Wednesday, November 30, 2011
Saturday, November 26, 2011
Friday, November 25, 2011
Monday, September 26, 2011
Hiring The Right Real Estate Agent
Having the right Real Estate Agent means having an Agent who is committed to helping you BUY or SELL your home with the highest level of expertise in your local market. This also means helping you understand each step of the Buying or Selling process. This commitment level has helped me build a remarkable track record of delivering results.
Nothing is more exciting to me than the gratifying feeling I get from helping people meet their Real Estate needs. You can count on me to always do what's in your best interest. I pride myself on being honest, trustworthy, and knowledgeable in the Real Estate market. I know how important it is to find your dream home or get the best offer for your property. Therefore I will make it my responsibility to help you achieve those goals.
My optimistic attitude, caring approach and professional expertise are why customers keep coming back and recommending me to their Family and Friends. With my solid experience in Real Estate Sales, I have upheld the time honored practice of putting the Customer first!
Whether you are an experienced investor or a first time home buyer, I can help you in finding the property of your dreams. Please feel free to browse our website at kervis.searchallthehomes.com or let me guide you every step of the way by calling or e-mailing me to set up an appointment TODAY.
Kervis L Caraballo, Real Estate professional
Thursday, July 21, 2011
Tuesday, April 5, 2011
My learning expererience and what I will take with me from this class
I had taken various HR courses during my undergraduate studies and was hesitant to take "another" HR class but I am certainly glad I chose to take this one. The level of engagement, in-depth knowledge and information on all HR topics were definitely higher and more challenging. I learned a great deal about Healthcare management, Recruiting, Employee benefits, Labor relations, etc.
The online format was a pleasure to be a part of. It created an atmosphere of true "teamwork" and allowed us to engage each other in ways that were not only educational but highly enjoyable as well.
Overall, I walk away with a better understanding of how employee/ management relations can be developed, nurtured and improved upon- not only on a business level but on a personal level as well.
The online format was a pleasure to be a part of. It created an atmosphere of true "teamwork" and allowed us to engage each other in ways that were not only educational but highly enjoyable as well.
Overall, I walk away with a better understanding of how employee/ management relations can be developed, nurtured and improved upon- not only on a business level but on a personal level as well.
Sunday, April 3, 2011
Collective Bargaining
Collective bargaining is a type of negotiation used by employees to work with their employers. During a collective bargaining period, workers' representatives approach the employer and attempt to negotiate a contract which both sides can agree with. Typical issues covered in a labor contract are hours, wages, benefits, working conditions, and the rules of the workplace. Once both sides have reached a contract that they find agreeable, it is signed and kept in place for a set period of time, most commonly three years. The final contract is called a collective bargaining agreement, to reflect the fact that it is the result of a collective bargaining effort.
The roots of collective bargaining lie in the late nineteenth century, when workers began to agitate for more rights in their places of employment. Many skilled trades started using their skills as bargaining tools to force their employers to meet their workplace needs. Other workers relied on sheer numbers, creating general strikes to protest poor working conditions. Several labor pioneers started to establish a collective bargaining system so that labor negotiations could run more smoothly.
Typically, the employees are represented by a union.
Collective bargaining actually begins with joining a union, agreeing to abide by the rules of the union, and electing union representatives. In general, experienced people from the union will assist the employees with putting together a draft of a contract, and will help them present their desires to the company. Numerous meetings between representatives of employer and employees will be held until the two can agree on a contract.
As the contract is being negotiated, general employees also have input on it, through their union officers. Thus, the agreement reflects the combined desires of all the employees, along with limitations that the employer wishes to see put in place. The result is a powerful document which usually reflects cooperative effort. In some cases, however, the union or the employer may resort to antagonistic tactics such as striking or creating a lockout, in order to push the agreement through.
I believe the success of any collective bargaining negotiations is compromise. There needs to be compromise and a willingness to meet each other half way. Both entities need each other- strikes and lockouts can only hurt the brand and the product!
http://www.wisegeek.com/what-is-collective-bargaining.htm
Saturday, March 26, 2011
Workers Compensation benefits
Workers' compensation is designed to provide damages to workers injured during the course of their employment. From paying medical bills to covering lost wages, the system exists to ensure that every employer provides sufficient insurance to cover injuries suffered on the job.
