Thank you so much for the reply given to my questions. Though I still need information on turnover, factors responsible for it, and what can be done to rescue such a situation. I look forward to your reply. Once again, I say thank you.
From Nigeria, Ibadan
Acknowledge(0)
Amend(0)
7From Nigeria, Ibadan
Acknowledge(0)Amend(0)
1. what are the factors responsible for turnover and how can the situation be remedied
================================================== ===
A number of factors which
could trigger high level of turnover
-lack of market orientation of paypacket
[pay for performance / incentivation/ market oriented paypackaging]
----------------------------------------------------------------------------
-lack of achievement recognition
[develop short term/long term recognition/loyalty program]
-----------------------------------------------------------------------
-lack of movements in position in the organization.
[introduce job enlargement/ job enhancement/multiskilling etc]
------------------------------------------------------------------------
-lack of effective program of succession planning
[develop a transparent succession plan for the organization]
---------------------------------------------------------------------
-lack of effective career planning
[develop an effective career plan for selected individuals in the organization]
-----------------------------------------------------------------------------------
-lack of effective career development
[develop an effective career development plan for the organization]
----------------------------------------------------------------------------
-lack of proper potential assessment
[develop a transparent potential assessment for promotions for the organization]
-------------------------------------------------------------------------------------------
-lack of job relation to aptitude
[as part of career plan, conduct aptitude test-to get right talent for the right job]
--------------------------------------------------------------------------------------------
-poor response from other middle management
[train the middle management in ''people management skills'']
-----------------------------------------------------------------------------------
-lack of support from other senior staff
[train the senior staff in '' interpersonal skills ]
-------------------------------------------------------------------------------------
-no feedback from management on performance
[train the middle management in ''people management skills'']
-----------------------------------------------------------------------------------------
-lack of challenging assignment
[introduce job rotation / job enlargment/ job enrichment etc ]
-----------------------------------------------------------------------------
-lack of opportunity to work with major/significant projects.
[ introduce team project assignments ]
-------------------------------------------------------------------------------
-lack of information about where they are going in the next 3 years
[ career plan /development program would help to fill this gap ]
------------------------------------------------------------------------------------
-lack of information where the organization is moving in the next 5 years
[ brief them a non-detailed company strategic plan ]
-----------------------------------------------------------------------------------
etc etc
=================================================
2. what is career pathing and career planning
Career Pathing is a set of diverse strategies that develop
articulated connections between jobs in the same or related industries to achieve
occupational advancement or increased wages, skills and benefits for workers.
A sampling of strategies that are commonly used in career pathing include:
Ø Developing curriculum for new training to advance in a career field;
Ø Creating new job classifications that can provide additional “steps up” in a field;
Ø Training workers to start businesses in their sector to increase income;
Ø Working with employers to articulate paths or skill standards for advancement where
none existed previously;
Ø Upgrading skills for low-skill workers;
Ø Providing technical assistance to employers to demonstrate how to implement career
pathways;
Ø Creating new strategies for credentialing workers;
Ø Building education and training benefits packages where they don't already exist;
Ø Investing in career counseling and mentoring programs for low-wage workers.
FOR THE SUCCESS OF SUCH CAREER PATHING PROGRAMS,
THE FOLLOWING APPROACH WOULD BE USEFUL.
SUCCESSION PLAN
Performance appraisal-------------------------------potential assessment
CAREER PLANNING
CAREER DEVELOPMENT PORGRAMS
personal development--training/development--career counseling--mentoring
=================================================
CAREER PLANNING
Career Planning is a critical element / outcome of SUCCESSION PLANNING,
Performance appraisal and Potential assessment systems.
The process of career planning
Career planning is the key process in career management. It uses all the information provided by the organization's assessments of requirements, the assessments of performance and potential and the management succession plans, and translates it in the form of individual career development programs and general arrangements for management development, career counseling, mentoring and management training.
Career planning ‑ the competency band approach
It is possible to define career progression in terms of the competencies required by individuals to carry out work at progressive levels of responsibility or contribution. These levels can be described as competency bands.
