession planning to improve retention.
This academic article discusses talent management strategies in healthcare administration. It notes that healthcare organizations face challenges retaining talent due to factors like an aging workforce and low CEO tenure. The article recommends that healthcare systems implement talent management best practices to ensure a steady supply of capable leaders now and in the future. This includes activities like succession planning, assessing high-potential employees, customized training, and evaluating talent programs. The article concludes that effective talent management is important for healthcare organizations to achieve their strategic goals in today's changing environment.
because of shortage me young manpower the organizations are now strive to be with the aging work workforce there the what are the besic step to get work from aging work force and to run with it ..
Employee Profile & Perception of Talent Management in Indian Organizationsiosrjce
This document discusses talent management in Indian organizations. It begins with an abstract that outlines how talent management is important for organizations but can also create perceptions of unhealthy competition among employees. The document then provides background on talent management and discusses how factors like age, gender, education level, and work experience can impact an employee's perception of talent management practices. A survey of four different industries in India found that age, education, and region most significantly affected perceptions, while gender, experience, and job role did not have as large an impact. The document advocates for further study of talent management in India.
An Analysis of Selected Factors Influencing Talent Management in Public Secon...inventionjournals
Talent Management is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees. The goal of talent management is to create a high-performance, sustainable organization that meets its strategic and operational goals and objectives. This research therefore sought to explore the factors influencing talent management of Teachers Service Commission in Kenya in the public secondary schools with specific reference to Nyandarua West Sub- County. The overall objective was to examine the factors influencing talent management in schools with specific reference to Nyandarua west Sub- County. The specific objectives was to find out how organizational culture affects talent management, to establish the extent to which training and Development affects talent management, to assess whether workplace environment affect talent management and to establish the extent to which retention strategies affect talent management. The study adopted a descriptive survey design and targeted 25 schools in Nyandarua County. The target population was 25 principles, 350 teaching staff and 230 non-teaching staff. Stratified random sampling and purposive sampling was used in determining the sample size of 121 participants. Sampling was guided by Gay (1976) who postulates that sample size of 10% is considered minimum for large populations and 20% for small populations. The research instruments included questionnaire, an observation schedule and interview schedule. Descriptive data analysis was done for qualitative data while qualitative data was used to supplement interpretation of quantitative data. The findings are interpreted along the study objectives. The findings of the study are aimed to benefit the management of various organizations since they identify the challenges that hinder effective implementation of talent management. This study is of great benefit to the scholars since it has increase the body of knowledge in the field of talent management.
This document summarizes a study examining the relationship between the Big Five personality traits (conscientiousness, agreeableness, emotional stability, extraversion, and openness) and job satisfaction and turnover intention among employees at a Greek call center. The study found that conscientiousness and emotional stability positively predicted job satisfaction and negatively predicted turnover intention, while openness positively predicted turnover intention. It also found differences in personality traits and job attitudes between male and female employees and those of different ages and education levels. The study used standardized personality and job attitude questionnaires with high reliability to assess these relationships.
Reducing employee turnover in tertiary institutions in ghana the role of moti...Alexander Decker
This document discusses reducing employee turnover in tertiary institutions in Ghana. It begins by providing background on the problem of employee retention globally and in African countries. It then reviews literature on the causes of labor turnover, including job satisfaction and motivation factors. Motivation is discussed as a key way to reduce turnover. The study explores motivation and reward systems used in tertiary institutions in Ghana. It finds that employees are often not satisfied with motivational factors, contributing to high turnover. Implications of turnover are also reviewed, such as costs of replacing employees. The document recommends tertiary institutions take staff development policies seriously to help reduce turnover through improved motivation.
Reducing employee turnover in tertiary institutions in ghana the role of moti...Alexander Decker
This document summarizes a study on reducing employee turnover in tertiary institutions in Ghana. The study found that most employees at Tamale Polytechnic were dissatisfied with the motivational factors in place, contributing to high turnover. It recommends taking staff development policies more seriously to potentially reduce turnover. High turnover poses a threat to the institution's goal of becoming a top training institution in West Africa. Motivation plays a key role in enhancing productivity, so improving motivational factors may help address the challenges of staff retention and increasing institutional productivity in Ghanaian tertiary education.
Employee Attraction and Retention in the 21st CenturyShane van Staden
This document discusses employee attraction and retention challenges in the 21st century. It notes that talent, defined as competence, commitment and contribution, is crucial for competitive advantage but difficult to find and retain. Retaining talent is particularly challenging due to changing worker demands like those of millennials who expect career growth, meaningful work and flexibility. The document recommends organizations change their culture to focus on developing employees, use performance analytics to provide feedback and recognition, and link this to succession planning to improve retention.
This academic article discusses talent management strategies in healthcare administration. It notes that healthcare organizations face challenges retaining talent due to factors like an aging workforce and low CEO tenure. The article recommends that healthcare systems implement talent management best practices to ensure a steady supply of capable leaders now and in the future. This includes activities like succession planning, assessing high-potential employees, customized training, and evaluating talent programs. The article concludes that effective talent management is important for healthcare organizations to achieve their strategic goals in today's changing environment.
because of shortage me young manpower the organizations are now strive to be with the aging work workforce there the what are the besic step to get work from aging work force and to run with it ..
Employee Profile & Perception of Talent Management in Indian Organizationsiosrjce
This document discusses talent management in Indian organizations. It begins with an abstract that outlines how talent management is important for organizations but can also create perceptions of unhealthy competition among employees. The document then provides background on talent management and discusses how factors like age, gender, education level, and work experience can impact an employee's perception of talent management practices. A survey of four different industries in India found that age, education, and region most significantly affected perceptions, while gender, experience, and job role did not have as large an impact. The document advocates for further study of talent management in India.
An Analysis of Selected Factors Influencing Talent Management in Public Secon...inventionjournals
Talent Management is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees. The goal of talent management is to create a high-performance, sustainable organization that meets its strategic and operational goals and objectives. This research therefore sought to explore the factors influencing talent management of Teachers Service Commission in Kenya in the public secondary schools with specific reference to Nyandarua West Sub- County. The overall objective was to examine the factors influencing talent management in schools with specific reference to Nyandarua west Sub- County. The specific objectives was to find out how organizational culture affects talent management, to establish the extent to which training and Development affects talent management, to assess whether workplace environment affect talent management and to establish the extent to which retention strategies affect talent management. The study adopted a descriptive survey design and targeted 25 schools in Nyandarua County. The target population was 25 principles, 350 teaching staff and 230 non-teaching staff. Stratified random sampling and purposive sampling was used in determining the sample size of 121 participants. Sampling was guided by Gay (1976) who postulates that sample size of 10% is considered minimum for large populations and 20% for small populations. The research instruments included questionnaire, an observation schedule and interview schedule. Descriptive data analysis was done for qualitative data while qualitative data was used to supplement interpretation of quantitative data. The findings are interpreted along the study objectives. The findings of the study are aimed to benefit the management of various organizations since they identify the challenges that hinder effective implementation of talent management. This study is of great benefit to the scholars since it has increase the body of knowledge in the field of talent management.
This document summarizes a study examining the relationship between the Big Five personality traits (conscientiousness, agreeableness, emotional stability, extraversion, and openness) and job satisfaction and turnover intention among employees at a Greek call center. The study found that conscientiousness and emotional stability positively predicted job satisfaction and negatively predicted turnover intention, while openness positively predicted turnover intention. It also found differences in personality traits and job attitudes between male and female employees and those of different ages and education levels. The study used standardized personality and job attitude questionnaires with high reliability to assess these relationships.
Reducing employee turnover in tertiary institutions in ghana the role of moti...Alexander Decker
This document discusses reducing employee turnover in tertiary institutions in Ghana. It begins by providing background on the problem of employee retention globally and in African countries. It then reviews literature on the causes of labor turnover, including job satisfaction and motivation factors. Motivation is discussed as a key way to reduce turnover. The study explores motivation and reward systems used in tertiary institutions in Ghana. It finds that employees are often not satisfied with motivational factors, contributing to high turnover. Implications of turnover are also reviewed, such as costs of replacing employees. The document recommends tertiary institutions take staff development policies seriously to help reduce turnover through improved motivation.
Reducing employee turnover in tertiary institutions in ghana the role of moti...Alexander Decker
This document summarizes a study on reducing employee turnover in tertiary institutions in Ghana. The study found that most employees at Tamale Polytechnic were dissatisfied with the motivational factors in place, contributing to high turnover. It recommends taking staff development policies more seriously to potentially reduce turnover. High turnover poses a threat to the institution's goal of becoming a top training institution in West Africa. Motivation plays a key role in enhancing productivity, so improving motivational factors may help address the challenges of staff retention and increasing institutional productivity in Ghanaian tertiary education.
https://www.ijmst.com/
IJMST Volume 1 Issue 3, Manuscript 3
The study evaluated employee perception on remuneration scheme on staff turnover in
Kenyan Private Universities with the Kenya Methodist University as the case study. The
objective of the study was to evaluate remuneration scheme in relation to staff turnover in
Kenyan Private Universities and to ultimately come up with appropriate recommendations
that would facilitate the reduction of staff turnover in private universities. It is hoped
university administration, government and other human resource policy makers and
employees will greatly benefit from the findings. The descriptive research design was used to
obtain data from the targeted and accessible population which comprised of teaching and
non-teaching staff at the Nairobi and Nakuru Methodist University campuses. 136
respondents were selected purposively. Self-developed questionnaires were administered personally to respondents to gather the information. The data collected was analyzed using tables, frequency distributions and percentages. The statistical package for social sciences
(SPSS) was used to assist in the analysis process. Remuneration is key in retaining workers in any organization and it must be the purpose of any human resource management to design a
competitive remuneration package which will serve to attract, retain, and motivate staff so as to ensure the ultimate organization’s commercial and financial viability.
This document is a dissertation submitted by Syed Ali Arshad to London Metropolitan University for a Masters in Business Administration. The dissertation explores how Asia Petroleum can develop its talent management strategy to gain a competitive advantage during intense competition for employees. The introduction provides background on why talent management is important for organizations today due to factors such as the changing nature of assets, demographic shifts, and the changing expectations of employees. It establishes talent management as a key business problem and competitive issue that Asia Petroleum needs to address.
1CHANGES OF ORGANIZATIONS9CHANGES OF ORGANIZATIONSEttaBenton28
1
CHANGES OF ORGANIZATIONS
9
CHANGES OF ORGANIZATIONS
Discussion Board 4: Changes of Organizations
John Ireland
Author Note
John Ireland
I have no known conflict of interest to disclose.
Changes of Organizations
Introduction
Organizational changes and reengineering are as old as organizations' existence and even referenced in the bible. The story of Moses and his father-in-law (King James Bible, 1769/2017, Exodus 18:13-27) discussing the people's judgment is an example of how delegation of authority can be implemented and handed down to others to complete the same judgment that Moses was employed and responsible for. It is equivalent to organizational leadership delegating authority to make decisions and effect changes with the limited risk involved. It is one of the first examples of a loosely coupled system. A loosely coupled system reduces the risk that a change made within one element will create unanticipated changes within other elements (Tech Target, 2011). Today, organizational changes have several factors of consideration by an organization to reduce the risk associated with decisions to implement changes. Those factors include the organizational structure, the current strategy, and the environmental impact on the market and industry.
The Covid-19 pandemic that hit the world stage in early 2020 is a prime example of recent changes that affect the changes that impact organizational operations today. The changes included a teleworking environment where employees considered non-essential to the traditional in-person approach could work using technology platforms to communicate and remain productive at a safe distance, not infecting or becoming infected by a deadly virus. Like anything encountered in life that is not ideal, knowing that God has a plan already in place for us and digging deep to persevere for a better day is essential to come out victorious on the other side. Merida, Platt, and Akin (2015) say “we should be reminded of the grace of God, who brings refreshing fall-like seasons in our life (Merida, Platt, & Akin, 2015, p.277).”
Remote Workforce
An emerging switch in how organizations had to adapt and rapidly respond to a change to the working environment that affected millions around the globe was a remote working environment to continue operations. Something considered impossible became a welcomed necessity to continue operations and maintain the same level of service and production as before the pandemic hit. The rise in how many organizations embraced and executed a telework posture almost quadrupled.
Early estimates suggested that, due to the pandemic, approximately 50% of the European workforce worked remotely compared with 12% prior to the pandemic (Ahrendt, Cabrita, Clerici, Hurley, & Leončikas, 2020). Private sector organizations were moving toward telework as an option to continue operations, and the public sectors were as well. The Department of Defense (DoD) identified non-essential or non-cr ...
This document summarizes the key challenges and trends faced by human resource managers. It discusses managing workforce diversity, talent acquisition, and employee retention as major challenges. It also outlines the changing role of HR from administrative to strategic. Globalization and technology changes require HR to lead organizational change. Managing diversity, recruiting talent globally, and developing strategies to retain top performers are critical skills for modern HR managers.
Employee competencies and relationship to performance applied hrm researchSunil Ramlall, Ph.D.
The document discusses the importance of HR competencies and their relationship to organizational practices and performance. It reviews literature identifying key HR competencies such as strategic contribution, business knowledge, and HR delivery. The literature suggests competencies are predictive of HR success and vary depending on the type of HR position. Competencies are also related to responsibilities, education, experience, and compensation. Developing core competencies is critical for HR professionals to fulfill changing roles, implement strategies, and help create competitive advantages for organizations.
