My friend is suffering from Depression for the past 2 years. She is very frustrated by her own self. She behaves very rudely to people, Even to people who are very close to her. She sometimes realizes her mistake and feels bad because of it. She also mentioned that she is unable to help herself. She was also told that sometimes she thinks of committing suicide but stops seeing her small 2 years old baby. She needs help. Can someone help her come out of her problems? Someone told her to consult Voyante Sérieuse From Martine Voyance( http://www.martine-voyance.com/tarifs ). Should she consult? Will it work for her.
1. This case study describes several different strategies for attracting and retaining new employees. On the basis of the four drives described in four drive theory and the needs listed in Maslow’s needs hierarchy, identify the drives and needs associated with each of these initiatives. Which needs or drives seem to dominate in this article? 2. If Claire Pignataro and some other recruits earn less pay than people in other industries, to what extent would the attraction and retention initiatives described in this case study reduce feelings of inequity? College grads aren’t exactly beating a path to the hotel industry to get rich quick. New staff would be lucky to earn $40,000 in their first year. Yet when Marriott International visited the University of Delaware, it was able to attract recruits with something else that motivates—the chance to help run a hotel. In industries where the money is tight, companies are using other incentives to motivate people to join and stay with them. Many offer the lure of interesting work; others point out the work—life balance or “cool” workplace perks. A growing number of employers are also trying the carrot-and-stick approach by restructuring their 401(k) matches and vesting schedules to entice new employees to stay until the richer benefits kick in.
1. What theories about motivation underlie the switch from salary to commission pay? 2. What needs are met under the commission system? Are they the same needs in the shoes and handbag department as they are in lingerie? Explain. 3. If you were Frances Patterson, would you go back to the previous compensation system, implement the straight commission plan in all Kimbel’s stores, or devise and test some other compensation method? If you decided to test another system, what would it look like? Frances Patterson, Kimbel’s CEO, looked at the latest “Sales by Manager” figures on her daily Web-based sales report. What did these up-to-the-minute numbers tell her about the results of Kimbel’s trial of straight commission pay for its salespeople? A regional chain of upscale department stores based in St. Louis, Kimbel’s faces the challenge shared by most department stores these days: how to stop losing share of overall retail sales to discount store chains. A key component of the strategy the company formulated to counter this long-term trend is the revival of great customer service on the floor, once a hallmark of upscale stores. Frances knows Kimbel’s has its work cut out for it. When she dropped in on several stores incognito a few years ago, she was dismayed to discover that finding a salesperson actively engaged with a customer was rare. In fact, finding a salesperson when a customer wanted to pay for an item was often difficult.