Competencies would be defined as the attributes and behavioral characteristics needed to perform effectively at each discrete level in a job or career family. The number of levels would vary according to the range of competencies required in a particular job family. For each band, the experience and training needed to achieve the competency level would be defined.
These definitions would provide a career map incorporating 'aiming points' for individuals, who would be made aware of the competency levels they must reach in order to achieve progress in their careers. This would help them to plan their own development, although support and guidance should be provided by their managers, and HR specialists . The provision of additional experience and training could be arranged as appropriate, but it would be important to clarify what individual employees need to do for themselves if they want to progress within the organization.
The advantage of this approach is that people are provided with aiming points and an understanding of what they need to do to reach them. One of the major causes of frustration and job dissatisfaction is the absence of this information.
A competency band career development approach can be linked to
Aiming points
1. Competence band 1 definition
Basic training and experience
2. Competence band 2 definition
Continuation of medium training and experience
3.Competence band 3 definition
Continuation of advanced training and experience
Career planning is for core people as well as high‑flyers
The philosophy upon which career plans are based refers not only to advancing careers to meet organizational and individual requirements, but also the need to maximize the potential of the people in the organization in terms of productivity and satisfaction under conditions of change, when development does not necessarily mean promotion.
career planning is for individuals as well as the organization
Career planning procedures are always based on what the organization needs. But they have to recognize that organizational needs will not be satisfied if individual needs are neglected. Career planning has to be concerned with the management of diversity.
Career plans must therefore recognize that:
* members of the organization should receive recognition as individuals with unique needs, wants, and abilities;
* individuals are more motivated by an organization that responds to their aspirations and needs;
* individuals can grow, change and seek new directions if they are given the right opportunities, encouragement and guidance.
Career planning techniques
Career planning uses all the information generated by the succession plans, performance, and potential assessments and self‑assessments to develop programs and procedures which are designed to implement career management policies, achieve succession planning objectives and generally improve motivation, commitment and performance.
================================================== =====================
3. what are the charcacteristic features of the categories of human resoucres managers, for instance: Id controlled, Ego controlled and Superego controlled mangers
1.SUPEREGO
-takes charge/makes quick decisions/gives orders/controls self and others and is goal/task oriented.
-is self organized / logical/independent and appears confident.
-generally strong willed / forceful/ displays a sense of urgency and is very competitive.
-immediate time frame/ do it now.
-often displays impatience with self others/ may be seen as critical.
-can be seen as stubborn and inflexible.
-likes recognition for results and efficiency based on the task.
================================================== =====================
2. EGO
-Interacts and participates with others.
-is an open communicator.
-uses imagination to work out new ideas.
-future time frame.
-takes initiative with people/motivates/stimulates and persuades.
-need changes /is impatient
-does not seek too much detail
-may jump to conclusions
-inattentive to detail/accuracy.
-likes visible recognition.
===============================================
3. ID
-gives orders/controls self and others and is goal/task oriented.
-appears thoughtful
-historical time frame [ we'll do the same way as before]
-methodical / reliable
-acts with precision.
-prefers a structured approach.
-dislikes confusion / ambiguity.
-does not rely on intuition/ feelings.
-exhibits a high degree of self discipline.
================================================== =========
regards
LEO LINGHAM
From India, Mumbai
Acknowledge(0)Amend(0)
================================================== ===
A number of factors which
could trigger high level of turnover
-lack of market orientation of paypacket
[pay for performance / incentivation/ market oriented paypackaging]
----------------------------------------------------------------------------
-lack of achievement recognition
[develop short term/long term recognition/loyalty program]
-----------------------------------------------------------------------
-lack of movements in position in the organization.