WTW: Employers look to modernize the employee value propositioniebanl
Under pressure to modernize and remain competitive in attracting talent, employers are looking to update their employee value proposition (EVP). The rapid rise of technology is disrupting jobs and skills needs. Organizations must actively monitor these changes and adapt their human capital programs. While hiring and turnover are increasing globally, attraction and retention challenges persist, especially for critical skills, high potentials, and top performers. To be successful, organizations must understand what employees truly value for job security and career development. The pace of modernizing EVPs will determine which organizations can best compete for high-value talent.
This document discusses factors that influence employee retention in organizations. It identifies the main determinants of employee retention as career development opportunities, supervisor support, work environment, rewards, and work-life policies. Career development helps both organizations and individuals by providing opportunities for growth. Supervisor support is also important for retention as employees are less likely to leave if they have a good relationship with their supervisor. The work environment, including physical and psychosocial factors, impacts employee satisfaction and commitment. Rewards such as pay and bonuses fulfill employee needs and motivate performance. Flexible work-life policies allow a better work-life balance and increase organizational commitment. The document examines each of these factors in more detail and how optimizing them can help organizations retain valuable
This document summarizes a study on the influence of talent management practices on employee engagement in Malaysian Government-Linked Companies (GLCs). It first discusses talent management and employee engagement, and how effective talent management requires strong leadership and employee buy-in to foster engagement. The document then reviews literature on talent management practices in GLCs, noting the importance of attracting and retaining talented employees through competitive compensation and career development. Finally, it presents the problem statement that GLCs face issues like bureaucratic problems and lack of strategic direction that can negatively impact talent management and engagement.
The document discusses perspectives from HR practitioners on HR education in business schools. It notes that while business schools have grown, HR education needs to focus more on practical skills and keeping curricula relevant to industry needs. A survey was conducted of HR practitioners in Bengaluru, India across various industries to understand their views on areas for improvement in HR students' knowledge, skills, internships and job preparedness. The study aims to better align HR education with industry requirements to improve graduates' employability.
1Talent Retention and Organizational Performance A Competitiv.docxvickeryr87
This document discusses talent retention and its impact on organizational performance in the Nigerian banking sector. It begins by defining talent retention and explaining its importance for organizational success. It then reviews literature showing that effective talent retention strategies, which include paying competitive salaries, bonuses, and incentives, can increase employee commitment and involvement, leading to improved organizational performance. The document also finds that talent retention is important for attracting, developing, motivating, and retaining skilled employees, which banks need to gain a competitive advantage.
Attract, develop and retain employees by assured pipeline of knowledgeable and qualifying people is important for the success of the institutions which is known as talent management. The main issues facing by the educational institutes is shortage of competent and qualified faculties. It has resulted in institutions focusing on how to retain the talent and how to develop them. Where institutions are running at risk of talent crisis talent retention is the not only the choice of the managers but also the need for the institutions.The important factors which contributes to faculty retention and recruitment are benefits, supportive environments, spouse employment opportunities, start-up and resources and salaries. This research paper provides few strategies which institutions can adopt for attracting and retaining talent which is best available for them.
This document is a capstone project on developing managerial strategies for fostering an effective multi-generational workforce. It discusses how economic factors and technological advances have impacted today's diverse workforce. The project will examine the characteristics of five generational cohorts (Traditionalists, Baby Boomers, Gen X, Gen Y, Gen Z) and identify an approach to management that facilitates collaboration, knowledge transfer, and mentorship across generations. The goal is to demonstrate how managing a multi-generational workforce can reduce costs and increase organizational value.
1. The document discusses ICT adoption and use among SMEs. It notes that while SMEs have increasingly adopted basic ICT tools, adoption of more advanced strategic uses of ICT varies.
2. Several frameworks for ICT adoption are discussed, including diffusion of innovations theory and the technology acceptance model.
3. Opportunities for SMEs to leverage ICT include e-commerce, intranets, and strategic alliances enabled by technologies. However, factors like firm size impact adoption levels.
The Hays Global Skills Index is the only comprehensive overview of the professional global labour market and examines the challenges faced by organisations as they search for the most sought-after skills. Our latest edition provides an analysis of the employment markets and economic status of 33 countries, featuring insights from Hays experts across the globe.
The document is a report on the Hays Global Skills Index for 2019/20 that examines trends in skilled labor markets across 34 economies. Some key findings include:
1. Talent mismatches between the skills jobseekers have and the skills employers need are worsening in many markets, as evidenced by an increase in the talent mismatch indicator score in 16 of the 34 markets.
2. Wage premiums paid to high-skilled workers relative to low-skilled workers have generally fallen, whether due to stagnating high-skilled wages or rising low-skilled wages.
3. Overall labor market conditions remain similar to last year based on the average Index score of 5.4, but there
CHAPTER 2
BUILDING COMPETITIVE ADVANTAGE THROUGH
INTEGRATED TALENT MANAGEMENT
Marcia J. Avedon, Gillian Scholes
The business world is more dynamic today than ever before with an
accelerating pace of new technologies, increasing globalization of markets
and competition, changing regulatory requirements, and increasingly
commonplace mergers, acquisitions, and divestitures. In this tumultuous
environment, organizations must continually renew their organizational
capability to achieve competitive advantage. However, it is increasingly
challenging to find the talent needed to compete in this dynamic business
environment.
The availability of educated, working-age talent is shrinking in many of
the world’s labor markets (Zolli, 2007). Multinational companies are
moving work to developing lower-cost countries, only to find the talent
wars and wages subsequently escalating in those countries (Qihan &
Denmat, 2006). Skilled leaders and other professionals, with the
capabilities to enter new markets, create new business models, and
innovate new technologies, are highly sought after (Michaels, Handfield-
Jones, & Axelrod, 2001). Consequently, the demand for talent is
outstripping the supply. As a result, top performers in key talent pools
typically have multiple employment opportunities at any point in time. In
addition, senior leaders, including CEOs, are in their jobs for shorter
periods of time (Lucier, Kocourek, & Habbel, 2006), and employees
generally no longer expect lifetime employment with one company.
Leadership and employee development, through experience and
education, still takes considerable time and effort and will never be a
quick fix. This set of complex, changing business and talent realities
creates the imperative for companies to focus on talent in a strategic,
systemic, and customized manner.
The ability for a firm to create an integrated system that yields a continual
flow of talent ready to address specific strategic and operational
opportunities may be the single-most enduring competitive advantage.
While organizations often find that their strategies, products, services, or
markets require change, the need to have relevant, differentiated talent to
achieve these business goals remains constant. However, the specific
talent strategies need to adapt accordingly. Several recent surveys of both
chief executive officers and chief human resource officers confirm that
attracting, developing, and retaining talent is a top concern (Donlon,
2007; HR Policy Association, 2007). One CEO identified the point well
(Donlon, 2007): “We are the most highly regulated industry in the world,
and we have the most compliance issues in the world. So, those are risks,
but our single biggest issue is human capital. We are losing it really fast
and that is really scary.”
This chapter provides definitions, models, and examples for creating a
dynamic, customized, and integrated talent management system. We do
not .
100 Original WorkZero PlagiarismGraduate Level Writing Required.docxchristiandean12115
This document provides instructions for a 1,250- to 1,400-word paper that is due on March 6, 2021. Students must choose between the topics of immigration, drug legislation, or three-strikes sentencing. For the selected topic, students must describe how each branch of the US government (executive, legislative, judicial) participates in the policy. The paper must follow APA formatting guidelines and include at least three peer-reviewed literature references, excluding sources like Wikipedia.
10.11771066480704270150THE FAMILY JOURNAL COUNSELING AND THE.docxchristiandean12115
10.1177/1066480704270150THE FAMILY JOURNAL: COUNSELING AND THERAPY FOR COUPLES AND FAMILIES / January 2005Lambert / GAY AND LESBIAN FAMILIES
❖ Literature Review—Research
Gay and Lesbian Families:
What We Know and Where to Go From Here
Serena Lambert
Idaho State University
The author reviewed the research on gay and lesbian parents and
their children. The current body of research has been clear and con-
sistent in establishing that children of gay and lesbian parents are as
psychologically healthy as their peers from heterosexual homes.
However, this comparison approach to research design appears to
have limited the scope of research on gay and lesbian families, leav-
ing much of the experience of these families yet to be investigated.
Keywords: gay men; lesbians; parenting; families
The relationships and family lives of gay and lesbian peo-ple have been the focus of much controversy in the past
decade. The legal and social implications of gay and lesbian
parents appear to have clearly affected the direction that
researchers in the fields of psychology and sociology have
taken in regard to these diverse families. As clinicians, educa-
tors, and researchers, counselors need to be aware of and
involved with issues related to lesbian and gay family life for
several reasons. First, our professional code of ethics charges
us with the ethical responsibility to demonstrate a commit-
ment to gaining knowledge, personal awareness, sensitivity,
and skills significant for working with diverse populations
(American Counseling Association, 1995; International
Association of Marriage and Family Counselors, n.d.). Coun-
selors are also in a unique position to advocate for diverse
clients and families in their communities as well as in their
practices but must possess the knowledge to do so effectively
(Eriksen, 1999). It is believed that work in this area not only
has the potential to affect the lives of our gay and lesbian cli-
ents and their children but also influences developmental and
family theory and informs public policies for the future
(Patterson, 1995, 2000; Savin-Williams & Esterberg, 2000).
This article will review the recent research regarding fami-
lies headed by gay men and lesbians. Studies reviewed in-
clude investigations of gay or lesbian versus homosexual par-
ents, sources of diversity among gay and lesbian parents, and
the personal and sociological development of the children of
gay and lesbian parents. Implications for counselors as well
as directions for future research will also be discussed.
GAY AND LESBIAN PARENTS
How Many Are Out There?
Unfortunately, accurate statistics regarding the numbers
of families headed by gay men and lesbians in our culture are
difficult to determine. Due to fear of discrimination in one or
more aspects of their lives, many gay men and lesbians have
carefully kept their sexual orientation concealed—even from
their own children in some cases (Huggins, 1989). Patterson
(2000) noted that it is es.
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IJMST Volume 1 Issue 3, Manuscript 3
The study evaluated employee perception on remuneration scheme on staff turnover in
Kenyan Private Universities with the Kenya Methodist University as the case study. The
objective of the study was to evaluate remuneration scheme in relation to staff turnover in
Kenyan Private Universities and to ultimately come up with appropriate recommendations
that would facilitate the reduction of staff turnover in private universities. It is hoped
university administration, government and other human resource policy makers and
employees will greatly benefit from the findings. The descriptive research design was used to
obtain data from the targeted and accessible population which comprised of teaching and
non-teaching staff at the Nairobi and Nakuru Methodist University campuses. 136
respondents were selected purposively. Self-developed questionnaires were administered personally to respondents to gather the information. The data collected was analyzed using tables, frequency distributions and percentages. The statistical package for social sciences
(SPSS) was used to assist in the analysis process. Remuneration is key in retaining workers in any organization and it must be the purpose of any human resource management to design a
competitive remuneration package which will serve to attract, retain, and motivate staff so as to ensure the ultimate organization’s commercial and financial viability.
This document is a dissertation submitted by Syed Ali Arshad to London Metropolitan University for a Masters in Business Administration. The dissertation explores how Asia Petroleum can develop its talent management strategy to gain a competitive advantage during intense competition for employees. The introduction provides background on why talent management is important for organizations today due to factors such as the changing nature of assets, demographic shifts, and the changing expectations of employees. It establishes talent management as a key business problem and competitive issue that Asia Petroleum needs to address.
1CHANGES OF ORGANIZATIONS9CHANGES OF ORGANIZATIONSEttaBenton28
1
CHANGES OF ORGANIZATIONS
9
CHANGES OF ORGANIZATIONS
Discussion Board 4: Changes of Organizations
John Ireland
Author Note
John Ireland
I have no known conflict of interest to disclose.
Changes of Organizations
Introduction
Organizational changes and reengineering are as old as organizations' existence and even referenced in the bible. The story of Moses and his father-in-law (King James Bible, 1769/2017, Exodus 18:13-27) discussing the people's judgment is an example of how delegation of authority can be implemented and handed down to others to complete the same judgment that Moses was employed and responsible for. It is equivalent to organizational leadership delegating authority to make decisions and effect changes with the limited risk involved. It is one of the first examples of a loosely coupled system. A loosely coupled system reduces the risk that a change made within one element will create unanticipated changes within other elements (Tech Target, 2011). Today, organizational changes have several factors of consideration by an organization to reduce the risk associated with decisions to implement changes. Those factors include the organizational structure, the current strategy, and the environmental impact on the market and industry.
The Covid-19 pandemic that hit the world stage in early 2020 is a prime example of recent changes that affect the changes that impact organizational operations today. The changes included a teleworking environment where employees considered non-essential to the traditional in-person approach could work using technology platforms to communicate and remain productive at a safe distance, not infecting or becoming infected by a deadly virus. Like anything encountered in life that is not ideal, knowing that God has a plan already in place for us and digging deep to persevere for a better day is essential to come out victorious on the other side. Merida, Platt, and Akin (2015) say “we should be reminded of the grace of God, who brings refreshing fall-like seasons in our life (Merida, Platt, & Akin, 2015, p.277).”
