Recognition Certificates

Why do companies do anti-poaching agreement despite of having excellent leader and wonderful employee care? While companies having excellent leaders to guide team, excellent training & development programs, excellent employee engagement techniques, excellent employee survey, excellent rewards and recognition program, excellent employee retention plan and promoting employee value in each internal public forum/ meeting. Why most of the companies do anti-poaching agreement?

Why companies do anti-poaching agreement despite of having excellent leaders to guide team & development plan? While companies having excellent leaders to guide team, excellent training & development programs, excellent employee engagement techniques, excellent employee survey, excellent rewards and recognition program, excellent employee retention plan and promoting employee value in each internal public forum/ meeting. Why most of the companies do anti-poaching agreement?

I work for a non profit organization I am looking for VERY inexpensive but creative ways to recgonize employee? We currently have a "high 5" program where co-workers can write up a high 5 for someone who has went above and beyond and we then announce them at our monthly staff meeting, we send out cards for staff's birthday with a gift certificate inside, we recognize staff's anniversay (withe the company) with a card and announce anniversaries at the monthly staff meetings. During our most recent employee survey we did very poorly in the area of emplooyee recognition so we are looking for creative inexpensive ways to recognize employees. Any suggestions would be great.

Can someone please summarize this report for me in 120 words .... ? Employee's performance is based upon how motivated an employee is and their preference to motivator factors can vary depending on personal inclination. This research evaluated the affect on employee's motivation level in response to information disclosure and non disclosure. As observed, employees tend to change their view regarding their preference when asked indirectly (Tormala, Zakary L; Brinol, Pablo; Petty, Richard E, 2007). This research is focused to elaborate this behavior. Motivator factors chosen for this study are Achievement, Recognition, Work itself, Responsibility, Growth ad Advancement. The sample size consisted of 50 Siemens employees, selected 10 from each department randomly. It was single cross-sectional study, since the participants were surveyed just once. All participants underwent a survey, done through a structured questionnaire, whereby they were asked directly and indirectly about their preference of the motivator factors. The research concluded that employees' response changed when it was disclosed to them that their job will bring them the pleasure of the six motivating factors, and they are more inclined to put in their best in the presence of these factors. However if the employees are not aware and their job is indirectly giving them the essence of the six motivator factors which every employee according to the Hezberg desire for increased motivation, in their opinion it will fail to affect their performance. Therefore in order to motivate the employees the concern of the employers shouldn't only be to give them a job which will give them the pleasure of the Hezberg's motivation factors but it is equally important to disclose to them that their job will give them these six key motivator factor's bliss. Earlier studies have concluded that when information precedes a message, it affects the valence of issue-relevant thinking. (Tormala, Zakary L; Brinol, Pablo; Petty, Richard E Social Cognition, 2007) and hence the point at which information is disclosed to the respondent related to response; affects the respondent's response. Almost identical results were obtained by Rutherford (2006) disclosing that people modify their behavior according to what is known to them, therefore behavioral control measures are taken by individuals according to what is told to them and they react and respond accordingly. Considering these researched this study is an attempt to evaluate the affect on employee's motivation level in response to information disclosure and non disclosure. The motivator factors chosen for this study are Achievement, Recognition, Work itself, Responsibility, Growth and Advancement. The study wanted to know the perception of different people in organization as to what factors of the motivator factors by Hertzberg's motivation theory tend to be the most important: Achievement, Recognition, Work itself, Responsibility, Growth and Advancement.The study looked into two factors, first if people are asked directly about the impact of these motivator factors on their work performance and second is what would be the preference of motivator factors if people are asked indirectly to prioritize the motivator factors (Shermerhorn /Hunt /Osborn, 2003). This indirect and direct mothod of questioning will lead the research to be able to identify the difference, if any, of preference with the change in information. By gathering information on this topic it has lead towards the conclusion as to how the company can mould its strategy to keep its employees and managers motivated towards work, so that they can perform well and contribute towards the success of the company. By this study it can also be concluded as to what factors amongst the motivator factors themselves were important in comparison with other factors and how should the company plan its strategy to reap the maximum benefits it can get from its motivated employees. Also major things, which could be found from this study, is that whether employees are asked to make their preference in undisguised manner or disguised manner, will their responses differ to remain the same. So the study used a questionnaire survey to test the hypothesis that the main factor of motivation for employees whether the information is disguised or undisguised the response would be same. (The organization of the paper is as follows: First section is intoduction to the study, it encompasses the major aspects of the study, and the methodology used to conduct the research. Second section tries to encompass the important literature available on behavioral change and various theories about the determinants and effects of the six motivator factors. Third section discribes the data and gives a justification for the choice of variables and their proxies from the data available. Next section represents the analysis of the data, and our model is described in it. Final section includes the results and conclusion.)

I need some help in listing my job accomplishments on my resume? In my current job, I have received two "Employee of the Month" Awards and one special recognition award both by my supervisor and the administrator of our facility. But i don't know how to list these on my resume. I was promoted from a Youth Counselor to an Administrative position only 6 months after being hired at the facility. I received an "Employee of the Month" Award for going above and beyond my job duties by being a team player in initiating team effort to help resolve a work unit crisis with our clients. I also contributed a one time outstanding effort during our Annual Audit survey which our company benefited by my hard work and ensuring that all documents were in compliance including psychotropic medications authorizations were in compliance. I was commended for demonstrating a positive attitude toward work and toward teamwork which influences the development of an atmosphere of cohesive , cooperative relationships among co-workers and contributes to the highest level of service. I received an "outstanding Changed Leader"award for my diligent and caring for the medical needs of our clients. also for ensuring efficient teamwork with my co-workers. How can I list these accomplishments in "Quantity". Please I need help with this?

Did anything like this take place on Collins project ? <Backlash: Women Bullying Women at Work Katherine Streeter By MICKEY MEECE Published: May 9, 2009 YELLING, scheming and sabotaging: all are tell-tale signs that a bully is at work, laying traps for employees at every pass. Skip to next paragraph Enlarge This Image Peter DaSilva for The New York Times Kent Kaufman and Laura Stek, right, of the Growth and Leadership Center, coach Cleo Lepori-Costello, left, a vice president at a Silicon Valley software company, on communication skills. During this downturn, as stress levels rise, workplace researchers say, bullies are likely to sharpen their elbows and ratchet up their attacks. It�s probably no surprise that most of these bullies are men, as a survey by the Workplace Bullying Institute, an advocacy group, makes clear. But a good 40 percent of bullies are women. And at least the male bullies take an egalitarian approach, mowing down men and women pretty much in equal measure. The women appear to prefer their own kind, choosing other women as targets more than 70 percent of the time. In the name of Betty Friedan and Gloria Steinem, what is going on here? Just the mention of women treating other women badly on the job seemingly shakes the women�s movement to its core. It is what Peggy Klaus, an executive coach in Berkeley, Calif., has called �the pink elephant� in the room. How can women break through the glass ceiling if they are ducking verbal blows from other women in cubicles, hallways and conference rooms? Women don�t like to talk about it because it is �so antithetical to the way that we are supposed to behave to other women,� Ms. Klaus said. �We are supposed to be the nurturers and the supporters.� Ask women about run-ins with other women at work and some will point out that people of both sexes can misbehave. Others will nod in instant recognition and recount examples of how women � more so than men � have mistreated them. �I�ve been sabotaged so many times in the workplace by other women, I finally left the corporate world and started my own business,� said Roxy Westphal, who runs the promotional products company Roxy Ventures Inc. in Scottsdale, Ariz. She still recalls the sting of an interview she had with a woman 30 years ago that �turned into a one-person firing squad� and led her to leave the building in tears. Jean Kondek, who recently retired after a 30-year career in advertising, recalled her anger when an administrator in a small agency called a meeting to dress her down in front of co-workers for not following agency procedure in a client emergency. But Ms. Kondek said she had the last word. �I said, �Would everyone please leave?� � She added, �and then I told her, �This is not how you handle that.� � Many women who are still in the work force were hesitant to speak out publicly for fear of making matters worse or of jeopardizing their careers. A private accountant in California said she recently joined a company and was immediately frozen out by two women working there. One even pushed her in the cafeteria during an argument, the accountant said. �It�s as if we�re back in high school,� she said. A senior executive said she had �finally broken the glass ceiling� only to have another woman gun for her job by telling management, �I can�t work for her, she�s passive-aggressive.� The strategy worked: The executive said she soon lost the job to her accuser. ONE reason women choose other women as targets �is probably some idea that they can find a less confrontative person or someone less likely to respond to aggression with aggression,� said Gary Namie, research director for the Workplace Bullying Institute, which ordered the study in 2007. But another dynamic may be at work. After five decades of striving for equality, women make up more than 50 percent of management, professional and related occupations, says Catalyst, the nonprofit research group. And yet, its 2008 census found, only 15.7 percent of Fortune 500 officers and 15.2 percent of directors were women. Leadership specialists wonder, are women being �overly aggressive� because there are too few opportunities for advancement? Or is it stereotyping and women are only perceived as being overly aggressive? Is there a double standard at work? Research on gender stereotyping from Catalyst suggests that no matter how women choose to lead, they are perceived as �never just right.