[introduce job enlargement/ job enhancement/multiskilling etc]
------------------------------------------------------------------------
-lack of effective program of succession planning
[develop a transparent succession plan for the organization]
---------------------------------------------------------------------
-lack of effective career planning
[develop an effective career plan for selected individuals in the organization]
-----------------------------------------------------------------------------------
-lack of effective career development
[develop an effective career development plan for the organization]
----------------------------------------------------------------------------
-lack of proper potential assessment
[develop a transparent potential assessment for promotions for the organization]
-------------------------------------------------------------------------------------------
-lack of job relation to aptitude
[as part of career plan, conduct aptitude test-to get right talent for the right job]
--------------------------------------------------------------------------------------------
-poor response from other middle management
[train the middle management in ''people management skills'']
-----------------------------------------------------------------------------------
-lack of support from other senior staff
[train the senior staff in '' interpersonal skills ]
-------------------------------------------------------------------------------------
-no feedback from management on performance
[train the middle management in ''people management skills'']
-----------------------------------------------------------------------------------------
-lack of challenging assignment
[introduce job rotation / job enlargment/ job enrichment etc ]
-----------------------------------------------------------------------------
-lack of opportunity to work with major/significant projects.
[ introduce team project assignments ]
-------------------------------------------------------------------------------
-lack of information about where they are going in the next 3 years
[ career plan /development program would help to fill this gap ]
------------------------------------------------------------------------------------
-lack of information where the organization is moving in the next 5 years
[ brief them a non-detailed company strategic plan ]
-----------------------------------------------------------------------------------
etc etc
=================================================
2. what is career pathing and career planning
Career Pathing is a set of diverse strategies that develop
articulated connections between jobs in the same or related industries to achieve
occupational advancement or increased wages, skills and benefits for workers.
A sampling of strategies that are commonly used in career pathing include:
Ø Developing curriculum for new training to advance in a career field;
Ø Creating new job classifications that can provide additional “steps up” in a field;
Ø Training workers to start businesses in their sector to increase income;
Ø Working with employers to articulate paths or skill standards for advancement where
none existed previously;
Ø Upgrading skills for low-skill workers;
Ø Providing technical assistance to employers to demonstrate how to implement career
pathways;
Ø Creating new strategies for credentialing workers;
Ø Building education and training benefits packages where they don't already exist;
Ø Investing in career counseling and mentoring programs for low-wage workers.
FOR THE SUCCESS OF SUCH CAREER PATHING PROGRAMS,
THE FOLLOWING APPROACH WOULD BE USEFUL.
SUCCESSION PLAN
Performance appraisal-------------------------------potential assessment
CAREER PLANNING
CAREER DEVELOPMENT PORGRAMS
personal development--training/development--career counseling--mentoring
=================================================
CAREER PLANNING
Career Planning is a critical element / outcome of SUCCESSION PLANNING,
Performance appraisal and Potential assessment systems.
The process of career planning
Career planning is the key process in career management. It uses all the information provided by the organization's assessments of requirements, the assessments of performance and potential and the management succession plans, and translates it in the form of individual career development programs and general arrangements for management development, career counseling, mentoring and management training.
Career planning ‑ the competency band approach
It is possible to define career progression in terms of the competencies required by individuals to carry out work at progressive levels of responsibility or contribution. These levels can be described as competency bands.
Competencies would be defined as the attributes and behavioral characteristics needed to perform effectively at each discrete level in a job or career family. The number of levels would vary according to the range of competencies required in a particular job family. For each band, the experience and training needed to achieve the competency level would be defined.
These definitions would provide a career map incorporating 'aiming points' for individuals, who would be made aware of the competency levels they must reach in order to achieve progress in their careers. This would help them to plan their own development, although support and guidance should be provided by their managers, and HR specialists . The provision of additional experience and training could be arranged as appropriate, but it would be important to clarify what individual employees need to do for themselves if they want to progress within the organization.
The advantage of this approach is that people are provided with aiming points and an understanding of what they need to do to reach them. One of the major causes of frustration and job dissatisfaction is the absence of this information.