Remote Workforce
An emerging switch in how organizations had to adapt and rapidly respond to a change to the working environment that affected millions around the globe was a remote working environment to continue operations. Something considered impossible became a welcomed necessity to continue operations and maintain the same level of service and production as before the pandemic hit. The rise in how many organizations embraced and executed a telework posture almost quadrupled.
Early estimates suggested that, due to the pandemic, approximately 50% of the European workforce worked remotely compared with 12% prior to the pandemic (Ahrendt, Cabrita, Clerici, Hurley, & Leončikas, 2020). Private sector organizations were moving toward telework as an option to continue operations, and the public sectors were as well. The Department of Defense (DoD) identified non-essential or non-cr ...
This document summarizes the key challenges and trends faced by human resource managers. It discusses managing workforce diversity, talent acquisition, and employee retention as major challenges. It also outlines the changing role of HR from administrative to strategic. Globalization and technology changes require HR to lead organizational change. Managing diversity, recruiting talent globally, and developing strategies to retain top performers are critical skills for modern HR managers.
Employee competencies and relationship to performance applied hrm researchSunil Ramlall, Ph.D.
The document discusses the importance of HR competencies and their relationship to organizational practices and performance. It reviews literature identifying key HR competencies such as strategic contribution, business knowledge, and HR delivery. The literature suggests competencies are predictive of HR success and vary depending on the type of HR position. Competencies are also related to responsibilities, education, experience, and compensation. Developing core competencies is critical for HR professionals to fulfill changing roles, implement strategies, and help create competitive advantages for organizations.
WTW: Employers look to modernize the employee value propositioniebanl
Under pressure to modernize and remain competitive in attracting talent, employers are looking to update their employee value proposition (EVP). The rapid rise of technology is disrupting jobs and skills needs. Organizations must actively monitor these changes and adapt their human capital programs. While hiring and turnover are increasing globally, attraction and retention challenges persist, especially for critical skills, high potentials, and top performers. To be successful, organizations must understand what employees truly value for job security and career development. The pace of modernizing EVPs will determine which organizations can best compete for high-value talent.
This document discusses factors that influence employee retention in organizations. It identifies the main determinants of employee retention as career development opportunities, supervisor support, work environment, rewards, and work-life policies. Career development helps both organizations and individuals by providing opportunities for growth. Supervisor support is also important for retention as employees are less likely to leave if they have a good relationship with their supervisor. The work environment, including physical and psychosocial factors, impacts employee satisfaction and commitment. Rewards such as pay and bonuses fulfill employee needs and motivate performance. Flexible work-life policies allow a better work-life balance and increase organizational commitment. The document examines each of these factors in more detail and how optimizing them can help organizations retain valuable
This document summarizes a study on the influence of talent management practices on employee engagement in Malaysian Government-Linked Companies (GLCs). It first discusses talent management and employee engagement, and how effective talent management requires strong leadership and employee buy-in to foster engagement. The document then reviews literature on talent management practices in GLCs, noting the importance of attracting and retaining talented employees through competitive compensation and career development. Finally, it presents the problem statement that GLCs face issues like bureaucratic problems and lack of strategic direction that can negatively impact talent management and engagement.
The document discusses perspectives from HR practitioners on HR education in business schools. It notes that while business schools have grown, HR education needs to focus more on practical skills and keeping curricula relevant to industry needs. A survey was conducted of HR practitioners in Bengaluru, India across various industries to understand their views on areas for improvement in HR students' knowledge, skills, internships and job preparedness. The study aims to better align HR education with industry requirements to improve graduates' employability.
1Talent Retention and Organizational Performance A Competitiv.docxvickeryr87
This document discusses talent retention and its impact on organizational performance in the Nigerian banking sector. It begins by defining talent retention and explaining its importance for organizational success. It then reviews literature showing that effective talent retention strategies, which include paying competitive salaries, bonuses, and incentives, can increase employee commitment and involvement, leading to improved organizational performance. The document also finds that talent retention is important for attracting, developing, motivating, and retaining skilled employees, which banks need to gain a competitive advantage.
Attract, develop and retain employees by assured pipeline of knowledgeable and qualifying people is important for the success of the institutions which is known as talent management. The main issues facing by the educational institutes is shortage of competent and qualified faculties. It has resulted in institutions focusing on how to retain the talent and how to develop them. Where institutions are running at risk of talent crisis talent retention is the not only the choice of the managers but also the need for the institutions.The important factors which contributes to faculty retention and recruitment are benefits, supportive environments, spouse employment opportunities, start-up and resources and salaries. This research paper provides few strategies which institutions can adopt for attracting and retaining talent which is best available for them.
This document is a capstone project on developing managerial strategies for fostering an effective multi-generational workforce. It discusses how economic factors and technological advances have impacted today's diverse workforce. The project will examine the characteristics of five generational cohorts (Traditionalists, Baby Boomers, Gen X, Gen Y, Gen Z) and identify an approach to management that facilitates collaboration, knowledge transfer, and mentorship across generations. The goal is to demonstrate how managing a multi-generational workforce can reduce costs and increase organizational value.
1. The document discusses ICT adoption and use among SMEs. It notes that while SMEs have increasingly adopted basic ICT tools, adoption of more advanced strategic uses of ICT varies.
2. Several frameworks for ICT adoption are discussed, including diffusion of innovations theory and the technology acceptance model.
3. Opportunities for SMEs to leverage ICT include e-commerce, intranets, and strategic alliances enabled by technologies. However, factors like firm size impact adoption levels.
The Hays Global Skills Index is the only comprehensive overview of the professional global labour market and examines the challenges faced by organisations as they search for the most sought-after skills. Our latest edition provides an analysis of the employment markets and economic status of 33 countries, featuring insights from Hays experts across the globe.
The document is a report on the Hays Global Skills Index for 2019/20 that examines trends in skilled labor markets across 34 economies. Some key findings include:
1. Talent mismatches between the skills jobseekers have and the skills employers need are worsening in many markets, as evidenced by an increase in the talent mismatch indicator score in 16 of the 34 markets.
2. Wage premiums paid to high-skilled workers relative to low-skilled workers have generally fallen, whether due to stagnating high-skilled wages or rising low-skilled wages.
3. Overall labor market conditions remain similar to last year based on the average Index score of 5.4, but there
CHAPTER 2
BUILDING COMPETITIVE ADVANTAGE THROUGH
INTEGRATED TALENT MANAGEMENT
Marcia J. Avedon, Gillian Scholes
The business world is more dynamic today than ever before with an
accelerating pace of new technologies, increasing globalization of markets
and competition, changing regulatory requirements, and increasingly
commonplace mergers, acquisitions, and divestitures. In this tumultuous
environment, organizations must continually renew their organizational
capability to achieve competitive advantage. However, it is increasingly
challenging to find the talent needed to compete in this dynamic business
environment.
The availability of educated, working-age talent is shrinking in many of
the world’s labor markets (Zolli, 2007). Multinational companies are
moving work to developing lower-cost countries, only to find the talent
wars and wages subsequently escalating in those countries (Qihan &
Denmat, 2006). Skilled leaders and other professionals, with the
capabilities to enter new markets, create new business models, and
innovate new technologies, are highly sought after (Michaels, Handfield-
Jones, & Axelrod, 2001). Consequently, the demand for talent is
outstripping the supply. As a result, top performers in key talent pools
typically have multiple employment opportunities at any point in time. In
addition, senior leaders, including CEOs, are in their jobs for shorter
periods of time (Lucier, Kocourek, & Habbel, 2006), and employees
generally no longer expect lifetime employment with one company.
Leadership and employee development, through experience and
education, still takes considerable time and effort and will never be a
quick fix. This set of complex, changing business and talent realities
creates the imperative for companies to focus on talent in a strategic,
systemic, and customized manner.
The ability for a firm to create an integrated system that yields a continual
flow of talent ready to address specific strategic and operational
opportunities may be the single-most enduring competitive advantage.
While organizations often find that their strategies, products, services, or
markets require change, the need to have relevant, differentiated talent to
achieve these business goals remains constant. However, the specific
talent strategies need to adapt accordingly. Several recent surveys of both
chief executive officers and chief human resource officers confirm that
attracting, developing, and retaining talent is a top concern (Donlon,
2007; HR Policy Association, 2007). One CEO identified the point well
(Donlon, 2007): “We are the most highly regulated industry in the world,
and we have the most compliance issues in the world. So, those are risks,
but our single biggest issue is human capital. We are losing it really fast
and that is really scary.”
This chapter provides definitions, models, and examples for creating a
dynamic, customized, and integrated talent management system. We do
not .
Similar to Journal of Business Studies Quarterly 2014, Volume .docx (20)
100 Original WorkZero PlagiarismGraduate Level Writing Required.docxchristiandean12115
This document provides instructions for a 1,250- to 1,400-word paper that is due on March 6, 2021. Students must choose between the topics of immigration, drug legislation, or three-strikes sentencing. For the selected topic, students must describe how each branch of the US government (executive, legislative, judicial) participates in the policy. The paper must follow APA formatting guidelines and include at least three peer-reviewed literature references, excluding sources like Wikipedia.
10.11771066480704270150THE FAMILY JOURNAL COUNSELING AND THE.docxchristiandean12115
10.1177/1066480704270150THE FAMILY JOURNAL: COUNSELING AND THERAPY FOR COUPLES AND FAMILIES / January 2005Lambert / GAY AND LESBIAN FAMILIES
❖ Literature Review—Research
Gay and Lesbian Families:
What We Know and Where to Go From Here
Serena Lambert
Idaho State University
The author reviewed the research on gay and lesbian parents and
their children. The current body of research has been clear and con-
sistent in establishing that children of gay and lesbian parents are as
psychologically healthy as their peers from heterosexual homes.
However, this comparison approach to research design appears to
have limited the scope of research on gay and lesbian families, leav-
ing much of the experience of these families yet to be investigated.
Keywords: gay men; lesbians; parenting; families
The relationships and family lives of gay and lesbian peo-ple have been the focus of much controversy in the past
decade. The legal and social implications of gay and lesbian
parents appear to have clearly affected the direction that
researchers in the fields of psychology and sociology have
taken in regard to these diverse families. As clinicians, educa-
tors, and researchers, counselors need to be aware of and
involved with issues related to lesbian and gay family life for
several reasons. First, our professional code of ethics charges
us with the ethical responsibility to demonstrate a commit-
ment to gaining knowledge, personal awareness, sensitivity,
and skills significant for working with diverse populations
(American Counseling Association, 1995; International
Association of Marriage and Family Counselors, n.d.). Coun-
selors are also in a unique position to advocate for diverse
clients and families in their communities as well as in their
practices but must possess the knowledge to do so effectively
(Eriksen, 1999). It is believed that work in this area not only
has the potential to affect the lives of our gay and lesbian cli-
ents and their children but also influences developmental and
family theory and informs public policies for the future
(Patterson, 1995, 2000; Savin-Williams & Esterberg, 2000).
This article will review the recent research regarding fami-
lies headed by gay men and lesbians. Studies reviewed in-
clude investigations of gay or lesbian versus homosexual par-
ents, sources of diversity among gay and lesbian parents, and
the personal and sociological development of the children of
gay and lesbian parents. Implications for counselors as well
as directions for future research will also be discussed.
GAY AND LESBIAN PARENTS
How Many Are Out There?
Unfortunately, accurate statistics regarding the numbers
of families headed by gay men and lesbians in our culture are
difficult to determine. Due to fear of discrimination in one or
more aspects of their lives, many gay men and lesbians have
carefully kept their sexual orientation concealed—even from
their own children in some cases (Huggins, 1989). Patterson
(2000) noted that it is es.
10.11771066480703252339 ARTICLETHE FAMILY JOURNAL COUNSELING.docxchristiandean12115
10.1177/1066480703252339 ARTICLETHE FAMILY JOURNAL: COUNSELING AND THERAPY FOR COUPLES AND FAMILIES / July 2003Fall, Lyons / ETHICAL CONSIDERATIONS
❖ Ethics
Ethical Considerations of Family Secret
Disclosure and Post-Session Safety Management
Kevin A. Fall
Christy Lyons
Loyola University—New Orleans
The ethical issues involved in the disclosure of family secrets in ther-
apy have been addressed in the literature, but the focus has typically
been on secrets disclosed in individual sessions. The literature
largely ignores the ethical issues surrounding in-session disclosure
and the concomitant liability of the family therapist for the post-ses-
sion well-being of the system’s members. This article explores types
of family secrets, provides a case example of in-session disclosure,
and presents ethical considerations and practice recommendations.
Keywords: family secrets; ethics; confidentiality; abuse; safety
A
family without secrets is like a two-year-old without
tantrums: a rarity. Virtually every family has secrets
involving academic problems, relationship dynamics, or even
various illegalities. Secrets permeate the family system
before therapy begins, but with the introduction of the thera-
pist, the system begins to change. The therapist ideally creates
an environment that challenges the boundaries and rules of
the system; this is the nature of therapy. As a result of the
sense of safety within the session, it is conceivable that a fam-
ily member may disclose information that has been hidden for
a wide variety of reasons. Any unearthing of hidden material
will create a disequilibrium within the system. Family thera-
pists are trained to handle the consequences of such a disclo-
sure in session and ethically lay the groundwork for timely
disclosures. Dealing with this disclosure and its impact on the
system often becomes the primary focus of the therapy, as the
perturbation caused by the disclosure can serve as a catalyst to
reorganize the system.
