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658 Library items with class number 658.3125
Refine your search Apply to external sourcesGMAT 2009 edition comprehensive program
Title : GMAT 2009 edition comprehensive program Material Type: printed text Publisher: NewYork: Kaplan Publication Date: 2008 Pagination: 546p Size: Books Price: Rs.1610 Languages : English Descriptors: Graduate management admission test Keywords: 'gmat management' Class number: 658.3125 GMAT 2009 edition comprehensive program [printed text] . - [S.l.] : NewYork: Kaplan, 2008 . - 546p ; Books.
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Languages : English
Descriptors: Graduate management admission test Keywords: 'gmat management' Class number: 658.3125 Hold
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Barcode Call number Media type Location Section Status 476 658.312 GMA Books Uniglobe Library Technology Available 477 658.312 GMA Books Uniglobe Library Technology Available
Title : GMAT comprehensive program Material Type: printed text Publisher: New York: kaplan Publication Date: 2012 Pagination: 662p Size: Books Price: Rs.1900 Languages : English Descriptors: Graduate admission test Keywords: 'gmat admission test' Class number: 658.3125 GMAT comprehensive program [printed text] . - [S.l.] : New York: kaplan, 2012 . - 662p ; Books.
Rs.1900
Languages : English
Descriptors: Graduate admission test Keywords: 'gmat admission test' Class number: 658.3125 Hold
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Barcode Call number Media type Location Section Status 2399 658.3125 GMA Books Uniglobe Library Technology Available
Title : Impact of compensation on employee performance in Nepalese commercial banks Material Type: printed text Authors: Manika Shrestha, Author Publication Date: 2018 Pagination: 95p. Size: GRP/Thesis Accompanying material: 12/D Languages : English Descriptors: Employee motivation Class number: 658.3125 Abstract: The term compensation is a substitute word for wages and salaries is of recent origin. Pay or compensation represents an exchange between the employee and the organization. Compensation should be fair, irrespective of economic consideration. The modern definition of compensation, however, considers both intrinsic and extrinsic components of compensation. Due to rapid advancement in information technology and telecommunication in the recent years, the banking industry has been undergoing rapid changes, reflecting a number of ongoing reform processes. However, there are certain problems in the Indian Banking system, which require great attention. Compensation is an important matter which needs to be considered because it directly or indirectly impact effectiveness and competitiveness of a business as well as the well-being of employees. It is a significant instrument for employers in affecting employee attitudes such as perceptions of fairness and employee behavior including whether an employee is attracted to and remains with the employer and how employees effectively utilize their time at work. It has a major effect on employees’ values of living and communicates to them the degree to which the employer values their contribution. The compensation package is normally differentiated into Direct and Indirect Compensation.
This study investigates the impact of compensation on the employee performance of Nepalese commercial banks. Employee performance and employee satisfaction are the dependent variables. The independent variables are salary, rewards and incentives, indirect compensation, promotion, recognition. The primary source of data is used to assess the opinions of the respondents regarding compensation, level of satisfaction and performance in Nepalese commercial banks. The study is based on 200 respondents from 20 Nepalese commercial banks. To achieve the purpose of the study, structured questionnaire is prepared.
The study shows that salary, rewards, indirect compensation, promotion and recognition have positive and significant impact on employee performance in Nepalese commercial banks. Similarly, the study also shows that salary, rewards, indirect compensation, promotion and recognition have positive and significant impact on employee satisfaction. Moreover, the study concludes that compensation have positive and significant impact on employee performance and satisfaction of
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Nepalese commercial banks. The study also concludes that rewards followed by promotion is the most dominant factors that influence employee performance and satisfaction in Nepalese commercial banks.Impact of compensation on employee performance in Nepalese commercial banks [printed text] / Manika Shrestha, Author . - 2018 . - 95p. ; GRP/Thesis + 12/D.
Languages : English
Descriptors: Employee motivation Class number: 658.3125 Abstract: The term compensation is a substitute word for wages and salaries is of recent origin. Pay or compensation represents an exchange between the employee and the organization. Compensation should be fair, irrespective of economic consideration. The modern definition of compensation, however, considers both intrinsic and extrinsic components of compensation. Due to rapid advancement in information technology and telecommunication in the recent years, the banking industry has been undergoing rapid changes, reflecting a number of ongoing reform processes. However, there are certain problems in the Indian Banking system, which require great attention. Compensation is an important matter which needs to be considered because it directly or indirectly impact effectiveness and competitiveness of a business as well as the well-being of employees. It is a significant instrument for employers in affecting employee attitudes such as perceptions of fairness and employee behavior including whether an employee is attracted to and remains with the employer and how employees effectively utilize their time at work. It has a major effect on employees’ values of living and communicates to them the degree to which the employer values their contribution. The compensation package is normally differentiated into Direct and Indirect Compensation.
