netrashetty
Netra Shetty
BJ Services Company was a oil and gas equipment and services company that is now a subsidiary of Baker Hughes.
It was founded in 1872 as the Byron Jackson Company by inventor Byron Jackson and at its peak operated in more than 50 countries worldwide.
BJ Services Company is a leading worldwide provider of pressure pumping and oilfield services for the petroleum industry. Pressure pumping services consist of cementing and stimulation services used in the completion of new oil and natural gas wells and in remedial work on existing wells, both onshore and offshore. Oilfield services include completion tools, completion fluids, casing and tubular services, production chemical services, and precommissioning, maintenance and turnaround services in the pipeline and process business, including pipeline inspection.
On August 31, 2009, the company was bought by Baker Hughes in a $5.5 billion stock and cash deal. Greenhill & Co. advised on the transaction.[
For the human asset to imitated, further, there is the need for competitors to identify the exact source of such and duplicate exactly the elements of the human capital. Suffice to say, this is a difficult endeavour since the dynamics of human capital is also considered as organizational intelligences. On the other hand, human resources should not be imperfectly mobile so that they cannot be traded. Human resources should not be also substitutable (Pritchard, 2007).
Organizational success is also based on the collective practices internal to the organization but is intended for the outside environment. Some of these areas are employment security, recruitment selectivity, employee ownership, information sharing, participation and empowerment, self-managed teams, training and skills development and succession provision. There should be an emphasis on envisioning individual workers as sources of organizational success (Sims, 2002).
Organizational success could be also realized when the organization through SHRM is continuously invest on its reputation or image, stressing the need for sound human resource policies and practices and aligning such with the business strategies and its external context. Cost and quality is the focus whereby there are definite processes, systems and procedures that consolidates competencies, continuous education, proficient performance at individual and departmental levels and balanced monetary and non-monetary reward systems
Wages, incentives and benefits
wants to reward the efforts of qualified employees through bonus schemes, wages, options and shares programmes as well as other forms of benefits.
The incentive systems at are part of the effort to motivate employees to meet 's principal goal of optimising shareholder value. The system has both a short-term and long-term perspective, through introducing annual bonuses as well as share and options programmes. In addition, the incentive systems also contribute by helping to retain and develop the strategic expertise in the Group and attract new expertise. The incentive systems for managers and key personnel at are based on an overall compensation principle, where wages, bonuses, options and other benefits are comprehensively evaluated.
Extra holidays are a benefit of all employees at . Additional to the stipulated five weeks, employees of also have Christmas holidays, Eid holidays and two extra days off. also offers benefits for maternity leave, additional to those stipulated.
It was founded in 1872 as the Byron Jackson Company by inventor Byron Jackson and at its peak operated in more than 50 countries worldwide.
BJ Services Company is a leading worldwide provider of pressure pumping and oilfield services for the petroleum industry. Pressure pumping services consist of cementing and stimulation services used in the completion of new oil and natural gas wells and in remedial work on existing wells, both onshore and offshore. Oilfield services include completion tools, completion fluids, casing and tubular services, production chemical services, and precommissioning, maintenance and turnaround services in the pipeline and process business, including pipeline inspection.
On August 31, 2009, the company was bought by Baker Hughes in a $5.5 billion stock and cash deal. Greenhill & Co. advised on the transaction.[
For the human asset to imitated, further, there is the need for competitors to identify the exact source of such and duplicate exactly the elements of the human capital. Suffice to say, this is a difficult endeavour since the dynamics of human capital is also considered as organizational intelligences. On the other hand, human resources should not be imperfectly mobile so that they cannot be traded. Human resources should not be also substitutable (Pritchard, 2007).
Organizational success is also based on the collective practices internal to the organization but is intended for the outside environment. Some of these areas are employment security, recruitment selectivity, employee ownership, information sharing, participation and empowerment, self-managed teams, training and skills development and succession provision. There should be an emphasis on envisioning individual workers as sources of organizational success (Sims, 2002).
Organizational success could be also realized when the organization through SHRM is continuously invest on its reputation or image, stressing the need for sound human resource policies and practices and aligning such with the business strategies and its external context. Cost and quality is the focus whereby there are definite processes, systems and procedures that consolidates competencies, continuous education, proficient performance at individual and departmental levels and balanced monetary and non-monetary reward systems
Wages, incentives and benefits
wants to reward the efforts of qualified employees through bonus schemes, wages, options and shares programmes as well as other forms of benefits.
The incentive systems at are part of the effort to motivate employees to meet 's principal goal of optimising shareholder value. The system has both a short-term and long-term perspective, through introducing annual bonuses as well as share and options programmes. In addition, the incentive systems also contribute by helping to retain and develop the strategic expertise in the Group and attract new expertise. The incentive systems for managers and key personnel at are based on an overall compensation principle, where wages, bonuses, options and other benefits are comprehensively evaluated.
Extra holidays are a benefit of all employees at . Additional to the stipulated five weeks, employees of also have Christmas holidays, Eid holidays and two extra days off. also offers benefits for maternity leave, additional to those stipulated.
Last edited: