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Date Time Study: Managers who listen attract top talent Managers who are open to employee input are more likely to attract workers from other units in their organizations, according to a new ILR School study. The researchers also found that managers who encourage employee input may gain an internal recruiting advantage over those who do not. “One implication of this study is that it provides managers yet another reason to listen to their direct reports’ suggestions as organizations figure out what the ‘new normal’ is going to look like in a post-COVID world,” Keller said. “Not only will their current employees appreciate having a say, but they will be in position to attract other employees looking for new opportunities.” ....
Date Time New Conversations Project releases social dialogue report The ILR School’s New Conversations Project has produced the Social Dialogue in the 21st Century Project, a series of 10 papers that provides a root-cause analysis of barriers to impactful negotiations between various actors in the supply chain of the project’s 10 target countries: Bangladesh, Bulgaria, Ethiopia, India, Myanmar, Cambodia, Indonesia, Mexico, Honduras and Vietnam. The project with the Strategic Partnership for Garment Supply Chain Transformation – a Dutch-government-funded collaboration – resulted in a Synthesis Report summarizing the findings of a year-long mapping exercise across the 10 countries, as well as country-specific reports. “The goal was to figure out in social dialogue in apparel now, who’s in, who’s out, who’s missing and what’s going on inside,” said Jason Judd, director of the New Conversations Project and a co-author of the Synthesis Report with Lo ....
comprehensive configuration Avoidance configuration occurs when firms choose not to provide workers with either dispute resolution or voice options. Without any formal practices in place, conflict is typically resolved informally and with a great deal of managerial discretion and authority. Firms that engage in protective configuration elect to implement defensive resolution practices without providing workers access to formal voice mechanisms. This is designed to protect firms from the costs associated with litigation and other public regulatory enforcement mechanisms. Operational configuration occurs when firms provide workers with access to production-centered voice without access to formal dispute-resolution. These firms are likely motivated by the potential benefits that voice can provide for producing goods or delivering services, but are not as concerned with the need to defend against external threats, such as litigation or unionization. ....