text:
- Andrew Simmons
- 1 years ago
- Views:
1 Serbian Journal of Management 6 (2) (2011) Serbian Journal of Management SUCCESSION PLANNING AND ORGANIZATIONAL SURVIVAL: EMPIRICAL STUDY ON NIGERIAN PRIVATE TERTIARY INSTITUTIONS Osibanjo Omotayo Adewale *, Abiodun Joachim Abolaji and Obamiro John Kolade Department of Business Studies, Covenant University, Ota Ogun State, Nigeria (Received 11 June 2011; accepted 17 September 2011) Abstract Organizational survival has been argued to be a primary goal or objective every organization should have. This paper proposes a conceptual framework of succession planning consisting of six variables (talent retention, turnover rate, career development, supervisor support, organizational conflicts and nepotism) and to explain the relationship among these variables regarding survival of organizations. The sample consists of three private tertiary institutions in Ogun-State, Southwest Nigeria. The results indicate that Talent retention, organizational conflict and nepotism positive and significantly correlated with organizational survival. On the other hand variables such as Turnover Rate, Career Development and Supervisor Supervision) are insignificantly correlated with organizational survival. The results are supposed to inform the leadership (management) team with essential insight into the relationship among the study variables (independent and dependent). Keywords: Succession Planning, Organizational Survival, Private Tertiary Institution, Nigeria 1. INTRODUCTION Robbins and DeCenzo (2005) defined organization as a systematic arrangement of people brought together to accomplish some specific purpose. In the words of Hitt (1988), organization is the framework of responsibility, authority and duties through which the resources of an enterprise are brought together and coordinated for the achievement of set goals. As expected organizations strive for survival and continuity on one hand, which are paramount; on the other hand, manpower planning (Human Resource) is essential and seen as the total package in relation to the * Corresponding author: DOI: /sjm A
2 232 O. O. Adewale / SJM 6 (2) (2011) quality and quantity of the workforce in organization. Manpower Planning has been argued to be a broad-level concept that deals with the entire workforce, ensuring that the organizations have adequate and required sizeable number of workforce with the required skills and should be timely. Manpower Planning forecasts the requirements of workforce and plans for the acquisition, retention and effective utilization of employees, which ensure that the needs of company for people are met (Armstrong, 2006; Kingir and Mesci, 2010). It is imperative to note that employees leave their jobs either voluntary (retirement or pursue new aspirations) or involuntary (relieve of appointment, death). Organizations are therefore, faced with vacancies in leadership or inadequacy or lack of competent and capable successor to fill the vacancies. Organizations are to act now and begin to plan for succession before top managers are ready for retirement (Korn, 2007). Charan, et al. (2001) argue that it is essential for organizations to train successors before the vacancies are created. Manpower planning is argued to be a straightforward and direct concept, which does not deal with individual or any particular employee (Ekamper, 1996). While on the other hand, Succession Planning is a sub-level approach regarding individual employees on an individual basis, should the incumbent vacate his position, which is uncertain and probably indefinite (Harter, 2008; Landeta, et al., 2009). However, it is therefore essential, for organizations to survive, there is need to plan for succession of older (outgoing) employees (Hazarika, 2009). The purpose of this paper, therefore, is to raise a number of critical issues about the relationship between the practice of manpower planning and succession planning regarding organizational growth and survival, in addition, to suggest some important opinions for adequate manpower planning implementation in relation to organizational performance and in similar direction to recommend some areas for future research. However, as obtained in the literature, varieties of studies on succession planning have been conducted in developed nations particularly in industries (Amburgh, et al., 2010; Redmond, 2006; Singer, et al., 2004; Van, et al., 2010; Stefanovic et al., 2011). Essentially, very few of such studies have been conducted in developing economy like Nigeria, much less in private educational sector in which our study is designed to fill this gap in literature. 2. REVIEW OF THE LITERATURE 2.1. Concept of Manpower Planning As obtained in the literature, several studies have argued asserting that the function of personnel in contemporary organizations is undergoing a radical transformation; departing from the era of personnel administration to a concept of comprehensive and integrative approach that focuses on the adequate utilization and development of human resources (Burack, & Gutteridge, 1978; Fitzgerald, 1992; Bjornberg, 2002; Alphander, 1980). This new concept is referred to by several names such as human resource planning, manpower planning, human resource management, etc. This concept has been defined by different authors in various ways and the only conclusion is that manpower planning is referred to as the total package of the personnel-related activities (Burack, &
3 Gutteridge, 1978). Essentially, considerable misunderstanding and disagreement exists regarding the components of manpower planning and in addition, it is important to note that diversity also exists in organizations regarding the content of manpower planning programmes. There are a number of external pressures that motivate organizations to adopt a new model for manpower planning (Stybel, 1982). Enforcement of Equal Employment Opportunity (EEO) legislation has made many organizations to modify their employee management in areas such as recruitment, selection, compensation, performance appraisal and other related practices (Risher, & Stopper, 2002; Pynes, 2004). It is evident that EEO legislation and manpower planning has made the bad situation worse, whereby newly hired and old employees are more concerned about work life quality and departing from the concept of employee who subordinates his personal life to the demands of the organization he works for. In the same direction, employees are becoming insistent that employers should have laudable career programmes, establish improved work climates, and above all their personal needs and aspirations should be factor into management decisions (Helton, & Soubik, 2004). Similarly, Pension Reform Law also has significant implications on organization personnel policies and procedures. Distribution of age of the workforce and the educational level attainment of the population should also be taken into consideration by organizations regarding manpower planning (Fleischmann, 2000). However, it is often said that insufficient or unqualified workforce in organization is as serious as scarcity of raw materials in production. Similarly, it has been argued that O. O. Adewale / SJM 6 (2) (2011) investment in manpower is as equally important as in acquisition of plants, equipment and materials for organizational growth and survival (Walker, 1974; Butterfield, 2008). Some organizations were forced to reschedule their plans for expansion due to their inability to procure the needed human resources; while some companies experienced high manpower planning errors, poor product, lower level of efficiency and poor service quality simply because they failed to anticipate the basic manpower requirement for their organizations (Lengnick-hall, & Lengnickhall, 1988) Manpower Planning Defined 233 Manpower planning projects the human resources required by the management of an organization in order to achieve its strategic goals. In the word of Stybel (1982) Manpower planning is refers as the identification of current and future job requirements, assessment of internal human resource capability in relation to those requirements, and institutionalization of management development/management succession framework. Bulla and Scott (1994) define manpower planning as the process for ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements. Generally, the major purpose of manpower planning is to match (human) resources to organizational needs in the shorter and longer terms requirements. It is also concerned with quantitative, qualitative and issues regarding the ways and manners in which persons are engaged and developed so as to meet or improve organizational efficiency and effectiveness.
4 234 O. O. Adewale / SJM 6 (2) (2011) Sparrow (1992) argues further that Human Resource Planning picks up the issues that are at the heart of the business, such as acquisition, decentralisation, empowerment, internationalisation or technology, and investigates their human resource management implications. HRP therefore requires a strategic approach to the recruitment, development, management and motivation of the people in the organisation, in the context of a pressing business issue. It is a systematic process of linking human resource practices with business demands in order to improve an organisation s abilities. It establishes the plans, courses of action and targets for the range of policies needed to enable the organisation to influence the management of its human resources. 2.3.Succession planning Defined Taylor (2002) identifies three types of planning that aim at achieving practical goals and objectives of organisation. (1) Microplanning deals with forecasting supply and demand for specific groups. (2) Contingency planning covers the situation where possible scenarios are examined and the implications assessed before major decisions are taken. (3) Succession planning is a third type that focuses on manpower planning activity such as recruitment and development of employees in order to fill managerial and top positions. Collins (2009) defines succession planning as a process that can provide seamless leadership transition across the organization. Strategic, systematic and deliberate effort to develop competencies in potential leaders through proposed learning experiences such as targeted rotations and educational training in order to fill high-level positions without favoritism (Tropiano, M., 2004). In the words of Charan et al (2001) succession planning is perpetuating the enterprise by filling the pipeline with highperforming people to assure that every leadership level has an abundance of these performers to draw from, both now and in the future. From this perspective, succession planning is seen as management pipeline that accelerates management performance over a period of time. Charan definition looks into the future and this probably influences Scharmer (2007) assertion that succession planning is co-creating, a transformational stage during which management explores the future. Succession planning is organized process comprising the identification and preparation of potential successor to assume new role (Garman & Glawe, 2004). However, this definition is short and compact, but it is not futuristic and lack strength when compared with Charan s definition. The Journal for Quality and Participation (2005) reported that 67% of companies do not have a succession plan and 45% have no executive development plan in place and it was argued that the crisis could be alleviated by implementing succession training programmes (Khumalo, & Harris, 2008) Succession Models Relay Succession Planning Model Santorin (2004) came up with the first succession model, which is referred to as Relay Succession Planning. In this model, He advocates that current CEO of an organization should pass the baton to a successor over a long period of time. The impact of companies practicing this model is being evaluated in Santorin's research compared with organizations do not have
5 such plans in place. However, it was recorded that organizations that practice relay succession plans performed better because the successors were exposed to corporate challenges and were able to deal with such challenges in the pre-succession phase. Obviously, current CEO was able to pass the baton in real time and this would give the successor the opportunity to test the reins of leadership and at the time receive training. In similar direction, organizations that implemented relay succession model should perform better in the post-succession phase, because he been tried and tested, which implies that experience would be speaking for him. However, it is essential to note that not all organizations would hold the view that hiring internally is better, some organizations may prefer outsider in order to inject fresh ideas and vision thereby bringing positive change into the organization. It is evidence in Santorin's research that those organizations that had internal relay succession model had a higher return on investment over time (Santorin, 2004) Scharmer s Theory U Model Scharmer (2007) came up with the second succession model which is referred to as Scharmer s Theory U Model. Scharmer argues that the Top Management Team should embrace and act in order to implement succession planning. In the first instance, this model views succession planning as beginning from the immediate future and supports a concept of a U process of five movements that can make change possible (Scharmer, 2007). These movements are; (1) Co-initiating in the words of Scharmer, at this stage, organization establishes a common purpose with all stakeholders about a future event. (2) O. O. Adewale / SJM 6 (2) (2011) Co-sensing is the second movement stage in which an organization sees the need at hand collectively across boundaries. Also, at the stage, new ideas and innovation occur through collective input. (3) The third stage is Presencing, whereby the leadership of organization begins to see the future they envisage (Scharmer, 2007). This futuristic plan establishes a foundation for change, thereby spurs an organization to an expected end. Further, at this stage, it is observed that the leadership let go off unresolved past issues and forges ahead to a more realistic future. (4) The fourth in this model is cocreating Scharmer (2007) argues that at this stage, leadership of organization explores the future and prototypes what the future might look like. He goes further to suggest that leadership should make succession planning a long-term concept rather than working on organizational immediate requirements. Kartz (2006) argues further that there is need to assess company strategy and policy that highlight the required qualifications of the successor in order to have a sustainable and dynamic succession plan in place. (5) The Scharmer s fifth movement in Theory U stage coevolving can help an organization to embrace change and implement succession planning strategies in the context of an emerging future (Scharmer, 2007). 3. ORGANIZATION SURVIVAL 235 Organizational survival and growth are implicit organizational goals requiring the investment of energy and resources (Jones & Bartlet, 2008). Organization that doesn t have survival as a primary objective or goal should have re-think (Gross, 1968). The goal of organizational survival underpins all other
6 236 O. O. Adewale / SJM 6 (2) (2011) goals (Gross, 1968). Paying attention to this goal contributes to the satisfaction and execution of other organizational goals. Gross argued that the concept of survival is an unwritten law of every organization. This suggests that every organization should see survival as an absolute prerequisite for its serving any interest whatsoever (Gross, 1968). The concept of organizational life cycle is modelled from the pattern seen in living organisms (Bernstein, 1955). In opposite direction, organization is assessed in phases of growth and development rather than in chronological years. The phases are linked up in subtle and unpronounced manner, but it is essential noting that not every organization displays the features of each phase as it progresses. Organizations attempt to maintain the existing state of affairs, but essentially the larger part of their efforts is tilted toward survival (Mindy, 1998). It therefore paramount to identify some certain threats to organizational survival classified into internal and external. Roddy (2004), sees mentoring as one of the variables of succession planning concept. Further, he argues that the effect of mentoring as a variable of succession planning on the organization depends largely on the mentoring skills of the mentors (Roddy, 2004) and the protégé should be given a conducive environment that compel him to remain in the organization (Amburgh, et al., 2010). However, this study goes further to evaluate some of the internal variables/components that drain from the organization the effort that should be directed to the achieving the company goals with implementation of succession planning; such as high turnover rate (which cut across the managerial level; top, middle and lower); career development, supervisor support, internal conflict, nepotism, talent retention etc. All variables proposed for this study that affect HR planning and succession planning regarding organizational survival is depicted in Figure 1. Figure 1. The Hypothesized model of the Interrelationships between succession planning variables and organizational survival (Source: Self-developed model)
