Query: HUMAN RESOURCES ADMINISTRATION IN RECRUITMENT AND JOB ORIENTATION FOR RECRUITMENT RESOURCES

title: A STUDY ON JOB SATISFACTION AMONG THE EMPLOYEES OF LIFE INSURANCE CORPORATION (LIC) OF INDIA IN KANYAKUMARI DISTRICT
abstract: The human resource management plays an important role in the success of an organization. It helps the efficient running of an organization and offer significant potential to its future development. Human resource management (HRM) is defined as all methods and functions concerning the mobilization and development of personnel as human resources, with more objectives of efficiency and better productivity in many companies, government administrations, or other organizations. It includes the activities of human resources planning, recruitment, selections, orientations, trainings, performance taxations, compensations, and safety. HRM aims at developing people through work. The insurance sector is mainly staff oriented and hence it is very essential to the employer to satisfy the needs of the employees. The life insurance corporation of India is a unique institution which provides service catering to the needs of the people in the different strata of the society. The main objective of this paper is to know about the factors affecting job satisfaction and to analyze the level of job satisfaction of the LIC employees in Kanyakumari District. LIC of India,

title: Business Education and Human Resources Development in Japan: Issues and Challenges
abstract: Reflecting the growing social interest in a professional orientation to business, business schools intended for adults (or non traditional students) have emerged in rapid succession in Japan from the latter half of the 1990s to the present. In terms of adult MBA (Master of Business Administration) education in Japan, most courses have been modeled on the U.S. business schools and in fact a vast number of adult graduate students have completed their MBAs, gone back to their respective companies and are "playing prominent roles" in their respective fields. However, at a number of Japanese companies, recruiting officers have complained that, "many quit their jobs too soon after acquiring their MBAs," and some have even voiced the pessimistic opinion that, " MBAs are useless in Japanese companies." Such dissatisfaction with the MBA programs in Japan can be understood if seen in the context of the traditional method of human resources development in Japan, where on the job training (OJT) has been the main method of education and also from the fact that MBA education in this country is still in its infancy, and an MBA education program that is truly in tune with the needs of Japanese companies has yet to appear. It is undeniable that we are still at the stage where MBA education programs are being imported directly from the U.S. and merely being run on a trial basis. As a matter of fact, several companies seem to have given up on this type of university oriented MBA education altogether, which they see as something of a dead end, and are beginning to explore the possibility of forming their own corporate universities (universities within enterprises) to train their professionals. In this paper, I intend to investigate both theoretically and empirically such issues as, whether the MBA education programs of the business schools offered by the universities of this nation, which have emerged against the backdrop of such heightened interest in a professional orientation to business, are truly useful from the point of human resources development at Japanese companies; their differences when compared with corporate universities; if business schools are found to be useful, then what role they should play in human resources development at Japanese companies; and the ideal form of MBA education for Japan and how it matches the context of Japanese companies and how it differs from MBA education in the U.S. through comparative studies of the business education systems of the U.S. Europe and Asia. The ultimate goal of this book will be to theoretically explore what role business education, as offered by Japanese universities, should play as an alternative form of human resources development to traditional OJT and additionally to offer specific recommendations based on these insights that will eventually lead to practical suggestions.

title: Supervision in the Hospitality Industry: Leading Human Resources
abstract: Preface. PART 1: LEADING HUMAN RESOURCES, EQUAL OPPORTUNITY, DIVERSITY, AND PLANNING.  Leading Human Resources. The Practice of Leading Human Resources. The Importance of Leading Human Resources. The Human Resources Department. Leadership. The Challenge of Leading Human Resources. Leaders, Supervisors, and Associates. Characteristics of Leaders. The Nature of Leadership.  The Old Style Boss. Theory X and Theory Y. Situational Leadership. Transactional Leadership. Transformational Leadership. Practices of Leaders. Empowerment. Developing Your Own Style. Ethics. The Leader as Mentor. Chapter 2: Equal Opportunity Laws and Diversity. Equal Opportunity. EEO and Diversity.  Equal Employment Opportunity Laws. EEO Laws and the Hiring Process. Equal Opportunity in the Workplace: What Leaders Need To Know.  Race, Ethnicity, Color"What Practices Are Discriminatory" Interviewing. Diversity. Why Does Cultural Diversity Matter? Developing Cross Cultural Interaction. How to Increase Personal Awareness. Learning About Other Cultures. How to Recognize and Practice Cross Cultural Interaction. The Value of Cultural Diversity. Leading Cultural Diversity in the Workplace. Establishing a Diversity and Inclusion Program. Leading Diversity Issues Positively. General Guidelines. Gender Issues. Cultural Issues. Religious Issues. Age Issues. Physically and or Mentally Challenged Issues. Chapter 3: Human Resources Planning, Job Analysis, Job Description, and Organizing. The Nature of Human Resource Planning. Levels of Planning. The Planning Process. Goals and Goal Setting. SWOT Analysis.  Qualities of a Good Plan. Types of Plans and Planning. Standing Plans. Single Use Plans. Day by Day Planning. Schedules. Planning for Change.  Creating a Positive Response. Communicating the Necessary Information. Chapter 5: Compensation and Benefits. Compensation Programs. Compensation Philosophy.  Compensation Goals and Strategies. Labor Market Conditions. Legislation and Legal Issues of Compensation. Developing a Compensation Plan. Establishing Pay Rates. Establish Pay Grades. Pay for Performance. Incentives. Profit Sharing Plans. Cost of Living Adjustments. Tipping and Service Charges. Employee Benefit Programs. Employee Benefits Required by Law. Voluntary Benefits. Health Insurance Plans. Retirement Benefits. Defined Benefit Plans.  Long Term Disability Insurance. Paid Time Off. Short Term Disability Insurance. Employee Services. Cost of Benefits.  PERFORMANCE LEADERSHIP.  Employee Expectations and Needs. Your Experience and Technical Skills. The Way You Behave as a Leader. Communication Between Leader and Employees. Unwritten Rules and Customs. Person to Person Relationships.  Theories of Motivation.  Carrot and Stick Method.  Herzberg's Motivation Hygiene Theory. Behavior Modification. Reinforcement and Expectancy Theory. Applying Theory to Reality: Limiting Factors. Building a Positive Work Climate.  The Individual.  Leading Energy. Dealing with Security Needs. Dealing with Social Needs. Rewarding Your Employees. Developing Your Employees.  The Job Providing an Attractive Job Environment. Putting the Right Person in the Right Job. Making the Job Interesting and Challenging.  The Leader. Setting a Good Example. Establishing a Climate of Honesty. Chapter 7: Teamwork, Teambuilding, and Coaching. What Is a Team? Working Together.  