� What�s more, the group found, women must work twice as hard as men to achieve the same level of recognition and prove they can lead. �If women business leaders act consistent with gender stereotypes, they are considered too soft,� the group found in a 2007 study. �If they go against gender stereotypes, they are considered too tough.� Skip to next paragraph Enlarge This Image David Kadlubowski for The New York Times Michelle Cirocco, left, and Donna Kent of Televerde, a company in Phoenix that set up call centers at a state prison. �Women are trying to figure out the magical keys to the kingdom,� said Laura Steck, president of the Growth and Leadership Center in Sunnyvale, Calif., and an executive leadership coach. Women feel they have to be aggressive to be promoted, she said, and then they keep it up. Then, suddenly, they see the need to be collegial and collaborative instead of competitive. Cleo Lepori-Costello, a vice president at a Silicon Valley software company, came to the center for training. She got off to a bumpy start when she stormed into her new role �like a bull in a china shop,� Ms. Steck said. In gathering feedback about Ms. Lepori-Costello, Ms. Steck heard comments like: �Cleo is good at getting things done but may have come on too strong in the beginning. She didn�t read the different cultural unspoken rules like she could have.� So Ms. Steck and Kent Kaufman, another coach at the center, began a one-year, once-a-week individual coaching program. It included role-playing and monthly group discussions with other female executives who acknowledged that they also had major blind spots about being politic at work. (The group was once nicknamed the Bully Broads.) When she came to the center, Ms. Lepori-Costello said, she thought her colleagues were not initially open to her ideas. Through coaching and conflict role-playing, she came to realize that her behavior was perhaps �too much overkill� and that she was not always attending to all the people around her. Joel H. Neuman, a researcher at the State University of New York at New Paltz, says most aggressive behavior at work is influenced by a number of factors associated with the bullies, victims and the situations in which they work. �This would include issues related to frustration, personality traits, perceptions of unfair treatment, and an assortment of stresses and strains associated with today�s leaner and �meaner� work settings, ,� he said. Mr. Neuman and his colleague Loraleigh Keashly of Wayne State University have developed a questionnaire to identify the full range of behaviors that can constitute bullying, which could help companies uncover problems that largely go unreported. Bullying involves verbal or psychological forms of aggressive (hostile) behavior that persists for six months or longer. Their 29 questions include: Over the last 12 months, have you regularly: been glared at in a hostile manner, been given the silent treatment, been treated in a rude or disrespectful manner, or had others fail to deny false rumors about you? The Workplace Bullying Institute says that 37 percent of workers have been bullied. Yet many employers ignore the problem, which hits the bottom line in turnover, health care and productivity costs, the institute says. Litigation is rare, the institute says, because there is no directly applicable law to cite and the costs are high. Two Canadian researchers recently set out to examine the bullying that pits women against women. They found that some women may sabotage one another because they feel that helping their female co-workers could jeopardize their own careers. One of the researchers, Grace Lau, a Ph.D. candidate at the University of Waterloo, said the goal was to encourage women to help one another. She said: �How? One way we predicted would be to remind women that they are members of the same group.� �We believe that a sense of pride in women�s accomplishments is important in getting women to help one another,� Ms. Lau said. �To have this sense of pride, women need to be aware of their shared identity as women.� In the workplace, however, it is unlikely that women will constantly think of themselves as members of one group, she said. They will more likely see themselves as individuals, as they are judged by their performance. �As a result, women may not feel a need to help one another, ,� she said. �They may even feel that in order to get ahead, they need to bully their co-workers by withholding information like promotion opportunities, and that women are easier to bully than men because women are supposedly less tough than men.