This study investigates the impact of compensation on the employee performance of Nepalese commercial banks. Employee performance and employee satisfaction are the dependent variables. The independent variables are salary, rewards and incentives, indirect compensation, promotion, recognition. The primary source of data is used to assess the opinions of the respondents regarding compensation, level of satisfaction and performance in Nepalese commercial banks. The study is based on 200 respondents from 20 Nepalese commercial banks. To achieve the purpose of the study, structured questionnaire is prepared.
The study shows that salary, rewards, indirect compensation, promotion and recognition have positive and significant impact on employee performance in Nepalese commercial banks. Similarly, the study also shows that salary, rewards, indirect compensation, promotion and recognition have positive and significant impact on employee satisfaction. Moreover, the study concludes that compensation have positive and significant impact on employee performance and satisfaction of
viii
Nepalese commercial banks. The study also concludes that rewards followed by promotion is the most dominant factors that influence employee performance and satisfaction in Nepalese commercial banks.Copies
Barcode Call number Media type Location Section Status No copy
Title : Impact of HRM practices on employee turnover and employee performance : comparative study on Nepalese commercial and development banks Material Type: printed text Authors: Sabina Koju, Author Publication Date: 2017 Pagination: 120p. Size: GRP/Thesis Accompanying material: 10/B Languages : English Descriptors: Employee motivation Class number: 658.3125 Abstract: The optimum effectiveness and success of an organization do not depend on its financial resources or the technology used, rather it is determined by the extent to which it is using its dedicated, motivated and efficient employees. Hence, it is important to retain the human resources of an organization by adopting proper HRM practices. Effective development and deployment of HRM practices result competitive advantage for the organizations through reduced turnover and improved performance of employees. Moreover, most of the successful organization in today’s business world are investing heavily in employee development programs and also trying to retain them at any cost.
The study aimed to assess the impact of HRM practices on employee turnover and employee performance in Nepalese banking industry. The other objectives of this study are: to examine the relationship of retrenchment policy with employee turnover and employee performance in commercial and development banks of Nepal, to analyze the impact of compensation practices and career growth policy on employee turnover and employee performance in Nepalese commercial and development banks, to determine the extent to which employees relation affect employee turnover and employee performance in Nepalese commercial and development banks, and to assess the impact of training and development on performance of employees and employee turnover in commercial and development banks of Nepal.
In order to achieve the objectives, primary data collection was performed by providing questionnaire to 183 employees of 7 commercial and 5 development banks of Nepal. The questionnaire were yes/no, ranking scale. Likert scale and other demographic information were used to collect primary data. The likert scale on different variables on HRM practices , employee turnover and employee performance were measured in 5 point likert scale and weighted mean value of each variable were used to examine the relationship between dependent and independent variables as for the study purpose.
The result confirmed that HRM practices have significant impact on employee turnover and employee performance. The major conclusion of the study is that training and development, compensation, career growth opportunities and employee relations have negative impact on employee turnover. However, training and development, compensation, career growth opportunities and employee relations have positive effect on employee performance in Nepalese commercial and development banks. Moreover, retrenchment policy has positive impact on employee turnover and negative impact on employee performance. Likewise, the employees of Nepalese commercial and development banks give highest ranking to career growth followed by training, compensation, employee relations and retrenchment. Likewise, it is concluded that HRM practices (i.e. retrenchment, compensation, training and development, career growth and employee relations) play significant role in determining employee turnover and employee performance in Nepalese commercial and development banks.
Impact of HRM practices on employee turnover and employee performance : comparative study on Nepalese commercial and development banks [printed text] / Sabina Koju, Author . - 2017 . - 120p. ; GRP/Thesis + 10/B.
Languages : English
Descriptors: Employee motivation Class number: 658.3125 Abstract: The optimum effectiveness and success of an organization do not depend on its financial resources or the technology used, rather it is determined by the extent to which it is using its dedicated, motivated and efficient employees. Hence, it is important to retain the human resources of an organization by adopting proper HRM practices. Effective development and deployment of HRM practices result competitive advantage for the organizations through reduced turnover and improved performance of employees. Moreover, most of the successful organization in today’s business world are investing heavily in employee development programs and also trying to retain them at any cost.