However, not all information is disclosed at the “perfect
time.” In fact, the idiosyncratic internal sensing of safety by
any member of the family may trigger a disclosure prema-
turely. Secrets are such an omnipresent dynamic in the life of
family systems that it seems unlikely that any family therapist
could avoid untimely disclosures. Even in these unpredict-
able moments, a disclosure creates a disequilibrium that can
be productive in the therapy process as the secret and the pro-
cess of maintaining the secret are worked through in an
atmosphere of trust and safety. The ethical question here is
two-fold: What is the therapist’s responsibility in preparing
the family members for the potential risks of counseling that
may arise from such disclosures, and what is the responsibil-
ity of the family therapist to maintain the safety of the mem-
bers after a disclosure?
Although the International Association of Marriage and
Family Counselors’ (IAMFC).
10.11770022427803260263ARTICLEJOURNAL OF RESEARCH IN CRIME AN.docxchristiandean12115
This document summarizes competing theories on whether the perceived risk of punishment deters criminally prone individuals from committing crimes. It discusses three main perspectives: 1) that all individuals are equally deterred regardless of criminal propensity, 2) that criminally prone individuals are less deterred due to their impulsivity and focus on immediate gratification, and 3) that criminally prone individuals are more deterred since socialized individuals act based on moral obligations rather than costs/benefits. The article then analyzes data from a longitudinal study in New Zealand to test the relationship between criminal propensity, perceived punishment risks, and criminal behavior.
10.11770022487105285962Journal of Teacher Education, Vol. 57,.docxchristiandean12115
10.1177/0022487105285962Journal of Teacher Education, Vol. 57, No. XX, XXX/XXX 2006Journal of Teacher Education, Vol. 57, No. XX, XXX/XXX 2006
CONSTRUCTING 21st-CENTURY TEACHER EDUCATION
Linda Darling-Hammond
Stanford University
Much of what teachers need to know to be successful is invisible to lay observers, leading to the view
that teaching requires little formal study and to frequent disdain for teacher education programs. The
weakness of traditional program models that are collections of largely unrelated courses reinforce this
low regard. This article argues that we have learned a great deal about how to create stronger, more ef-
fective teacher education programs. Three critical components of such programs include tight coher-
ence and integration among courses and between course work and clinical work in schools, extensive
and intensely supervised clinical work integrated with course work using pedagogies linking theory
and practice, and closer, proactive relationships with schools that serve diverse learners effectively
and develop and model good teaching. Also, schools of education should resist pressures to water
down preparation, which ultimately undermine the preparation of entering teachers, the reputation
of schools of education, and the strength of the profession.
Keywords: field-based experiences; foundations of education; student teaching; supervision; theo-
ries of teacher education
The previous articles have articulated a spectac-
ular array of things that teachers should know
and be able to do in their work. These include
understanding many things about how people
learn and how to teach effectively, including as-
pects of pedagogical content knowledge that in-
corporate language, culture, and community
contexts for learning. Teachers also need to un-
derstand the person, the spirit, of every child
and find a way to nurture that spirit. And they
need the skills to construct and manage class-
room activities efficiently, communicate well,
use technology, and reflect on their practice to
learn from and improve it continually.
The importance of powerful teaching is
increasingly important in contemporary soci-
ety. Standards for learning are now higher than
they have ever been before, as citizens and
workers need greater knowledge and skill to
survive and succeed. Education is increasingly
important to the success of both individuals and
nations, and growing evidence demonstrates
that—among all educational resources—teach-
ers’ abilities are especially crucial contributors
t o s t u d e n t s ’ le a r n i n g . F u r t h e r m o re , t h e
demands on teachers are increasing. Teachers
need not only to be able to keep order and pro-
vide useful information to students but also to
be increasingly effective in enabling a diverse
group of students to learn ever more complex
material. In previous decades, they were
expected to prepare only a small minority for
ambitious intellectual work, whereas they are
now expected to prep.
10.1 What are three broad mechanisms that malware can use to propa.docxchristiandean12115
10.1 What are three broad mechanisms that malware can use to propagate?
10.2 What are four broad categories of payloads that malware may carry?
10.3 What are typical phases of operation of a virus or worm?
10.4 What mechanisms can a virus use to conceal itself?
10.5 What is the difference between machine-executable and macro viruses?
10.6 What means can a worm use to access remote systems to propagate?
10.7 What is a “drive-by-download” and how does it differ from a worm?
10.8 What is a “logic bomb”?
10.9 Differentiate among the following: a backdoor, a bot, a keylogger, spyware, and a rootkit? Can they all be present in the same malware?
10.10 List some of the different levels in a system that a rootkit may use.
10.11 Describe some malware countermeasure elements.
10.12 List three places malware mitigation mechanisms may be located.
10.13 Briefly describe the four generations of antivirus software.
10.14 How does behavior-blocking software work?
10.15 What is a distributed denial-of-service system?
.
10.0 ptsPresentation of information was exceptional and included.docxchristiandean12115
10.0 pts
Presentation of information was exceptional and included all of the following elements: Identifies the role of concept analysis within theory development. Identifies the selected nursing concept. Identifies the nursing theory from which the selected concept was obtained. A nursing theory was used. Identifies the sections of the paper. Scholarly support from nursing literature was provided.
9.0 pts
Presentation of information was good, but was superficial in places and included all of the following elements: Identifies the role of concept analysis within theory development. Identifies the selected nursing concept. Identifies the nursing theory from which the selected concept was obtained. A nursing theory was used. Identifies the sections of the paper. Scholarly support from nursing literature was provided.
8.0 pts
Presentation of information was minimally demonstrated in the all of the following elements: Identifies the role of concept analysis within theory development. Identifies the selected nursing concept. Identifies the nursing theory from which the selected concept was obtained. A nursing theory was used. Identifies the sections of the paper. Limited scholarly support from nursing literature was provided.
4.0 pts
Presentation of information in one or two of the following elements fails to meet expectations: Identifies the role of concept analysis within theory development. Identifies the selected nursing concept. Identifies the nursing theory from which the selected concept was obtained. A nursing theory was used. Identifies the sections of the paper. Limited or no scholarly support from nursing literature was provided.
0.0 pts
Presentation of information is unsatisfactory in three or more of the following elements: Identifies the role of concept analysis within theory development. Identifies the selected nursing concept. Identifies the nursing theory from which the selected concept was obtained. A nursing theory was used. Identifies the sections of the paper. Limited or no scholarly support from nursing literature was provided.
10.0 pts
This criterion is linked to a Learning Outcome Definition/Explanation of Selected Concept
25.0 pts
Presentation of information was exceptional and included all of the following elements: Defines/explains the concept using scholarly literature (a dictionary maybe used for this section ONLY, and additional scholarly nursing references are required). Provides support from scholarly sources.
22.0 pts
Presentation of information was good, but was superficial in places and included all of the following elements: Defines/explains the concept using scholarly literature (a dictionary maybe used for this section ONLY, and additional scholarly nursing references are required). Provides support from scholarly sources.
20.0 pts
Presentation of information was minimally demonstrated in the all of the following elements: Defines/explains the concept using scholarly literature (a dictionary maybe used for thi.
10-K
1
f12312012-10k.htm
10-K
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, DC 20549
FORM 10-K
(Mark One)
R
Annual report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
For the fiscal year ended December 31, 2012
or
o
Transition report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
For the transition period from __________ to __________
Commission file number 1-3950
Ford Motor Company
(Exact name of Registrant as specified in its charter)
Delaware
38-0549190
(State of incorporation)
(I.R.S. Employer Identification No.)
One American Road, Dearborn, Michigan
48126
(Address of principal executive offices)
(Zip Code)
313-322-3000
(Registrant’s telephone number, including area code)
Securities registered pursuant to Section 12(b) of the Act:
Title of each class
Name of each exchange on which registered*
Common Stock, par value $.01 per share
New York Stock Exchange
__________
* In addition, shares of Common Stock of Ford are listed on certain stock exchanges in Europe.
Securities registered pursuant to Section 12(g) of the Act: None.
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes R No o
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes o No R
Indicate by check mark if the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes R No o
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes R No o
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K (§229.405 of this chapter) is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. R
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See definitions of "large accelerated filer," "accelerated filer," and "smaller reporting company" in Rule 12b-2 of the Exchange Act. Large accelerated filer R Accelerated filer o Non-accelerated filer o Smaller reporting company o
Indicate by check mark whether the registra.
10-K 1 f12312012-10k.htm 10-K UNITED STATESSECURITIES AN.docxchristiandean12115
10-K 1 f12312012-10k.htm 10-K
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, DC 20549
FORM 10-K
(Mark One)
R Annual report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
For the fiscal year ended December 31, 2012
or
o Transition report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
For the transition period from __________ to __________
Commission file number 1-3950
Ford Motor Company
(Exact name of Registrant as specified in its charter)
Delaware 38-0549190
(State of incorporation) (I.R.S. Employer Identification No.)
One American Road, Dearborn, Michigan 48126
(Address of principal executive offices) (Zip Code)
313-322-3000
(Registrant’s telephone number, including area code)
Securities registered pursuant to Section 12(b) of the Act:
Title of each class Name of each exchange on which registered*
Common Stock, par value $.01 per share New York Stock Exchange
__________
* In addition, shares of Common Stock of Ford are listed on certain stock exchanges in Europe.
Securities registered pursuant to Section 12(g) of the Act: None.
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.
Yes R No o
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.
Yes o No R
Indicate by check mark if the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities
Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such
reports), and (2) has been subject to such filing requirements for the past 90 days. Yes R No o
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any,
every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this
Page 1 of 216F 12.31.2012- 10K
3/7/2019https://www.sec.gov/Archives/edgar/data/37996/000003799613000014/f12312012-10k.htm
chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such
files). Yes R No o
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K (§229.405 of this chapter)
is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information
statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. R
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a
smaller reporting company. See definitions of "large accelerated filer," "accelerated filer," and "smaller reporting company" in
Rule 12b-2 of the Exchange Act. Large accelerated filer R Accelerated filer .
10 What does a golfer, tennis player or cricketer (or any othe.docxchristiandean12115
10 What does a golfer, tennis player or cricketer (or any other professional sportsperson) focus on to achieve high performance? They nearly always give the same answer: “Repeat my process (that is the process they have practised a million times) – replicate it under real pressure and trust in my ability” That’s why Matthew Lloyd throws the grass up under the roof at Etihad Stadium. It is why Ricky Ponting taps the bat, looks down,
looks up and mouths “watch the ball”. It’s
unnecessary for Matthew Lloyd to toss the
grass. There’s no wind under the roof – it’s
simply a routine that enables him to replicate
his process under pressure.
Ricky Pointing knows you have to watch the
ball. Ponting wants the auto pilot light in his
brain to fl ick on as he mutters “watch the ball”.
High performance in sport is achieved through focusing on your
processes, not the scores.
It is absolutely no different in local government. Our business
is governance and we need to be focusing very hard on our
governance processes. We need to learn these processes, modify
them when necessary, understand them deeply, repeat them
under pressure and trust in our capabilities to deliver. If we do
that, the scores will look after themselves.
I want to share with you my ten most important elements in
the governance process. Let me fi rst say that good governance is
the set of processes, protocols, rules, relationships and behaviours
which lead to consistently good decisions. In the end good
governance is good decisions. You could make lots of good
decisions without good governance. But you will eventually
run out of luck – eventually, bad governance process will lead
to bad decisions. Consistently good decisions come from good
governance processes and practices.
Good governance is not only a prerequisite for consistently
good decisions, it is almost the sole determinant of your
reputation. The way you govern, the ‘vibe’ in the community
and in the local paper about the way you govern is almost the
sole determinant of your reputation. Believe me, if reputation
matters to you, then drive improvements through good
governance.
So here are the ten core elements:
1. THE COUNCIL PLAN
An articulate council plan is a fundamental fi rst step to achieving
your goals. It is your set of promises to your community for a
four-year term.
Unfortunately, there are too many wrong plans:
• Claytons Plans – say too little and are too bland. Delete the
name of the council from these plans and you can’t tell whose
it is! There’s no ‘vibe’ at all.
• Agreeable Plans – where everyone gets their bit in the plan.
There’s no sense of priorities, everyone agrees with everything
in the plan and we save all the real fi ghts and confl icts to be
fought out one by one over the four-year term.
• Opposition-creating Plans – we don’t do this so often but we
sometimes ‘use the numbers’ to enable the dominant group of
councillors to achieve their goals and fail to a.
10 Research-Based Tips for Enhancing Literacy Instruct.docxchristiandean12115
10 Research-Based Tips
for Enhancing Literacy
Instruction for Students
With Intellectual
Disability
Christopher J. Lemons, Jill H. Allor, Stephanie Al Otaiba,
and Lauren M. LeJeune
Literacy
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TEACHING EXCEPTIONAL CHILDREN | SEPTEMBER/OCTOBER 2016 19
In the past 2 decades, researchers
(often working closely with parents,
teachers, and other school staff
members) have conducted studies that
have substantially increased
understanding how to effectively teach
children and adolescents with
intellectual disability (ID) to read. This
research focus has been fueled by
increased societal expectations for
individuals with ID, advocacy efforts,
and legislative priorities (e.g.,
strengthened accountability standards).