7 This study proposes the following hypotheses: H1: There is relationship between employee turnover rate and organizational survival. H2: There is relationship between career development and organizational survival. H3: There is relationship between supervisor support and organizational survival. H4: There is relationship between internal organization conflict and organizational survival. H5: There is relationship between nepotism and organizational survival. H6: There is relationship between talent retention and organizational survival. 4. PRIVATE TERTIARY INSTITUTIONS IN NIGERIA Tertiary institutions provide higher education in the educational industry. In Nigeria, there are one hundred and seventeen registered and accredited tertiary institutions, out of which forty five (45) are privately owned by organizational bodies such as religious groups, associations and individuals. The history of tertiary institution O. O. Adewale / SJM 6 (2) (2011) Table 1. Distribution of Tertiary Institutions in Nigeria University Federal State Private Total Number % in Nigeria began in 1948 with the establishment of the Premier University (University of Ibadan) situated in Ibadan city, Oyo State-southwest Nigeria. Twelve (12) years after, the second university (University of Nigeria) was established in Nigeria, which was situated in Enugu State (Nsukka). In the distribution Table 1., Federal and State Universities were thirty six (36) in number respectively, while private universities are forty five (45). Out of one hundred and seventeen universities population in Nigeria, private universities amount to 38% while the remaining 62% was shared equally between Federal and State Universities. Establishment of private university began in 1999 with three been universities licensed, however, the trend was slow till 2005, when there was an outburst and fifteen (15) private universities were given licence to provide tertiary education. Between of twelve (12) years ( ), forty five private universities were licensed to provide tertiary education in Nigeria. Out which 47% are situated in the Southwest N i g e r i a (http://www.nuc.edu.ng/pages/universities.a sp). Private Universities Year Total Number % and 2011, additional eighteen (22) universities were also licensed. Within the period Source: (Retrieved March 7, 2011)
8 238 O. O. Adewale / SJM 6 (2) (2011) REASONS FOR SUCCESSION PLANNING IN PRIVATE TERTIARY INSTITUTIONS IN NIGERIA Manpower planning estimates the current and future demand of resources required in order to meet the organizational goals; while succession planning identifies key positions in the organization hierarchy and prepares successors to take over when the incumbent leaves. However, the major significant difference in these concepts is that Manpower planning is a macro-level approach, which deals with the entire workforce and does not get involved with individual or a specific position. On the other hand succession planning is a micro-level and long-term approach that deals with individual or specific positions regarding the eventuality of the incumbent leaving the organization. However, it is essential to note that the incumbent leaving the organization is futuristic and uncertain (Pynes, 2004; Hall, 1986; Haynes, & Ghosh, 2008). Further, succession planning is a continuous process and subjective; the selection criteria for successors depend on organizational policies, competence, behavioral skills, and such like. Inadequate of workforce leads to inability of the organization to meet its corporate goals, poor customer satisfaction, and lower profits. On the other hand, excess workforce leads to loss of productivity and excess wage bills. In similar direction, succession planning prevents disruption of organizational policies, goals and objectives. Succession planning arrests the negative effects of resignation or loss of talent in organizations. However, both manpower planning and succession planning concepts are essential to any organization, and it has been argued that organization that neglects either of these activities exposes itself to severe complications regarding human resource. (Nayab, 2010; Janjuha-Jivraj, & Woods, 2002; Heffes, 2005; Smith, et al.,1992; Vosburgh, 2007). It is evident from various studies that future leadership of organization is probably the most crucial aspect of its potential and continuing success and growth. It is therefore suggested that succession planning should be put in place in order to ensure that the organization has the potential successors with the right skills and attributes it requires to meet future business needs. However, Succession Planning is an emerging concept in developing nation like Nigeria not only in educational industry but in other industries as well and it is considered an essential tool in Human Resource Management (Gupta, & Snyder, 2009; Greer, et al., 1989; Leggett, 2007; Mishra, & El-Osta, 2008; Hall, 1986). 6. METHODOLOGY OF RESEARCH The research design for this study requires a methodological approach which permits gathering of primary data on Manpower Planning and Succession Planning. The choice of Private Tertiary Institutions for the study was the high increase in number of the approved private universities and more importantly these universities are either owned by church or mosque and are therefore, apt to gain relevance, make profit and remain in business. The Primary data for the study was obtained through selfadministered questionnaire and personal interviews methods involving three private universities located in Ogun-State, Southwest Nigeria. These private universities were selected based on convenience, two are owned by the church
9 organizations and one privately owned by an individual. Quota and random sampling techniques were adopted for this paper; a total of one hundred and fifty (150) questionnaires were equally administered among the selected three (3) private universities in the sample. Twenty-three of the administered copies of questionnaire were poorly filled and were not considered for final analysis. One hundred and twenty seven (127) copies of questionnaire were used for this study. The questionnaire utilized for the study is divided in two sections; the first section is to gather information on the respondents characteristics like age, gender, marital status, work experience and educational level, while the second part seeks respondents opinion to manpower planning and succession planning with regard to organizational growth/survival, specifically: succession planning reduces employee turnover rate in organizations, succession planning helps in retaining company s talent, Supervisor s support plays an important role Table 2. Respondents Demography O. O. Adewale / SJM 6 (2) (2011) in succession planning. Respondents were to indicate their response on a seven-point Likert-type scale of 1(strongly disagree) to 7 (strongly agree). 7. RESULTS OF INVESTIGATIONS 239 The demographic makeup of the respondents is detailed in Table 2. The Table 2. displays the demographic of the respondent for this study. It is evident in the gender category that 55.1% respondents were male while 44.9% were female. Obviously the males dominate in the sample with little difference. All respondents had formal university education with 19% BSc/MBA holders; with 26.8% PhD while most of the respondents possess MSc/MBA (74%). The marital status revealed that 29.9% of the respondents were single and 70.1% were married. There was no record of divorced, separated or engaged respondent. This goes further to suggest that respondents were either single or married. 40.2% of the Gender Male Female Total Age years years years Above 50 years 6.3% 44.9% 39.4% 12% Educational Level PhD MSc/MBA BSc/BA 26.8% 74% 19% Marital Status Married Single Separated 70.1% 29.9% Nil Work Experience 0 5 years Between years & above years 22.0% 37.8% 40.2% Source: Field Survey, 2011.
10 240 O. O. Adewale / SJM 6 (2) (2011) respondents had been on the job above ten (10) years; followed by 37.8% of those respondents who had worked between 6 10years and 22.0% had worked between 0-5years. Table 3. shows the correlations matrix of variables with the use of Pearson r correlation coefficients between each pair of variables in this study. Obviously, in general there is low correlation among the study variables. However, there is high positive correlation between talent retention and organizational growth/survival (r =.768; p<0.01); high negative correlation between talent retention and turnover rate (r = -.583; p<0.01); while medium correlation coefficient exists among organizational conflicts and career development (r =.470; p<0.01); career development and turnover rate (r = -3.66; p<0.01); nepotism and career development (r =.387; p<0.01) and also negative relationship exists between turnover Table 3. Correlations Matrix of Variables rate and organizational growth (r = -.464; p<0.01). The small significant that exists between organizational growth/survival and career development (r =.266; p<0.01) could be attributed to some explanation in the human development which argues that some organizations are of the opinion that career planning might communicate to employees that their jobs are at risk. In similar direction employees may not present themselves for such programmes. Table 4. reveals that 73 percent of the organizational survival/growth depend on the study variables such talent retention, turnover rate, career development and so on. In addition, it also reveals the model summary of the study variables which reveal that organization survival/growth is determined by their expectations and assessment of their impacts with private tertiary institutions. Mean Std. Deviation Turnover Rate Career Development (**) 1 3 Supervisor' support Organizational growth/survival (**).266(**).178(*) 1 5 Organizational conflicts (**) Nepotism (**).191(*) Talent Retention (**).382(**).193(*).768(**).324(**) * Correlation is significant at the 0.05 level (2-tailed). ** Correlation is significant at the 0.01 level (2-tailed). Table 4. Model summary of the study independent variables and the organization survival/growth Adjust Std. Error Change Statistics Model R R Square ed R Square of the Estimate R Square Change F Change df1 df2 Sig. F Change 1.859(a) a Predictors: (Constant), Nepotism, Talent Retention, Supervisor' support, Organizational conflicts, Turnover Rate, Career Development b Dependent Variable: Organizational growth/survival
11 Table 5. shows that the observed differences in the study variables; nepotism, talent retention, turnover rate, career development, supervisor support, organization conflicts regarding the organization survival/growth are significant with F6, 120 = and P < The results of multivariate regression on relationship between manpower planning and succession planning regarding organizational growth/survival is illustrated in table 6. The model in Table 6. explains the relationship between manpower planning and succession planning regarding organizational survival with respect to talent retention, Nepotism, Supervisor' support, Organizational conflicts, Turnover Rate, Career Development. Comparing the contribution of each independent variable; therefore we will use the beta values in the O. O. Adewale / SJM 6 (2) (2011) Beta column. In this model the largest beta coefficient is.939, which is for Talent Retention. This variable makes the strongest unique contribution to explaining the dependent variable (organizational survival), when the variance explained by all other variables in the model is controlled for. The Beta value for organizational conflict is slightly lower (.380), indicating that it made less of a contribution. Looking at the sig. column, variables 1, 5 & 6 (Talent Retention, Organizational Conflict and Nepotism) have significant contributions to our prediction that organizational survival depend on these independent variables. On the hand, variables 2, 3 & 4 (Turnover Rate, Career Development and Supervisor Supervision) do not make any significance unique contribution to the prediction of our dependent variable (organizational survival). Table 5. Analysis of variance of the study independent variables and organization survival/growth - ANOVA Model Sum of Mean Squares df Square F Sig. 1 Regression a Residual Total a Predictors: (Constant), Nepotism, Talent Retention, Supervisor' support, Organizational conflicts, Turnover Rate, Career Development b Dependent Variable: Organizational growth/survival Table 6. Multivariate regression on relationship between manpower planning and succession planning regarding organizational growth/survival Unstandardized Coefficients Standardized Coefficients 95% Confidence Interval for B Model Std. Lower Upper B Error Beta t Sig. Bound Bound 1 (Constant) Collinearity Correlations Statistics Zeroorder Partial Part Tolerance VIF a Dependent Variable: Organizational growth/survival
12 242 O. O. Adewale / SJM 6 (2) (2011) DISCUSSION The results of this study show that independent variable (talent retention) as a mediator variable in succession planning concept contributes a significant effect in survival and growth of organizations. Talent management has been argued to be a variable under succession (Daily, et al., 2000), human resource development (Bartlett, et al., 2002), and organizational learning (Adler & Bartholomew, 1992). Irrespective of the terminology, it is paramount to acknowledge the value of talent retention as a competitive weapon for organizational survival. The results demonstrate that organizational conflict made less of a contribution to the dependent variable. As obtained in the literature organizations are referred to as living open systems that comprises of various interacting department jointly carrying out a specific task within a structure of scarce resources (Katz, & Kahn, 1976, Boulding, 1957). Essentially, conflicts would surely manifest in organizations regarding distribution of resources, fundamental conflict about the very structure of their organization and the basic nature of their interaction (Aubert, 1963, Deutsch, 1969). However, when there are unresolved conflicts among the parties, it destroys and derails organizational focus (Deutsch, 1969). 9. CONCLUSION One of the basic and fundamental goals of any organization and firm is growth/survival. Therefore, it is imperative to employ some strategic human development concepts in order to achieve these organizational goals, bearing in mind that human resource plays a vital role. Despite the fact that survival is a major goal, we opine that the fundamental problem is that some organizations perceive succession planning as a huge task and could not get started. Three main independent variables of succession planning concept of the human resource planning namely; Talent Retention, Organizational Conflict and Nepotism play a vital role to enhance the organizational survival/growth in the private tertiary institutions in Nigeria. The high positive relationship between these independent variables and depend variable provides a wisdom avenue for the management of private tertiary institutions in Nigeria to make their institutions relevant and remain in the industry and also motivate the employees to be more effective and efficient. Further, the high negative correlation that exists between variables talent retention and turnover rate suggests that there is need to properly manage talented employees in order to reduce the turnover rate. In other words, talent management can reduce the turnover rate in organizations. This study concludes that unhealthy organizational conflicts among the employees and employers affect the survival/growth of organizations. Though, conflict has been argued to be a natural phenomenon with positive or negative impacts (Sheppard, 1984). It has been argued that conflict cannot be resolved but can be managed by the use of organizational structures, processes and methods, which will make conflicting groups to resolve their differences amicably (Sheppard, 1992).
13 O. O. Adewale / SJM 6 (2) (2011) ПЛАНИРАЊЕ УСПЕХА И ОПСТАНАК ОРГАНИЗАЦИЈА: ЕМПИРИЈСКА СТУДИЈЕ НИГЕРИЈСКИХ ПРИВАТНИХ ТЕРЦИЈАЛНИХ ИНСТИТУЦИЈА Osibanjo Omotayo Adewale *, Abiodun Joachim Abolaji and Obamiro John Kolade Извод Department of Business Studies, Covenant University, Ota Ogun State, Nigeria Опстанак организације се често сматра примарним циљем или објектом сваке организације. Овај рад предлаже концептуални оквир планирања успеха који се састоји од шест промењивих (задржавање најталентованијих радника, обрт капитала, развој каријере, подршка надређених, управљање конфликтима и непотизам), као и односе међу овим промењивим у циљу опстанка организације.узорак се састојао од три приватне терцијалне институције у републици Огун, југозападна Нигерија. Резултати индицирају да су задрђавање талената, управљање конфликтима и непотизам позитивно и значајно у корелацији са опстанком организације. С друге стране, промењибе као што су обрт капитала, развој каријере и подршка надређених нису у довољној корелацији са опстанком организације. Ови резултати треба да информишу лидере (менаџмент) ових институција о односу међу проучаваним промењивим. Кључне речи: Планирање успеха, Опстанак организација, Приватне терцијалне институције, Нигерија References Adler, N.J., & Bartholomew, S. (1992). Academic and professional communities of discourse: Generating knowledge on transnational human resource management. Journal of International Business Studies, 23: Alphander, G.G. (1980). Human Resource Planning in U.S. Corporations. California Management Review, 22(3): Amburgh, J.V., Surratt C.K., Green, J.S., Gallucci, R.M., Colbert, J., Zatopek, S.L., & Blouin, R.A. (2010). Succession Planning in US Pharmacy Schools. American Journal of Pharmaceutical Education, 74 (5): 86. Aubert, V. (1963). Competition and Dissensus. Journal of Conflict Resolution, 7, Armstrong, M. (2006) A Handbook of Human Resource Management Practice, Kogan Page, London (6), pp Bartlett, K.R., Lawler, J.J., Bae, J., Chen, S., & Wan, D. (2002). Differences in international human resource development among indigenous firms and multinational affiliates in East and South Asia. Human Resource Development Quarterly, 13: Bernstein, M. (1955). Regulating Business by Independent Commission (Princeton, N.J.: Princeton University Press). Bjornberg, L., (2002). Training and
