netrashetty
Netra Shetty
Dominion Resources Inc. (NYSE: D), commonly referred to as Dominion, is a power and energy company headquartered in Richmond, Virginia that supplies electricity in parts of Virginia and North Carolina and supplies natural gas to parts of West Virginia, Ohio, Pennsylvania, and eastern North Carolina. Dominion also has generation facilities in Wisconsin, Indiana, Illinois, Connecticut and Massachusetts.The G&D Program recommends that BoTs should request a managerial review of HR policies and
procedures in order to identify which policies and procedures support diversity (Allen and Wilde 2003).
It recommends that each Center should have the following policies and procedures in place:
•
•
•
•
•
•
Statement of commitment to diversity
Diversity-related employment policies
Anti-harassment policy and procedures
General family-related policies and procedures
Spouse/partner employment-related policies and procedures
Family work/balance policies, procedures, and facilities
Global sourcing or seeking pools of qualified professionals throughout the world in order to build the
best slate of candidates requires both traditional and nontraditional sourcing channels (Wilde and
Shields, 2002). The G&D Program has identified the following global sourcing strategies:
•
Increasing overall Center visibility–potential avenues are maintaining attractive and informative
websites where job opportunities are clearly visible; being visible to universities and research
institutions important for the disciplines of the Center, across regions; visibility with relevant
scientific and professional associations;
•
•
•
•
Writing diversity-positive announcements that project a competitive image of the Center;
Utilizing the internet for widespread posting of position announcements;
Utilizing internet search tools for finding the hard-to-find;
Advertising via print media and radio–consider the regional and gender audiences when selecting
outlets; and
Hiring recruiting firms (for more senior positions);
Tapping employee referrals.
actual results), in turn influencing work outcomes (job satisfaction, absenteeis
m,
work motivation, etc.). The five core job characteristics can be combined to for
ma motivating potential score (MPS) for a job, which can be used as an index ofho
w likely a job is to affect an employee's attitudes and behaviours----. A metaan
alysis of studies that assess the framework of the model provides some
support for the validity of the JCM.
Measuring job satisfaction There are many methods for measuring job satisfaction. By far, the most
common method for collecting data regarding job satisfaction is the Likert scale
(named after Rensis Likert). Other less common methods of for gauging job
satisfaction include: Yes/No questions, True/False questions, point systems,
checklists, and forced choice answers. This data is typically collected using an
Enterprise Feedback Management (EFM) system.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measure sones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participantsan
swer either yes, no, or cant decide (indicated by?) in response to whether
given statements accurately describe ones job.
· The work itselfresponsibility, interest, and growth.
· Quality of supervisiontechnical help and social support.
· Relationships with co-workerssocial harmony and respect.
· Promotion opportunitieschances for further advancement.
· Payadequacy of pay and perceived equity vis-à-vis others.
The Job in General Index is an overall measurement of job satisfaction. It is an
improvement to the Job Descriptive Index because the JDI focuses too much on
individual facets and not enough on work satisfaction in general.
Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100questions
(five items from each facet) and a short form with 20 questions (one
item from each facet). The JSS is a 36 item questionnaire that measures nine
facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of
thefirst scales used widely, measured overall job satisfaction with just one it
em which participants respond to by choosing a face.
In the control process, according to Ouchi (1977), there are two phenomena that can be monitored and evaluated: behavior and output. In other words, it is possible to design and implement control mechanisms that measure and monitor performance. This is particularly pertinent for the MNE, in its quest for coordination, consistency and compliance of behavior and outcomes throughout its global operations: at headquarters and at each subsidiary level. As mentioned earlier, the challenge is how to do this in an effective way. It is generally accepted that the object of control is to measure and monitor expatriate performance so that behaviors and outputs are aligned with the organization's goals. The MNE management issue is the balance between cultural and 'bureaucratic' control mechanisms especially in the context of international assignments. It is still necessary, though, to have some level of bureaucratic control in the form of rules, regulations and procedures, budgets, reporting systems, and formal structure. The issue is "how much" and for expatriates, how much power will be vested on them and how much control they could apply in the workplace or the subsidiaries. However, despite the body of literature on MNE control, little has been said about how the two forms of control interact in the management of individual and organizational performance of the expatriates.
procedures in order to identify which policies and procedures support diversity (Allen and Wilde 2003).
