HRM #3 CITI BANK 2012120110 Daun Oh 1. Why has Citibank introduced a Performance Scorecard? The Citibank introduced a new evaluating method to highlight the importance of a diverse set of measures in achieving the strategic goals of the division. As the Citibank’s major competitor have four hundred offices in California compared to Citibank’s eighty branches‚ the Citibank should set the differentiation strategy to focus on the long-term success. Given the characteristics
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HR practice in Bangladesh is better than the past. In the past‚ HR role was concentrated to hiring firing and letter issuance-dispatching-filing stage. Now it has started to perform more than that. Such as ....Employee motivation‚ Employee development‚ employee retention‚ facilitating organizational development initiatives etc. and thus contributes to the achievement of organizational goals. These value added job has just begun in BD. For a good tomorrow‚ this is a starting point. Employers have
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Human Resource Management Practices in Infosys INTRODUCTION "Our assets walk out of the door each evening. We have to make sure that they come back the next morning." (Narayana Murthy‚ CEO Infosys). Infosys technology‚ a leading software company based in India‚ was voted as the best employer in the country in many HR surveys in the recent years. The company is well known for its employee friendly HR practices. Though Infosys has grown to become a US $ 2 billion company by the year
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Building the National HR Competency Model: The four pillars of Professionalism By Marius Meyer‚ CEO: SA Board for People Practices (SABPP) Last month we introduced you to the new national HR Competency Model of the SA Board for People Practices (SABPP). As the HR standards-setting and professional body for HR‚ the aim of the model is to set a national standard for HR competence‚ and to provide HR professionals with a common framework for developing the required competencies in meeting the
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COMPARATIVE STUDY OF COMMERCIAL BANKS AND CO-OPERATIVE BANKS Introduction The robust macroeconomic environment continued to underpin the financial performance of Indian banks during 2004-05‚ with major bank groups successfully weathering the impact of an upturn in interest cycle. The demand for credit was broad-based during 2004-05 with agriculture and industry joining the housing and retail sectors to drive up the demand for credit. A sharp increase in net interest income mitigated to a large
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Management Practices of Mercantile Bank Limited with Legal Environment of Bangladesh. AN OVERVIEW OF MERCANTILE BANK LIMITED 1. Brief History. Mercantile Bank Limited was incorporated in Bangladesh on May 20‚ 1999 as a scheduled bank in the private sector. The bank went into commercial banking operation since June 02‚ 1999. The first branch was opened at Dilkusha Commercial area in Dhaka on the same day. 2. Nature of Company and Ownership Structure. Mercantile Bank is a public
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is the brief summary of the main findings from the Bloom & Van Reeenen’s consideration for impact of HRM on productivity:- • Increase productivity from incentives both individual & group bonuses. • Increase in productivity because workers are generally attracted to the organizations which offer high incentives. • More efficient when introduced with other complementary features within HRM practices such as team work ‚ group bonuses and firm characteristics such as ICT‚ decentralization etc. • Distortions
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Chapter 15 Accounting in a Global Market QUESTIONS 1. Foreign currency exchange rates are used to express transactions in local currency in terms of U.S. dollars and vice versa. For example‚ if the exchange rate is $1 = 1.65 DM (Deutsche mark)‚ and if one wishes to change 100 U.S. dollars into Deutsche marks‚ one will receive $100 ( 1.65 = 165 DM‚ and if one wishes to change 100 DM to U.S. dollars‚ one will receive 100 DM/1.65 = $60.61. 2. A foreign currency transaction occurs when a transaction
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2nd Special Focus Symposium on ICESKS: Information‚ Communication and Economic Sciences in the Knowledge Society Zadar‚ November 13th to 14th‚ 2008 HRM practices in managing knowledge workers Ing. Martin Šikýř‚ Department of Personnel Management‚ Faculty of Business Administration‚ University of Economics‚ Prague‚ Winston Churchill Sg. 4‚ 130 67 Prague 3‚ Czech Republic‚sikyrm@vse.cz Prof.dr.sc. Damir Boras‚ Faculty of Philosophy‚ University of Zagreb‚ Croatia Ljubica Bakić-Tomić‚ Ph.D
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CREDIT RISK MANAGEMENT PRACTICES AMONG COMMERCIAL BANKS IN KENYA BY: PAUL MWANIKI THUO BUSINESS SEMINAR PAPER AUGUST 2013 Abstract Financial and non-financial organizations have financial disasters which point to the need for various forms of risk management practices. Banks and other financial institutions have faced difficulties over the years for a number of reasons. However‚ the major cause of serious banking problems continues to be directly related to lax credit standards for
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