Findings from this body of work
indicate that children and adolescents
with ID can obtain higher levels of
reading achievement than previously
anticipated (Allor, Mathes, Roberts,
Cheatham, & Al Otaiba, 2014). Recent
research also suggests that the historic
focus on functional reading (e.g., signs,
restaurant words) for this population of
learners is likely too limited of a focus
for many (Browder et al., 2009).
Research outcomes suggest that
integrating components of traditional
reading instruction (e.g., phonics,
phonemic awareness) into programs
for students with ID will lead to
increases in independent reading skills
for many (Allor, Al Otaiba, Ortiz, &
Folsom, 2014). These increased reading
abilities are likely to lead to greater
postsecondary outcomes, including
employment, independence, and
quality of life. Unfortunately, many
teachers remain unsure of how to best
design and deliver reading intervention
for students with ID.
We offer a set of 10 research-based
tips for special education teachers,
general education teachers, and other
members of IEP teams to consider when
planning literacy instruction for students
with ID in order to maximize student
outcomes. For each tip, we describe our
rationale for the recommendation and
provide implementation guidance. Our
Literacy Instruction and Support
Planning Tool can be used by team
members to organize information to
guide planning. Our aim is to provide
educators and IEP team members with a
framework for reflecting on current
reading practices in order to make
research-based adjustments that are
likely to improve student outcomes.
The Conceptual Model of Literacy
Browder and colleagues (2009) proposed
a conceptual model for early literacy
instruction for students with severe
developmental disabilities. We believe
their framework provides guidance for
designing and delivering literacy
instruction for all students wit.
10 Strategic Points for the Prospectus, Proposal, and Direct Pract.docxchristiandean12115
10 Strategic Points for the Prospectus, Proposal, and Direct Practice Improvement Project
Week Two Assignment Instructions DNP 820
Please read the instructions thoroughly
Tutor MUST have a good command of the English language
The Rubric must be followed, and all the requirements met
This is a thorough professor, and she has strict requirements
I have attached the PICOT and the first 10 points (DNP 815) assignment. This is a continuation of that assignment. Please read the attachments
The following needs to be addressed:
Please note the followings: The introduction and the literature review are complete and thorough. The problem statement is written clearly PICOT is clear and very good Sample:
· How will you determine the sample size?
· What are the inclusion/exclusion criteria of the subjects? Methodology: Why is the selected methodology is appropriate? Please justify!
· Data collection approach needs to be clear. How will you collect your data? What is needed here is to describe the process of collecting data form signing the informed consent until completing the measuring.
· Data analysis-What test will you use to answer your research question?
Clinical/PICOT Questions:
“In adult patients with CVC at a Clear Lake Regional Medical Center, does interventional staff education about hub hygiene provided to RN’s who access the CVC impact CLABSI rates compared to standard care over a one-month period?”
P: Patients with Central Venous Catheters
I: Staff re-education related to Hygiene of the hub
C: Other hospitals
O: Reduce probability of CLABSIs
T: Two months
“In Patients > 65 years of age with central line catheters at a Clear Lake Regional Medical Center, how does staff training of key personnel and reinforcement of central line catheter hub hygiene after its insertion, along with the apt cleansing of the insertion site, before every approach compared with other area hospitals, reduce the incidence of CLABSIs (Central Line Associated Blood-stream Infections) over a one-month period?”
P: Patients > 65 years of age with a Central line
I: Staff training and reinforcement of Central Catheter, Hub Hygiene
C: Other area hospitals
O: Reduce probability of CLABSIs
“In adult patients, with define CVC (CVC), does interventional staff education about hub hygiene provided to RN’s who access the CVC impact CLABSI rates compared to pre and post-intervention assessments
1. I used central Missouri as an example, replace with a description of your site.
2. While you might be interested in CLASBI rates as a primary variable, there are other patient outcomes that would also be important to consider
3. Ensure you can find validity and reliability measures on CLASBI rates if you cannot, we need to determine another question to help
4. How are your two comparison groups different, as they are currently stated the groups seem very much the same, could you state, standard care instead of pre and post intervention assessments?
5. One month is the longe.
10 Most Common Errors in Suicide Assessment/Intervention
Robert Neimeyer & Angela Pfeiffer
1. Avoidance of Strong Feelings – Diverting discussions away from powerful, intense
emotion and toward a more abstract or intellectualized exchange. These responses keep
interactions on a purely cognitive level and prevent exploration of the more profound
feelings of distress, which may hold the key to successful treatment. Do not retreat to
professionalism, advice-giving, or passivity when faced with intense depression, grief, or
fear.
• Do not analyze and ask why they feel that way.
• USE empathy! “With all the hurt you’ve been experiencing it must be impossible
to hold those tears in.”
• Tears and sobbing are often met with silence of tangential issues instead of
putting into words what the client is mutely expressing: “With all the pain you’re
feeling, it must be impossible to hold those tears in.”
• “I don’t think anyone really cares whether I live or die.” Helpers often shift to
discussing why/asking questions as opposed to reflecting emotional content.
2. Superficial Reassurance – trivial responses to clients’ expressions of acute distress and
hopelessness can do more harm than good. Rather than reassuring clients, these responses
risk alienating them and deepening their feelings of being isolated in their distress.
• Attempts to emphasize more positive or optimistic aspects of the situation: “But
you’re so young and have so much to live for!”
• Premature offering of a prepackaged meaning for the client’s difficulties: “Well
life works in mysterious ways. Maybe this is life’s way of challenging you.”
• Directly contradicting the client’s protest of anguish: “Things can’t be all that
bad.”
3. Professionalism – Insulating or protecting by distancing and detaching from the brutal,
exhausting realities of clients’ lives by seeking refuge in the comfortable boundaries of role
definition. The exaggerated air of objectivity/disinterest implies a hierarchical relationship,
which may disempower the client. Although intended to put a person at ease, this can come
across as disinterest or hierarchical. Empathy is a more facilitative response.
• “My thoughts are so awful I could never tell anyone” is often met with, “You can
tell me. I’m a professional” as opposed to the riskier, empathic reply.
4. Inadequate Assessment of Suicidal Intent – Implicit negation of suicide threat by
responding to indirect and direct expressions of risk with avoidance or reassurance rather
than a prompt assessment of the level of intent, planning, and lethality. Most common
among physicians and master’s level counselors – due to time pressures, personal theories
or discomfort with intense feelings.
• What they’ve been thinking, For how long, Specific plans/means, Previous
attempts
1
• “There’s nowhere left to turn” and “I’d be better off dead” should be met with
“You sound so miserable. Are y.
10 Customer Acquisition and Relationship ManagementDmitry .docxchristiandean12115
10 Customer Acquisition and Relationship Management
Dmitry Kalinovsky/iStock/Thinkstock
Patronage by loyal customers yields 65 percent of a typical business’ volume.
—American Management Association
Learning Objectives
After reading this chapter, you should be able to do the following:
• Identify how organizational growth is best achieved by an HCO, and state the effect of the product life cycle
on an organization’s revenues.
• Discuss several approaches that an HCO can use to attract new customers, or patients.
• Delineate the premises upon which customer relationship management is based.
• Explain the advantages of database marketing, and identify ways for an organization to use a marketing
database.
• Provide examples of how an HCO can effectively manage real and virtual customer interactions.
Section 10.1Organizational Growth
Introduction
This chapter focuses on how to attract and keep patients through understanding and meeting
their needs. The long-term success of an HCO depends on its ability to attract new patients
and turn them into loyal customers who not only return for needed services, but recommend
the HCO’s services to others. This is especially important because of the nature of the life cycle
for products and services, from their introduction to their decline. Attracting new customers
and keeping existing ones involves interacting internally and externally with patients, analyz-
ing data on current patients, and managing real and virtual interactions with patients. Manag-
ing relationships with patients helps to ensure that patients stay informed and feel connected
to the HCO through its internal and external customer relationship efforts.
10.1 Organizational Growth
Most organizations have growth as a basic goal. Growth means an increase in revenue and
a greater impact on the communities served. Growth also creates opportunities for staff to
advance and take on new responsibilities. While many activities can help an HCO grow, the
most important is the development of an effective marketing plan to provide a consistent
platform for the organization’s visibility and to brand the HCO as an attractive option for
medical services. The development of an effective marketing plan was stressed in Chapter 8
as a basic marketing need for an HCO: that is, to inform new and existing customers of the
organization’s services and to persuade them to continue using or to try using these services.
Product/Service Life Cycles
Like people, products and services have a life cycle. The term product life cycle refers to the
stages that a product or service goes through from the time it is introduced until it is taken
off the market or “dies.” The stages of the product life cycle, illustrated in Figure 10.1, usually
include the following descriptions:
• Introduction—The stage of researching, developing, and launching the product or
service.
• Growth—The stage when revenues are increasing at a fast rate.
• M.
10 ELEMENTS OF LITERATURE (FROM A TO Z) 1 PLOT (seri.docxchristiandean12115
10 ELEMENTS OF LITERATURE (FROM A TO Z)
1 PLOT (series of events which make-up a story)
A 5-POINT PLOT SEQUENCE:
Exposition: initial part of a story where readers are exposed to setting and characters.
Situation: event in the story which kicks the action forward and begs for an outcome.
Complication: difficulties faced by characters as they experience internal and external conflicts.
Climax: watershed moment when it becomes apparent that major conflicts will be resolved.
Resolution: (Denouement): tying up of the loose ends of the story.
B SUB-PLOTS: PLOTS BENEATH AND AROUND THE MAJOR PLOT.
Foreshadowing: hints and clues of plot.
Flashback: portion of a plot when a character relives a past experience.
Frame story: plot which begins in the present, quickly goes to the past for story, then returns.
Episodic plot: a large plot sequence that is made up of a series of minor plot sequences.
Plausibility: likelihood that certain events within a plot can occur.
Soap Opera: multiple stories told along the sequence and spaced to sustain continual interest.
2 POINT OF VIEW (eyes through which a story is told)
C First Person major (participant major): narrator is the major character in the story.
First Person minor (participant minor): narrator is a minor character in the story.
Third Person omniscient (non-participant omniscient): narrator is outside the story and capable of
seeing into the heart, mind and motivations of all characters.
Third Person limited (non-participant limited): narrator is outside the story and capable of seeing, at
most, into the heart, mind, and motivations of one character. Narrator is
objective if not omniscient.
3 SETTING (time and place of a story, both physical and psychological)
D Physical (external) Setting: the time and place of a story, general and specific.
Psychological (internal) Setting: mood, tone, and temper of story.
E Major Tempers: Romanticism: man is free to choose against moral, spiritual backdrops. If you make
good decisions, you will be rewarded. There is a God that is in control
Existentialism: man is free to choose absent backdrops other than his own. If he feels it is right, then it is
right.
Naturalism: man is largely trapped, a cog in the impersonal machinery. He has no real way of
changing his circumstances.
Realism: eclectic view, but leaning toward the naturalistic position. Sometimes good things happen to
bad people, and sometimes bad things happen to good people. That is just the way it is.
F Other Tempers: Classicism: Man is free, but appears to be trapped due to conflicting codes.
Transcendentalism: Offshoot of romanticism, nature is a window to divine.
Nihilism: Fallout of either extreme existentialism or naturalism. Life is horrible and painful. It
lacks meaning.
4 CONFLICT (nature of the problems faced)
G Four Universal Conflicts: Person versus self
Pe.
10 ers. Although one can learn definitions favor- able to .docxchristiandean12115
10
ers. Although one can learn definitions favor-
able to crime from law-abiding individuals,
one is most likely to learn such definitions
fiom delinquent friends or criminal family
A Theory of sociation members. with These delinquent studies typically others find is the that best as-
Differential predictor of crime, and that these delinquent others partly influence crime by leading the
individual to adopt beliefs conducive to
Association crime (see Agnew, 2000; Akers, 1998; Akers and Sellers, 2004; Waw, 2001 for summaries
of such studies).
Sutherland 's theory has also inspired
Edwin H. Sutherland dnd much additional theorizing in criminology.