Teams. Leading a Kitchen Team. Leading a Restaurant Shift. Three Ways to Influence an Informal Team. Building Teams. Turning Groups into Teams. Creating Successful Teams. Characteristics of Successful Teams. Total Quality Management.  Moving from Plan to Action. Job Instruction Training. Retraining. Overcoming Obstacles to Learning. Turnover and Retention.  Performance Leadership. Performance Standards. Uses of the Job Description. What a Good Performance Standard System Can Do. In Recruiting and Hiring. In Training. In Evaluating Performance. In Your Job and Your Career.  Up a Performance Standard System. Defining the Purpose and Analyzing the Job. Writing the Performance Standards. Developing Standard Procedures. Training Associates To Meet the Performance Standards. Evaluating On the Job Performance. Implementing a Performance Standard System.  Pitfalls in Rating Employee Performance. Employee Self Appraisal. The Appraisal Interview. Planning the Interview. Conducting the Interview. Common Mistakes in Appraisal Interviews. Follow Up. Legal Aspects of Performance Evaluation. PART 4: MAINTAINING HIGH PERFORMANCE.  Discipline and Employee Assistance Programs. Essentials of Discipline. Approaches to Discipline.   Advantages of the Positive Approach. Shifting from Negative to Positive Discipline. Administering Discipline. Adapting Discipline to the Situation. Some Mistakes To Avoid. Taking the Essential Steps. Termination. Salvage or Terminate? Just Cause Terminations. The Termination Interview. Employee Assistance Programs.   Making a Positive Impact. Emotional Intelligence. Giving Instructions. Computer and Telephone Aided Communications. Business Writing.  Benefits of Delegation. Why People Resist Delegation. Why Leaders Have Trouble Delegating. Why Some Associates Won't Accept Responsibility. How to Delegate Successfully. Conditions for Success. Steps in Delegation. Adapting Delegation To Your Situation.  Decision Making and Control. Decision Making. Elements in a Managerial Decision. Approaches to Decision Making. Rational Versus Emotional Decision Making. Kinds of Decisions. How to Make Good Decisions.   Developing Alternative Solutions. Deciding on the Best Solution. Action and Follow Up.  Pattern for Solving Problems.  Problem Solving. Solving People Problems. Win Win  Building Decision Making Skills. Controlling. Glossary. Index.

title: Human Resource Management in China From the Aspect of Graduate Employment
abstract: The thoughts of people oriented are the characteristics of Chinese traditional human management, which have been influencing human management in China deeply for a long time. After the foundation of the People's Republic of China (1949) personnel department undertook the people management. The enterprise recruitment took the measures of job placement, which took things as the focus and asked people to prepare themselves for things. With China's reform and opening up in the 1980s, the concept of "Human resources" was first brought in by foreign enterprises. As a management skill that gets access to China less than 30 years and faces with the cultural conflict, HRM in China still stays in the exploring stage. Now there exist over supply and structural shortage existing simultaneously, relationship orientation and market allocation existing simultaneously, highlighting short term motivation, neglecting long term motivation, etc. The development trend of Chinese human resources management is changing from experience administration to scientific administration, from the rule of men to the rule of law, from the centre of material to the centre of man, etc. To improve human resources management, Labor Contract Law, The Settlement of Labor Disputes Law, The Promotion of Employment Law and Social Insurance Law were enacted. Because of the lack of human resource management system building and foundational work, in practice, there is a long way to go for implementing the regulations by the influence of Chinese traditional culture and planned economy.

title: Integration of Human Resource Information System to DSS, CMS and other applications to increase productivity
abstract: Human Resources Management also deal with the facilities and requirements the Human Workforce are availing and need for their working process and carrier growth. It used to act as a bidirectional process flow which increase the "Workforce" and "Senior Management" and collaborate everybody's requirements in a solution space and help to provide a better and value added service or outcome to customer or client of the organization. To make a human resource department more effective and efficient new technologies are now being introduced on a regular basis so make things much simpler and more modernized. One of the latest human resource technologies is the introduction of a Human Resources Information System. This integrated system is designed to help provide information used in HR decision making such as administration, payroll, recruiting, training, and performance analysis. Need of Integration of "Human Resource Information System" Human Resource Information System has lots of "Process Orientation" that is really tuff for human to track "Status" and "Record" of each request generated by or for any particular employee. Employee are the biggest resource for any organization. The problems with colloquial "Human Resource Management" system were: Disadvantages of Manual HR Process Description Difficult To track "Escalation Matrix" A large organization contains a large number of employee. The manual human resource management were unable to manage the request coming from each employee. So, to resolve a request it was taking much more time which let to unsatisfactory working environment. Difficult to manage integrated process flow: The manual human resource management requires lots of paper work and people, effort to "Track The Flow of each process" which also increases the cost, "Control the flow of each process" and "Record and search the flow of each process" Unable to get "Bidirectional" and "Deep dive Hierarchical" Performance management" The poor process flow restrict the entire system to do "Bi directional" such as 360 degree performance management. So, the unsatisfactory work environment for employee were increasing and management were unaware about their own flows. Difficult to implement the "Career Plan" and Training Program" Since less interaction with "Supervisor" and poor flow of information employee were unable to find and fix career plan and training program which is best suited for his/her. Poor "Document Management System" and Massaging Services: the document the employee used to submit manually and if anyone such as "Supervisor" want to see these they has to go to HR department. If department lost the document employee again has to submit that. The employee never get any alert for any emergency or any "Process State Related" alert.  