14 244 O. O. Adewale / SJM 6 (2) (2011) Development: Best Practices. Public Journal: Practice & Research, 56(2), 119- Personnel Management. 31(4): Boulding, K.E. (1957). Organizations and Conflict, Journal of Conflict Resolution, 1(2), Bulla, D.N., & Scott, P.M. (1994) Manpower requirements forecasting: a case example, in Human Resource Forecasting and Modelling, ed D Ward, T P Bechet and R Tripp, The Human Resource Planning Society, New York. Burack, E.H., & Gutteridge, T.G. (1978). Institutional Manpower Planning: Rhetoric Versus Reality. California Management Review, XX (3), Gupta, M., & Snyder, D. (2009). Comparing TOC with MRP and JIT: A Literature Review. International Journal of Production Research, 47(13): Greer, C.R., Jackson, D.L., & Fiorito, J. (1989). Adapting Human Resource Planning in a Changing Business Environment. Human Resource Management, 28(1): Gross, B. (1968). Organizations and Their Managing. New York: The Free Press, 454. Hall, D.T. (1986). Dilemmas in Linking Succession Planning to Individual Executive Butterfield, B. (2008). Talent Learning. Human Resource Management, Management: Emphasis on Action. CUPA- HR Journal, 59(1): Charan, R., Drotter, S., & Noel, J. (2001). The Leadership Pipeline: How to Build the 25(2): Harter, L. (2008). Succession Planning Part ll: Business Succession is a Team Sport. Journal of Practical Estate Planning, October Leadership Powered Company. San November, Francisco, GA: Jossey-Bass (owned by John Wiley & Sons, Inc.) Daily, C., Certo, T., & Dalton, D. (2000). International experience in the executive suite: The path to prosperity? Strategic Management Journal, 21: Deutsch, M. (1969). Conflicts: Productive and Destructive. Journal of Social Issues, 25(1): Haynes, R.K., & Ghosh, R. (2008). Mentoring and Succession Management: An Evaluative Approach to the Strategic Collaboration Model. Review of Business, 28(2) : Hazarika, A. (2009). Building the Pipeline: Leadership Succession is a Key Challenge. Leadership in Action. 29(4):8-12. Heffes, E.N. (2005). Dramatic Workforce Ekamper, P. (1996). Future Age- Trends Require Planning Now. Financial Conscious Manpower Planning in the Executive, 21(6): Netherlands. International Journal of Helton, K.A. & Soubik, J.A. (2004). Case Manpower, 18: Fleischmann, S.T. (2000). Succession Management for the entire Organization. Employment Relations Today (Wiley). 27(2): Study: Pennsylvania s Changing Workforce: Planning Today with Tomorrow s vision. Public Personnel Management, 33(4): Hitt, M.A. (1988). The Measuring of Fitzgerald, W. (1992). Training Versus Organization Effectiveness: Multiple Development. Training and Development Journal, 5: Domains and Constituencies. Management International Review, 28(2): Garman, A.N., Glawe, J. (2004). Janjuha-Jivraj, S., & Woods, A. (2002). Succession Planning. Consulting Psychology The Art of Good Conversations : A Strategy
15 O. O. Adewale / SJM 6 (2) (2011) to Negotiate Succession within South Asian Family firms. Strategic Change, 11(8): Jones and Bartlett Publishers Acquires Tarascon Publishing, Inc.". Reuters Management Review, 13(3): Mindy, W.T. (1998). Paradigm Lost, Human Resource Executive (July 1998): 52. Mishra, A., & El-Osta, H. (2008). Effect of Agricultural Policy on Succession decisions of Farm Households. Review of idus jun-2008+bw Retrieved March 8, Kartz, J.P. (2006). CEO Succession: A Window on How Boards can get it Right when Choosing a New Chief Executive. Academy of Management Executive, 14(2): Katz, D. & Kahn, R.L. (1976). The Social Psychology of Organizations (2nd ed.; New York: Wiley. Kingir, S., Mesci, M. (2010). factors that affect hotel employees motivation, the case of Bodrum. Serbian Journal of Management, 5 (1): Korn, D.J. (2007). Securing Succession Economics of the Household, 6(3): Nayab, N. (2010). What is the difference between Human Resource Planning and Succession Planning? Retrieved on March 3, Project Management Newsletter. Pynes, J.E. (2004). The Implementation of Workforce and Succession Planning in the Public Sector. Public Personnel Managment, 33(4): Redmond, R.W. (2006). Leadership Succession Planning. An evidence based approach for manning the future. Journal Nurs Admin, 36(6): Risher, H., & Stopper, W.G. (2002). Success. Journal of Accountancy, 204(6): 34- Current Practices. Human Resource 37. Khumalo, F., & Harris, M. (2008). Top Planning, 25(1): Robbins, S.P., & DeCenzo, D. A. (2005). Level Management Succession Plan Fundamental of Management. Prentice-Hall. Strategies. International Journal of Business Strategy, 8(3): Landeta, J., Barrutia, J., & Hoyos, J. (2009). Management Turnover Expectations: A Variable to Explain Company Readiness to Roddy, N. (2004). Leadership Capacity Building a Model: Developing tomorrow s leadership in science and technology an example of Succession Planning and Management. Pub Pers Management. 33(4): Engage in Continuous Management Training. International Journal of Human Resource Management, 20(1): Leggett, C. (2007). From Industrial Relations to Manpower Planning: The Santorin, J.C. (2004). Passing the Baton. Academy of Management Executive, 18(4): Scharmer, C.O. (2007). Theory U: Transformations of Singapore s Industrial Leading the Future at it Emerges. Relations. International Journal of Human Cambridge, MA: The Society for Resource Management, 18(4): Lengnick-hall, C.A., & Lengnick-hall, M. Organizational Learning, Inc. Sheppard, B.H. (1984). Third Party L. (1988). Strategic Human Resources conflict intervention: A Procedural Management: A Review of the Literature and Framework. Research in Organizational a Proposed Typology. Academy of Behaviour, 6:
16 246 O. O. Adewale / SJM 6 (2) (2011) Sheppard, B.H. (1992). Conflict Research as Schizophrenia: The Many Faces of Organisational Conflict. Journal of Organisational Behaviour, 13: Singer, P., Goodrich, J., Goldberg, L., (2004). Your Library s Future: when Leaders leave, Succession Planning can smooth transitions. Libr Journal. 129(17): Smith, B.J., Boroski, J.W., & Davis, G.E. (1992). Human Resource Planning. Human Resource Management, 31(1/2): Sparrow, P. (1992). Human resource planning at Engindorf plc. In: Winstanley, D., Woodall, J. (eds). Case Studies in Personnel. IPD; pp Stefanovic, I., Rankovic, Lj., Prokic, S. (2011).Entrepreneurs motivational factors: empirical evidence from Serbia. Serbian Journal of Management, 6(1): Stybel, L.J. (1982). Linking Strategic Planning and Management Manpower Planning. California Management Review, 25(1): Taylor, S. (2002) People Resourcing, CIPD. Van, A.J., Surratt, C.K., Green, J.S., Gallucci, R.M., Colbert, J., Zatopek, S.L., & Blouin, R. A. (2010). Succession Planning in US Pharmacy Schools. American Journal of Pharmaceutical Education, 74(5): 1-7. Vosburgh, R.M. (2007). The Evolution of HR: Developing HR as an Internal Consulting Organization. Human Resource Planning, 30(3): Walker, J.W. (1974). Evaluating The Practical Effectiveness of Human Resource Planning Applications. Human Resource Management, 74(13):19-27.
Leadership, Diversity and Succession Planning in Higher Education
Leadership, Diversity and Succession Planning in Higher Education, Scholar in Residence, Assistant Director of Leadership NC State University Women s Center The current research shows that women and racialMore information
Organizational Factors Influencing Succession Planning Managers in Khuzestan Province
International Journal of Basic Sciences & Applied Research. Vol., 3 (SP), 237-241, 2014 Available online at http://www.isicenter.org ISSN 2147-3749 2014 Organizational Factors Influencing Succession PlanningMore information
277 CHAPTER VI COMPARISONS OF CUSTOMER LOYALTY: PUBLIC & PRIVATE INSURANCE COMPANIES. This chapter contains a full discussion of customer loyalty comparisons between private and public insurance companiesMore information
Talent Management: Effect on Organizational Performance
Talent Management: Effect on Organizational Performance James Sunday KEHINDE, PhD, ACA Dept. of Accounting, Faculty of Management Sciences Lagos State University, Ojo, Nigeria, West Africa Tel: 234-802-307-5627More information
Introduction. Research Problem. Larojan Chandrasegaran (1), Janaki Samuel Thevaruban (2)
Larojan Chandrasegaran (1), Janaki Samuel Thevaruban (2) Determining Factors on Applicability of the Computerized Accounting System in Financial Institutions in Sri Lanka (1) Department of Finance andMore information
Critical Success Factors of the E-Recruitment System
Journal of Human Resources Management and Labor Studies June 2014, Vol. 2, No. 2, pp. 159-170 ISSN: 2333-6390 (Print), 2333-6404 (Online) Copyright The Author(s). 2014. All Rights Reserved. Published byMore information
The Impact of Affective Human Resources Management Practices on the Financial Performance of the Saudi Banks
327 The Impact of Affective Human Resources Management Practices on the Financial Performance of the Saudi Banks Abdullah Attia AL-Zahrani King Saud University firstname.lastname@example.com Ahmad Aref Almazari*More information
Research Proposal on Strategic Human Resource Management
Strategic Human Resource Management Page 1 of 11 Research Proposal on Strategic Human Resource Management Title The key aim of Strategic Human Resource Management is to give an Organization a CompetitiveMore information
Career Management. Succession Planning. Dr. Oyewole O. Sarumi
Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career DevelopmentMore information
Winning leaders build winning organizations by developing other leaders. Noel Tichy
Succession Planning & Career Management: Are Community Colleges Planning for the Future? Winning leaders build winning organizations by developing other leaders. Noel Tichy Dr. Penne Prigge Dean Humanities/SocialMore information
in nigerian companies.
Information Management 167 in nigerian companies. Idris, Adekunle. A. Abstract: Keywords: Relationship Marketing, Customer loyalty, Customer Service, Relationship Marketing Strategy and Nigeria. IntroductionMore information
DOCTOR OF PHILOSOPHY DEGREE. Educational Leadership Doctor of Philosophy Degree Major Course Requirements. EDU721 (3.
DOCTOR OF PHILOSOPHY DEGREE Educational Leadership Doctor of Philosophy Degree Major Course Requirements EDU710 (3.0 credit hours) Ethical and Legal Issues in Education/Leadership This course is an intensiveMore information
CONTEMPORARY HUMAN RESOURCES MANAGEMENT IN DEFENSE SYSTEM. Gajić Željko. Strategic Planning Department, Ministry of Defense, Serbia
CONTEMPORARY HUMAN RESOURCES MANAGEMENT IN DEFENSE SYSTEM Gajić Željko Strategic Planning Department, Ministry of Defense, Serbia Abstract: The way the human resources are managed is becoming a decisiveMore information
LECTURERS PERFORMANCE APPRAISAL AND TOTAL QUALITY MANAGEMENT OF PUBLIC UNIVERSITIES IN SOUTH-WESTERN NIGERIA Peleyeju, Joshua Olusegun; PhD Department of Educational Management, Tai Solarin UniversityMore information
Evaluating the Factors Affecting on Intension to Use of E-Recruitment
American Journal of Information Science and Computer Engineering Vol., No. 5, 205, pp. 324-33 http://www.aiscience.org/journal/ajisce Evaluating the Factors Affecting on Intension to Use of E-RecruitmentMore information
The Impact of Training and Development on Employees Performance and Productivity A case study of United Bank Limited Peshawar City, KPK, Pakistan
The Impact of Training and Development on Employees Performance and Productivity A case study of United Bank Limited Peshawar City, KPK, Pakistan Neelam Tahir MS Management Sciences Research Scholar atMore information
LIST OF TABLES. 4.3 The frequency distribution of employee s opinion about training functions emphasizes the development of managerial competencies
LIST OF TABLES Table No. Title Page No. 3.1. Scoring pattern of organizational climate scale 60 3.2. Dimension wise distribution of items of HR practices scale 61 3.3. Reliability analysis of HR practicesMore information
Relationship between talent management and organizational success
International Research Journal of Applied and Basic Sciences 2012 Available online at www.irjabs.com ISSN 2251-838X / Vol, 3 (12): 2424-2430 Science Explorer Publications Relationship between talent managementMore information
Rjopes Research Journal in Organizational Psychology & Educational Studies 3(3) 159-164 Rjopes
Rjopes Research Journal in Organizational Psychology & Educational Studies 3(3) 159-164 Rjopes Emerging Academy Resources (2014) (ISSN: 2276-8475) www.emergingresource.org MANAGING EDUCATION RESOURCESMore information
The Relationship between Social Intelligence and Job Satisfaction among MA and BA Teachers
Kamla-Raj 2012 Int J Edu Sci, 4(3): 209-213 (2012) The Relationship between Social Intelligence and Job Satisfaction among MA and BA Teachers Soleiman Yahyazadeh-Jeloudar 1 and Fatemeh Lotfi-Goodarzi 2More information
Talent management: an overview
Homepage > HR Resources > Factsheets > Talent management: an overview Talent management: an overview Revised August 2012 In this factsheet What is talent management? The changing context and business caseMore information
Regina N. Osakwe 1. Received: December 10, 2014 Accepted: January 8, 2015 Online Published: January 21, 2015
Higher Education Studies; Vol. 5, No. 1; 2015 ISSN 1925-4741 E-ISSN 1925-475X Published by Canadian Center of Science and Education Administrative Strategies of Departmental Heads as Determinants for theMore information
www.engineerspress.com Volume: 1 Issue: 6 Pages: 101-112 Analyzing the Effects of Electronic Human Resource Management on the Talent Management Strategies (Medical University of Isfahan as a Case Study)More information
THE LINK BETWEEN ORGANIZATIONAL CULTURE AND PERFORMANCE MANAGEMENT PRACTICES: A CASE OF IT COMPANIES FROM ROMANIA Dobre Ovidiu-Iliuta The Bucharest University of Economic Studies (Institute of DoctoralMore information
Course Description (Master of Human Resource Management) MHRM
Course Description (Master of Human Resource Management) MHRM Programme Compulsory Courses: BA 601 - Scientific Research and Statistical Analysis Business research is crucial in building graduate capabilitiesMore information
Turnover on Information Security Professionals: Findings from Korea
HyeWon Yoo, TaeSung Kim 169 Turnover on Information Security Professionals: Findings from Korea HyeWon Yoo *, TaeSung Kim Department of Management Information Systems College of Business, Chungbuk NationalMore information
Factors Influencing Compliance with Occupational Safety and Health Regulations in Public Hospitals in Kenya: A Case Study of Thika Level 5 Hospital
Factors Influencing Compliance with Occupational Safety and Health in Public Hospitals in Kenya: A Case Study of Thika Level 5 Hospital Jane Wambilianga 1, Dr. Esther Waiganjo 2 M. Sc, Jomo Kenyatta UniversityMore information
Identifying the Important Factors Influencing the Implementation of Succession Planning
2011 International Conference on Information and Finance IPEDR vol.21 (2011) (2011) IACSIT Press, Singapore Identifying the Important Factors Influencing the Implementation of Succession Planning ShadiMore information
Human Resource Management in Organized Retail Industry in India
Global Journal of Finance and Management. ISSN 0975-6477 Volume 6, Number 6 (2014), pp. 491-496 Research India Publications http://www.ripublication.com Human Resource Management in Organized Retail IndustryMore information
Running Head: HUMAN RESOURCE PRACTICES AND ENTERPRISE PERFORMANCE. Pakistan. Muzaffar Asad. Syed Hussain Haider. Muhammad Bilal Akhtar
Running Head: HUMAN RESOURCE PRACTICES AND ENTERPRISE PERFORMANCE Human Resource Practices and Enterprise Performance in Small and Medium Enterprises of Pakistan Muzaffar Asad Syed Hussain Haider MuhammadMore information
Trust, Job Satisfaction, Organizational Commitment, and the Volunteer s Psychological Contract
Trust, Job Satisfaction, Commitment, and the Volunteer s Psychological Contract Becky J. Starnes, Ph.D. Austin Peay State University Clarksville, Tennessee, USA email@example.com Abstract Studies indicateMore information
Performance appraisal politics and employee turnover intention
Performance appraisal politics and employee turnover intention Rusli Ahmad Camelia Lemba Faculty of Cognitive Sciences and Human Development Universiti Malaysia Sarawak firstname.lastname@example.com Wan KhairuzzamanMore information
M. Shakil Ahmad Email: firstname.lastname@example.com. Abstract
50 Business Intelligence Journal January IMPACT OF ORGANIZATIONAL CULTURE ON PERFORMANCE MANAGEMENT PRACTICES IN PAKISTAN M. Shakil Ahmad Email: firstname.lastname@example.com Abstract Purpose of the study: PerformanceMore information
Examining the Relationship of Performance Appraisal System and Employee Satisfaction
Examining the Relationship of Performance Appraisal System and Employee Satisfaction Abstract Rabia Karimi BBA - HRM Muhamad Imran Malik Lecturer Dr. Saddam Hussain Assistant Professor The current studyMore information
The influence of communication on administration of secondary schools in Delta State, Nigeria