In the United States, workers comp wasn't enacted in this country until 1911. Wisconsin was the first state to adopt a law, and by 1948, every state had some form of "workman's comp." At essence, this social insurance is a pact between employers and employees. Employers are mandated to cover medical care and provide wage replacement for injured workers; in exchange for this protection, the workers compensation becomes the exclusive remedy for workers. Although the courts have upheld this doctrine for nearly a century, in some instances, such as willful intent or bad faith, court challenges have succeeded in piecing the exclusivity.
Regulations and premium costs for workers compensation insurance vary from state to state, but the rates are always calculated at a cost per $100 of an employee's salary based on the risks involved in that type of work. A roofer will be covered at a much higher rate than a retail store clerk or a copy machine operator. In California, an office clerk is covered for roughly $1.25 per $100 of salary. If the clerk earns $575 a week ($29,900 a year), the employer pays workers compensation premiums of $7.19 weekly or $373.75 annually, according to AllBusiness.com. The number of claims a company has in recent years directly affects its premium rates, either increasing them for a poor record or reducing them for effective safety procedures.
http://www.costhelper.com/cost/small-business/workers-compensation-insurance.html
In the United States, workers comp wasn't enacted in this country until 1911. Wisconsin was the first state to adopt a law, and by 1948, every state had some form of "workman's comp." At essence, this social insurance is a pact between employers and employees. Employers are mandated to cover medical care and provide wage replacement for injured workers; in exchange for this protection, the workers compensation becomes the exclusive remedy for workers. Although the courts have upheld this doctrine for nearly a century, in some instances, such as willful intent or bad faith, court challenges have succeeded in piecing the exclusivity.
Regulations and premium costs for workers compensation insurance vary from state to state, but the rates are always calculated at a cost per $100 of an employee's salary based on the risks involved in that type of work. A roofer will be covered at a much higher rate than a retail store clerk or a copy machine operator. In California, an office clerk is covered for roughly $1.25 per $100 of salary. If the clerk earns $575 a week ($29,900 a year), the employer pays workers compensation premiums of $7.19 weekly or $373.75 annually, according to AllBusiness.com. The number of claims a company has in recent years directly affects its premium rates, either increasing them for a poor record or reducing them for effective safety procedures.
http://www.costhelper.com/cost/small-business/workers-compensation-insurance.html
Sunday, March 20, 2011
Benefits of Performance-based Compensation/Merit pay
Merit pay, also known as pay-for-performance, is defined as a raise in pay based on a set of criteria set by the employer. This usually involves the employer conducting a review meeting with the employee to discuss the employee's work performance during a certain time period. Merit pay is a matter between an employer and an employee
Merit pay has traditionally been one of the most effective tools of motivating employees to perform to the best of their ability. It is recognition for the employees who achieve the highest productivity and results for the business. A monetary reward in terms of a better pay is the strongest incentive for an employee who is working with a greater enthusiasm, commitment and skills than the other employees around him.
The issue of merit pay has remained a subject of considerable debate in both the private and public sectors. A business organization must evaluate the pros and cons of merit pay carefully while devising its pay policies for the employees. Conventional wisdom in business has usually favored the existence of merit or performance linked pay. However, the downside of this pay system often gets ignored. Each organization is unique and it must evolve the best pay method that matches its needs in the best possible manner.
Saturday, March 5, 2011
Tips for Minimizing Workplace Negativity
Nothing affects employee morale more than persistent workplace negativity. It saps the energy of your organization and diverts critical attention from work and performance. Implementation of the following tips will help minimize negativity in the workplace.
Provide opportunities for people to make decisions about and control and/or influence their own job. The single most frequent cause of workplace negativity is traceable to a manager or the organization making a decision about a person’s work without their input. Almost any decision that excludes the input of the person doing the work is perceived as negative.
Make opportunities available for people to express their opinion about workplace policies and procedures. Recognize the impact of changes in such areas as work hours, pay, benefits, assignment of overtime hours, comp pay, dress codes, office location, job requirements, and working conditions.
Treat people as adults with fairness and consistency. Develop and publicize workplace policies and procedures that organize work effectively. Apply them consistently. As an example, each employee has the opportunity to apply for leave time. In granting his or hers request, apply the same factors to his or her application as you would to any other individual’s.