It recommends that each Center should have the following policies and procedures in place:
•
•
•
•
•
•
Statement of commitment to diversity
Diversity-related employment policies
Anti-harassment policy and procedures
General family-related policies and procedures
Spouse/partner employment-related policies and procedures
Family work/balance policies, procedures, and facilities
Global sourcing or seeking pools of qualified professionals throughout the world in order to build the
best slate of candidates requires both traditional and nontraditional sourcing channels (Wilde and
Shields, 2002). The G&D Program has identified the following global sourcing strategies:
•
Increasing overall Center visibility–potential avenues are maintaining attractive and informative
websites where job opportunities are clearly visible; being visible to universities and research
institutions important for the disciplines of the Center, across regions; visibility with relevant
scientific and professional associations;
•
•
•
•
Writing diversity-positive announcements that project a competitive image of the Center;
Utilizing the internet for widespread posting of position announcements;
Utilizing internet search tools for finding the hard-to-find;
Advertising via print media and radio–consider the regional and gender audiences when selecting
outlets; and
Hiring recruiting firms (for more senior positions);
Tapping employee referrals.
actual results), in turn influencing work outcomes (job satisfaction, absenteeis
m,
work motivation, etc.). The five core job characteristics can be combined to for
ma motivating potential score (MPS) for a job, which can be used as an index ofho
w likely a job is to affect an employee's attitudes and behaviours----. A metaan
alysis of studies that assess the framework of the model provides some
support for the validity of the JCM.
Measuring job satisfaction There are many methods for measuring job satisfaction. By far, the most
common method for collecting data regarding job satisfaction is the Likert scale
(named after Rensis Likert). Other less common methods of for gauging job
satisfaction include: Yes/No questions, True/False questions, point systems,
checklists, and forced choice answers. This data is typically collected using an
Enterprise Feedback Management (EFM) system.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measure sones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participantsan
swer either yes, no, or cant decide (indicated by?) in response to whether
given statements accurately describe ones job.
· The work itselfresponsibility, interest, and growth.
· Quality of supervisiontechnical help and social support.
· Relationships with co-workerssocial harmony and respect.
· Promotion opportunitieschances for further advancement.
· Payadequacy of pay and perceived equity vis-à-vis others.
The Job in General Index is an overall measurement of job satisfaction. It is an
improvement to the Job Descriptive Index because the JDI focuses too much on
individual facets and not enough on work satisfaction in general.
Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100questions
(five items from each facet) and a short form with 20 questions (one
item from each facet). The JSS is a 36 item questionnaire that measures nine
facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of
thefirst scales used widely, measured overall job satisfaction with just one it
em which participants respond to by choosing a face.
In the control process, according to Ouchi (1977), there are two phenomena that can be monitored and evaluated: behavior and output. In other words, it is possible to design and implement control mechanisms that measure and monitor performance. This is particularly pertinent for the MNE, in its quest for coordination, consistency and compliance of behavior and outcomes throughout its global operations: at headquarters and at each subsidiary level. As mentioned earlier, the challenge is how to do this in an effective way. It is generally accepted that the object of control is to measure and monitor expatriate performance so that behaviors and outputs are aligned with the organization's goals. The MNE management issue is the balance between cultural and 'bureaucratic' control mechanisms especially in the context of international assignments. It is still necessary, though, to have some level of bureaucratic control in the form of rules, regulations and procedures, budgets, reporting systems, and formal structure. The issue is "how much" and for expatriates, how much power will be vested on them and how much control they could apply in the workplace or the subsidiaries. However, despite the body of literature on MNE control, little has been said about how the two forms of control interact in the management of individual and organizational performance of the expatriates.
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