Depending on performance of an employee the changed that will be happened in employees' profile will be reflected across the system even in different module such as "Employee Detail" "Payroll Management" "Insurance Management" etc. The performance management can de different type such as: 1] 360 degree: The evolution based on comments of "Supervisor" "Client" "Group" and some time external entities.2] 180 degree: The evolution based on comments of "Supervisor" and Client. The "Training Management" module contains the following step which use to execute as work flow: 1] Training budget 2] Training Application and approval 3] Training programs 4] Training evaluation 5] Training Attendance. For e.g. world largest bank has introduced a site through their "Content Management Portal" integrated with HRIS which is dedicated for "Project specific training" for employee. For last year it has dragged 84% of employees to organize and capture their training detail. Employee Self Services and Manager Self Services and Organization Climate Survey: In Employee Self Service employee can put all the services which the employee can make use. By using "Employee Self Service" employee can manage the followings: 1] HR Help Desk 2] Employee Document 3] Job Information. Managerial Self Service employee can put all the services which the manager can use for employee. By using "Managerial Self Service" employee can manage the followings: 1] Career Planning 2] Repartee's Information 3] Separation. For e.g. a fortune 500 company has introduced "Employee Self Service" through "ORACLE APPS" which sustain their employee retention rate from 78% to 92% from year 2000 to 2012 Employee Help Desk/Suggestions and Through this module employee can escalate any issue or queries to "Human Resource" department. Council for Innovative Research International Journal of Computers Technology www.ijctonline.com  2012 57 P a g e w w w c i r w o r l d c o m Opinion Polls For e.g. a Fortune 500 company implement the "Help Desk Portal" to raised employees' concern used to receive an average of 4000 request every day. Market condition of "Human Resource Information System"  The market for "Human Resource Information System" is growing very fast. This decade every organization are trying to implement an effective and integrated "Human Resource Management System" The Survey report says that the rate of growth of "Human Resource Market" around 3% in 2006, around 5.6% in 2007 and in 2008 2009 it grows was more than 8 percent. The total market capitals for HRIS are around $80 billion in 2008 09. In 2010 11 the growth rate become 9.2 percent and market capital become $110 billion where the "Integration of HRIS" with other applications plays an important role. Technology/Tool Growth Rate in 2008 2009 Growth rate in 2010 2011 Enterprise Content Management System 8.2 7 Human Resource Management Software 8 9.2 Customer Relationship Management 6.7 6.5 Enterprise Resource Planning 2.86 3.7 Web Technology 2.2 2.7 Supply Chain Management 1.9 1.6 Data analysis of Integrated HRIS: How integrated HRIS with CMS, DSS and other systems increase the productivitythis can be measured in several factors such as "Employee Apprisal Calculation" "Employee Project Performance" "Certification" " Reimburs

title: Ngure Anne and Ouko
abstract: The issue of labour turnover is central to many current related debates in economics, public policies and more so in human resources management. Monitoring of flow of employees in and out of the organization is crucial for the survival of many organizations. The Critical in the operation of many businesses is labour which constitute human resources. This is because the cost of labour makes up the largest proportion of the operational cost of business and organization. The main objective was to determine the demographic factors that influence labour turnover among Micro Finance Institutions in Kenya. The study employed descriptive survey design method. The study was conducted in selected Microfinance Institutions within the Nairobi city centre. The target population was the supervisors and subordinates of the MFIs. The study targeted 24 MFIs, supervisors and subordinates. Stratified random sampling was used to identify a sample of Six MFIs. Two supervisors and three subordinates were sampled. The main instrument for data collection was questionnaire which had both structured and unstructured questions. Secondary data was collected through annual reports. Pilot study was done and test retest method was used to determine the reliability of the instruments. Data analysis was done using SPSS and data presented inform of frequencies, percentages, tables and graphical presentations.  The length of service aspect has been studied extensively and according to Young, (1970) Lane, (1955) and Clowes, (1972) labour turnover is highly related to the employee's length of service. This means that new recruits have higher rates of labour wastage due to induction crisis than those employees who have stayed in the organization for quite some time. A possible explanation could be the fact that workers move less often as they get older and as they get used to their work and organization. The prevailing working conditions and the type of other reasons for high level of labour turnover experienced in organizations. Organizations that have poor working conditions such as un maintained facilities, long working hours suffers a high rate labour turnover. Studies have shown that labour turnover is positively related, proportionally to manual, Part time or short term contract while it's negatively related to proportion that are skilled, permanent and professional. Wage pay and Unionization of workers have a significant inverse relationship to labour turnover. The effect of unionization and labour turnover has been researched on extensively. Unions have dual roles such as representation and negotiations. The voice exit model proposed by Freemen, (1982) and Freeman and Medof, (1984) focuses on representation aspect of unions arguing that unions provide a channel of communication between workers and management. This allows workers to articulate grievances with the hope of having them solved thus providing an alternative to quitting. However, this is not the only explanation since unions can reduce turnover by using their negotiation function to improve working conditions hence creating a more pleasant working environment. In an attempt to reduce the rate of labour turnover in an organization, two approaches may be used. These are:i. Reducing labour turnover for new employees. Organizations that want to reduce labour turnover for new employees should pay particular attention to three key areas which are; recruitment, selection, induction and job training. Recruitment and selection: Most employers develop some kind of recruitment and section process often including a selection test to determine whether applicants are suitable for the work. Where the job involves practical skills, it can make sense to test them at the time of interviews, Gooch and Suff, (1999) Advertisement and details given to the local job centers or employment agencies should give an accurate picture of the job including terms and conditions (accurate job previews) They should also include an indication of starting pay and future prospects. Organizations sometimes feel forced to hire less than ideal replacement when labour turnover is high. This can simply worsen the problem and every effort should be made to maintain the standards for new recruits. Organization should also be aware of disadvantages of setting unnecessarily high standards because overqualified candidates may become bold with jobs that turn to be more mundane than they had imagined. The responsibility for seeing that turns out to be more mundane than they had imagined. The responsibility for seeing that the new recruits become a fully trained effective worker falls to the supervisor and it's useful to involve the supervisor of the section in the selection process. This involvement is important in securing the supervisors commitment to seeing the worker properly trained and settled into a job. Induction When new workers start, there is a good deal of information which they need quite apart from training for the specific job before they can properly settle down and feel part of the organization. This induction training is often shared between the personnel and administration department, which covers such matters as pay and working condition. It's important to realize that, this process is more than a single chore