Do not create “rules” for all employees, when just a few people are violating the norms. You want to minimize the number of rules directing the behavior of adult people at work. Treat people as adults; they will usually live up to your expectations and theirs.
Help people feel like members of the in-crowd; each person wants to have the same information as quickly as everyone else. Provide the context for decisions, and communicate effectively and constantly.
Afford people the opportunity to grow and develop. Training, perceived opportunities for promotions, lateral moves for development, and cross-training are visible signs of an organization’s commitment to staff.
Provide appropriate leadership and a strategic framework including mission, vision, values and goals. People want to feel as if they are part of something bigger than themselves. If they understand the direction, and their part in making the desired outcomes happen, they can effectively contribute more.
http://humanresources.about.com/od/workrelationships/a/negativity_2.htm
Provide opportunities for people to make decisions about and control and/or influence their own job. The single most frequent cause of workplace negativity is traceable to a manager or the organization making a decision about a person’s work without their input. Almost any decision that excludes the input of the person doing the work is perceived as negative.
Make opportunities available for people to express their opinion about workplace policies and procedures. Recognize the impact of changes in such areas as work hours, pay, benefits, assignment of overtime hours, comp pay, dress codes, office location, job requirements, and working conditions.
Treat people as adults with fairness and consistency. Develop and publicize workplace policies and procedures that organize work effectively. Apply them consistently. As an example, each employee has the opportunity to apply for leave time. In granting his or hers request, apply the same factors to his or her application as you would to any other individual’s.
Do not create “rules” for all employees, when just a few people are violating the norms. You want to minimize the number of rules directing the behavior of adult people at work. Treat people as adults; they will usually live up to your expectations and theirs.
Help people feel like members of the in-crowd; each person wants to have the same information as quickly as everyone else. Provide the context for decisions, and communicate effectively and constantly.
Afford people the opportunity to grow and develop. Training, perceived opportunities for promotions, lateral moves for development, and cross-training are visible signs of an organization’s commitment to staff.
Provide appropriate leadership and a strategic framework including mission, vision, values and goals. People want to feel as if they are part of something bigger than themselves. If they understand the direction, and their part in making the desired outcomes happen, they can effectively contribute more.
http://humanresources.about.com/od/workrelationships/a/negativity_2.htm
Saturday, February 26, 2011
Management by Objectives (MBO)
It aims to increase organizational performance by aligning goals and subordinate objectives throughout the organization. Ideally, employees get strong input to identify their objectives, time lines for completion, etc. MBO includes ongoing tracking and feedback in the process to reach objectives.
Management by Objectives (MBO) was first outlined by Peter Drucker in 1954 in his book 'The Practice of Management'. In the 90s, Peter Drucker himself decreased the significance of this organization management method, when he said: "It's just another tool. It is not the great cure for management inefficiency... Management by Objectives works if you know the objectives, 90% of the time you don't."
Core Concepts
According to Drucker managers should "avoid the activity trap", getting so involved in their day to day activities that they forget their main purpose or objective. Instead of just a few top managers, all managers should:
- participate in the strategic planning process, in order to improve the implementability of the plan, and
- implement a range of performance systems, designed to help the organization stay on the right track.
Managerial Focus
MBO managers on the results, not the activity. They delegate tasks by "negotiating a contract of goals" with their subordinates without dictating a detailed roadmap for implementation. Management by Objectives (MBO) is about setting yourself objectives and then breaking these down into more specific goals or key results.
Main Principle
The principle behind Management by Objectives (MBO) is to make sure that everybody within the organization has a clear understanding of the aims, or objectives, of that organization, as well as awareness of their own roles and responsibilities in achieving those aims. The complete MBO system is to get managers and empower employees acting to implement and achieve their plans, which automatically achieve those of the organization.
http://www.1000ventures.com/business_guide/mgmt_mbo_main.html
Sunday, February 20, 2011
Human Resource Development: self motivation and in-role job performance
A cross-sectional survey of 283 employees in a Fortune
Global 100 company in Korea suggests that employees perceived
higher in-role job performance when they had higher core self-evaluations
and intrinsic motivation. Intrinsic motivation partially mediated the relationship
between core self-evaluations and job performance, and it also fully
mediated the relationship from job autonomy to job performance. Thus, to
increase motivation and job performance, managers and HRD professionals
need to create an integrated strategy incorporating enhancement of selection
methods, elements of job redesign, and interpersonal developmental practices
such as coaching and mentoring.