� Skip to next paragraph WHAT better place to be a bully than in a prison? Even so, that is exactly where Televerde, a company in Phoenix that specializes in generating sales leads and market insight for high-tech companies, set up shop. About 13 years ago, the company created four call centers in the Arizona state prison in Perryville, employing 250 inmates (out of 3,000). Through immersion training, mentoring and working with real-world clients, these women can overcome their difficult circumstances, said Donna Kent, senior vice president at Televerde. �Often, they will win over bullies and we see the whole thing transform. That�s what gives us inspiration and our clients inspiration.� TODAY, about half of Televerde�s corporate office is made up of �graduates� from Perryville, including Michelle Cirocco, the director of sales operations. She has seen how women treat one another in other settings and she thinks the root cause is that women are taught to fight with one another for attention at an early age. �We�re competing with our sisters for dad�s attention, or for our brother�s attention,� Ms. Cirocco said. �And then we go on in school and we�re competing for our teachers� attention. We�re competing to be on the sports team or the cheer squad.� To be sure, the Televerde experience is not for every inmate, and those who are in it still must work hard to maintain a highly competitive position. �As we get into the corporate world,� Ms. Cirocco added, �we�re taught or we�re led to believe that we don�t get ahead because of men. But, we really don�t get ahead because of ourselves. Instead of building each other up and showcasing each other, we�re constantly tearing each other down. Televerde reversed that attitude in Perryville, Ms. Cirocco said, by encouraging women to work for a common cause, much like the environment envisioned by the Canadian researchers. �It becomes a very nurturing environment,� Ms. Cirocco said. �You have all these women who become your friends, and you are personally invested in their success. Everyone wants everyone to get out, to go on to have a good healthy life.� If the level of support found at Televerde were found elsewhere, Ms. Klaus said, it would solve a lot of problems. �The time has come,� she said, �for us to really deal with this relationship that women have to women, because it truly is preventing us from being as successful in the workplace as we want to be and should be. �We�ve got enough obstacles; we don�t need to pile on any more.� > To gameface, Thanks. Terrific.

Choose the best option. (Marks 20)? Choose the best option.(Marks 20) 1.Defining people by their birth date may be less effective than segmenting them by their _____ or _____. a.income; occupation b.lifestyle; occupation c.lifestyle; life stage d.occupation; life stage e.gender; sexual preference 2.Population shifts interest marketers because people in different regions _____ differently. a.eat b.think c.buy d.act e.all of the above 3.Despite the data glut that marketing managers receive, they frequently complain that they lack _____. a.enough information of the right kind b.quality information c.timely information d.accurate and reliable information e.valid information 4.Which of the following was not mentioned in your textbook as a source of marketing intelligence? a.Suppliers. b.Resellers. c.Key customers. d.Your company reports. e.Sales force. 5.Your colleague is confused about using the marketing research process. He seems to be having problems with _____, which is often the hardest step to take. a.defining the problem b.defining the research objectives c.defining the problem and research objectives d.researching a research agency to help e.C and D 6._____ involves evaluating each market segment’s attractiveness and selecting one or more segments to enter. a.Market segmentation b.Product differentiation c.Target marketing d.A and B e.None of the above 7.The research plan outlines sources of existing data and spells out the specific research approaches, contact methods, _____, and instruments that researchers will use to gather new data. a.personnel b.sampling plans c.budget requirements d.all of the above e.none of the above 8.The way to begin marketing research is to gather secondary data, which consists of information _____. a.that already exists somewhere b.that does not currently exist in an organized form c.that already exists somewhere, having been collected for another purpose d.used by competition e.that the researcher can obtain through surveys and observation 9.How would you describe the primary data being used by your firm? a.Collected for the specific purpose at hand. b.Original information. c.First-time information. d.Fresh and perhaps more reliable than secondary data. e.All of the above. 10.Products may fail because _____. a.the market size may have been overestimated b.the product’s design did not meet consumer expectations c.they were priced too high d.they were advertised poorly e.All of the above 11.With what groups do firms conduct concept testing for new products? a.Suppliers. b.Employees. c.Target customers. d.Focus groups. e.Competitors. 