nick chat cua minh la hailien191182

Thou sayest, ye object, that difference and sameness are also qualities of the pleroma. How would it be, then, if we strive after difference? Are we, in so doing, not true to our own nature? And must we none the less be given over to the sameness when we strive after difference? Ye must not forget that the pleroma hath no qualities.

oh, xin loi ban nhe, to phai ve rui, hen gap ban buoi...dem ^^

d) Weighting

After determining the intensity of the required level, it is necessary to determine the relationship of values between the individual types of requirements. The weighting is the characteristic, rank or value of each requirement type. The problem of weighting is that it is not scientifically proven and that a perfect method is not available. Therefore, weighting depends on discretion. Each trade or company will have its own weighting. The various values of the characteristics are further determined by the economic, technical and organisational structure of each individual enterprise and by the value attitude of the job evaluator. Also social political attitudes have an impact on the weighting. The task of the job evaluator is to bring the levels of task difficulties, which cannot be easily compared, into a certain relationship and to make them comparable.

Wage-political, socio-political and other influences have another impact. Generally, it can be said that a weighting is right if it has been proven in practice, or if it is accepted by the participants.

Methods of analytical job evaluation are

Promotions and transfers are movements that generally occur at management discretion. They are done because it is a motivator for the employee and because the employee is needed to fill a certain function. Managers have to answer questions like: Are current employees suitable for promoting? Can they become suitable by undergoing training? What were past promotion patterns?

How to manage careers is a difficult part of manpower planning. Career opportunities will be determined to a great extent by future manpower demand. Figure 12 shows a complete succession chart. Each box is attached by 3 boxes indicating the age, the present performance and the potential of the considered person.