International NGO Journal Vol. 5(8), pp. 194-198, December 2010 Available online at http:// www.academicjournals.org/ingoj ISSN 1993 8225 2010 Academic Journals Article The influence of communication onMore information
Teachers Emotional Intelligence and Its Relationship with Job Satisfaction
ADVANCES IN EDUCATION VOL.1, NO.1 JANUARY 2012 4 Teachers Emotional Intelligence and Its Relationship with Job Satisfaction Soleiman Yahyazadeh-Jeloudar 1 Fatemeh Lotfi-Goodarzi 2 Abstract- The study wasMore information
ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS OCTOBER 2013 VOL 5, NO 6 Abstract 1. Introduction:
Impact of Management Information Systems to Improve Performance in Municipalities in North of Jordan Fawzi Hasan Altaany Management Information Systems Department, Faculty of Administrative Sciences, IrbidMore information
THE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUSINESS MANAGEMENT DEPARTMENT OF MARKETING AND ENTREPREURSHIP OME 321: SALES MANAGEMENT COURSE OUTLINE INTRODUCTION: Sales management is a course that focusesMore information
INFLUENCE OF EXPECTANCY THEORY ON EMPLOYEES PERFORMANCE IN LAGOS STATE CHAPTER ONE 1.1 Introduction In every organisation, the human resource is the most delicate and complex to manage and control. MostMore information
ALL WALES CREDIT UNION SUPPORT PROGRAMME. Securing the Future: A Guide to Maintaining Expert Boards by Succession Planning
ALL WALES CREDIT UNION SUPPORT PROGRAMME Securing the Future: A Guide to Maintaining Expert Boards by Succession Planning This guide has been produced by The Social Investment Business for credit unionsMore information
RECRUITERS PRIORITIES IN PLACING MBA FRESHER: AN EMPIRICAL ANALYSIS Miss Sangeeta Mohanty Assistant Professor, Academy of Business Administration, Angaragadia, Balasore, Orissa, India ABSTRACT RecruitmentMore information
Abstract. Introduction
Predicting Talent Management Indices Using the 16 Primary Personality Factors John W. Jones, Ph.D.; Catherine C. Maraist, Ph.D.; Noelle K. Newhouse, M.S. Abstract This study investigates whether or notMore information
International Journal of Economics, Commerce and Management United Kingdom Vol. III, Issue 2, Feb 2015 http://ijecm.co.uk/ ISSN 2348 0386 ANALYZING THE SIGNIFICANCE OF RE-ENGINEERING THE BUSINESS PROCESSMore information
The Impact of Management Information Systems on the Performance of Governmental Organizations- Study at Jordanian Ministry of Planning
The Impact of Management Information Systems on the Performance of Governmental Organizations- Study at Jordanian Ministry of Planning Dr. Shehadeh M.A.AL-Gharaibeh Assistant prof. Business AdministrationMore information
Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky
Strategic Human Resources Planning Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Description: The course provides studentsMore information
Succession Planning. Passing The Torch To Our Future Leaders. Gary Milewski Perkins+Will, Inc
Succession Planning Passing The Torch To Our Future Leaders Gary Milewski Perkins+Will, Inc There are two kinds of people in organizations: Those with 20 years experience and those with one year experienceMore information
Change Management through Business Process Reengineering
Change Management through Business Process Reengineering Abstract Dr. Shine David Juhi Chouhan, Pooja Makhija, Rupal Purohit Business Process Reengineering implementation often leads to fundamental changesMore information
International Journal of Business, Economics and Management
International Journal of Business, Economics and Management journal homepage: http://pakinsight.com/?ic=aimandscope&journal=62 EFFECTS OF ADVERTISING ON CONSUMER BEHAVIOR IN LOW DENSITY HOUSES: THE CASEMore information
ENTREPRENEURIAL INTENTION AMONG MALAYSIAN ENGINEERING GRADUATES: MALE VERSUS FEMALE Abbas, L. N. Faculty of Technical and Vocational Education, Universiti Tun Hussein Onn Malaysia, Malaysia firstname.lastname@example.com information
Kenya Revenue Authority (KRA) Chief Manager - Strategy, Planning and Policy
Kenya Revenue Authority (KRA) Chief Manager - Strategy, Planning and Policy Job details Reference Number: KRA/HR01/14 Job Title: Chief Manager - Strategy, Planning and Policy Supervisor: Deputy CommissionerMore information
THE SKILLS GAP IN ENTRY-LEVEL MANAGEMENT ACCOUNTING AND FINANCE. The Problem, Its Consequences, and Promising Interventions
THE SKILLS GAP IN ENTRY-LEVEL MANAGEMENT ACCOUNTING AND FINANCE The Problem, Its Consequences, and Promising Interventions THE SKILLS GAP IN ENTRY-LEVEL MANAGEMENT ACCOUNTING AND FINANCE The Problem, ItsMore information
Human Resource Information Systems (HRIS) - Its role and importance in Business Competitiveness
Human Resource Information Systems (HRIS) - Its role and importance in Business Competitiveness Dr. Nisha Aggarwal 1, Mona Kapoor 2 Abstract Emerging hyper-competitive era in the last few decades has increasedMore information
Determinants of the Total Quality Management Implementation in SMEs in Iran (Case of Metal Industry)
International Journal of Business and Social Science Vol. 4 No. 16; December 2013 Determinants of the Total Quality Management Implementation in SMEs in Iran (Case of Metal Industry) Hamed Ramezani PlanningMore information
April 2014 Vol - 2 Issue- 4
Online Journal ISSN : 2347-9671 www. epratrust.com April 2014 Vol - 2 Issue- 4 EFFECTIVENESS OF HUMAN RESOURCE MANAGEMENT PRACTICES ON FACULTY RETENTION IN HIGHER EDUCATION: AN EMPIRICAL STUDY IN MYSOREMore information
International Journal of Economics, Commerce and Management United Kingdom Vol. III, Issue 11, November 2015 http://ijecm.co.uk/ ISSN 2348 0386 THE RELATIONSHIP BETWEEN WORKING CAPITAL MANAGEMENT AND DIVIDENDMore information
Center for Effective Organizations
Center for Effective Organizations WHAT MAKES HR A STRATEGIC PARTNER? CEO PUBLICATION G 09-01 (555) EDWARD E. LAWLER III Center for Effective Organizations Marshall School of Business University of SouthernMore information
planning for success.
planning for success. how a succession plan can help your business retain knowledge & grow leaders. move up in the world. planning for success: how a succession plan can help your business retain knowledgeMore information
Introducing Talent Management
Introducing Talent Management A Dale Carnegie White Paper By William J. Rothwell, Ph.D., SPHR The Pennsylvania State University University Park, PA How many times have we heard it said that people areMore information
Business Administration Certificate Program
Business and Management Business Administration Certificate Program extension.uci.edu/busadmin University of California, Irvine Extension s professional certificate and specialized studies Improve YourMore information
Diversity and Organizational Change
Diversity and Organizational Change By Ginger Lapid-Bogda, Ph.D. Abstract: Diversity is often viewed as a training program, limited to a human resources initiative focused on race and gender and separateMore information
Asian Economic and Financial Review AN EXAMINATION OF THE FACTORS THAT DETERMINE THE PROFITABILITY OF THE NIGERIAN BEER BREWERY FIRMS
Asian Economic and Financial Review journal homepage:http://aessweb.com/journal-detail.php?id=5002 AN EXAMINATION OF THE FACTORS THAT DETERMINE THE PROFITABILITY OF THE NIGERIAN BEER BREWERY FIRMS OkwoMore information
Leadership & People Management WSQ
Our frontline leaders in SIA are empowered to lead our service teams to achieve the highest levels of service excellence. They are trained in core functional skills as well as given the opportunity toMore information
HR Professionals Building Human Capital
Human Resource WSQ 1 Marina Boulevard #16-01 One Marina Boulevard Singapore 018989 Tel: 6883 5885 Fax: 6512 1111 Email: http://portal.wda.gov.sg/feedback Website: www.wda.gov.sg Printed in Feb 2015 HRMore information
Revised Body of Knowledge And Required Professional Capabilities (RPCs)
Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization sMore information
Concept. Professional Development Programs, Succession Planning and Careers. Introduction. The Fluid Workforce. Professional Development Dilemmas
Concept Professional Development Programs, Succession Planning and Careers Introduction Organisations often struggle with implementing professional development programs. They fail to gain the benefitsMore information
Succession Planning: Contingency Planning to Survive Presentation by Richard Kremzier
Succession Planning: Contingency Planning to Survive Presentation by Richard Kremzier The fundamentals of Workforce Planning will be reviewed, establishing the context of Succession Planning. The principlesMore information
Factors Influencing Job Satisfaction Among Healthcare Professionals At Tilganga Eye Centre, Kathmandu, Nepal
Factors Influencing Job Satisfaction Among Healthcare Professionals At Tilganga Eye Centre, Kathmandu, Nepal Nawaraj Chaulagain, Deepak Kumar Khadka Abstract:- Relationships have been reported betweenMore information
NUCLEAR REGULATORY COMMISSION COMPREHENSIVE. Diversity Management Plan
U.S. NUCLEAR REGULATORY COMMISSION COMPREHENSIVE Diversity Management Plan Vision Statement: NRC is an agency where all employees are valued and have an equal chance to succeed, thereby increasing organizationalMore information
The African Symposium
An Evaluation Of Inter-Scholastic Sports Administration In Selected Secondary Schools In Ibadan Municipality Of Oyo State, Nigeria By Kayode Omotayo Omolawon And Steve Arogbonlo Abstract The study assessedMore information
A Study on Customer Orientation as Mediator between Emotional Intelligence and Service Performance in Banks
International Journal of Business and Management Invention ISSN (Online): 2319 8028, ISSN (Print): 2319 801X Volume 2 Issue 5 ǁ May. 2013ǁ PP.60-66 A Study on Customer Orientation as Mediator between EmotionalMore information
ASIAN JOURNAL OF MANAGEMENT RESEARCH Online Open Access publishing platform for Management Research
Online Open Access publishing platform for Management Research Research Article ISSN 2229 3795 Influence of Non Financial Rewards on Job Satisfaction: A Case Study of Educational Sector of Pakistan DepartmentMore information
Evaluating a Mentoring Program
Guide 303.735.6671 firstname.lastname@example.com Strategic Partners: investment Partners: Table of Contents Step 1: Identify the primary purpose for the evaluation... 3 Step 2: Revisit Program Goals and Metrics... 4More information
Kenya Revenue Authority (KRA)
Kenya Revenue Authority (KRA) Chief Manager - HR Development and Performance Management Job details Reference Number: KRA/HR02/14 Job Title: Chief Manager - HR Development and Performance Management Supervisor:More information
Milica Jaksic, and Milos Jaksic: 85 MILICA JAKSIC 1, and MILOS JAKSIC 2 JEL Classification: J 63; L 25; M 52; M 54; Review Received: April 14, 212 Accepted: February 21, 213 Abstract In modern organizationMore information
Ranking Barriers to Implementing Marketing Plans in the Food Industry
Ranking Barriers to Implementing Marketing Plans in the Food Industry Shahram Gilaninia 1, Seyed Yahya Seyed Danesh 2, Mina Abroofarakh 3* 1 Department of Industrial Management, Rasht Branch, Islamic AzadMore information
Malaysian Tourism and Hospitality Graduates Competencies: Exploring the Human Resource Managers Perceptions
Malaysian Tourism and Hospitality Graduates Competencies: Exploring the Human Resource Managers Perceptions Nurhazani Mohd Shariff 1, Azlan Zainol Abidin 2 1 School of Tourism, Hospitality & EnvironmentalMore information
Bulletin of the Transilvania University of Braşov Series V: Economic Sciences Vol. 7 (56) No. 2-2014 HUMAN RESOURCE MANAGEMENT IN MICRO AND SMALL ENTERPRISES C. E. VIRÁG 1 R. G. ALBU 2 Abstract: The mainMore information
EMPIRICAL INVESTIGATION OF LEADERSHIP STYLE ON ENHANCING TEAM BUILDING SKILLS Prof. Dr. Muhammad Ehsan Malik Dean Faculty of Economics and Management Sciences Director, Institute of Business AdministrationMore information
Human Resource Strategic Plan
Human Resource Strategic Plan (Condensed Version) A dynamic and diverse workforce of highly skilled people working together to deliver excellent service to the community of Winnipeg Vision A dynamic andMore information
THE EVOLUTION of Talent Management Consulting
Talent management consulting is the giving of professional, expert advice to executives who are put in charge of handling, directing, or managing those who have a capacity for achievement or success. THEMore information
Performance Appraisal System of the Academics of Public and Private Universities of Bangladesh: An Empirical Study
Available online at www.globalilluminators.org GlobalIlluminators Full Paper Proceeding TMBER-2015, Vol. 2, 27-40 FULL PAPER PROCEEDING Multidisciplinary Studies ISBN: 978-969-9948-11-4 TMBER 2015 PerformanceMore information
2012-2014 ADOPTED 25 JUNE 2012 Contents Council Vision Statement... 1 A Workforce Plan as an integral component of Integrated Planning and Reporting... 1 Workforce Strategy objectives... 1 IntroductionMore information
People & Organisational Development Strategy
2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A globalMore information
HR WSQ Qualifications. Certified HR Professional Programmes
Human Resource WSQ HR WSQ Qualifications WSQ ADVANCED CERTIFICATE IN HUMAN RESOURCES 4 core + 4 Elective Units CORE UNITS Analyse and present research information (Level 3) Ensure compliance with relevantMore information
Effectiveness of Performance Appraisal: Its Outcomes and Detriments in Pakistani Organizations
Effectiveness of Performance Appraisal: Its Outcomes and Detriments in Pakistani Organizations Hafiz Muhammad Ishaq Federal Urdu University of Arts, Science and Technology, Islamabad, Pakistan E-mail:More information
IJMIE Volume 2, Issue 9 ISSN: 2249-0558
SUCCESSION PLANNING A NEED OR A NECESSITY A GLOBAL PERSPECTIVE Mrs. Ch. Gowthami* Abstract : Today s environment is changing rapidly that the organizations are facing serious unpredictability and uncertainty,More information
James E. Bartlett, II is Assistant Professor, Department of Business Education and Office Administration, Ball State University, Muncie, Indiana.
Organizational Research: Determining Appropriate Sample Size in Survey Research James E. Bartlett, II Joe W. Kotrlik Chadwick C. Higgins The determination of sample size is a common task for many organizationalMore information
MISSISSIPPI STATE UNIVERSITY COLLEGE OF EDUCATION. DEPARTMENT of LEADERSHIP & FOUNDATIONS COURSE SYLLABUS. Human Resources Administration
MISSISSIPPI STATE UNIVERSITY COLLEGE OF EDUCATION DEPARTMENT of LEADERSHIP & FOUNDATIONS COURSE SYLLABUS Course Prefix and Number: CCL 8153 Course Title: Credit hours: Type of course: Catalog description:More information
Instructor and Learner Discourse in MBA and MA Online Programs: Whom Posts more Frequently?
Instructor and Learner Discourse in MBA and MA Online Programs: Whom Posts more Frequently? Peter Kiriakidis Founder and CEO 1387909 ONTARIO INC Ontario, Canada firstname.lastname@example.com Introduction Abstract: ThisMore information
CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 1. DEFINITION... 1 2. CONTEXT... 1 3. STRATEGIC ALIGNMENT AND DRIVERS... 1 4. VALUES... 2 5. PRINCIPLES OF PRACTICE... 2 6. PERFORMANCE INDICATORS...More information
Leader s Interpersonal Skills and Its Effectiveness at different Levels of Management
International Journal of Business and Social Science Vol. 3 No. 4 [Special Issue - February 2012] Leader s Interpersonal Skills and Its Effectiveness at different Levels of Management Aamir Khan Dr. WisalMore information
Contact Center Operations Manager
Career Service Authority Contact Center Operations Manager Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Supervises customer service agents working in a contact center environment while managing continuousMore information
HEALTH WEALTH CAREER TRENDS AND DRIVERS OF WORKFORCE TURNOVER THE RESULTS FROM MERCER S 2014 TURNOVER SURVEY, AND DEALING WITH UNWANTED ATTRITION 16 July 2015 David Elkjaer & Sue Filmer TODAY S SPEAKERSMore information
Human Resources Report 2014 and People Strategy
24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is askedMore information
D.P. Abeysooriya a, P.A.P. Samantha Kumara b a Faculty of Information Technology, ICBT Campus, Sri Lanka. firstname.lastname@example.com.
Reshaping Management and Economic Thinking through Integrating Eco-Friendly and Ethical Practices Proceedings of the 3 rd International Conference on Management and Economics 26-27 February 2014 FacultyMore information
Human Resource Secretariat Business Plan 2011-12 to 2013-14
Human Resource Secretariat Business Plan 2011-12 to 2013-14 September 2012 I II Message from the Minister As the Minister of Finance, President of Treasury Board and Minister responsible for the newlyMore information
Workforce Management Plan 2013-2017
Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 IntroductionMore information
White Paper TALENT MANAGEMENT AND SUCCESSION PLANNING The CEO s and Chairman s role in talent management and succession planning is huge it should never be just a function of HR, because this is a top-downMore information
The New Human Resource Department: A Cross-Functional Unit
FORUM The New Human Resource Department: A Cross-Functional Unit Joan F. Marques As new trends in business operations take hold, the need for a redefined human resource department, including what it shouldMore information
BEST PRACTICES IN HUMAN RESOURCE MANAGEMENT: THE SOURCE OF EXCELLENT PERFORMANCE AND SUSTAINED COMPETITIVENESS Šikýř, M. Based on summarizing the results of the global research on human resource managementMore information


