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Q. Show Methods or techniques of requirements?
Methods or techniques of requirements: the following are the most commonly used to recruitment people:
Promotions and transfers: this is a method of filling vacancies from within through the transfers and promotions. A transfer is an internal movement within the same grade, from one job to another. It may lead to changes in the duties and responsibilities, working conditions, etc. but not necessarily salary. Promotion, on the other hand, involves movement of employee from a lower level of position to a higher level position accompanied by (usually) changes in duties, responsibilities, status and value. Job posting: Job posting is another way of hiring people from within. In this method, the organization publicized the job openings on the bulletin boards, electronic media and similar outlets.
Employee referrals: Employee referral means using personal contacts to locate job opportunities. It is a recommendation from a current employee regarding a job applicant. The logic behind the employee referral is that "it takes on to know one".
WRITTEN STYLE : We have already said that the purpose of writing up an experiment or other piece of practical work is to enable somebody else to repeat your work, and hopefully, o
design 10 items structure interview for News correspondent.
Referencing: In all academic work you need to acknowledge the sources on which you have drawn. This not only allows readers to locate and follow up the original source for the
What are the HR Practices and HR models of an organisation
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P repare the Terms of Reference (TOR) Let us now learn how to prepare a TOR. TOR forms are an important document of the RFP. It helps reduce the risk of ambiguities during
Induction and Deployment: One of the surest ways to retain and motivate the selected persons far a position(s) is to induct the person properly into the organisation to make t
Question 1: (a) What do you understand by the term "job" in relation to HRM? (b) Explain the differences between:- (i) Job and task (ii) Job analysis and job Evaluation (i
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