The study aimed to assess the impact of HRM practices on employee turnover and employee performance in Nepalese banking industry. The other objectives of this study are: to examine the relationship of retrenchment policy with employee turnover and employee performance in commercial and development banks of Nepal, to analyze the impact of compensation practices and career growth policy on employee turnover and employee performance in Nepalese commercial and development banks, to determine the extent to which employees relation affect employee turnover and employee performance in Nepalese commercial and development banks, and to assess the impact of training and development on performance of employees and employee turnover in commercial and development banks of Nepal.
In order to achieve the objectives, primary data collection was performed by providing questionnaire to 183 employees of 7 commercial and 5 development banks of Nepal. The questionnaire were yes/no, ranking scale. Likert scale and other demographic information were used to collect primary data. The likert scale on different variables on HRM practices , employee turnover and employee performance were measured in 5 point likert scale and weighted mean value of each variable were used to examine the relationship between dependent and independent variables as for the study purpose.
The result confirmed that HRM practices have significant impact on employee turnover and employee performance. The major conclusion of the study is that training and development, compensation, career growth opportunities and employee relations have negative impact on employee turnover. However, training and development, compensation, career growth opportunities and employee relations have positive effect on employee performance in Nepalese commercial and development banks. Moreover, retrenchment policy has positive impact on employee turnover and negative impact on employee performance. Likewise, the employees of Nepalese commercial and development banks give highest ranking to career growth followed by training, compensation, employee relations and retrenchment. Likewise, it is concluded that HRM practices (i.e. retrenchment, compensation, training and development, career growth and employee relations) play significant role in determining employee turnover and employee performance in Nepalese commercial and development banks.
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Barcode Call number Media type Location Section Status 356/D 658.3125 KOJ Thesis/Dissertation Uniglobe Library Technology Available
Title : Impact of reward on employee performance in Nepalese commercial banks Material Type: printed text Authors: Saluna Shrestha, Author Publication Date: 2017 Pagination: 97p. Size: GRP/Thesis Accompanying material: 9/B Languages : English Descriptors: Reward on employee performance
Employee performanceClass number: 658.3125 Abstract: Reward systems are often used within organizations as a key management tool that can affect a firm’s effectiveness by influencing employees, behavior and motivating employee at their work place. Banking sector business in Nepal is most competitive sector where employees’ performance is the only way out to beat the competition. Banks are the most important institutions for the development of the financial sector, economy and the country as a whole. Reward can increase worker performance and the reward can improve employee performance in the best manner.
Employee will give their maximum when the workers have a feeling or trust that their efforts will be rewarded by the management. Financial rewards means pay-for-performance such as bonus, promotion, compensation, gratuities etc. Non financial rewards are non monetary/ non cash and it is a social recognition such as acknowledgement, certificate and genuine appreciation etc. (Neckermann and Kosfelf, 2008). According to Fay and Thompson (2001) reward system have a critical role in determining the organization’s ability to attract high potential employees and to retain high performing employees and to retain high performing employees to achieve greater levels of retain high performing employees to achieve greater levels of quality and performance.
According to Baratton (1999) rewards refer to all form of financial returns and tangible service and benefits and employee receives as part of an employment relationship. “Reward is the benefits that arise from performing a task, rendering a service or discharging a responsibility” (Colin, 1995). Ajila and Abiola (2004) revealed that reward package can influence on employee performance. Base on their findings they concluded that reward system helps to increase employee performance by enhancing employee skills, knowledge and abilities in order to achieve organizational objectives.
The main purpose of the study is to analyze the effect of reward practice on employee performance of Nepalese commercial banks. The study has the following specific objectives: to analyze the perception of employees on reward practices in Nepalese commercial banks, to examine the relationship of compensation, promotion, bonus, recognition and empowerment on employee productivity and job quality in Nepalese commercial banks, to find out the most important factor affecting employee productivity and job quality in Nepalese commercial bank.
The primary source of data is used to assess the opinion of employee with respect to reward practices on employee performance in Nepalese commercial banks. The survey is based on 150 respondents from 15 commercial banks in Nepal. The questions were asked in the Likert scale questions. The Likert scale questions of different variables as compensation, promotion, bonus, recognition, empowerment, employee productivity and job quality were measured in 5 point scale. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as descriptive statistics, correlation analysis and regression analysis.
The result of the study shows that there is positive correlation between rewards practices on employee productivity and job quality in Nepalese commercial banks. The impact of compensation, promotion, bonus, recognition and empowerment are positively significant with employee productivity. The impact of compensation, promotion, bonus, recognition and empowerment are positively significant with job quality.