A competency band career development approach can be linked to
Aiming points
1. Competence band 1 definition
Basic training and experience
2. Competence band 2 definition
Continuation of medium training and experience
3.Competence band 3 definition
Continuation of advanced training and experience
Career planning is for core people as well as high‑flyers
The philosophy upon which career plans are based refers not only to advancing careers to meet organizational and individual requirements, but also the need to maximize the potential of the people in the organization in terms of productivity and satisfaction under conditions of change, when development does not necessarily mean promotion.
career planning is for individuals as well as the organization
Career planning procedures are always based on what the organization needs. But they have to recognize that organizational needs will not be satisfied if individual needs are neglected. Career planning has to be concerned with the management of diversity.
Career plans must therefore recognize that:
* members of the organization should receive recognition as individuals with unique needs, wants, and abilities;
* individuals are more motivated by an organization that responds to their aspirations and needs;
* individuals can grow, change and seek new directions if they are given the right opportunities, encouragement and guidance.
Career planning techniques
Career planning uses all the information generated by the succession plans, performance, and potential assessments and self‑assessments to develop programs and procedures which are designed to implement career management policies, achieve succession planning objectives and generally improve motivation, commitment and performance.
================================================== =====================
3. what are the charcacteristic features of the categories of human resoucres managers, for instance: Id controlled, Ego controlled and Superego controlled mangers
1.SUPEREGO
-takes charge/makes quick decisions/gives orders/controls self and others and is goal/task oriented.
-is self organized / logical/independent and appears confident.
-generally strong willed / forceful/ displays a sense of urgency and is very competitive.
-immediate time frame/ do it now.
-often displays impatience with self others/ may be seen as critical.
-can be seen as stubborn and inflexible.
-likes recognition for results and efficiency based on the task.
================================================== =====================
2. EGO
-Interacts and participates with others.
-is an open communicator.
-uses imagination to work out new ideas.
-future time frame.
-takes initiative with people/motivates/stimulates and persuades.
-need changes /is impatient
-does not seek too much detail
-may jump to conclusions
-inattentive to detail/accuracy.
-likes visible recognition.
===============================================
3. ID
-gives orders/controls self and others and is goal/task oriented.
-appears thoughtful
-historical time frame [ we'll do the same way as before]
-methodical / reliable
-acts with precision.
-prefers a structured approach.
-dislikes confusion / ambiguity.
-does not rely on intuition/ feelings.
-exhibits a high degree of self discipline.
================================================== =========
regards
LEO LINGHAM
From India, Mumbai
Acknowledge(0)Amend(0)
Leo, thank you very much. I am so grateful. I would like to know if I can ask more questions regarding:
1. Communication networks
2. Quality of work life
3. Career and what can motivate people to accept a particular job
I look forward to your response. Thank you very much.
From Nigeria, Ibadan
Acknowledge(0)Amend(0)
1. Communication networks
2. Quality of work life
3. Career and what can motivate people to accept a particular job
I look forward to your response. Thank you very much.
From Nigeria, Ibadan
Acknowledge(0)Amend(0)
Hi Lola,
YOUR SECOND QUESTION.
Quality of Work Life (QWL)
What is QWL?
QWL is the abbreviation for the Quality of Work Life Initiative. QWL is a comprehensive, department-wide program designed to enhance company service to the public by improving employee satisfaction, strengthening workplace learning, and helping employees better manage change and transition.
About QWL Objectives
Three main objectives for the QWL Initiative:
- Improve employee satisfaction;
- Strengthen workplace learning; and
- Better manage on-going change and transition.
About QWL Strategy
QWL plans are designed to, at a minimum, accomplish the following:
- Improve communication with employees;
- Strengthen family-friendly programs;
- Provide all employees with Internet access;
- Increase investment in workplace learning;
- Improve the effectiveness of supervisors and team leaders;
- Evaluate the effectiveness of diversity management practices; and
- Improve the ability to manage change and transition.