text:
2,352 likes
travisriceAfter a brief quarantine on the boat, they let these bastards into the country.. Thanks to the incredibly quick witted steadfast crew, #Falcor will soar in 'merica for the 4th! @kite101 @bluemont @briansahm #gunboat design\production Lab
- travisrice@the_matt_walker copy that, looking to get wet-evening session- where are those knee slappers standing up!?
- brit_sunshineIf your in the Bahamas @travisrice hit me up I gotta big ass boat to chill on 🚤
- thebustedbearingIf your in wanchese check out the chief. Big skate bowl almost across the street from the church .3rd drive way from the left side of the split .near the gas station.
- wampumnyCan't tell sure l@q
- the_matt_walker@travisrice we were at the Wreck at the Huron this morning in Nags Head, got plenty of boards for your crew... After the tide drops and these storms roll through we are getting back on it
- grimesey@travisrice dude any chance u guys are hitting NZ this season, snow is pumping!
- resistiegler@briansahm what are you doing hahahahaha
- summer_rasmussenMy god huge fan @travisrice
- l_g_Watch out for them Wanchese boys!! They'll get ya...
- ehermanekJust the regular evening b and e
- the_matt_walkerWhere y'all drinking tonight?!
- travisrice@the_matt_walker we had a late night night working but are headed out in a bit- heard we should go to the furthest pier south of Naggy--?
- travisrice@the_matt_walker - kellys
- shreder324Travice you kiteboarding now???!!! #slingshotkites do it.
- the_matt_walker@travisrice we were at that pier for happy hour, fish heads... Going surfing now, you getting wet?!
- _b_k@travisrice where the #Falcor I wanna see it ! Enjoy the beach 👊👊🍻
- eikoookIt was sick hanging with you and Joe Saturday night! You guys keep shredding and have fun in Tahiti!
- wellfleetstyle349@travisrice sail that beast to cape cod!!!
- farfareastcoastDefinitely saw you at Kelly's last night and thought some random looked like you.
- bluemontJust 3 world travelers and a guy with a worn out passport.
Log in to like or comment.