Promotion has the highest weighted mean value which reveals that it is followed effectively in Nepalese commercial banks. Likewise recognition has lowest weighted mean value which indicates that recognition practices are not effectively followed in Nepalese commercial banks. The beta coefficient of compensation, promotion, bonus, recognition and empowerment are positive when regressed on employee productivity. In the same way, beta coefficient of compensation, promotion, bonus, recognition and empowerment are positive when regressed on job quality. Recommendations are given on the basis of the finding of the study. The major conclusions of the study are that all the variables of rewards have positive relation with employee productivity and job quality. If the Nepalese commercial bank has good reward system in the form of compensation, promotion, bonus, recognition and empowerment it will tends to increase employee productivity and job quality. The more the bank focuses on the variable of the reward practice it leads to motivate the employee towards their job and the bank.
Impact of reward on employee performance in Nepalese commercial banks [printed text] / Saluna Shrestha, Author . - 2017 . - 97p. ; GRP/Thesis + 9/B.
Languages : English
Descriptors: Reward on employee performance
Employee performanceClass number: 658.3125 Abstract: Reward systems are often used within organizations as a key management tool that can affect a firm’s effectiveness by influencing employees, behavior and motivating employee at their work place. Banking sector business in Nepal is most competitive sector where employees’ performance is the only way out to beat the competition. Banks are the most important institutions for the development of the financial sector, economy and the country as a whole. Reward can increase worker performance and the reward can improve employee performance in the best manner.
Employee will give their maximum when the workers have a feeling or trust that their efforts will be rewarded by the management. Financial rewards means pay-for-performance such as bonus, promotion, compensation, gratuities etc. Non financial rewards are non monetary/ non cash and it is a social recognition such as acknowledgement, certificate and genuine appreciation etc. (Neckermann and Kosfelf, 2008). According to Fay and Thompson (2001) reward system have a critical role in determining the organization’s ability to attract high potential employees and to retain high performing employees and to retain high performing employees to achieve greater levels of retain high performing employees to achieve greater levels of quality and performance.
According to Baratton (1999) rewards refer to all form of financial returns and tangible service and benefits and employee receives as part of an employment relationship. “Reward is the benefits that arise from performing a task, rendering a service or discharging a responsibility” (Colin, 1995). Ajila and Abiola (2004) revealed that reward package can influence on employee performance. Base on their findings they concluded that reward system helps to increase employee performance by enhancing employee skills, knowledge and abilities in order to achieve organizational objectives.
The main purpose of the study is to analyze the effect of reward practice on employee performance of Nepalese commercial banks. The study has the following specific objectives: to analyze the perception of employees on reward practices in Nepalese commercial banks, to examine the relationship of compensation, promotion, bonus, recognition and empowerment on employee productivity and job quality in Nepalese commercial banks, to find out the most important factor affecting employee productivity and job quality in Nepalese commercial bank.
The primary source of data is used to assess the opinion of employee with respect to reward practices on employee performance in Nepalese commercial banks. The survey is based on 150 respondents from 15 commercial banks in Nepal. The questions were asked in the Likert scale questions. The Likert scale questions of different variables as compensation, promotion, bonus, recognition, empowerment, employee productivity and job quality were measured in 5 point scale. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as descriptive statistics, correlation analysis and regression analysis.
The result of the study shows that there is positive correlation between rewards practices on employee productivity and job quality in Nepalese commercial banks. The impact of compensation, promotion, bonus, recognition and empowerment are positively significant with employee productivity. The impact of compensation, promotion, bonus, recognition and empowerment are positively significant with job quality.
Promotion has the highest weighted mean value which reveals that it is followed effectively in Nepalese commercial banks. Likewise recognition has lowest weighted mean value which indicates that recognition practices are not effectively followed in Nepalese commercial banks. The beta coefficient of compensation, promotion, bonus, recognition and empowerment are positive when regressed on employee productivity. In the same way, beta coefficient of compensation, promotion, bonus, recognition and empowerment are positive when regressed on job quality. Recommendations are given on the basis of the finding of the study. The major conclusions of the study are that all the variables of rewards have positive relation with employee productivity and job quality. If the Nepalese commercial bank has good reward system in the form of compensation, promotion, bonus, recognition and empowerment it will tends to increase employee productivity and job quality. The more the bank focuses on the variable of the reward practice it leads to motivate the employee towards their job and the bank.
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Barcode Call number Media type Location Section Status 364/D 658.3125 SHR Thesis/Dissertation Uniglobe Library Technology Available
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