Theorists have attempted to better describe
Donald R. Cressey the nature ofthose definitions favorable to vi-
olation of the law (see the next selection in
Chapter 11 by Sykes and Matza). They have
Before Sutherland developed his theory, attempted to better describe the processes by
crime was usually explained in t e r n ofmul- which we learn criminal behavior from oth-
tiple factors-like social class, broken homes, ers (see the description o f social learning the-
age, race, urban or rural location, and mental ory by Akers in Chapter 12). And they have
disorder. Sutherland developed his theory of drawn on Sutherland in an effort to explain
differential association in an effort to explain group differences in crime rates (see the Wolf-
why these various factors were related to gang and Ferracuti and Anderson selections
crime. In doing so, he hoped to organize and in this part). Sutherland's theory o f differen-
integrate the research on crime u p to that tial association, then, is one of the enduring
point, as well as to guide future research. classics in criminology (for excellent discus-
Sutherlandk theory is stated in the f o m o f sions ofthe current state o f differential asso-
nine propositions. He argues that criminal ciation theory, see Matsueda, 1988, and Waw,
behavior is learned by interacting with oth- 2001).
ers, especially intimate others. Criminals
learn both the techniques of committing
crime and the definitions favorable to crime References
from these others. The s k t h proposition> Agnew Robe*. '2000. "Sources of Mminality:
which f o r n the heart of the theory, states Strain and Subcultural Theories." In Joseph F.
that 'h person becomes delinquent because of Sheley (ed.), Criminology: A Contemporary ,
an excess of definitions favorable to law vio- Handbook, 3rd edition, pp. 349-371. Belmont,
lation over definitions unfavorable to viola- CA: Wadsworth.
tion oflaw."According to Sutherland, factors Akers, Ronald L. 1998. Social Learning and So-
such as social class, race, and broken homes cia1 Structure: A General Theory of Crime and
influence crime because they affect the likeli- Deviance. Boston: Northeastern University
hood that individuals willdssociate with oth- Press.
ers who present definitions favorable to Akers, Ronal.
10 academic sources about the topic (Why is America so violent).docxchristiandean12115
10 academic sources about the topic (Why is America so violent?)
*Address all 10 academic sources in the literature review
*What have they added to the literature?
*End literature review with "What has not been addressed is.... "and with "What I'm Addressing....." (I am addressing that overpopulation is the main reason America is so violent).
*Literature review should be a minimum of 2-2 1/2 pages
Attached are my 10 academic sources.
.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
spot a liar (Haiqa 146).pptx Technical writhing and presentation skills
Journal of Business Studies Quarterly 2014, Volume .docx
1. Journal of Business Studies Quarterly
2014, Volume 5, Number 3
ISSN 2152-1034
THE IMPACT OF TALENT MANAGEMENT
ON RETENTION
Victor Oladapo, Strayer University
ABSTRACT
American businesses face the challenge of replacing 70 million
experienced and talented
workers over the coming decades as the Baby Boomer
generation retires. The challenge comes
at the same time as seismic shifts in the ethnic composition of
the American workforce, global
economic stagnation, historically high U.S. unemployment, and
global security threats. To
2. remain competitive, executive management must develop stable,
long-term talent management
strategies to attract, hire, develop, and retain talent. This study
sought to understand the
challenges and successes of talent management programs and
the reasons why some companies
choose not to have a program. This study also tested the
predictive power of job security,
compensation and opportunity on retention rates.
The data in this study found that for the organizations sampled
with a talent management
program (69% of those studied), participants overwhelmingly
recognized thestrategic value of
an effective talent management program despite significant
challenges to implementation.
Participants cited opportunity for job advancement as the most
significant factor affecting
retention rate. For the organizations sampled without a talent
management program (the
remaining 31% of those studied), while nearly all HR managers’
support talent management, the
primary reason given for the lack of a program is the absence of
executive management support.
3. The study further revealed that job security, compensation, and
opportunity for advancement
were not found to have predictive value for employee retention
rates.
Keywords: Talent Management, Employee Retention, Job
Security, Compensation
The Impact of Talent Management on Retention
During the last decade, a shortage has emerged of talent in the
workplace (Frank &
Taylor, 2004). As organizational leaders struggle to find
talented workers, leaders will be faced
with the dilemma of how to retain knowledgeable workers and
replace the 70 million Baby
Boomers who will be retiring from the workforce (Frank,
Finnegan, & Taylor, 2004). Companies
are now faced with the dilemma of how to address talent
management and reformulate strategies
20
4. especially in today’s global economy where every
organizational leader must continually invest
in human capital to combat the talent shortage (Temkin, 2008).
Human resources (“HR”) leaders will have to work closely with
senior management to
attract, hire, develop, and retain talent. Yet, HR leaders must
realize that the talent shortage
presents both socio-economic and cultural challenges as talent
crosses borders (McCauley &
Wakefield, 2006).Socio-economic challenges include the
changing demography, aging
workforce (i.e., Baby Boomers), lack of comprehensive
immigration legislation, global security
concerns the global economic doldrums, and off shoring and
outsourcing of jobs (Lockwood,
2006). Cultural challenges include cultural differences from
country to country, the power of
labor unions in different cultures, and management style
differences (Frank et al.). Organization
leaders must achieve long term stability from their talent
management strategies to remain
competitive in the global economy and not engage in short-term
approaches that result in
5. economic crisis, such as massive layoffs (Temkin, 2008).
Talent Management’s Growing Importance
For most of the 20th century, the primary concerns of mangers
in the workplace were
tangible resources, such as land, equipment, and money as well
as intangibles such as brands,
image, and customer loyalty (Dess & Picken, 1999). All their
efforts were directed towards the
efficiency of the two traditional factors of production-labor and
capital, but the times have
changed. In today’s economy, 50% of domestic product (GDP)
in developed economies is
knowledge based, which is centered on intellectual assets and
intangible people skills (Dess &
Picken). These changes have led organizations to develop a
highly integrated approach to talent
management as a necessity to ensure productivity, profitability,
and sustainable growth over time
(Perrine, 2005).To be able to successfully develop talent
management, organizational leaders
must understand the drivers of talent management: (a) the labor
pool, (b) retention, (c) the risk of
6. self-selection, and (d) the effect of hiring on retention.
Attracting, selecting, engaging, developing and retaining
employees are the five main
focuses of talent management. In order for companies to gain a
competitive advantage, the
demand for human capital will continue to drive talent
management (Towers Perrin, 2003).
Although pay and benefits initially attract employees, top-tier
leadership organizations focus on
retaining and developing talent (Lockwood, 2006). The talent
management process is used to
control certain events that each employee experiences in the
work place (Perrine, 2005).
Organizational strategies and talent management strategies will
continue to be driven by
workforce trends such as an increasingly global and virtual
workforce, different generations
working together, longer life expectancies and an empowered
and autonomous workforce that
have forever changed the workplace (Tucker, Kao, & Verna,
2005). Demographic changes have
also caused the workforce to continue to diversify--from age,
7. gender and ethnicity to lifestyles,
migration patterns and cultural norms (Ward-Johnson, 2007).
Retail organizations are already
taking advantage of changing workplace trends according to
Lockwood (2006, p. 2):
The Home Depot, Inc., the home improvement giant, focuses its
staffing initiatives on
older workers and partners with AARP for referrals; 15% of its
workforce is over 50.
21
Talent management strategies also provide the context for
diversity and inclusion. Proctor
and Gamble, for example, feels that getting the right mix of
people is a major part of
talent management and hires many of its leaders as university
recruits.
Anticipated skills shortage in the coming years is another factor
that is driving talent
management (Hickey & Dell, 2002) “While not all
organizations, industries and professions will
8. experience a lack of skills, organizations are already competing
for talent. For example, customer
service, health care, computer support and technology repair are
areas where there is an
anticipated acute talent shortage” (Lockwood, 2006). In
addition, as noted in the Society for
Human Resource Management’s (“SHRM’s”) 2005 Future of the
U.S. Labor Pool Survey
Report, the anticipated loss of talent in the next decade will
vary by organization size, sector and
industry (Collins, 2005). The study confirmed that large
organizations--as compared with small
and medium companies--are more concerned about loss of talent
from the retirement of the baby
boom generation (Rappaport, Bancroft, & Okum, 2003), public
and government organizations
are more concerned about the loss of potential talent than
private companies(Morton, 2005).
Key business strategies also drive talent management
(Morton).With the growing need
for global technical expertise, Ford Motor Company links
competency development to its
organizational strategic goals. Corporate branding, a key
organizational strategy, is
9. another business strategy that drives talent management.
Increasingly, firms are linking
their brand to employees and corporate behavior. At JPMorgan
Chase, for example, the
concept of leadership for all employees is part of its corporate
branding: ‘One Firm, One
Team, Be a Leader. (Lockwood, 2006, p. 3)
To sustain outstanding business results in a global economy,
organizations will rethink
and reinvent their approaches to talent management (Ashton &
Morton, 2005). Effective talent
management calls for strong participatory leadership,
organizational buy-in, employee
engagement and workplace scorecards with talent management
metrics (De Long & Davenport,
2003). Companies that master talent management will be well-
positioned for long-term growth
in workforce performance for years to come.
The Labor Pool
Even though the economic expansion and new job creation has
averaged 2.5% over the
10. last 10 years, the labor shortage will continue to be driven by
the inexorable pull of
demographics and a booming economy (Fischer, Sergevnin, &
Zadorskaya, 2001). “The growth
rate in the labor force will continue to shrink steadily and will
actually turn negative by 2015”
(Fischer et al., p. 21).
But this only reveals part of the story. Within critical age
categories of 25-44, the labor
pool is already shrinking, having an enormous effect on
professional, high technology and
service firms that traditionally draw their labor force from these
age groups (Stokes & Cochran,
1984). The 35-45 year old category also provides the prime
labor pool for executive talent in
large corporations, suggesting a critical gap in executive
recruiting and development for years to
come. Many firms are already scrambling to identify the new
pool of junior executives who will
one day run their firm (Taylor, 2002).
22
11. The rapid growth in the 45-54 and 55-64 year old groups
presents a different challenge.
Employee benefit costs continue to rise, since older workers
increasingly utilize benefit
programs, including health care, 401(k) participation and
traditional pension programs.
Opportunities for career advancement may be limited within this
pool, and keeping the
workforce motivated is highly challenging (Hansen, 2001). The
emergence of these two groups
makes the current labor market even more confusing for
traditional employers.
The sprout of the Internet based business and new technology
development of the early
1990’s led to what was known as “new economy,” a catchall
phrase that encompasses Internet-
based commerce and new technology, providing new and
alternative career paths for many
employees (“IBM Institute for Business Values,” n.d.). This
generation of employees, which is
referred to as generation Y, has caused the market valuations
for such new economy firms as
12. AOL and YAHOO to exceed the market valuations for the entire
U.S. automotive, steel and
railroad industries combined (Tucker et al., 2005). In effect,
traditional businesses are competing
for executive and professional talent with organizations that not
only can provide a lively
entrepreneurial work environment, but that can also provide the
potential for rapid wealth
creation through stock options and other nontraditional pay
programs (Hansen, 2001).
At the same time, there are significant attitudinal differences
between workforce
generations. Unlike Boomers, a large portion of Gen X and Y
children have grown up as
latchkey children in households where both parents worked
(Meyer & Allen, 1997). During the
wave of corporate downsizing in the late 1980s and early 1990s,
many of these children were
also disillusioned by the experience of seeing parents laid off
from organizations to which they
had dedicated a significant portion of their careers (Cascio,
1993). Thus, loyalty to an
organization is not seen as a rewarded value (Meyer & Allen).
13. On the contrary, the Gen X
employees are often skeptical of institutions and value
relationships and individualism (Tucker et
al., 2005). Gen Xers communicate easily through the Internet
and are rapidly aware of new
opportunities and developments. Thus, managing turnover and
retention becomes a diversity
issue in which organizational leaders have to create an
employment proposition that attract 22-
year-olds as well as to 60-year-olds, and everyone in between.
Retention
One of the primary concerns of many organizations today is
employee retention.
Retention is viewed as a strategic opportunity for many
organizations to maintain a competitive
workforce (De Long & Davenport, 2003; Schramm, 2006).
Attracting and retaining a talented
workforce keeps many vice presidents of HR thinking of
possibilities and opportunities
(Kaliprasad, 2006). Retention is improved when employees are
offered compensation and
benefits, have a supportive work culture, can develop and
14. advance and balance work and life
activities (Messmer, 2006).
“The war for talent” has almost become a cliché. The consulting
industry has responded
with countless articles, seminars and research studies. In the
past few years, several major studies
on employee retention have been completed, each purporting to
identify the “top five reasons
why employees leave” (Frank et al., 2004). While the studies
vary in their details, they all tell the
23
same story. Employees depart because their current employment
proposition--some mixture of
tangibles (pay and benefits), and intangibles (supervisor
relationship, work/life balance, work
content, career path, trust in senior management)--is
unsatisfactory, and they have the
opportunity to join another organization where, presumably,
that employment proposition is
better (Kaliprasad).
15. When talent acquisition and retention are a problem, the senior
team member consults
HR for answers (Patel, 2002). For HR professionals, this
provides a daunting challenge.
Traditionally, the HR profession has been built around silos of
expertise. Compensation experts
focus on market equity, incentive pay, retention bonuses and
stock options to solve retention
problems. Similarly, a benefits expert will focus on the
importance of flexible benefit plans
communicated brilliantly and delivered seamlessly. The
organizational design specialists address
work/life balance, supervisor training, and career development”
(Kates, 2006).
The best practice organizations treat employee retention as a
strategic problem (Farley,
2005). These organizations have well-defined plans that
prioritize the skills they wish to retain,
and the employment proposition best suited to the purpose
(Farley). The resources of the firm,
ranging from the executive team, HR, employee
communications, PR and line management are
teamed together to tackle the issue cooperatively (Patel, 2002).
