netrashetty
Netra Shetty
Gemini Sound Products Corporation is a worldwide manufacturer of professional audio and mobile DJ equipment, including DJ CD players, DJ turntables, DJ mixers, professional amplifiers, loudspeakers, wireless microphones & DJ audio effects. Founded in 1974, it now has bases in the USA, Spain, UK, and Germany.
In June 2006, it announced the corporate name would change to GCI Technologies, an acronym meaning Gemini, Cortex, and iKey, its three divisions. Cortex, a maker of hard drive music systems, made its debut at the 2006 NAMM convention and was subsequently acquired by Gemini. The Gemini DJ brand name will still be used as it currently is.
In 1998, the Commission on Reform of the State Compensation Plan
was formed to recommend modification to the Commonwealth’s classified
compensation plan. The need to reform the State's compensation and
classification system was formally recognized by the 1994 Workforce
Commission. The 1998 Commission adopted and refined the objectives of the
1994 Workforce Commission and developed a new compensation plan for the
Commonwealth. The new system reflects contemporary human resources
practices used by many public and private employers and is designed to meet
the on-going needs of the agencies in effectively fulfilling their missions and
delivering services to the citizens of the Commonwealth.
The Commission’s findings and recommendations are presented in the
January 14, 2000, report entitled Report: Reform of the Classified
Compensation Plan (see Appendix B). The Governor and the 2000 session of
the Virginia General Assembly approved the Commission’s recommendation
to develop a new Compensation Management System for employees covered
by the Virginia Personnel Act.
Covered employees include the majority of individuals employed by the
Commonwealth’s Executive Branch. Employees not covered by the Virginia
Personnel Act include Judiciary Branch employees, faculty employed in the
Commonwealth’s colleges and universities, employees of independent agencies,
employees of the Virginia Commonwealth University Health System Authority
and the University of Virginia Medical Center. These employees are excluded
from the new Compensation Management System. The Virginia Personnel Act
does not cover hourly employees (formerly referred to as wage employees),
but their pay generally is determined in accordance with the Compensation
Management System for classified employees.
The change from the former system to the new Compensation
Management System is a major one. Most components of the former system
have been changed. The new system introduces new pay practices as well as
the concept of career growth. While the former system emphasized the
classification or evaluation of positions, the new system emphasizes
compensation of the employee. In other words, the system has shifted from
assigned job duties and responsibilities to recognizing the employee's
contribution to the organization (from position-based to person-based).
Additionally, the new Compensation Management System shifts the
responsibility and accountability for administering compensation policies and
practices from the Department of Human Resource Management (DHRM) to
agency management.
PAY PHILOSOPHY
Previously, the Commonwealth’s stated philosophy or goal was to pay
salaries comparable to employers in the private sector in the Commonwealth.
A new pay philosophy has been developed. In the new system, salaries are
compared to both private and public sector organizations using local, regional,
and national information. Total compensation, which includes both salary
and benefits, continues to be used when analyzing the labor market
information.
In the new system, salary increases are based on performance.
Entitlements such as across-the-board increases have been eliminated.
Human Resource Management (HRM) consists of various elements. These are namely: a core of beliefs and assumptions concerning the nature of management and organization, and by implication a core set of beliefs and assumptions which define the nature of humanity and the wider society it inhabits. In particular the philosophy which underpins HRM tends to argue that a state of natural harmony exists between management and workers such that trade unions are unnecessary for the effective regulation of management-employee relations (Collins 1998). The elevation of certain strategic concerns such that the management of employee relations comes to fulfill a central role in management strategy, on a par with other matters such as finance and accounting. An elevation of the role and status of line management in human relations matters such that line managers are said to take over many of the day-to-day functions normally associated with the personnel function. HRM’s element is an analysis of key levers to promote moves from some notion of personnel management to embrace the ideas and ideals of HRM. HRM may be interpreted as an attempt to reconfigure and redirect organizations towards competitive success
In June 2006, it announced the corporate name would change to GCI Technologies, an acronym meaning Gemini, Cortex, and iKey, its three divisions. Cortex, a maker of hard drive music systems, made its debut at the 2006 NAMM convention and was subsequently acquired by Gemini. The Gemini DJ brand name will still be used as it currently is.
In 1998, the Commission on Reform of the State Compensation Plan
was formed to recommend modification to the Commonwealth’s classified
compensation plan. The need to reform the State's compensation and
classification system was formally recognized by the 1994 Workforce
Commission. The 1998 Commission adopted and refined the objectives of the
1994 Workforce Commission and developed a new compensation plan for the
Commonwealth. The new system reflects contemporary human resources
practices used by many public and private employers and is designed to meet
the on-going needs of the agencies in effectively fulfilling their missions and
delivering services to the citizens of the Commonwealth.
The Commission’s findings and recommendations are presented in the
January 14, 2000, report entitled Report: Reform of the Classified
Compensation Plan (see Appendix B). The Governor and the 2000 session of
the Virginia General Assembly approved the Commission’s recommendation
to develop a new Compensation Management System for employees covered
by the Virginia Personnel Act.
Covered employees include the majority of individuals employed by the
Commonwealth’s Executive Branch. Employees not covered by the Virginia
Personnel Act include Judiciary Branch employees, faculty employed in the
Commonwealth’s colleges and universities, employees of independent agencies,
employees of the Virginia Commonwealth University Health System Authority
and the University of Virginia Medical Center. These employees are excluded
from the new Compensation Management System. The Virginia Personnel Act
does not cover hourly employees (formerly referred to as wage employees),
but their pay generally is determined in accordance with the Compensation
Management System for classified employees.
The change from the former system to the new Compensation
Management System is a major one. Most components of the former system
have been changed. The new system introduces new pay practices as well as
the concept of career growth. While the former system emphasized the
classification or evaluation of positions, the new system emphasizes
compensation of the employee. In other words, the system has shifted from
assigned job duties and responsibilities to recognizing the employee's
contribution to the organization (from position-based to person-based).
Additionally, the new Compensation Management System shifts the
responsibility and accountability for administering compensation policies and
practices from the Department of Human Resource Management (DHRM) to
agency management.
PAY PHILOSOPHY
Previously, the Commonwealth’s stated philosophy or goal was to pay
salaries comparable to employers in the private sector in the Commonwealth.
A new pay philosophy has been developed. In the new system, salaries are
compared to both private and public sector organizations using local, regional,
and national information. Total compensation, which includes both salary
and benefits, continues to be used when analyzing the labor market
information.
In the new system, salary increases are based on performance.
Entitlements such as across-the-board increases have been eliminated.
Human Resource Management (HRM) consists of various elements. These are namely: a core of beliefs and assumptions concerning the nature of management and organization, and by implication a core set of beliefs and assumptions which define the nature of humanity and the wider society it inhabits. In particular the philosophy which underpins HRM tends to argue that a state of natural harmony exists between management and workers such that trade unions are unnecessary for the effective regulation of management-employee relations (Collins 1998). The elevation of certain strategic concerns such that the management of employee relations comes to fulfill a central role in management strategy, on a par with other matters such as finance and accounting. An elevation of the role and status of line management in human relations matters such that line managers are said to take over many of the day-to-day functions normally associated with the personnel function. HRM’s element is an analysis of key levers to promote moves from some notion of personnel management to embrace the ideas and ideals of HRM. HRM may be interpreted as an attempt to reconfigure and redirect organizations towards competitive success
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