netrashetty
Netra Shetty
Myspace,[6] stylized My_____[7] and previously MySpace, is a social networking website. Its headquarters are in Beverly Hills, California[8] where it shares an office building with its immediate owner, News Corp. Digital Media, owned by News Corporation. Myspace became the most popular social networking site in the United States in June 2006.[9] According to comScore, Myspace was overtaken internationally by its main competitor, Facebook, in April 2008, based on monthly unique visitors.[10][11] Myspace employs 1,000 employees, after laying off 30% of its workforce in June 2009;[3] the company does not disclose revenues or profits separately from News Corporation. Quantcast estimates MySpace's monthly U.S. unique visitors at 43.2 million
Other screening techniques include employment tests and physical examinations. Some employment
tests measure aptitude, achievement, intelligence, personality and honesty. A physical examination
determines if the applicant meets the health standards and physical demands of the job.
Selecting and Hiring
If the screening process is thorough, selecting the best applicants for the job is easy. However,
before making the final selection, one last step should be taken: the top candidate's references should
be checked for accuracy and input. You should be aware of the tendency of references to give a rose-
colored picture of applicant's character and ability. Despite this potential bias, a careful check with
former employers, schools and other references can be most constructive. At a minimum, checking
can determine whether or not the applicant was truthful about his or her employment history.
Orienting New Employees to Your Business
An employee handbook communicates important information about the company to the employee.
The handbook should cover topics such as company expectations, pay policies, working conditions,
fringe
Compensation Issues
Compensation takes two forms: (1) direct compensation (wages and salaries) and (2) indirect
compensation (fringe benefits).
Direct Compensation
Wages and salaries are the compensation people receive on a regular basis (monthly, biweekly or
weekly). Workers are paid on the basis of time (by the hour, day, week or month) or on the basis of
output (an incentive plan).
Some of the legal issues regarding wage and salary compensation include
!
!
Wages and hours -- The Fair Labor Standards Act of 1938 introduced the minimum
wage and the 40-hour work week. As of April 1, 1991, the minimum wage is $4.25
an hour. The law also specifies that workers must receive time-and-a-half pay for
time spent on the job in excess of 40 hours. (Not all employees are covered by this
act; managers, professionals and sales personnel may be excluded.)
Eligibility to work -- The Immigration Reform Control Act of 1986 was intended to
reduce the number of illegal immigrants seeking jobs in the United States. Under the
law, employees hired after November 6, 1986, must show proof of their identity and
eligibility to work. There are sanctions against employers who do not comply with
Child labor -- The minimum age for children in most jobs is 16 years old. Fourteen-
and 15-year-olds are restricted to a few jobs, such as filing and sales. Persons under
14 years of age may work only under certain conditions.
Social Security -- The Social Security Act passed in 1935 provides a minimum
guaranteed income to retired and disabled persons. This system is funded by a tax on
both employees and employers. In 1990 employees were required to pay the system
an amount equal to 7.65 percent of the first $51,300 earned. Employers are required
to match that amount.
Unemployment benefits -- Each state has a program for providing protection for those
who lose their jobs (usually through no fault of their own). While programs vary
from state to state, each program must comply with certain federal guidelines.
Employers pay a tax to the state, which maintains these funds for use by the
unemployed.
Indirect Compensation
Fringe benefits are an important part of the overall compensation package in most small businesses.
Employee benefits now account for about 40 percent of payroll costs. The profitability of the small
firm is one of the primary determinants of what benefits are offered by the firm.
Employee Turnover
Overview of Employee Turnover Research
The impact of turnover has received considerable attention by senior management, human resources professionals, and industrial psychologists. It has proven to be one of the most costly and seemingly intractable human resource challenges confronting organizations. This paper provides a summary of information, abstracted from published research, on the costs of turnover, factors contributing to its magnitude in organizations, and proposed remedies.
Costs of TurnoverAnalyses of the costs associated with turnover yield surprisingly high estimates. The high cost of losing key employees has long been recognized. However, it is important for organizations to understand that general turnover rates in the workforce can also have a serious impact on an organization's profitability, and even survival. There are a number of costs incurred as a result of employee turnover. These costs are derived from a number of different sources, a few of which are listed below.