subset: commoncrawl


text:
Go ahead, kick the tires!
We're ready with a free, fully functional 30-day demo of our font server. Setup your own Universal Type Server and you'll get access to everything included in our premier Enterprise version. It's time to put it to the test!
We think that you'll like what you see.


text:
Barbara Childs of REMAX has been working all over middle Tennessee for her clients!
Posted by Ginger Dacus on Friday, April 10th, 2015 at 4:29pm.
Barbara Childs of The Ashton Real Estate Group of # REMAX Elite, the #1 #RealEstate team in #Nashville and #Tennessee, the official real estate team of the Tennessee #Titans and exclusively endorsed by Barbara Corcoran, has been all over middle Tennessee working with her clients!
Where to start? Dickson, Tn. -or- Joelton -or- Lebanon -or- Columbia. Gallatin, you say? Barbara B. Childs was there just this week with a first time home buyer putting in an accepted offer. Also Barbara assisted Dr. Sara with her first time home purchase in Riverwalk of West Nashville. What about her Nolensville listing of late? Yes, it is under contract! And, it was easy finding a client his perfect new home in Hermitage. Barbara can be found daily showing homes all over Middle Tennessee.
"As your Realtor I won't stop until a job well done has been obtained. This is my promise to you as a leader in the Nashville realty community." Barbara B. Childs


text:
Sign up for our newsletters
Receive the latest in Footwear, Fashion, Music and Creativity in our newsletters.
For those who haven't been keeping track and/or don't traverse Twitter and the blogosphere frequently, Mick Jenkins and Vic Spencer are currently engaged in a sort of low-grade beef. And, while not as entertaining and meme-friendly as the Drake and Meek Mill fiasco, this one stands to pack a far heavier lyrical punch. Vic Spencer fired the first shot with the incredibly-titled "Dick Jerkins," now Mick is returning fire with "HeadAss." Backed by a Kaytranada beat, Mick Jenkins takes off and tears into his opponent with barb after precise barb. Vic, it's your move.