QWL Accomplishments
- Avoidance of the use of involuntary separations, except for a few in the IHS as a result of the Indian Self-Determination Act;
- Elimination of sequential sign-in sheets;
- Internet access for all employees;
- Creation of a model work/life center to serve as a resource for all employees;
- Creation of a website dedicated to QWL activities;
- Annual QWL weeks sponsored in each department;
- First and Second annual Conference on Family Friendly Work Practices;
- Creation of a distributed learning network ("D/L net") to allow employees to learn "anytime, anywhere";
- Distribution of annual employee benefits statements to all employees;
- Pilot projects to redesign the way work is accomplished to increase organizational productivity as well as employee ability to balance work and life priorities;
- First annual Diversity conference to make recommendations on how to make diversity a "source of performance excellence".
QWL could be measured using surveys.
The survey is theoretically grounded on the construct of Perceived Organizational Support (POS), the extent to which employees perceive that the organization values their contributions and cares about their well-being. POS is well-supported by the empirical research literature as a key factor in influencing employee commitment to the organization, job satisfaction, and general quality of work life.
In addition to measuring POS, the survey included measures of:
- Affective Organizational Commitment (AOC)
- Work-Family Culture (WFC)
- Sources of Stress, divided into 6 dimensions that are likely to influence POS: Fairness, Work Conditions, Role Stress, Relations with Others, Parking and Commuting, Personal and Family
- Sources of Satisfaction, also divided into 6 dimensions that are likely to influence POS: Fairness, Work Conditions, Salary and Benefits, Autonomy and Growth, Access to Non-work Activities, Overall Job and Life Satisfaction
Categories and Constructs Measured
- Job level: Workload, Autonomy, Pay/pay equity, Skill utilization, Participation, Job future, Repetitive work, Resource adequacy, Reward/recognition, Skill utilization, Supervisory behavior, Coworker relations, Promotions, Variety, Occupation, Job tenure, Training, Layoffs, Teamwork, Role clarity, Role conflict, Staffing, Safety & health, Other
- Culture/climate: Safety climate, Discrimination, Harassment, Respect, Trust, Mgt. relationship
- Health Outcomes: Physical health, Mental health, Injuries
- Other Outcomes: Performance, Satisfaction, Intent to leave, Job commitment
- Hours of work: Work at home, Overtime, Flexibility
- Work/family
- Supervision
- Benefits
- Union
How is Quality of Work Life measured?
An annual employee survey provides a snapshot of employee views about the quality of their work life and helps to surface employee issues that require attention. Survey results are shared with employees, management, and the union.
Work/Life Preference Checklist
Work/Life Preference
Work Environment: Growing/Successful, Ethical, Family-oriented, Good Benefits, Pays Well/Fairly, Physically Clean/Safe, Open/Participative, Rewards Risk/Innovation, Access to Recreation, Adequate Parking, Advancement Opportunity, Entrepreneurial, Strong Leadership, Clear Mission, Team Spirit/Morale, Training Available, Caring Management, Gives Recognition, Physically Attractive, Quiet, Efficient, Large Organization, Equal Opportunity, Time Flexibility, Faster Pace, Slower Pace, Private Office, Stability, Gives Feedback, Child Care, Shows Respect, Professional Dress Code, Resources Available, Other/Comments
The Work Itself
Utilizes Abilities, High Visibility, High Structure, Loose Structure, Emphasis on Doing, Emphasis on Managing, Emphasis on Thinking, Emphasis on Quality, Emphasis on Quantity, Involves Travel, No Travel, Meaningful Outcome, Work with People, Work with Data/Ideas, Work with Physical Things, Regular Hours, Irregular Hours, Other/Comments
Safety/Security: International, More Management Contact, More Contact with Peers, Theoretical, Line Job, Competency Valued, Precision Required, Expertise Valued, Task Variety, Work Alone, Work in Groups, Headquarters Job, Field/Plant Job, Generalist Role, Specialist Role, Reliability Valued, Staff Job
Results and Rewards of the Work (Motivations)
To advance or be promoted, To gain control or authority, To realize a vision, To achieve measurable results, To make specific improvements, To master a craft or process, To gain recognition, To gain and impart expertise, To pioneer or discover, To earn financial payoffs, To create a product or process, To build an enterprise, To have an impact, To be a change agent, To compete and win, To achieve distinction, To exploit hidden opportunities, To achieve elite status, To respond to a challenge, To meet high expectations, Other/Comments, To overcome adversity, To contribute to society
Lifestyle and Personal Values
Live an Honest Life, Have Leisure Time, Live a Spiritual Life, Be Financially Secure, Take Care of Family, Enjoy Vacations/Travel, Community Involvement, Have Respect of Others, Have Balance and Harmony, Other/Comments, Retire Comfortably, Live in Beautiful Setting, Have Many Friends, Be a Good Parent, Live a Healthy life, Live Where I Want, Loving Relationship, Own Material Goods, Help Less Fortunate
Regards,
LEO LINGHAM
From India, Mumbai
Acknowledge(0)Amend(0)
YOUR SECOND QUESTION.