Recruitment of replacements, including administrative expenses, advertising, screening and interviewing, and services associated with selection, such as security checks, processing of references, and, possibly, psychological testing.
Administrative hiring costs.
Lost productivity associated with the interim period before a replacement can be placed on the job.
Lost productivity due to the time required for a new worker to get up to speed on the job.
Lost productivity associated with the time that coworkers must spend away from their work to help a new worker.
Costs of training, including supervisory and coworker time spent in formal training, as well as the time that the worker in training must spend off the job.
Costs associated with the period prior to voluntary termination when workers tend to be less productive.
In some cases costs associated with the communication of proprietary trade secrets, procedures, and skills to competitive organizations.
Public...
[Source:
Employee Satisfaction
We have many premium term papers and essays on Employee Satisfaction. We also have a wide variety of research papers and book reports available to you for free. You can browse our collection of term papers or use our search engine.
Employee Satisfaction
Material on Employee Satisfaction
There are various parameter on which we can do you survey like:1. Working Environment.2. Working Culture.3. Job Security.4. Health & Hygiene.5. Relation with coworkers.6. Relation with Bosses. and Many more.
1. Minnesota Satisfaction Questionnaire (MSQ) Short FormThis survey is applied base on Minnesota Satisfaction Questionnaire method. It include 20 questions (short form).2. Employee satisfaction formThis form include 18 questions and 5 rating scale and it is a full form so that you can use to send your employee immediately.3. Sample employee satisfaction surveyThis survey include questions about organization, work, compensations, relationship with managers / supervisors etc4. Employee satisfaction survey formThis form include questions about organization, work, compensations, relationship with managers / supervisors, corporate culture etc5. Employee satisfaction questionnaire
Many experts believe that one of the best ways to maintain employee satisfaction is to make workers feel like part of a family or team. Holding office events, such as parties or group outings, can help build close bonds among workers. Many companies also participate in team-building retreats that are designed to strengthen the working relationship of the employees in a non-work related setting. Camping trips, paintball wars and guided backpacking trips are versions of this type of team-building strategy, with which many employers have found success.
Of course, few workers will not experience a boost in morale after receiving more money. Raises and bonuses can seriously affect employee satisfaction, and should be given when possible. Yet money cannot solve all morale issues, and if a company with widespread problems for workers cannot improve their overall environment, a bonus may be quickly forgotten as the daily stress of an unpleasant job continues to mount.
If possible, provide amenities to your workers to improve morale. Make certain they
Other screening techniques include employment tests and physical examinations. Some employment
tests measure aptitude, achievement, intelligence, personality and honesty. A physical examination
determines if the applicant meets the health standards and physical demands of the job.
Selecting and Hiring
If the screening process is thorough, selecting the best applicants for the job is easy. However,
before making the final selection, one last step should be taken: the top candidate's references should
be checked for accuracy and input. You should be aware of the tendency of references to give a rose-
colored picture of applicant's character and ability. Despite this potential bias, a careful check with
former employers, schools and other references can be most constructive. At a minimum, checking
can determine whether or not the applicant was truthful about his or her employment history.
Orienting New Employees to Your Business
An employee handbook communicates important information about the company to the employee.
The handbook should cover topics such as company expectations, pay policies, working conditions,
fringe
Compensation Issues
Compensation takes two forms: (1) direct compensation (wages and salaries) and (2) indirect
compensation (fringe benefits).
Direct Compensation
Wages and salaries are the compensation people receive on a regular basis (monthly, biweekly or
weekly). Workers are paid on the basis of time (by the hour, day, week or month) or on the basis of
output (an incentive plan).
Some of the legal issues regarding wage and salary compensation include
!
!
Wages and hours -- The Fair Labor Standards Act of 1938 introduced the minimum
wage and the 40-hour work week. As of April 1, 1991, the minimum wage is $4.25
an hour. The law also specifies that workers must receive time-and-a-half pay for
time spent on the job in excess of 40 hours. (Not all employees are covered by this
act; managers, professionals and sales personnel may be excluded.)