and should not be skipped even if the time is short. A good impression of the organization helps the new workers to settle down and learn their jobs quickly. This process is always assisted by giving them prompt attention when they first arrive for work, a friendly welcome and introduction to the work force, the early provision of smartly presented written information about the company including written statement of main employment particulars. Job training Training a new entrant for a job naturally varies in length and complexity according to the organization and the job itself. Training may be on or off the job and even quite small organization may make use of off the job facilities. A training scheme ensure that the new starter is gradually introduced to each stage of the job and can do each task satisfactorily before moving on to be the next (IPD 1996) Whether a job calls for a detailed training programme or something more, formal supervisors should keep a constant check on the trainee's progress, be available to answer questions, correct faults before they become bad habits and give encouragement. ii. Reducing turnover of long term workers Where analysis show that significant numbers of trained and experienced workers are leaving the company, it is more difficult to point to specific areas for remedial action (Taylor, 1988) The causes of this type of labour turn over are often more fundamental and may require attention to wider issues such as organization structure or management style. As a first step however, it is necessary to examine rates of pay and earning levels to ensure that they have not become out of line with those paid for comparable jobs in the industry. It is also useful to make sure that opportunity for career progression and steady improvement in earnings and skills are maintained. In order to address the problem of labour turn over for long serving employees, management should be prepared to examine organizational practices particularly where change has taken place to identify contributory factors in the loss of long serving workers. Typical areas for consideration are; Creation of systems and methods fully understood and though to be fair. Job evaluation system must be one that has succeeded in removing inconsistencies in pay. The organization must have a policy to prevent discrimination on the grounds of age, religion and sexual orientation thus giving equal opportunities to all employees. Communication in the organization must make the workers feel that they are "kept in the picture" about the new orders, product development, new equipments, and management charges. There should be an effective communication system. The managers and supervisors must be given adequate training on disciplinary issues; Workers must be given the opportunity to discuss with the supervisors on appraisal of their performance and the progress, which can be made. The organization must have planned maintenance programmes.

title: Critical Analysis of Job satisfaction in Service industry: A Review
abstract: Job satisfaction represents one of the most complex areas facing today's managers when it comes to managing their employees. Many studies have demonstrated an unusually large impact on the job satisfaction on the motivation of workers, while the level of motivation has an impact on productivity, and hence also on performance of business organizations. Unfortunately, job satisfaction has not still received the proper attention from neither scholars nor managers of various business organizations.  Job satisfaction, Indicators, factors of job satisfaction, Approach of job satisfaction  A successful organization is one which is capable to create an environment where the potential of each employee is realized and actively applied in achieving the objectives of an organization. In the modern world, the level of employee's engagement and the quality of work are directly proportional to the success of an organization and contributes towards its growth. So managers are always concerned with identifying ways to boost morale, increase productivity and gain competitive advantage. So a major focus is on factors influencing productivity rather than enhancing the quality of product. Factors influencing productivity can be classified into two categories: Controllable or internal factors Non controllable or external factors. Controllable (internal factors) includes Product, Technology, Plant equipment, materials, Human factors(job satisfaction) Work methods, Management style, Financial Factors, Sociological factors. Non controllable (external factors) includes Natural Resources, Government policy, and infrastructure. From the above mentioned factors, job satisfaction is major factor which influence productivity. An employee will incline towards the growth and success of the organization only if he is satisfied with his work as well as with the organization. So, in order to access the level of satisfaction of employees, it is important to know exactly what matters most to them. Job satisfaction is one's attitude towards his job (positive or negative) The basic element of employee job satisfaction is satisfaction in work and the work environment. One of the most widely used definitions in organizational research is that of Locke (1976) who defines job satisfaction as "a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences" .Job satisfaction is defined as all the feelings that an individual has about his/her job[1].Wadhwa and Wadhwa[2]defines job satisfaction as the orientation that employee has towards his work. He believes that jobs are important as they help in achieving organizational objectives. Employee job satisfaction is determined by the presence of job pleasure and absence of job discontent. Job discontent and job pleasure are important ingredients of job satisfaction  The behavior of an employee is influenced by his attitude and values. An employee, who is happy, is always satisfied with his work and this improves the quality. INDICATORS OF JOB SATISFACTION Job satisfaction benefits the organization in many ways. It is also a good indicator of longevity. The various measures of job satisfaction are as follows [3] 1. Helps In Employee Retention 2. Increase Productivity 3. Reduce Turnover, Recruitment, Training Cost 4. Improved Teamwork 5. Increased Quality of Service 6. Enhances Employee Loyalty 7. Reduce Absenteeism International Journal of Engineering Research and General Science Volume 4, Issue 2, March April, 2016 ISSN 2091 2730 434 www.ijergs.org 8. Deliver Superior Value To Customers 9. Increased Performance 10. Happiness/Joy/Pleasure of Employee FACTORS AFFECTING JOB SATISFACTION There are variety of factors that makes people feel positive or negative about their job. Job satisfaction can be influenced by variety of factors. One of the biggest prelude to the study of job satisfaction was the Hawthorne studies. These studies primarily credited to Elton Mayo  of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers' productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect) It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. A research conducted by Mosammod Mahamuda Parvin and M M Nurul Kabir  shows that salary, efficiency in work, fringe supervision, and co worker relation are the most important factors contributing to job satisfaction. Daljeet Singh Wadhwa et.al.  in their research identified that environmental, organizational and behavioral factors are the probable causes behind employee job satisfaction have a positive impact on job satisfaction. Another study by Nawaraj Chaulagain and Deepak Kumar Khadka [7] conducted among Healthcare Professionals reported that responsibility, opportunity to develop, staff relations and patient care