THE ROLE OF SOUTH ASIAN YOUTH IN PEACE BUILBING(2)

When the youth of any society is strong enough to stand against the odds of the society and pin down their duties of performing responsibilities, alter all the odds to positive view. The society will be developed if most of the youths of a nation become active, dedicated and zealous. South Asia is very important region in the world in terms of population, religious identity, geographical location, cultural heritage and resources, strategic importance, international politics and so on.

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THE ROLE OF SOUTH ASIAN YOUTH IN PEACE BUILBING(1)

PEACE BUILBING(1)

“Peace is a process, a way of showing problems.” The st century is confronted with a dangerous mix of extremism, unilateralism, terrorism and criminalism. Youth are called ideal and model and even a dream for any nation. Today’s youth will direct tomorrow’s society. They are substantial and driving force of any nation. Due to the negative effects of globalization and excessive use of modernization, the youths are going to be diverted from their social and moral values.

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ROLE OF EMPLOYEE ENGAGEMENT & MENTORING OF SALES PERSONNEL(part 17)

SALES PERSONNEL(part 17)

Mentoring partnerships ensure that employees understand the business strategy and have meaningful opportunities to contribute to the recovery. Mentors help identify challenging learning assignments that broaden knowledge and develop skills that contribute to an upturn in the business. Mentors aid in extending connections and networks of employees and thereby provide a crucial link to an organization’s competitive advantage — people – and increasing productivity which in turn affects profitability. (Kaye, 2009)

Respondents in the survey who were a part of mentoring relationship scored high on the dimensions of company perception, development opportunities, work environment and information and communication in the questionnaire i.e. they felt that their organization is a better place to work for and were positive about the senior leadership, they also perceived that the organization provided opportunities for them to grow in their careers and that they were well informed about the future course that the organization would be taking. This further supports the hypothesis under consideration for the study.

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ROLE OF EMPLOYEE ENGAGEMENT & MENTORING OF SALES PERSONNEL(part 16)

Gallup (2005) compared what happens when managers primarily focus on employees’ strengths, on their weaknesses or just plain ignored employees. It was found that if a manager totally ignored employees, 40 percent of them will be actively disengaged in their jobs. If a manager focuses on employees’ weaknesses, 20 percent will be disengaged. Only 1 percent of workers will be disengaged if the boss focuses on employees’ strengths. This finding hints at the fact that positive mentoring which maximizes skills and knowledge will be immensely effective in creating an engaged workforce. (Weaver, 2011).

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ROLE OF EMPLOYEE ENGAGEMENT & MENTORING OF SALES PERSONNEL(part 15)

SALES PERSONNEL(part 15)

The statements framed in the questionnaire were related to the following factors: Company Perception, Information / Communication, Working Conditions, Compensation & Benefits, Job Assignment, Development Opportunities and Work – Life Balance. Researchers felt the need to develop a questionnaire as they wanted to include work-life balance as one of the factors and understand whether it positively contributes to employee engagement in their future studies. The questionnaire included statements which had to be rated on a five point rating scale ranging from 1 – strongly disagree to 5 -strongly agree. Some statements included were negatively worded so as to remove the effects of response set and rater bias. Cronbach Alpha reliability of the questionnaire was found using SPSS 15. It was established as being 0.784 for the questionnaire which is considered to be in the range of a good reliability score. (George & Mallery, 2003 and Nunnaly, 1994).This is given in table-2 (Refer Table 2)

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ROLE OF EMPLOYEE ENGAGEMENT & MENTORING OF SALES PERSONNEL(part 14)

A significant difference found in the engagement levels of employees with and without mentors would indicate that investing in a large, self-directed mentoring process is a low cost, high impact way to foster employee engagement, while improving morale, retention and productivity at the business unit or organizational level. (Triple Creek, 2010). Thus, mentoring relationship may have a significant effect on employee engagement in sales management . This was the main area of research focus in this study

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ROLE OF EMPLOYEE ENGAGEMENT & MENTORING OF SALES PERSONNEL(part 13)

SALES PERSONNEL(part 13)

Various models of employee engagement proposed by researchers and consulting houses have identified the drivers or the factors which if focused on by the organization, will help in engaging employees. Robinson et al (2004) has identified training and development, promotion, performance appraisals, equal opportunities, immediate management, pay and benefits, cooperation, family friendliness and job satisfaction; Penna (2007) has identified pay and benefits, learning and development, opportunity for promotions, leadership, trust and respect and meaning derived from the work done, these are considered to be essential in engaging employees. Leadership development, career advancement have been identified as the top two drivers for employees in 18-24 age group, the so-called Generation Y employees. (Towers Perring, 2008).

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