Quality of Work Life (QWL)
What is QWL?
QWL is the abbreviation for the Quality of Work Life Initiative. QWL is a comprehensive, department-wide program designed to enhance company service to the public by improving employee satisfaction, strengthening workplace learning, and helping employees better manage change and transition.
About QWL Objectives
Three main objectives for the QWL Initiative:
- Improve employee satisfaction;
- Strengthen workplace learning; and
- Better manage on-going change and transition.
About QWL Strategy
QWL plans are designed to, at a minimum, accomplish the following:
- Improve communication with employees;
- Strengthen family-friendly programs;
- Provide all employees with Internet access;
- Increase investment in workplace learning;
- Improve the effectiveness of supervisors and team leaders;
- Evaluate the effectiveness of diversity management practices; and
- Improve the ability to manage change and transition.
QWL Accomplishments
- Avoidance of the use of involuntary separations, except for a few in the IHS as a result of the Indian Self-Determination Act;
- Elimination of sequential sign-in sheets;
- Internet access for all employees;
- Creation of a model work/life center to serve as a resource for all employees;
- Creation of a website dedicated to QWL activities;
- Annual QWL weeks sponsored in each department;
- First and Second annual Conference on Family Friendly Work Practices;
- Creation of a distributed learning network ("D/L net") to allow employees to learn "anytime, anywhere";
- Distribution of annual employee benefits statements to all employees;
- Pilot projects to redesign the way work is accomplished to increase organizational productivity as well as employee ability to balance work and life priorities;
- First annual Diversity conference to make recommendations on how to make diversity a "source of performance excellence".
QWL could be measured using surveys.
The survey is theoretically grounded on the construct of Perceived Organizational Support (POS), the extent to which employees perceive that the organization values their contributions and cares about their well-being. POS is well-supported by the empirical research literature as a key factor in influencing employee commitment to the organization, job satisfaction, and general quality of work life.
In addition to measuring POS, the survey included measures of:
- Affective Organizational Commitment (AOC)
- Work-Family Culture (WFC)
- Sources of Stress, divided into 6 dimensions that are likely to influence POS: Fairness, Work Conditions, Role Stress, Relations with Others, Parking and Commuting, Personal and Family
- Sources of Satisfaction, also divided into 6 dimensions that are likely to influence POS: Fairness, Work Conditions, Salary and Benefits, Autonomy and Growth, Access to Non-work Activities, Overall Job and Life Satisfaction
Categories and Constructs Measured
- Job level: Workload, Autonomy, Pay/pay equity, Skill utilization, Participation, Job future, Repetitive work, Resource adequacy, Reward/recognition, Skill utilization, Supervisory behavior, Coworker relations, Promotions, Variety, Occupation, Job tenure, Training, Layoffs, Teamwork, Role clarity, Role conflict, Staffing, Safety & health, Other
- Culture/climate: Safety climate, Discrimination, Harassment, Respect, Trust, Mgt. relationship
- Health Outcomes: Physical health, Mental health, Injuries
- Other Outcomes: Performance, Satisfaction, Intent to leave, Job commitment
- Hours of work: Work at home, Overtime, Flexibility
- Work/family
- Supervision
- Benefits
- Union
How is Quality of Work Life measured?