were significantly influencing factors for job satisfaction. According to Ethica Tanjeen  some factors that are point of high concern to employees regarding their satisfaction are job security, promotion, relationship with superiors. The factors that lead to lowest satisfaction are freedom, relationship with immediate supervisor and promotion. As success of an organization depends mostly on the performance of employees so they need to be satisfied. Jaime X. Castillo and Jamie Cano [9] found that Hygienic and motivation factors are responsible for job satisfaction. The findings imply that employee were most satisfied with the content of their job and least satisfied with the context in which their job was performed. Factors that lead to hold positive or negative job perceptions can be summarized as follows. Recognition It is an act of notice, praise, or blame supplied by one or more superior, peer, colleague, management person, client, and/or the general public. Recognition is also a factor of motivation in Hertzberg's two factor theory. Promotion Promotion refers to designate an actual change in upward direction in job status. The promotion to the next level will result in positive changes such as pay, autonomy and supervision. Pay These are the sequences of events in which compensation plays a major role. There is no doubt that monetary rewards may play a very influential role in determining job satisfaction. Salaries not market related, can lead to dissatisfaction. Interpersonal Relations It involves relationships with superiors, subordinates, and peers or colleague. If the employee experiences the healthy relationship with others within the organization so it will boost the morale and satisfaction toward the job and lead to the higher productivity. Supervision The supervisor's willingness to delegate responsibility and/or to teach subordinates is known as supervision. If workers view their superiors as fair, competent and sincere, the level of job satisfaction will be high. Vice versa workers that perceive employers as unfair, incompetent and selfish will therefore experience a lower level of job satisfaction. Policy and Administration These are events in which some or all aspects of the organization were related to job satisfaction. Organizational policy plays an important part in the satisfaction of employee toward the job. These should be framed keeping in view of employee's needs and desire.  2091 2730 435 www.ijergs.org Working Condition Physical working conditions and facilities are equally significant for job satisfaction of employees, viz Canteen, Proper lighting, Drinking water, creches, clean washrooms. Work Itself The work itself' plays a critical role in determining how satisfied a worker is with the job the actual job performance related to job satisfaction.  /APPROACH OF JOB SATISFACTION The content theory of job satisfaction rests on identifying the needs and motives that inspire people. The theory focuses on the inner needs driving people to act in that work environment. Suggesting management by observing employees behavior, can determine and predict their needs. Abraham H. Maslow developed a need hierarchy theory. According to this theory, the urge to fulfill need is a prime factor in motivation of people at work. Human being strives to fulfill a wide range of needs. Human needs are multiple, complex and interrelated. Human needs form a particular structure or hierarchy. Physiological needs are at the base of the hierarchy while selfactualization needs are at the apex. Safety (security) needs, social needs and esteem (ego) needs are positioned in between. Lower level needs must at least partially be satisfied before higher level needs emerge. As soon as one need is satisfied, another need emerges. This process of need satisfaction continuous from birth to death. According to Herzberg, maintenance or hygiene factors are necessary to maintain a reasonable level of satisfaction among employees. These factors do not provide satisfaction to the employees but their absence will dissatisfy them. Therefore these factors are called dissatisfies. These are not intrinsic parts of a job but they are related to conditions under which a job is performed. On the other hand motivational factor are intrinsic parts of the job. Any increase in these factors will satisfy the employees and help to improve performance. But a decrease in these factors will not cause dissatisfaction. In 1964, Vroom defined motivation as a process, controlled by the individual, which governed choices among alternative forms of voluntary activities. Motivation is a product of an individual's expectancy that a

title: Electronic human resource management strategy e HRM and organizational success in Nigeria
abstract: This paper investigates Electronic Human Resource Management (e HRMs) strategy and organizational success in Nigeria. The objective of this paper is to empirically investigate into the nature of Electronic Human Resource Management Strategy and to examine if organizations in Nigeria actually benefit from its use. EHRMS help organizations achieve competitive success through strategic people. Such requires a fundamental strategic change in how managers think about organization"s workforce and how they view the work relationship. Data were obtained from 10 organizations constituting 100 Human Resources Managers of both government and private sector businesses, all in Rivers State of Nigeria. Data obtained from the field were analyzed using Multiple Regression Statistical Techniques. The paper finds that there is a significant relationship between the rotational e HRMS and productivity improvements. This paper further reveals that there is an inverse relationship between relational e HRMs and cost reductions. The paper recommends that organizations in Nigeria whether small or large should learn to engage the use of web based technology to facilitate human resource processes; the application of the web based technology will assist the corporations in reducing costs.   (2015) 35983 35990 Finance Management Available online at www.elixirpublishers.com (Elixir International Journal) Chikwe, J.E. and Ozuru, Henry, N. Elixir Fin. Mgmt. 87 (2015) 35983 35990 35984 actually benefit from its use. Therefore, the context of the problem is to investigate whether e HRM systems provide the users with associated benefits or success.  The act of creating innovative ideas by organizations in Nigeria to improve its operations is what any organization would like to achieve. Organizations are familiar with the saying that "Time is money" therefore, any tool(s) that would speed up its activities, improve productivity or cut costs, are being implemented. The research problem therefore is to know if e HRM systems as an innovative tool bring any sort of positive or negative outcome to the organizations that use the new system in Nigeria. Theoretical Foundation Electronic Human Resource Management (e HRM) is a good vehicle to implement Human Resource (HR) strategies, policies, as well as practices in organizations through an ongoing and directed support by full use of Web technologybased channels and networks. Human Resource Management (HRM) departments are formulated in order to manage all concerns relating to the organizations workforce. Such duties among others are employees" performance, human resources planning, staffing, training, payments, appraisals, employee"s benefits and compensations (Stolt, 2010) Stolt, (2010) states that HRM is the process of managing the organization"s most vital asset those persons that make inputs to the company"s success either individually or in a groupin a planned strategic manner. Amongst the various ways in which HRM has been adapting the different types