12.During product development which group or department develops the product into a physical product? a.Research and development. b.Engineering. c.Production. d.None of the above. e.A or B 13.Most large companies research _____ buying decisions to find out what they buy, where they buy, how and how much they buy, when they buy, and why they buy. a.market b.permanent c.consumer d.social e.group 14.How do consumers respond to various marketing efforts the company might use? The starting point is the _____ of a buyer’s behavior. a.belief b.subculture c.post-purchase feeling d.stimulus-response e.post-purchase dissonance 15.Which is NOT a part of the buyer’s black box? a.Observable buyer responses. b.Product choice. c.Need recognition. d.Dealer choice. e.B and D 16.What is one way that a social class is not measured? a.Occupation. b.Education. c.Income. d.Number of children in the family. e.House type. 17.When a company identifies the parts of the market it can serve best and most profitably, it is practicing _____. a.concentrated marketing b.mass marketing c.targeted marketing d.segmenting e.undifferentiation 18.Through talking to numerous competitors at a regional trade show, you learn that most of them use the most popular base for segmenting markets. What is it? a.Demographic. b.Gender. c.Psychographic. d.Behavioral. e.Geographic. 19.Adapting the firm to take advantage of opportunities in its constant changing environment is called __________. a.long-range planning b.short-range planning c.annual planning d.strategic planning 20.___________is the task of selecting an overall company strategy for long-run survival and growth. a.Strategic market planning b.Annual market planning c.Short-term planning d.Advertising e.None of the above is correct

help me in solution of Quiz? Choose the best option.(Marks 20) 1.Defining people by their birth date may be less effective than segmenting them by their _____ or _____. a.income; occupation b.lifestyle; occupation c.lifestyle; life stage d.occupation; life stage e.gender; sexual preference 2.Population shifts interest marketers because people in different regions _____ differently. a.eat b.think c.buy d.act e.all of the above 3.Despite the data glut that marketing managers receive, they frequently complain that they lack _____. a.enough information of the right kind b.quality information c.timely information d.accurate and reliable information e.valid information 4.Which of the following was not mentioned in your textbook as a source of marketing intelligence? a.Suppliers. b.Resellers. c.Key customers. d.Your company reports. e.Sales force. 5.Your colleague is confused about using the marketing research process. He seems to be having problems with _____, which is often the hardest step to take. a.defining the problem b.defining the research objectives c.defining the problem and research objectives d.researching a research agency to help e.C and D 6._____ involves evaluating each market segment’s attractiveness and selecting one or more segments to enter. a.Market segmentation b.Product differentiation c.Target marketing d.A and B e.None of the above 7.The research plan outlines sources of existing data and spells out the specific research approaches, contact methods, _____, and instruments that researchers will use to gather new data. a.personnel b.sampling plans c.budget requirements d.all of the above e.none of the above 8.The way to begin marketing research is to gather secondary data, which consists of information _____. a.that already exists somewhere b.that does not currently exist in an organized form c.that already exists somewhere, having been collected for another purpose d.used by competition e.that the researcher can obtain through surveys and observation 9.How would you describe the primary data being used by your firm? a.Collected for the specific purpose at hand. b.Original information. c.First-time information. d.Fresh and perhaps more reliable than secondary data. e.All of the above. 10.Products may fail because _____. a.the market size may have been overestimated b.the product’s design did not meet consumer expectations c.they were priced too high d.they were advertised poorly e.All of the above 11.With what groups do firms conduct concept testing for new products? a.Suppliers. b.Employees. c.Target customers. d.Focus groups. e.Competitors. 12.During product development which group or department develops the product into a physical product? a.Research and development. b.Engineering. c.Production. d.None of the above. e.A or B 13.Most large companies research _____ buying decisions to find out what they buy, where they buy, how and how much they buy, when they buy, and why they buy. a.market b.permanent c.consumer d.social e.group 14.How do consumers respond to various marketing efforts the company might use? The starting point is the _____ of a buyer’s behavior. a.belief b.subculture c.post-purchase feeling d.stimulus-response e.post-purchase dissonance 15.Which is NOT a part of the buyer’s black box? a.Observable buyer responses. b.Product choice. c.Need recognition. d.Dealer choice. e.B and D 16.What is one way that a social class is not measured? a.Occupation. b.Education. c.Income. d.Number of children in the family. e.House type. 17.When a company identifies the parts of the market it can serve best and most profitably, it is practicing _____. a.concentrated marketing b.mass marketing c.targeted marketing d.segmenting e.undifferentiation 18.Through talking to numerous competitors at a regional trade show, you learn that most of them use the most popular base for segmenting markets. What is it? a.Demographic. b.Gender. c.Psychographic. d.Behavioral. e.Geographic. 