text:
Houses for Sale in Norman Park, GA
|40 Listings Found
This bricked module home has 3 beds/two bathrooms located on a nice size corner lot. New roof 2015; new central heat & air 2015;...
247 Sardis Church Road, Moultrie, GA, 31788Details »
On-line Only Auction 56.37 Acres Crop & & Woodland 367 Cook Road Berlin, Colquitt County, GA . Bidding Ends Wednesday, October 15th at...
367 Cook Road Single-Family Home, Moultrie, GA, 31788Details »
3.5 Acres with a barn & well on the property. This is beautiful homesite with a canopy drive.
Moultrie, GA, 31788Details »
62 acres of land for sale in Colquitt County east of Moultrie, GA 31788. Deer, turkey, and small game hunting system 25 minutes from...
Moultrie, GA, 31788Details »
This is for a special buyer that would like to create their Dream Home. Home is located on 69.82 acres. Home is partially finished...
242 George Morris Road, Moultrie, GA, 31768Details »
A BEAUTIFUL STORY BRICK HOME WITH QUALITY FEATURES - WOODEN FLOORS IN THE FRONT FOYER LARGE DINING AREA SITTING AREA (office) LARGE...
Moultrie, GADetails »
--Couldn't ask for a better place to live --House has plenty of room --Great family house --Large single extra bedroom/bonus room...
Moultrie, GADetails »
Beautiful river front property in eastern Colquitt County close to Berlin, GA. Approx 40 acres of mature hardwoods and pines located...
Moultrie, GA, 31768Details »
65 acre recreational tract located in Colquitt County just north of Moultrie, GA 31768. The tract consist of natural regrowth of...
Moultrie, GA, 31768Details »
FOR SALE-HOUSE ***call 229-324-XXXX*** *Price $ 139,900 Built in 2007 three Beds & 2 1/two Bathrooms Over 1700 sq-ft On three Acres of...
Moultrie, GADetails »
Neat, captivating three BEDROOMs/two BATHROOMs house situated in R. B. Wright Institution Area; wooden floors; suitable starter house....
1924 4th St SE, Moultrie, GA, 31768Details »
Brick 3 beds 1 1.5 baths fenced back yard to play in! Outdoor storage! Large Utility room! Built in Buffet in the Formal Living/Dining...
Moultrie, GADetails »
Nice 3 beds 1.5 bathrooms brick home located in a rather rural setting on an one acre lot with pecan trees. Newly updated with...
1465 Sam Sells Rd Single-Family Hom, Moultrie, GA, 31768Details »
Beautiful big house on 1 acre in the town of Moultrie GA. the home was remodelled late in 2012 with upgraded flooring and brand-new...
1632 Old Doerun Road, Moultrie, GA, 31768Details »
Great commercial potential or homesites on Highway 319. Majority of the land is currently in row crop production.
Moultrie, GA, 31768Details »
RentUntilYouOwn.com is the #1 provider of Norman Park, Georgia houses for sale listings.
Our goal is to offer the highest quality results, along with helpful Norman Park resources and support. We understand that finding genuine houses for sale in Norman Park can be very difficult. Even more challenging is trying to search Norman Park, GA listings for free.
After discovering how difficult it was for Norman Park buyers and sellers searching online, RentUntilYouOwn.com has become dedicated to providing users with the most current, accurate, and detailed listings in Norman Park, Georgia.
If you have any questions or suggestions for improving our site, please contact us here.
Trouble Finding Local Houses for Sale Listings?
If the initial results in Norman Park, Georgia did not provide any listings of interest, or you just want more selections, click any of the blue tabs just above the search results for more.
Thanks for visiting and good luck!


text:
Berkshire Hathaway HomeServices Carolinas Realty
(888) 778-2276
Last Updated: 2/22/2017 7:27 AM
Description for Airport Kannapolis, NC 28081
.28 acre lot zoned B1. Joins two other tracts which could be combined for potential development. There are two single wide trailers on the property. One is currently rented. Neither are considered of any value.
Listing Information
City Sewer
School Information
Room Information
Inside AccessTM
Current market conditions for Airport
Active Market Trends
Source:MLS DATA
Median list price$129,900
Days on market92
Properties for sale133
Sold Market Trends
Source:MLS DATA
Median sold price$121,750
Sales to list price9,739.0%
Properties sold142
Median sq ft price$85
Arrows indicate 90 day trend
Listing Price History for Airport
Kannapolis Real Estate
Kannapolis is located in North Carolina. Kannapolis, North Carolina 28081 has a population of 42,845.
The median household income in Kannapolis, North Carolina 28081 is $40,326. The median household income for the surrounding county is $54,341 compared to the national median of $53,046. The median age of people living in Kannapolis 28081 is 35.2 years.
Loading nearby sales and history ...
Ask a Question?
Berkshire Hathaway HomeServices Carolinas Realty
(888) 778-2276
Start a no spam email conversation
My Drive Time
Enter your work address to view actual drive times with traffic for this property
Here is the weekday INRIX Drive Time from this property to .
When you register, you will receive ...
Weekday drive times
Plus all these great features
Register or login today to take advantage of Drive Time
Nearby homes for sale
Inside AccessTM
Kannapolis Real Estate
Nearby Communities


text:
South Americans have made giant strides on the world stage since England played them 25 years ago
PLAYERS tend not to set much store by these things but the award of caps by England on their 1981 tour to Argentina was an historic moment: the RFU, though they huffed and puffed later that decade over the merits of awarding full international honours against perceived "lesser" countries, became the first of the home unions to take advantage of the IRB's diktat, which encouraged the award of caps outside the game's eight founder unions.
Twenty-five years later, no one bats an eyelid, such is the progress that Argentina have made on the world stage. In truth, the players would


text:
February 12, 2017
February 8, 2017
February 7, 2017
February 16, 2017
January 31, 2017
February 14, 2017
February 13, 2017
February 9, 2017
February 15, 2017
January 23, 2017
January 20, 2017
February 10, 2017
by mollie campbell | March 12, 2012 |
Food & Drink
The Cheese Shop of Concord proprietor Peter Lovis
For the past 45 years, The Cheese Shop of Concord has been a haven for Boston area cheese-lovers, and a leading purveyor of rare and imported cheeses. (Last year the shop made headlines when it wheeled a 400-pound Northern Italian cheese through its doors.) As such, it comes as no surprise that the shop was first in line to become the exclusive New England merchant for French cheese exporter Xavier David Fromages Affines.
Cheeses recently arrived from the Xavier David include a pungent Roquefort, camembert from Normandy, creamy Fourme d'Ambert (one the oldest cheeses in France), the Alsatian Tomme Fermiere, a superb Comté, and a stinky, runny Époisses cheese from the Cote d'Or.
To find the perfect wine to pair with your French cheese, make use of the shop's free wine consultations. Pick a wine, or describe one you have at home, and a wine expert will help you choose a cheese. You can also start by choosing a cheese (150 types are available) and then get a recommended wine, beer or cider to pair with it.
In addition to cheeses from Xavier David, shop owner Peter Lovis also recommends a Tasmanian Roaring Forties Blue cheese and Moliterno al Tartufo, an aged black truffle oil-injected Sardinian cheese. If that doesn't get you to the shop's doorstep, nothing will. 29 Walden St., Concord, 978-369-5778
January 27, 2017
January 25, 2017
View Digital Edition
or subscRibe to the Print Edition:


text:
Tracing the long-term microbial production of recalcitrant fluorescent dissolved organic matter in seawater
- Affiliations:
1 National Institute of Aquatic Resources, Technical University of Denmark
2 Section for Marine Ecology and Oceanography, National Institute of Aquatic Resources, Technical University of Denmark
3 Norwegian Polar Institute
4 University of Copenhagen
5 Norwegian Polar Institute
- Abstract:
- The majority of dissolved organic matter (DOM) in the ocean is resistant to microbial degradation, yet its formation remains poorly understood. The fluorescent fraction of DOM can be used to trace the formation of recalcitrant DOM (RDOM). A long-term (> 1 year) experiment revealed 27–52% removal of dissolved organic carbon and a nonlinear increase in RDOM fluorescence associated with microbial turnover of semilabile DOM. This fluorescence was also produced using glucose as the only initial carbon source, suggesting that degradation of prokaryote remnants contributes to RDOM. Our results indicate that the formation of a fluorescent RDOM component depends on the bioavailability of the substrate: the less labile, the larger the production of fluorescent RDOM relative to organic carbon remineralized. The anticipated increase in microbial carbon demand due to ocean warming can potentially forcemicrobes to degrade less labile substrates, thereby increasing RDOM production and stimulating ocean carbon storage
- Type:
- Journal article
- Language:
- English
- Published in:
- Geophysical Research Letters, 2014, Vol 41, Issue 7, p. 2481-2488
- Main Research Area:
- Science/technology
- Publication Status:
- Published
- Review type:
- Peer Review
- Submission year:
- 2014
- Scientific Level:
- Scientific
- 266220481


text:
1221 Duck Creek Road,Smyrna DE, 19977
Sold Price
4 beds , 2 Full/1 Half baths
1,975 sq. ft
Status: Sold
Berkshire Hathaway HomeServices Fox & Roach, REALTORS
(866) 486-5636
Last Updated: 2/22/2017 12:34 PM
Description for 1221 Duck Creek Road Smyrna, DE 19977
Lovely Colonial situated on 2.5 acres in New Castle County. Walking up to the front door you will notice the stone and slate front porch. Entering the home flanked on each side are the living room and dining room. Following through is a large kitchen with maple cabinets, island, pantry and a spacious eating area. There is a slider that leads to a deck with view of the back yard. Upstairs you will find 3 generous size bedrooms and a master with a full bath. Full unfinished basement, 2 car attached garage and a 1 car detached garage with electric.
Listing Information
None Available
Electric Water Heater, Well
Sewer service on-site
School Information
Room Information
First Floor Laundry
Interior Features
Vinyl, Carpet
Central Air
Gas Heat, Forced Air
Full, Unfinished Basement, Walkout
Exterior / Lot Features
2 Garage Spaces, Attached Garage, Driveway
Shed, Level
Financial Considerations
Inside AccessTM
Current market conditions for 1221 Duck Creek Road
Active Market Trends
Source:MLS DATA
Median list price$249,700
Days on market123
Properties for sale192
Sold Market Trends
Source:MLS DATA
Median sold price$209,950
Sales to list price9,646.0%
Properties sold96
Median sq ft price$114
Arrows indicate 90 day trend
Listing Price History for 1221 Duck Creek Road
Smyrna Real Estate
Smyrna is located in Delaware. Smyrna, Delaware 19977 has a population of 10,065.
The median household income in Smyrna, Delaware 19977 is $51,681. The median household income for the surrounding county is $55,786 compared to the national median of $53,046. The median age of people living in Smyrna 19977 is 32.7 years.
Loading nearby sales and history ...
Ask a Question?
Berkshire Hathaway HomeServices Fox & Roach, REALTORS
(866) 486-5636
Start a no spam email conversation
My Drive Time
Enter your work address to view actual drive times with traffic for this property
Here is the weekday INRIX Drive Time from this property to .
When you register, you will receive ...
Weekday drive times
Plus all these great features
Register or login today to take advantage of Drive Time
Nearby homes for sale
Inside AccessTM
Recent sales nearby
Smyrna Real Estate
Nearby Communities