of changes and improvement is the application of technology which has immensely affected the way HRM departments in organizations work. The presence of internet as well as other Information Technology (IT) tools pushes organizations to make use of its possibilities in transacting business and improving performance. Paauwe, Farndale and Williams (2005) assert that the HRM function is subject to radical and dramatic change as a result of the implications of web based technology. Premised on this change, e HRM has become more and more popular in the last several years. E HRM, strives to implement all the operational activities that HRM is concerned with due to technological tools in a fast and more accurate manner, involving recruitment and selection processes, filling an online job application until hiring; also training options and accessing performance information online that is becoming more and more popular. The function of Human Resources Management in any organization becomes important because it deals with a very important and difficult to manage resource (human capital) because they make the organization work. Firms need to recruit, scout the best person job fit and keep talented employees (Laumer, Eckhardt and Weitzel 2010) Study Variables and Research Framework In our paper, Electronic Human Resource Management (e HRMs) is our predictor variable with Relational e HRMs as its dimension while organization success is our criterion variable with Productivity improvements and cost reduction as its measures, and security is our moderating variable. The attributes to these variables are: Relational e HRMs This deals with "business processes" such as recruitment, training, and performance appraisals (Ruel, el al. 2004)  This relates to strategic human resources action such as organizational change and strategic orientation (Snell, et al 2001)  This involves administrative functions such as salaries and personnel data administration (Ruel, el al2001) Based on the foregoing research variables, our theoretical model for the study is expressed in the functional relationships as indicated below. OS f(e HRMs) cf 1 E HRMS R 2 MV S 3 E MRMS F(R)+S 4 Where: OS Organizational success E HRMS Electronic Human Resources Management Strategy MV Moderating Factor R Relational e HRMs S Security PI Productivity Improvement CR Cost Reduction Figure 1. Conceptual Framework on Electronic Human Resources Management Strategy (e HRMs) and Organizational Success in Nigeria Source: Desk Research, 2013 Figure 2. Operationalization on Electronic Human Resources Management Strategy (e HRMs) and Organizational Success in Nigeria.  Desk Research, 2013 Research Hypotheses Premised on our research framework, the following hypotheses were drawn from the relational e HRMs as a dimension of the predictor variable and productivity improvements and cost reduction as measures of the criterion variable to guide our research.  There is no significant relationship between relational eHRM and productivity improvements in organizations in Nigeria.  There is no significant relationship between relational eHRM and cost reduction in organizations in Nigeria. Chikwe, J.E. and Ozuru, Henry, N. Elixir Fin. Mgmt. 87 (2015) 35983 35990 35985 Ho3: Security system does not moderate the influence of Electronic Human Resources Management Strategy on organizational success in Nigeria. Review of Relevant Literature Electronic Human Resources Management (e HRM) according to Strohmeier (2007) is the planning, implementation and application of information Technology for both networking and supporting at least two individual or collective actors in their shared performing of HR activities. It is a term that includes all HRM processes which are performed with the help of information technology to effectively actualize goals for the organization. Moreover, it offers the opportunity to automate administrative HRM work and to optimize value creating HRM processes (Biesalski, 2003) This process can be fully achieved with the aid of Information Technology (IT) tools. Information Technology (IT) Tools Information Technology (IT) tool aids the process of using technological applications and its infrastructure in supporting traditional business processes.  In this case, the effectiveness determines among others, all the possible processes, the optimum strategy that will maximize the outcome on its highest level, which refers to getting the right things done. With regard to a company, the term "effectiveness" can be referred to as the degree to which an organization achieves the goals that its stakeholders expect from it. From the Human Resource Management (HRM) perspective, effectiveness according to Boundarouk and Ruel (2005) takes a slightly different way as it can be identified by the level of commitment, development and change that the organizations employees demonstrate in response to the HRM practices. Efficiency Efficiency in general describes the extent to which time, effort and other resources are well used for an intended task or purpose. It is often used with the specific purpose of relaying the capability of a specific application of effort to produce a specific outcome effectively with a minimum amount or quantity of waste, or without unnecessary effort. From the eHRM context, efficiency is associated with the capability of the employer to use any web based technology in order to transmit certain information to the employees in the fastest way possible (Boundarouk and Ruel, 2005) Moreover, efficiency refers to the ability of getting the same results but with less effort or cost in achieving the stated goal. Conceptualization of E HRM Electronic Human Resources Management (e HRM) is a function of HR that is concerned with the use, management, and regulation of electronic information and processes within an organization. According to Strohmerier (2007) e HRM is the planning, implementation and application of information technology for both networking and supporting at least two individuals or collective actors in their shared performance of HR activities. It is a term that includes all HRM processes which are performed with the help of information technology to effectively actualize goals for the organization. EHRM as stated by Ruel, Bondarouk Looise (2004) is the use of web based technologies for the implementation of various HRM strategies or practices. According to Bondarouk and Ruel (2009) "e HRM is an umbrella term covering all possible integration mechanisms and contents between HRM and information technologies aiming at creating value within and across organizations for targeted employees and management" Fig 1. Types of E HRM Source Desk Research, 2013 Relational e HRM This is concerned with business processes such

title: Understanding Legitimacy and Impact within Differentiated Academic Markets