19.Adapting the firm to take advantage of opportunities in its constant changing environment is called __________. a.long-range planning b.short-range planning c.annual planning d.strategic planning 20.___________is the task of selecting an overall company strategy for long-run survival and growth. a.Strategic market planning b.Annual market planning c.Short-term planning d.Advertising e.None of the above is correct

help me in solution of Quiz? Choose the best option.(Marks 20) 1.Defining people by their birth date may be less effective than segmenting them by their _____ or _____. a.income; occupation b.lifestyle; occupation c.lifestyle; life stage d.occupation; life stage e.gender; sexual preference 2.Population shifts interest marketers because people in different regions _____ differently. a.eat b.think c.buy d.act e.all of the above 3.Despite the data glut that marketing managers receive, they frequently complain that they lack _____. a.enough information of the right kind b.quality information c.timely information d.accurate and reliable information e.valid information 4.Which of the following was not mentioned in your textbook as a source of marketing intelligence? a.Suppliers. b.Resellers. c.Key customers. d.Your company reports. e.Sales force. 5.Your colleague is confused about using the marketing research process. He seems to be having problems with _____, which is often the hardest step to take. a.defining the problem b.defining the research objectives c.defining the problem and research objectives d.researching a research agency to help e.C and D 6._____ involves evaluating each market segment’s attractiveness and selecting one or more segments to enter. a.Market segmentation b.Product differentiation c.Target marketing d.A and B e.None of the above 7.The research plan outlines sources of existing data and spells out the specific research approaches, contact methods, _____, and instruments that researchers will use to gather new data. a.personnel b.sampling plans c.budget requirements d.all of the above e.none of the above 8.The way to begin marketing research is to gather secondary data, which consists of information _____. a.that already exists somewhere b.that does not currently exist in an organized form c.that already exists somewhere, having been collected for another purpose d.used by competition e.that the researcher can obtain through surveys and observation 9.How would you describe the primary data being used by your firm? a.Collected for the specific purpose at hand. b.Original information. c.First-time information. d.Fresh and perhaps more reliable than secondary data. e.All of the above. 10.Products may fail because _____. a.the market size may have been overestimated b.the product’s design did not meet consumer expectations c.they were priced too high d.they were advertised poorly e.All of the above 11.With what groups do firms conduct concept testing for new products? a.Suppliers. b.Employees. c.Target customers. d.Focus groups. e.Competitors. 12.During product development which group or department develops the product into a physical product? a.Research and development. b.Engineering. c.Production. d.None of the above. e.A or B 13.Most large companies research _____ buying decisions to find out what they buy, where they buy, how and how much they buy, when they buy, and why they buy. a.market b.permanent c.consumer d.social e.group 14.How do consumers respond to various marketing efforts the company might use? The starting point is the _____ of a buyer’s behavior. a.belief b.subculture c.post-purchase feeling d.stimulus-response e.post-purchase dissonance 15.Which is NOT a part of the buyer’s black box? a.Observable buyer responses. b.Product choice. c.Need recognition. d.Dealer choice. e.B and D 16.What is one way that a social class is not measured? a.Occupation. b.Education. c.Income. d.Number of children in the family. e.House type. 17.When a company identifies the parts of the market it can serve best and most profitably, it is practicing _____. a.concentrated marketing b.mass marketing c.targeted marketing d.segmenting e.undifferentiation 18.Through talking to numerous competitors at a regional trade show, you learn that most of them use the most popular base for segmenting markets. What is it? a.Demographic. b.Gender. c.Psychographic. d.Behavioral. e.Geographic. 19.Adapting the firm to take advantage of opportunities in its constant changing environment is called __________. a.long-range planning b.short-range planning c.annual planning d.strategic planning 20.___________is the task of selecting an overall company strategy for long-run survival and growth. a.Strategic market planning b.Annual market planning c.Short-term planning d.Advertising e.None of the above is correct