text:
Get Latest Jobs Via Email
Jobs In NCR
Will be responsible to maintain and manage CCMS team and a Tool which CS has developed in Middle east to serve Managed Services customers.
They will be software developers who will be
1. Supporting the product.
2. Managing day to day operations..
3. Building roadmap for the product
4. Enhancing the functionality and features within the product.
Desired Skills and Experience
- Graduate in CS / SE with 3+ years of experience
- Good experience or knowledge of C/C++ / .NET (C#)
- Strong grasp of OOP, SDLC, DBMS and Data Structures
- Socket programming and distributed application development experience
- In-depth multi-threaded application development experience or concepts
- Excellent analytical, programming and problem solving skills
- Ability to work independently
- Good knowledge of .NET Framework, C#, ASP.Net, Web Forms, ADO .NET and Web Services
- Knowledge/experience in Java


text:
- Doctors
- California
- Mountain View
- Pediatricians
- Dr. Charles Brummer
You may also like
Dr. Elliot Lepler
Ratings for Dr. Charles Brummer
Dr. Brummer is an excellent doctor. He is very knowledgeable and I feel that I can completely trust his judgment. Always gives good advise, and returns your calls promptly.
Dr Brummer is an excellent doctor, he always listens to us patiently and gives reasonable suggestions & explanations.My son is underweight as well and i asked him the same Question but he discussed it with me really nicely and convinced me.
Dr. Brummer was always so rushed he didn't notice my children's health problems and when I pointed them out, his advice was never helpful. (My question: How can I help my 3-year-old get to a healthy weight? His answer: Well, whatever you're doing, it's not working.)
I had Dr. Brummer for all 3 of my kids (now all grown). He is very good - very thorough, always returns calls, never seems annoyed. He is very consistent and respectful. Listens to the parent and my kids liked him.
Great with returning phone calls to answer questions. He's fast but personable and remembers the children. Also asks them the questions, not the mother!
Dr. Charles Brummer's Credentials
Facility Affiliations
Accepting New Patients
- Wayne State University School Of Medicine (Grad. 1967)
Other Specialties
Areas of Expertise
Awards & Recognitions
Publications & Research
Insurance accepted by this Doctor
Top Hospitals in Mountain View, CA
Find a Doctor by Specialty
Featured News
You may also like
Dr. Elliot Lepler
Top Pediatricians
#1 of 5
#2 of 5
#3 of 5
#4 of 5
#5 of 5


text:
February 3, 2017
| Blog Post
Recently, I got the chance to stop by a Kokoist certification class at Gellipop in Torrance, Calif. Gellipop is a distributer for brands including Kokoist, Akzentz, Crystal Culture, and imported Japanese brands.
December 30, 2016
| Blog Post
There were plenty of peaks and valleys for me this year — the highs included attending some great shows and events.
December 9, 2016
| Blog Post
I love these inspiring words about true creativity from CND Education Ambassador Mary Chhea.
June 29, 2016
| Video
NSI University is a premiere educational event that gathers NSI nail technicians and distributors from around the world. Attendees learn tips and tricks from NSI top educators and graduate to become NSI educators. This one was held in June 2014.
April 19, 2016
| Article
In March 2014, nail tech Brisa Alfaro, a Young Nails Senior Mentor, suffered a major stroke after traveling from Los Angeles to New York for a tradeshow. She was very lucky to have survived. Now, in her own words, Alfaro describes her arduous and emotional journey back to good health and the shift in perspective that came with it.
November 4, 2015
| Article
American International Industries (A.I.I.) demonstrated their commitment to developing the next generation of industry talent by hosting an A.I.I. Educational Consultant (AEC) training in July specifically for the Vietnamese nail professional community.
September 30, 2015
| Video
Crystal Nails invites you to become a Crystal Nails Master Educator to represent its innovative, next-generation product line! Take the next step in your career, join this six-day intensive educator training in Orlando, Fla. on Nov. 3-8, 2015.
August 31, 2015
| News
In April, CND welcomed education ambassadors, distributors, school partners, and Revlon Professional Brand executives to its three-day World Summit in San Diego, Calif.
July 24, 2015
| Article
Last month, Cuccio held in-person training for its Hong Kong educators, led by the company's business development director, Jacqueline Yeung.
May 19, 2015
| Article
You are busting at the seams to share what you know. Take our quiz to find out if you have what it takes to succeed in this demanding role.
January 6, 2015
| Blog Post
Get a preview of the nail education classes being offered at ISSELB this year.
September 30, 2014
| News
NSI Manufacturing Headquarters hosted an international training and educational event in Philadelphia in June.
August 4, 2014
| News
In April, Entity Beauty hosted an update training event in Las Vegas.
June 6, 2014
| Blog Post
INM North, the Canadian distributor of INM products, hosted its first annual Educator Training on March 28-31 in beautiful Victoria, British Columbia.
March 7, 2014
| Article
Bellus Academy recently announced the March 2014 re-launch of their Spa Nail Technician program at their Poway (San Diego County) campus and the academy's new partnership with Minx Nails, the heat-activated fashion nail coatings.
Nails from NYFW A/W 2017266 photos
ISSE Long Beach 201775 photos
Any liquid product that adds a feeling of firmnes or tension to the facial muscles.
Learn More
What are reasonable terms for a non-compete contract?
How do I announce to my clients that I will be moving to a new salon?
The new products I'm using are adding time to each appointment. How do I adjust my schedule?
Why isn't my Gelish application curing properly?
What's the cause of the pinkish-red oval area on the pad of my client's toes?
Featured Products & Promotions | Advertisement
How big is the U.S. nail business? $7.3 billion. What's the average service price for a manicure? Dig into our decades' deep research archives.
View All
VietSalon is a Vietnamese-language magazine and the sister publication to NAILS. Click the link below to sign up for a FREE one-year subscription.
Get a free preview issue and a Free Gift
Subscribe Today!


text:
I published many black and white (long exposure) images lately, so I figured it was time again to post in color 🙂
This photograph features a small Alpine lake called "Lej Pitschen". It's located at the top of the well-known Bernina pass in Engadin (canton Graubünden in Switzerland). In the background you see the mountain Piz Cambrena, which has an altitude of 3606 meter (11.830ft).
I captured this image at the end of May (last weekend). The lake was still partly frozen. As I was shooting fairly close to sunset, I ran around like a maniac to try to capture this lake and the surrounding mountains with differing compositions, perspectives and focal lengths. About 10 minutes after I shot this one, the light was no longer hitting the scene. Timing is everything in landscape photography!
For this image I used my 14-24 f/2.8 wide angle lens. No filters were used. The image was process in Adobe Lightroom 4.1.


text:
coc rexdl
The following search will be displayed that are related to your search, the website apktechdown.com has a huge collection of applications apk that you can download.
In addition to your search our wide collection of interesting apk files, mod apk, apps, software apk, game mod, game hack, premium apps apk, for download and much more.
always visit apktechdown.com to get the various applications apk mod for free. and thank you for visiting apktechdown.com i hope you back again to search another file, app, apk mod, or game.
Showing 1 total articles related to 'coc rexdl'
Empire:Rome Rising v1.24 Apk for android
...CoC or the Hobbit and you're looking for a new challenge, then look no further! Build an empire to stand the test of time! S Pierce – "Better than GoW!...


text:
Warriorz Technology
Search Engine Optimization, Digital Marketing, Online Advertising
We help companies build world class websites that truly help in promoting their business over internet. we also help companies promote their business online using state of art tools and techniques, we specialize in Web Design, E commerce Development, Custom Applications, Mobile/Responsive Websites Software Consulting, SEO, Google PPC / Remarketing, Social Media Marketing, Email Marketing, Landing Page Optimization.
Print this page
Quality Web Design and Development to create a word-class website that promotes your business online.
Create your free Hotfrog business profile
Follow Hotfrog on:
Share on:
Hotfrog Small Business Hub


text:
Reviews - The George Quality Accommodation, Restuarant & Bar4
Customer Reviews
Our reviews are from genuine LateRooms.com customers. We verify that the customer has stayed before leaving a review.
Very Good
100% would recommend it to a friend
Customer service
Food quality
Room quality
Cosy and quaint
Old coach inn style been modernised.
Quiet location. Friendly staff. Well looked after.
Read More Less
The George Quality Accommodation, Restuarant & Bar
Very comfortable value for money.
We were met by owner. Made us welcome. Room clean and tidy and meal excellent
Read More Less
The George Quality Accommodation, Restuarant & Bar
We found the teabags not to good and no semi skimmed milk in room we solved problem by going to local shop across the road the location was fantastic and the staff polite and friendly the room lovely and a fantastic nights sleep
Mixed experience - room was spacious, scrupulously clean, as was the bathroom, but none of the windows opened, there was no hot water for a bath at 9.45pm and the remote for the tv didn't work.
So accommodation was almost excellent.
We were on a "deal", low price room but you were obligated to have a three course meal. The food was not good - great presentation with good attention to detail - but the fish for the fish pie didn't seem fresh and bisto gravy smothered the taste of the local sausages. Having said that, although not to our taste a number of locals seemed to be consuming large amounts with gusto. Breakfast though was excellent, individually cooked, generous but not excessive and excellent quality. It's close but not quite there......
Read More Less
- < previous
- 1
- page 1 of 1
- > next


text:
Is Prachi School Projects Makers incorrect or missing key business information? Update your Hotfrog listing today.
Contact details
Are these details correct?
Is Prachi School Projects Makers in D-252 Street No-2 Near samadhi Lane Kankerkhera, Meerut City Uttar Pradesh 250001 your business? Claim your listing and attract more leads by adding more content, photos and other business details.
101 Bhatwara Street Meerut City MEERUT CITY Uttar Pradesh 250002
First Floor, Jaikashi Complex Behind Police Chowki MEERUT CITY Uttar Pradesh 250002
1 Shakti Nagar Kaiser Ganj Road MEERUT CITY Uttar Pradesh 250002
F-107 Shivam Plaza Hapur Road Meerut City MEERUT CITY Uttar Pradesh 250002
Small Business Hub
Sharing tips, ideas and advice to help grow your small business.
Your profile without ads
Have you considered upgrading to Hotfrog AdVantage? No competitor advertising means exclusive focus on your business. You take centre stage.
Create your free Hotfrog business profile
Follow Hotfrog on:
Share on:
Hotfrog Small Business Hub


text:
Greetings Guest!!Dismiss Notice
In order to combat SPAM on the forums, all users are required to have a minimum of 2 posts before they can submit links in any post or thread.
[NEWS] Origin Museum East and West Wings Open
Discussion in 'UO Origin' started by Sara Of Baja, Dec 3, 2009.