abstract: Stakeholders continue to question the value of higher education policies, practices and costs in an era of declining enrollments and shrinking budgets. In addition, they question the very nature of the knowledge creation mechanisms (e.g. research) that lie at the heart of the value proposition for post secondary educational institutions. The purpose of this paper is to review the role of conceptions of research legitimacy and impact as manifestations of the strategic intent of business schools, and to reframe discussions of research impact in terms of an underlying strategic orientation to the institution's primary stakeholders. Implications for a more mission focused implementation of research activities are discussed. Matthew Valle Understanding Legitimacy and Impact within Differentiated Academic Markets 12 Journal of Academic Administration in Higher Education 13 Fall 2016 (Volume 12 Issue 2) 2009; Buchheit, Collins, Reitenga, 2002; Long, Bowers, Barnett, White, 1998; Podsakoff et al. 2008; Trieschmann, Dennis, Northcraft, Niemi, 2000) among other things. A number of factors have driven these examinations into the research of management research, but an important explanation has to be that research should matter to what we do as an academic body. The differentiating purpose of post secondary education is the generation of new knowledge in a variety of disciplines. Instruction exists as a way to disseminate this new knowledge, but instruction serves fundamentally instrumental purposes it is a means to affect a relatively permanent change in the behavior individuals, groups and organizations based on new information, continually discovered. Therefore, the scholarly currency (medium of exchange/ store of individual academic value) of the members of the Academy of Management has always been the record of one's publications or research outputs (Aguinis, SuarezGonzalez, Lannelongue, Joo, 2012) As such, we have devised ways to evaluate to worth/value of various research publications, and while there may not be complete agreement on journal rankings and measures of journal quality, there is relative consensus about the comparative worth/value of one journal or set of journals over others, especially among faculty at the leading business schools. Criteria for tenure and promotion at the top business schools (Mudambi, Hannigan Kline, 2012) have always emphasized the currency associated with the production of research outputs in top tier or so called "A" journals (Starbuck, 2005; Trieschmann et al. 2000) and an increased emphasis on the concept of research "impact" by AACSB (AACSB International, 2008) has prodded more schools to analyze the relevance of their research (Adler Harzing, 2009; Pearce Huang, 2012) The rationale for this particular descriptive word, impact, can be framed and understood with reference to the concept of legitimacy (Alajoutsijarvi, Juusola, Siltaoja, 2015; Bailey, 2013; Rynes Brown, 2011) Legitimacy refers to the perception that what an organization or group of people does is proper and appropriate (Rynes Brown, 2011) Legitimacy ensures continued survival and often results in increased power and influence, and continued access to resources. It only seems logical that we take steps to analyze and report on the legitimacy of our work. Subsequently, researchers have tried to identify the top journal outlets (Currie Pandher, 2013; Long, Bowers, Barnett, White, 1998; Podsakoff, MacKenzie, Bachrach, Podsakoff, 2005; Podsakoff et al. 2008) the factors which lead to publication in the top outlets (Long et al. 1998; Podsakoff, MacKenzie, Bachrach, Podsakoff, 2005; Podsakoff et al. 2008; Valle Schultz, 2011) and the consequences of top tier research productivity, some of which include increased personal and institutional prestige (Bedeian et al. 2010; Podsakoff et al. 2008) enhanced institutional reputations (Boyd, Bergh Ketchen, 2010; Rindova, Williamson, Petkova, Sever, 2005) and the allocation of resources and rewards to individual faculty members (Aguinis, Suarez Gonzalez, Lannelongue Joo, 2012; Gomez Mejia Balkan, 1992; Mittal, Feick Murshed, 2008) While this research may or may not be interesting in itself, and may or may not be of some merit for proving legitimacy, it is clear that this research highlights the competitive strategy choices available to academic researchers at different institutions. For most, legitimacy and impact are a matter of how you define the words within an operational context. Trieschmann et al. (2000) suggested that business schools typically acknowledge two main constituencies students/business practitioners and academics. They also suggested that when resources were relatively scarce, schools often focus on one constituency over the other. In doing so, they suggested that business schools employ different adaptive organizational strategies and use different measures to assess unit performance. They suggested that private institutions, which tend to be more dependent on students and businesses for resources, tend to use their scarce resources for knowledge exploitation (through instruction, particularly in highly visible MBA programs) whereas public universities, which are less tuition driven, tend to use their scarce resources for knowledge exploration (through research) On the other hand, Trieschmann et al. (2000) found that schools (both public and private) with greater human, social and financial resources had greater research productivity and quality, as did Podsakoff et al. (2008) and Valle and Schultz (2011) and that public flagship institutions, in general, tend to focus their resources more on exploration (research) activities and their attendant outcome measures.  The strategic choice to explore or exploit has more to do with the administration and deployment of resources (resource based view see Barney, 1991; Wernerfelt, 1984) than conscious choices associated with a movement between categories (exploitation to exploration, and vice versa) Institutions with sufficient resources to enact an exploration strategic orientation include the prominent private universities and the flagship state institutions (see Podsakoff et al. 2008) and their resources can be grouped into three broad categories. One category of resource endowments includes human capital. The most research productive institutions (public and private) have doctoral programs and they also possess the ability to attract the best doctoral students and faculty. Long et al. (1998) suggested that prestige, or status, affected student and faculty recruitment, and in turn, research productivity. They hypothesized that higher status schools would be able to recruit doctoral students of better input quality. Second, they suggested that higher status schools could provide their doctoral students with better preparation for academic research, thus increasing specific human capital. It might be the case that at higher status schools, doctoral students receive better mentoring in the research process, which allows them to develop a better publication record and better developed research skills, all of which can help secure better quality jobs (see, e.g. Ferris, Perrewe, Buckley, 2009) Bedeian et al. (2010) argued that this form of cumulative advantage could help explain career mobility within strata in the management discipline. Podsakoff et al. (2008) and Valle and Schultz (2011) found that higher status was associated with increased toptier research productivity. Williamson and Cable (2003) found that doctoral student research productivity was a function of dissertation advisor research productivity and the research output of a faculty member's academic origin and initial placement. A second category of resources includes social capital. D'Aveni (1996) suggested that hierarchies based on prestige or status rankings tend to create closed systems of institutional groupings, where schools trade outputs (e.g. Ph.D. graduates) and share resources (e.g. faculty research co generation) within these groupings in an attempt to maintain their status. Blumberg and Pringle (1982) emphasized the increased opportunities associated with social groupings and subsequent effects on performance. Their lesson continues to remind us that the presence or absence of important social variables may dramatically impact outcomes. In the context of research productivity, those factors may include things like access to, and interaction with, top research mentors, the availability of research assistants, access to symposia and conferences where professional connections can be made, and other opportunities, such as opportunities to join journal editorial boards (Bedeian, Van Fleet Hyman, 2009; Judge, Weber, Muller Kahle, 2012; Podsakoff et al. 2008) which may not be available to researchers at lower status institutions. The value of social capital with regard to research productivity is that these high prestige groupings may indeed create what D' Aveni referred to as "mutually reinforcing and supportive homosocial reproduction networks" (1996: 166) where there is a greater likelihood of research productivity. Rynes and Brown (2011) also suggest that institutions with higher legitimacy can attract more capable human resources than those institutions with lower legitimacy. In other words, better schools are able to attract better faculty (emphasis mine) The final category of resources includes financial resources. The factors that have been previously shown to positively impact faculty research productivity include increased financial support and incentives (Podsakoff et al. 2008; Trieschmann et al. 2000; Tsui, 1990) It only makes sense that private institutions with extensive financial resources (e.g. large endowments, grants, etc. or flagship public institutions, would have the ability and orientation to pay

