Attrition refers to the number of people that leave an organisation during a given period of time due to reasons such as retirement, resignation and death. Separation of an employee from an organization usually is an expensive affair. The organisation spends a lot of time, effort and money in recruiting, selecting, training and maintaining an employee within the organization. So when an employee leaves the organisation, all these efforts go in vain. Hence as far as possible, a company desires to
Program: BBA+MBA (IB) DUAL Section-B Case Study Case Code: CLHR001 Case Length: Period: 2014-2015 Publication Date: 2015 Subject: Human resource management Organization: PepsiCo. Countries: India Abstract: PepsiCo India was facing a major attrition problem with the senior executives. It was believed that the executives were exiting the company as they were unable to reconcile with its power “Power of one “(POI) strategy. The strategy was about merging the beverages wing with the foods division
spending plans, news paper and so on to highlight the issues and discoveries of the study done by numerous examination and business professionals. Attrition is a diminishment in the quantity of employees through retirement, abdication, reassignment, exchange or means other than cutbacks. The developing and prosperous Information Technology (IT) industry gives different openings for work to the product experts. Hence, countless change from one organization to the next. The National Organization of
misunderstanding and conflicts. Thirdly in the retail sector the most important thing is to seek attraction from the people so they are also taught how to keep their stores presentable according to the current trends. As the people now wants to eat, shop, and get entertained under the same roof. All these have lead the UAE organized retail sector to give more in order to satisfy the UAE customer. As retail is a huge set up there are some challenges that the UAE Retail is facing. *Challenges with respect
materials, strong retail and distribution, adequate internl control system, advanced R&D, aggresive mergers and acquisitions, divesified product portfolio and commitment to sustainability. While the weaknesses of Tata steel are operational efficiency not very good, lagging in technological front,
SUBJECT: CUSTODIAN LIFE AGENCY EXPANSION PLAN PREAMBLE The Agency Model has been operating in Custodian Life Insurance since 2013. This is the traditional sales model for retail insurance and the experiences/lessons from implementing and operating an Agency model within Custodian life are not atypical. Custodian engaged an expert from a country which shares the same sociodemographic similarities to Nigeria, where the agency model is thriving. A sales model has been developed and is been implemented
as well as iLife and Professional applications. The unique range of services that the company offers have revolutionized other markets and industries such entertainment and retail. Online stores, portable music, video players, and other technological products have made it easier to access certain services from anywhere. The iPod revolutionized the music industry and changed the commercial aspect of the same as people could now access music without buying a cd or tape. The company has been significantly
EMERGING CHALLENGES: Technological changes in Indian banking system presents great opportunities and challenges for the banking industry. The primary challenge is to give consistent service to customers irrespective of the kind of customer. Different banks can differentiate their services by offering more technical facilities. Developing or acquiring the appropriate technology for the product, deploying it efficiently and then managing it to the extreme level is important to achieve and consistently
order to alleviate the burden of medical expenses on the society and ensure the implementation of the medical insurance scheme, retail prices of pharmaceutical products qualified for the program and included in the National Basic Medical Insurance Scheme Drug Catalogue will be regulated. The pricing mechanism is based upon three considerations when setting the maximum retail price - production cost, a wholesaler spread set by the government and the prices of comparable products in the market. Any products
retirement of Narayana Murthy in 2011. Infosys had hit very low in terms of financial growth (6.6 percent) lower than the overall industry’s growth (12-14 percent) and that of its competitors. The low financial growth resulted in bigger bench and high attrition rates. This had a negative effect on morale of employees and investors. It is when Infosys fell behind Cognizant the investors of Infosys started worrying and questioning the management. Even the employees’ way of looking at their leadership changed