• Involvement of employees in their jobs increases. • Increase in company’s Goodwill. 2.7.2 Measuring job performance According to Kostiuk and Follmann (1989) “in nearly all organisations, employee performance is measured by supervisory ratings; still these data are not very useful given that they are highly biased”. Moreover, Bishop (1989) stated to this that in most jobs an objective measure of productivity does not exist. Bishop (1989) also claims that the reliability of an employee performance is favorable only when the conditions of work are favorable and stable.
Those questions are “Whom to recruit?”, “Where to recruit?”, “What recruitment sources to use?”, “When to recruit?” and “What message to communicate?” The notion of effectiveness in this study relates to the manner which implements its employment policies. The essence is to understand whether such policies are applied appropriately in the way they have been designed. What is of interest here is that if such policies are contravened in the process of implementation it implies that the recruitment and selection of candidates in the studied company is likely to be biased. Boxall and Purcell (2008) present the best fit and best practice approaches as a two way process to be used by firms in order to connect their human resource strategy with their business strategy. Efficiency on the other hand reveals whether the planned objectives of the policies bring forth the anticipated returns to the business.
Job satisfaction is important for the current study as how satisfied an employee is in their job and professional roles, plays a role in determining how they balance between their personal and professional roles. Gender differences in Job Satisfaction Current studies show that there are gender differences in job satisfaction. It has been studied that though women’s role at work are lesser in position and pay, they have lesser complains of dissatisfaction at work. It has been studied that job satisfaction depends on the job characteristics, family responsibility and personal expectation. There are many areas of Job Satisfaction studied in the current research 1.
In this context, Bartol, & Locke, (2010) explained that performance is the level of success. In general, organisational behaviour research shows that performance is a global behaviour involving three aspects: effectiveness, efficiency and productivity. Efficiency is the measure of customer
Recruitment and selection is not only concerned with attracting fresh people for jobs but it also involves eliminating the unsuitable candidates and training the successful candidates into productive workforce. HR Planning helps in the development of business strategies. The emphasis on quality of workforce is an essential part of any business strategy. Proper and optimal staffing and organization is the key to its success. Under staffing effects adversely the economies of scale business and profits of the organization whereas over staffing proves a dead load of wasteful expenses, which at times prove difficult to eliminate because of legal restrictions and redundancy expenses.
It is the final stage for determination of the parameters (variables) which are necessary to complete the description. When the clear descriptive category are identified, it is easier to go to a simple measuring procedure - counting. To understand the concept of Job satisfaction and family-owned businesses was undertaken a theory analysis: notions, theories, approaches, employee engagement and employee motivation in concept of job satisfaction; and later collected information was used in and adapted to the analysis of the company “Danos Valuations LLC”. As to the secondary data, were used the following data: Internal: Cyprus and Real Estate Sector records- statistics, company’s publications. External: scientific publications, annual reports, database sources (CYstat), Internet, previous researches on the satisfaction in family businesses.
H11: There is significant correlation between capital expenditure and sales growth rate. The results show that the P-value = 0.0000 < 0.05, so, reject the null hypothesis, H10, at confidence level of 0.05, which indicates that there is significant correlation between capital expenditure and sales growth rate. This also proves that there is a negative significant correlation between capital expenditure and sales growth. Negative correlation specifies that when an increase in capital expenditure will cause decrease in sales growth rate and vice versa. H20: There is no significant correlation between capital structure and sales growth rate.
1 Introduction In this competitive business environment, recruitment and selection practices play a vital role for the growth of a business. Because skilled manpower is the main factor for a successful business and through proper recruitment and selection practices this manpower is achieved which leads to organizational growth. The process of attracting and finding suitable candidate for the required position is recruitment and selection is the process of appointing or hiring right people (Batt, R. 2002). Recruitment means a positive activity because it invites all candidates to organization whereas selection is a negative activity because it rejects some applicant out of organization. Selection is a difficult decision making process.
In the private sector as profitability and maximising return and value to shareholders or owners is a primary goal therefore financial results are a key indicator of performance measurement. This focus on the bottom-line does not measure the drivers of the financial results and does not therefore tell the whole story. Financial results do not measure how well the organisation is meeting the needs of other stakeholder for example customers, employees, local communities and pressure groups. Traditional financial performance measures have an internal focus with an emphasis on budget achievement from a short-term perspective. They may not be directly related to the organisation’s strategy and do not indicate how performance may be improved.
In most organisations, the employer-employee relationship is a significant point of focus. This relationship includes the use of performance reviews to measure the effectiveness of employees. According to Cheng and Cheng (2012), the application of such reviews has become a very fundamental part of the working culture in almost all workplaces and it has become the main gauge of performance throughout the business year. High performance could only be reached, once the expectations and goals are defined and the employees are empowered to perform the role, which are attainable and agreed upon (Sokol, 2015). Expectations, goals, and performance all need to be set and tracked.