16. The Risk of Self-Selection
Our labor shortage discussion underlines the complex dynamics
associated with labor
markets and turnover. Due to the fact that the causes of turnover
are diverse, “one size fits all”
approaches and unilateral approaches to retention can have
substantial unintended business
consequences, creating pools of self-selected employees
(Walker & LaRocco, 2002). This issue
is best illustrated by an extreme case. The U.S. subsidiary of a
foreign corporation dedicated to
high-technology factory automation systems was having
significant difficulty in hiring and
retaining skilled mechanical and electronic engineers. Pay was
observed to be fair, but not a
differentiator. On further investigation, several significant
organizational issues were uncovered,
including frustration with lack of direction, performance
management and cultural issues related
to a foreign parent company.
The single bright spot for the organization was an
17. extraordinarily rich traditional health
indemnity plan (Hansen, 2001). In fact, employee opinion
research showed that the health plan
was a primary reason why employees stayed, despite significant
frustration with other aspects of
the organization (Hansen). Ironically, the health plan became a
competitive disadvantage,
because it prompted this organization to self-select for
employees who were willing to tolerate a
high degree of organizational dysfunction in return for a rich
health plan--a work culture highly
unattractive to the best-of-breed engineers so badly needed by
this firm. In a different
environment, these same benefits could have been positioned as
a major selling point, or
reallocated into different programs more attractive to the
targeted audience (Bates, 2007). While
extreme, this example is by no means unique. Well-designed
cafeteria-style flex plans can create
unintended self-selection issues if other aspects of the
employment proposition are not justified.
http://web10.epnet.com/citation.asp?tb=1&_ug=sid+0381BDBF
19. the quality and value of benefits provided, or to demonstrate
concern for employee well-being
(Chambers, Foulon, Harnfield-Jones, Hankin, & Michaels,
1998). Yet a shocking number of
companies do not take advantage of this easy opportunity. Rich
benefit plans are a significant
competitive disadvantage if employees do not understand or
appreciate what they receive. A
rival firm could place a much higher proportion of total labor
dollars into base pay, potentially
drawing employees from other firms (Branham, 2005).
The Future of Talent Management
In view of workforce trends, such as shifting demographics,
global supply chains, the
aging workforce and increasing global mobility, forward-
looking organizational leaders must
rethink their approach to talent management to best harness
talent (Frank & Taylor, 2004). By
doing so, leaders will be positively positioned to succeed in a
highly competitive marketplace. In
addition, organizational culture, employee engagement and
leadership development have a
20. significant impact on talent retention (Frank & Taylor, 2004).
Taking the factors into
consideration, an integrated approach to talent management
offers a pathway toward sustaining
outstanding business results (Ashton & Morton, 2005).
Offering enormous business value, talent management is
complex and continually
evolving. Influenced by external factors such as the economy,
global expansion, mergers,
and acquisitions, critical success factors for effective talent
management include
alignment with strategic goals, active CEO participation and HR
management. Over time,
common themes around talent management are emerging, such
as the role of line leaders
in the development of talent. Overall, the main recurring themes
are CEO involvement,
culture, management, processes and accountability (Lockwood,
2006).
Anticipated workforce changes and cost-effective ways to
access talent are keys to the
next generation of talent management (Heinen & O’Neill,
2004). Predictive workforce
21. monitoring will lead to effective strategic talent decision-
making. Factors such as flexible talent
sourcing, customized and personalized rewards, distributed and
influential leadership, and
unified and compassionate workplace cultures will be important
for successful talent
management (Frank & Taylor, 2004). Companies will
increasingly utilize different types of
employment relationships, and nonstandard employment models
will continue to evolve. Free
agency employment relationships--contracting for the best
talent on an as-needed basis--will
become more common (Kaliprasad, 2006). To benefit from the
knowledge, skills and corporate
memory of mature workers, phased retirement will become
prevalent. Keeping workers engaged-
-particularly the next generations--may call for HR to redesign
the workweek, benefits packages
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=%5F5&cf=1&fn=151&rn=151#toc
22. 25
and reward programs (Hansen, 2001). Scenario planning and
talent-match databases will become
essential planning tools (Taylor, 2002).
Scope of Talent Management
The scope of talent management fall into five major categories:
recruitment, performance
management, succession planning, training and development
and retention. Each of the five
components plays a significant role in talent management, but
are viewed as a complete set of
processes an organization must employ to successfully manage
the talent needed to execute the
business strategy (“A Framework for Talent Management,”
2007; see Table 1). The five
categories that shape talent management form a process an
organization must employ to identify,
acquire, deploy, develop, and manage the employees needed to
successfully gain a competitive
edge (“A Framework for Talent Management”).
23. With the challenges that every organization are now facing or
will face in the immediate
future, organizations must realize that the right people will not
simply come to their
organizations, and that the right people must be proactively
sought by those organizations with
their recruitment strategy. Organizational leaders must develop
a learning organization that will
continue to allow the employee to develop self, deploy a
performance management system that is
fair, transparent and allow for continuing coaching and
feedback, create an environment that
allows for leadership development through succession planning,
and use all means to retain
employees (Kaliprasad, 2006).
Table 1
Talent Management Process
Talent Management Process
Organizational achievements Employee
Recruitment Right employees
24. Performance management Performing the right job
Succession planning Right time
Training and development Right place
Retention Right skills and ability
Note. From “A Framework for Talent Management,” 2007,
Workforce Management, 86(12), pp. 7-8.
Methodology
The objective of this study was to identify a causative
relationship between an
independent variable (talent management) and a dependent
variable (employee retention), but
because researchers have no complete control over the
independent variables, their relationship
can be more suggestive than proven (Gay & Airasian, 2003). In
view of workforce trends, such
as shifting demographics, global supply chains, the aging
workforce and increasing global
mobility, forward-looking organizational leaders must rethink
their approach to talent
management to best harness talent (Frank & Taylor, 2004). An
integrated approach to talent
25. management offers a pathway toward sustaining outstanding
business results (Ashton & Morton,
26
2005). Our study sought to measure these relationships in order
to help establish the efficacy of
such programs.
The causal comparative method was used, because we were
trying to find out how having
talent management program affects retention (Cooper &
Schindler, 2003).Groups are not
randomly assigned to treatments and participants are not
randomly assigned to groups. We could
have used statistical controls for confounding influences if we
had gathered data on confounding
variables and used them as covariates in our analysis, but we
decided that was beyond the limit
of our immediate concerns.
Selection of Subjects
According to the quantitative research approach, the survey
26. technique was the most
appropriate to select participants for our study. The survey was
constructed to address the issues
surrounding talent management programs compared to the
retention rate before and after
deployment of the program. With the sample population being
the organizations with talent
management programs already in place, approximately 200
emails were randomly sent directing
potential participants to the online survey. Potential participants
included human resources
personnel, such as HR generalists, managers, and directors.
The research sample included HR personnel from 36
organizations out of the targeted
200 organizations with the majority of the respondents located
in the Southeast (45.7%) and with
the next two largest regions being the northeast (22.9%) and the
Midwest (17.1%). The survey
respondents included senior HR personnel at the targeted
organizations, including HR
generalists, managers and directors.
Instrumentation
27. Survey questionnaires were used to evaluate the talent
management and retention as well
as to analyze how the retention in the organization hadchanged
since those organizations
implemented talent management programs compared against
their retention rate when the
organizations had no talent management program in place.
Questionnaires are a useful research
tool when a large ѕаmple or even a population needs to be
surveyed. Eасh person was аѕked to
respond to the same set of questions, providing an efficient way
of collecting responses from a
large ѕаmple. Other advantages of questionnaires are that they
require less skill and sensitivity to
administer than interviews and they reduce the possibility of
interviewer bias. Therefore, our
study wasbased on the questionnaires investigation. The two
main purposes of the questionnaires
were recognized to be: to draw ассurate information from the
respondent; to provide a standard
format within which fасts, comments and attitudes could be
recorded.
28. The research questions could have been formulated in a number
of ways. The researcher
understands that the selection of questionnaire methods is very
critical to the success of the
survey. A questionnaire is essentially a data capturing
instrument. It lists all the questions to
which the researcher wants the respondents to answer and it
records the response of the
interviewee. The questionnaire was designed to have open-
ended, closed-ended, dichotomous
questions and multiple-choice questions.
27
Open-ended questions are asked to obtain unprompted opinions,
which are categorized as
qualitative data. In other words, no predetermined set of
responses exists, and the participant is
free to answer however the participant chooses (Pannell &
Pannell, 1999). Open format
questions are effective to solicit subjective data or when the
range of responses is not tightly
defined (Pannell & Pannell). An obvious advantage is that the
variety of responses should be
29. wider and more truly reflect the opinions of the respondents.
The method increases the likelihood
of receiving unexpected and insightful suggestions when
predicting the full range of opinion is
impossible. A questionnaire usually concludes with an open
format question asking the
respondent for ideas for changes or improvements (Pannell &
Pannell).
Fixed response questions force the respondent to choose one or
more responses from a
number of possible replies provided in the question (Pannell &
Pannell, 1999). Closed ended
questions usually provide quantitative data (Pannell & Pannell,
1999). Two broad groups of
closed questions include: dichotomous and multiple choice.
Dichotomous questions allow only
two possible answers: yes or no, true or false, and so forth. The
dichotomous questions are the
simplest of all closed questions. Multiple choice questions
present a list of possible responses
from which the respondent may choose. Multiple choice
questions must be designed саrefully to
incorporate all possible answers. By offering an “other, pleаѕe
30. specify” category, that саn be
collated, that wаѕ not originally conceived, or responses that do
not fit neatly into the imposed
structure(Pannell & Pannell, 1999).
The type of questions that were used in this investigation was a
mixture of both open and
closed questions. The majority of the questions were closed
ended questions, because closed
format questions offer many advantages in both time and
money. By restricting the answer set, it
is eаѕy to саlсulate percentages and other hard statistiсаl data
over the whole group or over any
subgroup of participants. Closed format questions also make it
eаѕier to trасk opinion over time
by administering the ѕаme questionnaire to different, but similar
participant groups at regular
intervals. Closed format questions allow the researcher to filter
out useless or extreme answers
that might oссur in an open format question.
Central Research Questions:
R1.What are some of the challenges that your organization
31. faced in the war of talent?
R2. What are the factors that are driving retention rate in your
organization?
R3. What reasons do organizational leaders give for
implementing a talent
management plan?
R4. What has been the outcome of deploying talent
management programs?
Supporting Questions:
R5. What is the level of agreement (or rank order) of
Challenges, Retention, Program
in Place, and Decide to Implement survey questions?
R6. Does Retention predict Retention Total Scores?
R7. Does Opportunity predict Retention Total Scores?
R8. Does Compensation predict Retention Total Scores?
R9. Does Job security predict Retention Total Scores?
28
The participating HR personnel answered an 18-question online
32. survey about various
factors, talent management program characteristics, resources,
programs, and practices that may
impact employee retention. Survey data was collected utilizing
two types of closed-ended
questions. The first type of questions asked the organizational
respondents to rank the various
factors by levels of importance with regards to causality or
effect on a certain attribute. The
second type of question asked the organizational respondents to
rank how strongly they agreed or
disagreed with a number of statements regarding talent
management programs within their own
organizations.
Procedures
The data was collecting through the web/online. The
questionnaire was posted online
with a link where the respondent could just click on the link to
answer the survey. The survey
targeted HR managers, HR directors, and vice presidents of
HRs. The e-mail messages were
designed to invite potential candidates to participate in the web-
33. based survey by providing a
unique password that protects against multiple responses by the
same respondent. The survey
was administered through a secure server to protect the privacy
of the respondents.
Primary and secondary data was collected to describe the impact
talent management has
on retention. The research instruments were administered
personally to managers and human
resources personnel to ensure that all entries were filled to
avoid invalidating the process. In the
survey portion, the respondents were asked to rate their answers
according to the Likert scale.
The interview questions included bасkground information,
positioning, brand central idea,
сommuniсаtion, management and employers skills. For
secondary data, information was
obtained from magazines and websites. The survey did provide
data to populate a very rich
databаѕe, which enables researchers to give possible answers
that are important for management
recruitment and retention.
34. Results
In a competitive marketplace, talent management is a primary
driver for organizational
success (Lockwood, 2006). Companies doing the best job of
managing their talent deliver far
better results for shareholders. Companies scoring in the top
quintile of talent-management
practices outperform their industry’s mean return to
shareholders by a remarkable 22 percentage
points. Talent management isn’t the only driver of such
performance, but it is clearly a powerful
one (Chambers et al., 2001). Retaining knowledgeable
employees is a key goal of senior
management and one of the primary motivators for having a
talent management program.
Although pay and benefits initially attract employees, top-tier
leadership organizations focus on
retaining and developing talent (Lockwood, 2006). Improving
an organization’s retention rates
represents a significant opportunity for an organization to
improve its bottom line and it serves as
one of the primary focuses of a well-designed talent
management program.
35. While there are a number of factors that affect the retention
rates of valued employees, it
is widely believed that the most important factor is the way in
which an organization and their
HR department administers its talent management program.
Awareness of exactly how important
these programs are to an organization and an understanding of
how the various aspects of talent
29
management programs impact retention are both useful for
management as they seek the
determine the costs and benefits of implementing various HR
programs. The present study
sought to investigate the perceptions of HR managers on the
usefulness of talent management on
retention within their organizations.
In particular, this study sought to determine the quality and
effectiveness of talent
management programs by examining: i) Organizational
attitudes towards talent management
36. programs; ii) Employee retention and the causes of employee
turnover (negative retention); iii)
Organizational experience with having a talent management
program and their organizational
outcomes after having implemented the talent management
programs; iv) Finally, the predictive
ability of the various aspects of talent management programs on
retention were measured.