An annual employee survey provides a snapshot of employee views about the quality of their work life and helps to surface employee issues that require attention. Survey results are shared with employees, management, and the union.
Work/Life Preference Checklist
Work/Life Preference
Work Environment: Growing/Successful, Ethical, Family-oriented, Good Benefits, Pays Well/Fairly, Physically Clean/Safe, Open/Participative, Rewards Risk/Innovation, Access to Recreation, Adequate Parking, Advancement Opportunity, Entrepreneurial, Strong Leadership, Clear Mission, Team Spirit/Morale, Training Available, Caring Management, Gives Recognition, Physically Attractive, Quiet, Efficient, Large Organization, Equal Opportunity, Time Flexibility, Faster Pace, Slower Pace, Private Office, Stability, Gives Feedback, Child Care, Shows Respect, Professional Dress Code, Resources Available, Other/Comments
The Work Itself
Utilizes Abilities, High Visibility, High Structure, Loose Structure, Emphasis on Doing, Emphasis on Managing, Emphasis on Thinking, Emphasis on Quality, Emphasis on Quantity, Involves Travel, No Travel, Meaningful Outcome, Work with People, Work with Data/Ideas, Work with Physical Things, Regular Hours, Irregular Hours, Other/Comments
Safety/Security: International, More Management Contact, More Contact with Peers, Theoretical, Line Job, Competency Valued, Precision Required, Expertise Valued, Task Variety, Work Alone, Work in Groups, Headquarters Job, Field/Plant Job, Generalist Role, Specialist Role, Reliability Valued, Staff Job
Results and Rewards of the Work (Motivations)
To advance or be promoted, To gain control or authority, To realize a vision, To achieve measurable results, To make specific improvements, To master a craft or process, To gain recognition, To gain and impart expertise, To pioneer or discover, To earn financial payoffs, To create a product or process, To build an enterprise, To have an impact, To be a change agent, To compete and win, To achieve distinction, To exploit hidden opportunities, To achieve elite status, To respond to a challenge, To meet high expectations, Other/Comments, To overcome adversity, To contribute to society
Lifestyle and Personal Values
Live an Honest Life, Have Leisure Time, Live a Spiritual Life, Be Financially Secure, Take Care of Family, Enjoy Vacations/Travel, Community Involvement, Have Respect of Others, Have Balance and Harmony, Other/Comments, Retire Comfortably, Live in Beautiful Setting, Have Many Friends, Be a Good Parent, Live a Healthy life, Live Where I Want, Loving Relationship, Own Material Goods, Help Less Fortunate
Regards,
LEO LINGHAM
From India, Mumbai
Acknowledge(0)Amend(0)
Dear Lola,
Your third question:
Career and what can motivate people to accept a particular job.
Choice of career is one of the motivating factors, others being:
- Corporate image
- Corporate prestige
- Comfort
- Accessibility
- Privacy
- Flexibility
- Physical environment
- Pay packages
- Incentive plans
- Benefits plans
- Loyalty programs
- Promotion opportunities
- Growth opportunities
- Learning/development opportunities
- Sound succession planning
- Long-term strategic plans
Regards,
Leo Lingham
From India, Mumbai
Acknowledge(0)Amend(0)
Your third question:
Career and what can motivate people to accept a particular job.
Choice of career is one of the motivating factors, others being:
- Corporate image
- Corporate prestige
- Comfort
- Accessibility
- Privacy
- Flexibility
- Physical environment
- Pay packages
- Incentive plans
- Benefits plans
- Loyalty programs
- Promotion opportunities
- Growth opportunities
- Learning/development opportunities
- Sound succession planning
- Long-term strategic plans
Regards,
Leo Lingham
From India, Mumbai
Acknowledge(0)Amend(0)CiteHR is an AI-augmented HR knowledge and collaboration platform, enabling HR professionals to solve real-world challenges, validate decisions, and stay ahead through collective intelligence and machine-enhanced guidance. Join Our Platform.
My life planning work book.pdf
Quality of work life.ppt