title: Human resource leadership for effective schools
abstract: Chapter One Human Resources Leadership and Effective Schools Plan of the Book Human Resources Leaders Model of Student Learning Organizational Effectiveness School Based Management No Child Left Behind Summary Online Resources References Chapter Two Planning for Staffing Needs Plan of the Chapter Recruiting Teachers Projecting School Enrollments Cohort Survival Method Projecting First Grade Enrollment Retention Ratios Determining Staff Allocations Model of the Selection Process Preparing a Job Description Essential Functions Changing Expectations Identifying Selection Criteria Summary Suggested Activities Online Resources Case Studies Case No. 1 Case No. 2 References Chapter Three Evaluating and Selecting Applicants Plan of the Chapter Sources of Information about Applicants Application Form Licensure and Certification Transcripts References Test Scores Background Checks Highly Qualified Interviewing for Selection Validity Reliability Perceiver Interview Rating the Applicant Transfer Policies and Student Learning Equity in Transfer Practices Summary Suggested Activities Online Resources Case Studies Case No. 1 Case No. 2 Case No. 3 Case No. 4 Case No. 5 References Chapter Four Selecting Administrative and Support Personnel Plan of the Chapter Selection Procedures Announcing the Vacancy Screening the Applicants Interviewing and Checking References Announcing Decisions Use of Tests for Selection of Administrators Written Tests Assessment Centers Selection of Principals and Assistant Principals Accountability Selection of Assistant Principals Skills of Effective Leaders Women in Administration Mentors Helping Women Gender and Leadership Style Selecting Other Support Personnel School Social Workers School Psychologists Guidance Counselors  Chapter Five Motivation of Personnel Plan of the Chapter  Chapter Six Induction Plan of the Chapter From Student to Teacher The New Teacher Purposes and Types of Induction Orientation Programs Performance Improvement Programs State Mandated Induction Programs Mentors for Beginning Teachers Mentoring Minority Teachers Starting a Mentoring Program Administrative Leadership for Induction Recommendations for Principals Induction for Administrators Learning about Leadership Summary Suggested Activities Online Resources Case Studies Case No. 1 Case No. 2 References Chapter Seven Professional Development for Educational Personnel Plan of the Chapter Functions of Professional Development Characteristics of Effective Professional Development Congruence and Ease of Adoption Planning for Professional Development Centralized versus Decentralized Programs Design of the Program Evaluation and Follow up Professional Development for Administrators and Support Personnel Summary Online Resources Case Studies Case No. 1 Case No. 2 References Chapter Eight Evaluating Employee Performance Plan of the Chapter Purposes of Performance Evaluation Models of Teacher Evaluation Remediation Model Goal Setting Model Portfolio Model Student Achievement Model Peer Assistance and Review Model Characteristics of Successful Evaluation Programs Evaluating Evaluation Systems Conducting Classroom Observations State Mandated Evaluation Systems Evaluation of Principals Legal Considerations in Personnel Evaluation Summary Suggested Activities Online Resources Case Studies Case No. 1 Case No. 2 References Chapter Nine Compensation and Rewards Plan of the Chapter Sound Compensation Plans Reasons for Low Salaries Salary Equity Fringe Benefits Single Salary Schedules Forms of Incentive Pay Pay for Performance Alternative Pay Plans Containing Costs Administrators' Salaries Constructing a Salary Schedule Summary Suggested Activities Online Resources Case Studies Case No. 1 Case No. 2 References Chapter Ten Creating Productive Work Environments Plan of the Chapter Psychological Success and Work Environments Qualities of Productive Work Environments Clear Mission Supportive Administrative Leadership Professional Culture Using Talents and Skills Comfortable Facilities Adequate Time Materials and Equipment Teacher Stress and Burnout Types of Stress Factors in Burnout Teacher Absenteeism Loss of Learning Summary Suggested Activities Online Resources Case Studies Case No. 1 Case No. 2 References Chapter Eleven Legal Issues in Human Resources Plan of the chapter State Legislation and School Boards Antidiscrimination Legislation Civil Rights Act of 1964 and Pregnancy Discrimination Act of 1978 Age Discrimination in Employment Act of 1967 and Older Workers Benefit Protection Act of 1990 Equal Pay Act of 1963 Rehabilitation Act of 1973 and Americans with Disabilities Act of 1990 Family and Medical Leave Act of 1993 Other Legislation Constitutional Protections for Employees Defending Personnel Practices Establishing a Defense Sexual Harassment Affirmative Action and Reverse Discrimination Summary Suggested Activities Online Resources Case Studies Case No. 1 Case No. 2 Case No. 3 References Chapter Twelve Collective Bargaining in Schools Plan of the Chapter Public Sector Bargaining Scope of Bargaining Teacher  Transfer and Reassignment Class Size/Preparations Extra Duty Reduction in Force Working Conditions Safety and Security Recent Developments in Collective Bargaining New Forms of Collective Bargaining Bargaining Stages Resolving Impasses Impact of Collective Bargaining on Schools Teachers' Salaries Student Learning Work of Principals Summary Suggested Activities Online Resources Case Studies Case No. 1 Case No. 2 References Chapter Thirteen Managing Conflict in Schools Plan of the Chapter Nature of Conflict in Organizations Methods of Resolving Conflict Mediation Arbitration Ombudsmen Managing Conflict through the Grievance Process Contract Interpretation Arbitration of Work Rules Deciding Which Rule Applies Grievances on Evaluation Negative Norm Setters Other Issues in Arbitration Arbitrability Timeliness Questions of Law Past Practice Effects of Arbitration on the District Summary Suggested Activities Online Resources Case Studies Case No. 1 Case No. 2 Case No. 3 References Chapter Fourteen Termination and Reduction in Force Plan of the Chapter Carrying out a Reduction in Force Reviewing Alternatives Staffing Adjustments Required Reductions in Workforce and Employees' Rights Dealing with Employee Misconduct Types of Offenses Levels of Discipline Dismissal and Nonrenewal Immoral or Unprofessional Behavior Insubordination Documenting Unsatisfactory Performance Rights of Dismissed Teachers Summary Suggested Activities Online Resources Case Studies Case No. 1 Case No. 2 References