Attitudes Toward Talent Management
Organizations and their HR departments have direct control
over a number of variables
that may be important to retaining valued employees. It is
sensible to assume that their choices
with regard to the variables under their control may be driven
by their viewpoint of the
effectiveness of these variables on retention rates as opposed to
the costs of implementing them.
Management and HR departments both need to be convinced of
the efficacy of talent
management on retention before these policies can be
implemented.
The overall sample of HR personnel regarded corporate strategy
37. as the primary reason
why their organization did not have a talent management
program, indicating that HR personnel
perceived that explicit corporate policy that did not value talent
management or a policy that did
not allocate the requisite resources or money towards a talent
management programs were the
biggest impediments to utilizing those programs within their
organizations. The perspective that
talent management is not worth the cost is at odds with
prevailing corporate wisdom. Research
shows that organizations increasingly focus on talent
management. Moving from reactive to
proactive, companies is working hard to harness talent.
According to SHRM’s 2006 Talent
Management Survey Report, 53% of organizations have specific
talent management initiatives in
place. Of these companies, 76% consider talent management a
top priority (Lockwood, 2006).
The number of organizations in America convinced of the
usefulness of these types of programs
is only slightly over half of all organizations. This means that a
meaningful consensus has yet to
be reached on this topic and that more research needs to be done
38. in order to convince the talent
management hold-outs of the value of such programs.
In the view of the HR departments in this study, corporate
strategy and leadership
commitments are the top reasons why talent management is not
a strategic priority for their
organizations. The belief in talent and its impact onthe bottom
line are at the heart of talent
management. To be effective, the talent mindset must
beembedded throughout the organization,
starting with the CEO (Lockwood, 2006). Quite simply, if the
senior management of an
organization buys into the talent management concept, it will be
entrenched into the fabric of the
corporate culture. Alternatively, if senior management is not a
believer, the firm’s scarce
resources will be allocated to other pet projects.
30
39. Employee Retention
In addition to ranking attitudes towards talent management
programs, HR department
personnel expressed their views on the relative causes of
employee turnover. The data confirms
Lockwood’s findings that although pay and benefits initially
attract employees, it is not the
primary reason given for retaining them. There have been a
handful of studies on this topic over
the past few years and while the studies vary in their details,
they all tell the same story.
Employees depart because their current employment
proposition--some mixture of tangibles (pay
and benefits), and intangibles (supervisor relationship, work/life
balance, work content, career
path, trust in senior management)--is unsatisfactory, and they
have the opportunity to join
another organization where, presumably, that employment
proposition is better (Kaliprasad). All
of the reasons listed for why employees leave organizations fall
under the purview of talent
management and understanding employee hot buttons should
provide insight into where
40. organizations could deploy resources to reduce turnover.
The opportunity for advancement, job security and
compensation were the top three
reasons given by the survey respondents for leaving an
organization in order of relative
importance. The fact that compensation was not the most
important factor corroborates other
studies and validates the proposition that an effective talent
management program should address
opportunity for advancement as well as job security and that
merely having a competitive
compensation scheme is not an adequate employee retention
program. Clearly there are other
more important factors other than compensation that
organizations should focus on improving in
order to reduce turnover.
Implementing a Talent Management Program
In addition to ranking attitudes towards talent management
programs and retention, the
study examined the programs that are already in place within
the organizations that responded to
41. the questionnaire. In particular, the study asked if an
organization had a specific talent
management program and asked the respondents about their
views on the efficacy of these
programs.
The majority of the respondents’ organizations did in fact have
a talent management
program in place. Furthermore, the respondents indicated that
they generally agreed that the core
tenants of talent management were valued by their organization
and were deemed important. In
particular, the respondents agreed that retention is a leadership
priority; that retaining workers
depends on talent management; and that their organizations are
committed to promotion from
within (which was the primary reason given previously for
turnover). Interestingly, the data
revealed that respondents did not think that their organizations
offered job security, which was
listed previously as one of the major causes for turnover,
suggesting that these organizations
could stand to improve their current talent management
programs. Finally, the respondents did
42. not agree that their organizations offered comparable
compensation to similar firms in their local.
Given that the compensation is listed as one of the lesser
reasons for employee turnover, it makes
sense that being strictly competitive in this area might not be a
particular priority for an
organization given that there are other more important retention
factors.
31
Respondents were equally divided on whether their
organizations knew how to measure
talent performance and productivity while they overwhelmingly
believed that emphasis on
effective talent management will pay off in the long run. This
would seem to indicate that there
has been significant progress made with regards to convincing
HR personnel of the value of
these concepts; however more improvement is still needed in
attaining agreement on
implementation strategies.
43. Talent Management’s Predictive Ability
Due to its intuitive appeal, the researcher sought to determine if
the responses from some
of the specific questions regarding each of the different aspects
of talent management could
predict the retention composite score calculated earlier in the
study using regression analysis.
The responses to the questions did not predict the retention
composite score in a statistically
significant way. This does not mean that there is no link
between the variables, only that the way
that we defined the variables and gathered the data in our
specific study did not have any
predictive ability.
Conclusions and Recommendations
As changing demographics have inexorably altered the business
landscape, it is generally
accepted that organizations are currently dealing with the
daunting task of replacing
knowledgeable and talented workers. Furthermore, the
consensus is that there has become a
44. shortage of talent in the workforce and that companies will have
to actively wage war for talent
in order to get the right people with the right skills into their
organizations. Many American
companies are already suffering a shortage of executive talent.
Three-quarters of
corporateofficers surveyed said their companies had
“insufficient talent sometimes" or were
"chronically talent-short across the board" (Chambers, et al.,
1998). Due to these issues, senior
management focuses a substantial portion of their resources on
attracting, hiring, developing, and
retaining talent in order to remain competitive. Human resource
(“HR”) departments are at the
center of these personnel acquisition and retention efforts by
being responsible for coordinating
talent management programs, although buy-in is required across
the organization in order for
these programs to be effective. Broadly defined, talent
management is the implementation of
integrated strategies or systems designed to increase workplace
productivity by developing
improved processes for attracting, developing, retaining and
utilizing people with the required
45. skills and aptitude to meet current and future business needs.
The data and analyses contained in
this research suggest a number of valuable and insightful
conclusions regarding the impact of
talent management.
HR personnel surveyed recognize that retaining key employees
is vital to the health and
profitability of their organizations and they overwhelmingly
believe that effective talent
management will pay off in the long run for their organizations.
Various programs within
organizations are always competing for scarce resources and
management must always seek to
find the right balance between cost and benefit and in the
opinion of the HR personnel that
responded to our survey, the benefits outweigh the costs when it
comes to talent management.
Although there seems to be unanimity regarding the theoretical
usefulness of these programs,
there appears to be some room for improvement for the
implementation of talent management
46. 32
programs as organizations are equally divided among those who
understand how to measure
talent performance and those who don’t.
There are slightly more organizations with talent management
programs than those
without. In our study, we found a higher percentage of
organizations using talent management
(approximately two thirds) than previous studies where this
number was barely above one half
(Lockwood, 2006).HR department personnel firmly agreed that
retaining workers is dependent
upon having talent management programs and they also agreed
that the organization had to
internalize and embrace the basic aspects of talent management
as well. Despite the fact that HR
department personnel tend to agree that talent management
systems are an essential ingredient in
successful organizations, many organizations (nearly one third
according to our research) still do
not have talent management programs. For organizations
without talent management systems,
47. the primary reason given for this absence is the lack corporate
strategy or the lack of corporate
leadership. This would indicate that although HR personnel
have near complete buy-in to the
concept of talent management, senior management on the other
hand would seem to be divided
on the efficacy of these programs.HR personnel recognize that
there are multiple factors that are
important with regards to the retention of employees. The most
significant of these, in their view,
is the opportunity for advancement as well as job security with
compensation falling further
down the list.
Future Research
The current study was exploratory and descriptive in nature, and
therefore helped to
define some of the parameters and patterns of the perceptions of
HR personnel regarding what
matters in employee retention. Future research should extend
the examination of this study to
more definitively answer several important questions.
48. Further research is suggested to inspect what, if any programs
or practices help improve
the present factors that HR personnel perceive to be
fundamental to employee retention. Our
study focused on our ideas on what may help improve employee
retention, but it did not address
their ideas. In particular, research is recommended to determine
how best organizations (those
with the lowest turnover) can facilitate the meeting of employee
needs and improve retention.
Additionally, the current study does not directly assess all of
the potential factors relevant
to employee retention, but uses the preconceived ideas of the
researcher. In too many cases the
answer “other” was used indicating that perhaps a wider number
of potential factors should be
included in the analysis.
Further research is also recommended to examine the usefulness
of talent management
programs on other important aspects within the programs
themselves. Since the war for talent
focuses on four main facets, it would be similarly useful to
measure the impact of talent
49. management on attracting, hiring and developing employees as
well as on retaining employees.
Another idea that might be explored would be to compare and
contrast the experiences of
different organizations that utilize talent management systems
against those that do not. In our
study we combined the attitudes and perceptions of HR
personnel regardless of whether they had
33
a talent management program in place or not. Separating the
two groups might provide insight as
to whether perception and reality are similar.
Moreover, it would be useful to examine the dissonance
between the HR personnel’s
agreement in the usefulness of talent management programs
versus their self-perceived inability
to correctly measure talent performance. It would be interesting
to know why they do not seem
able to correctly measure talent performance when it is deemed
critical to the organization.
50. Finally, investigating the reasons why management does not
have the same conviction
with regards to the usefulness of talent management programs
that the HR department has would
be beneficial. HR personnel are in near unanimity regarding the
usefulness of talent management
programs, yet a large percentage of companies fail to implement
these programs. Understanding
the underlying reasons for management’s resistance to these
concepts might open the door for
more widespread adoption of talent management programs.
AUTHOR INFORMATION
Dr. Victor Oladapo is the recipient of the Doctor of Business
Administration degree in
Management from Argosy University and the Masters of Public
Administration from Troy
University. He is an adjunct faculty member at Strayer
University. Dr. Oladapo’s expertise
comes in the field of healthcare management, human resources
management, business and
Management.
51. 34
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Reproduced with permission of the copyright owner. Further
reproduction prohibited without
permission.
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14112740412183911138556318218866111561979064218991126
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67. · Reviewthe steps of the communication model on in Ch. 1 of
Business Communication. (See Figure 1.3).
· Identify one personal or business communication scenario.
· Describe each step of that communication using your personal
or business scenario. Use detailed paragraphs in the boxes
provided.
Hospital
Geog. Region
Control
Service
Beds
Admissions
Census
Outpat. Visits
Births
Tot. Exp.
Payroll Exp.
Personnel
Identify Qualitative or Quantiative
Level of Measurement
68. For quantative column, evaluate the mean
Interpret the mean in plain non-technical terms
For quantative column, evaluate the median
69. Interpret the median in plain non-technical terms.
For quantitative columns, evaluate the standard deviation and
range
71. Title
ABC/123 Version X
1
Communication Process
COM/295 Version 4
2
University of Phoenix MaterialFinancial Worksheet
Complete the following table.
· Reviewthe steps of the communication model on in Ch. 1 of
Business Communication. (See Figure 1.3).
· Identify one personal or business communication scenario.
· Describe each step of that communication using your personal
or business scenario. Use detailed paragraphs in the boxes
provided.
Company
Type
Total Assets
Total Reserves
Return on Equity
Earnings Per Share
Average Yield
Dividents per Share
Average P/E Ratio
Identify Qualitative or Quantiative
72. Level of Measurement
For quantative column, evaluate the mean
Interpret the mean in plain non-technical terms
For quantative column, evaluate the median
73. Interpret the median in plain non-technical terms.
For quantitative columns, evaluate the standard deviation and
range
Interpret the standard deviation and range in plain non-technical
terms
75. or business scenario. Use detailed paragraphs in the boxes
provided.
Annual Food Spending ($)
Annual Household Income ($)
Non mortgage household debt ($)
Region: 1 = NE 2 = MW 3 = S 4 = W
Location: 1 = Metro 2 = Outside Metro
Identify Qualitative or Quantiative
Level of Measurement
For quantative column, evaluate the mean
Interpret the mean in plain non-technical terms
For quantative column, evaluate the median
76. Interpret the median in plain non-technical terms.
For quantitative columns, evaluate the standard deviation and
range
Interpret the standard deviation and range in plain non-technical
terms
Additional Insight
Use the Excel =AVERAGE function to find the mean
Use the Excel =AVERAGE function to find the median
Use the Excel =STDEV.S function to find the standard deviation
For range (maximum value minus the minimum value), find the
maximum value using the Excel =MAX function and find the
minimum value using the Excel’s =MIN functrion
78. · For each column containing quantitative data:
· Evaluate the standard deviation and range
· Interpret the standard deviation and range in plain non-
technical terms
· Use the Excel =STDEV.S function to find the standard
deviation
· For range (maximum value minus the minimum value), find
the maximum value using the Excel =MAX function and find
the minimum value using the Excel's =MIN function
· The Microsoft Excel Spreadsheet should be used to compute
the required data and show your work.