Eligibility to work -- The Immigration Reform Control Act of 1986 was intended to
reduce the number of illegal immigrants seeking jobs in the United States. Under the
law, employees hired after November 6, 1986, must show proof of their identity and
eligibility to work. There are sanctions against employers who do not comply with
Child labor -- The minimum age for children in most jobs is 16 years old. Fourteen-
and 15-year-olds are restricted to a few jobs, such as filing and sales. Persons under
14 years of age may work only under certain conditions.
Social Security -- The Social Security Act passed in 1935 provides a minimum
guaranteed income to retired and disabled persons. This system is funded by a tax on
both employees and employers. In 1990 employees were required to pay the system
an amount equal to 7.65 percent of the first $51,300 earned. Employers are required
to match that amount.
Unemployment benefits -- Each state has a program for providing protection for those
who lose their jobs (usually through no fault of their own). While programs vary
from state to state, each program must comply with certain federal guidelines.
Employers pay a tax to the state, which maintains these funds for use by the
unemployed.
Indirect Compensation
Fringe benefits are an important part of the overall compensation package in most small businesses.
Employee benefits now account for about 40 percent of payroll costs. The profitability of the small
firm is one of the primary determinants of what benefits are offered by the firm.
Employee Turnover
Overview of Employee Turnover Research
The impact of turnover has received considerable attention by senior management, human resources professionals, and industrial psychologists. It has proven to be one of the most costly and seemingly intractable human resource challenges confronting organizations. This paper provides a summary of information, abstracted from published research, on the costs of turnover, factors contributing to its magnitude in organizations, and proposed remedies.
Costs of TurnoverAnalyses of the costs associated with turnover yield surprisingly high estimates. The high cost of losing key employees has long been recognized. However, it is important for organizations to understand that general turnover rates in the workforce can also have a serious impact on an organization's profitability, and even survival. There are a number of costs incurred as a result of employee turnover. These costs are derived from a number of different sources, a few of which are listed below.
Recruitment of replacements, including administrative expenses, advertising, screening and interviewing, and services associated with selection, such as security checks, processing of references, and, possibly, psychological testing.
Administrative hiring costs.
Lost productivity associated with the interim period before a replacement can be placed on the job.
Lost productivity due to the time required for a new worker to get up to speed on the job.
Lost productivity associated with the time that coworkers must spend away from their work to help a new worker.
Costs of training, including supervisory and coworker time spent in formal training, as well as the time that the worker in training must spend off the job.
Costs associated with the period prior to voluntary termination when workers tend to be less productive.
In some cases costs associated with the communication of proprietary trade secrets, procedures, and skills to competitive organizations.
Public...
[Source:
Employee Satisfaction
We have many premium term papers and essays on Employee Satisfaction. We also have a wide variety of research papers and book reports available to you for free. You can browse our collection of term papers or use our search engine.
Employee Satisfaction
Material on Employee Satisfaction
There are various parameter on which we can do you survey like:1. Working Environment.2. Working Culture.3. Job Security.4. Health & Hygiene.5. Relation with coworkers.6. Relation with Bosses. and Many more.
1. Minnesota Satisfaction Questionnaire (MSQ) Short FormThis survey is applied base on Minnesota Satisfaction Questionnaire method. It include 20 questions (short form).2. Employee satisfaction formThis form include 18 questions and 5 rating scale and it is a full form so that you can use to send your employee immediately.3. Sample employee satisfaction surveyThis survey include questions about organization, work, compensations, relationship with managers / supervisors etc4. Employee satisfaction survey formThis form include questions about organization, work, compensations, relationship with managers / supervisors, corporate culture etc5. Employee satisfaction questionnaire
Many experts believe that one of the best ways to maintain employee satisfaction is to make workers feel like part of a family or team. Holding office events, such as parties or group outings, can help build close bonds among workers. Many companies also participate in team-building retreats that are designed to strengthen the working relationship of the employees in a non-work related setting. Camping trips, paintball wars and guided backpacking trips are versions of this type of team-building strategy, with which many employers have found success.
Of course, few workers will not experience a boost in morale after receiving more money. Raises and bonuses can seriously affect employee satisfaction, and should be given when possible. Yet money cannot solve all morale issues, and if a company with widespread problems for workers cannot improve their overall environment, a bonus may be quickly forgotten as the daily stress of an unpleasant job continues to mount.
If possible, provide amenities to your workers to improve morale. Make certain they
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