Job involvement has been defined as an individual's psychological identification or commitment to his / her job It is the degree to 'which one is cognitively preoccupied with, engaged in, and concerned with one's present job. Job involvement involves the internalization of values about the goodness of work or the importance of work in the worth of the individual. As such individuals who display high involvement in their jobs consider their work to be a very important part of their lives and whether or not they feel good about themselves is closely related to how they perform on their jobs. In other words for highly involved individuals performing well on the job is important for their self esteem. Because of this people who are high in job involvement genuinely care for and are concerned about their work.
The challenge for HR professionals is to find a balance between motivating employees (by aligning the organization's goals with that of the employee) while at the same time prioritizing and encouraging the success of the organization.
http://findarticles.com/p/articles/mi_qa5335/is_200801/ai_n24393604/
http://onlinelibrary.wiley.com/doi/10.1002/hrdq.20053/pdf
Global 100 company in Korea suggests that employees perceived
higher in-role job performance when they had higher core self-evaluations
and intrinsic motivation. Intrinsic motivation partially mediated the relationship
between core self-evaluations and job performance, and it also fully
mediated the relationship from job autonomy to job performance. Thus, to
increase motivation and job performance, managers and HRD professionals
need to create an integrated strategy incorporating enhancement of selection
methods, elements of job redesign, and interpersonal developmental practices
such as coaching and mentoring.
Job involvement has been defined as an individual's psychological identification or commitment to his / her job It is the degree to 'which one is cognitively preoccupied with, engaged in, and concerned with one's present job. Job involvement involves the internalization of values about the goodness of work or the importance of work in the worth of the individual. As such individuals who display high involvement in their jobs consider their work to be a very important part of their lives and whether or not they feel good about themselves is closely related to how they perform on their jobs. In other words for highly involved individuals performing well on the job is important for their self esteem. Because of this people who are high in job involvement genuinely care for and are concerned about their work.
The challenge for HR professionals is to find a balance between motivating employees (by aligning the organization's goals with that of the employee) while at the same time prioritizing and encouraging the success of the organization.
http://findarticles.com/p/articles/mi_qa5335/is_200801/ai_n24393604/
http://onlinelibrary.wiley.com/doi/10.1002/hrdq.20053/pdf
Saturday, February 12, 2011
Internal Recruiting
Internal Recruitment can offer a company a lot of benefits. The ability to recruit and promote from within offers a sense of familiarity with the company's business practices and corporate culture.
Internal recruitment can also cost the organization less money and in the process than external recruitment. The employee who works with the organization usually does not demand a big salary and is available for a transfer much quicker. Additional benefits of Internal Recruiting include motivation of employees to work harder in the hopes of being promoted and achieving their own long-term individual goals.
Internal recruitment can also cost the organization less money and in the process than external recruitment. The employee who works with the organization usually does not demand a big salary and is available for a transfer much quicker. Additional benefits of Internal Recruiting include motivation of employees to work harder in the hopes of being promoted and achieving their own long-term individual goals.
Methods of internal recruitment
• Intranets.
• Staff notice boards.
• In-house magazines / newsletters.
• Internal notices.
• Meetings.
• Personal recommendation – often referred to as ‘word of mouth’.
Advantages of internal recruitment
• Cheaper and quicker to recruit.
• People already familiar with the business and how it operates.
• Provides opportunities for promotion with in the business – can be motivating.
• Business already knows the strengths and weaknesses of candidates.
Disadvantages of internal recruitment
• Limits the number of potential applicants.
• No new ideas can be introduced from outside the business.
• External candidates might be better suited / qualified for the job.
• May cause resentment amongst candidates not appointed .
• Creates another vacancy which needs to be filled.
• Longer process.
I feel that a combination of the two- External and Internal Recruiting is necessary in order to maintain a balanced workforce and a diversed corporate culture. Adding "new blood" will ensure new ideas and problem-solving techniques critical for the success and survival of any company.
http://in.answers.yahoo.com/question/index?qid=20060821053204AA5NCW2
http://ideas.repec.org/a/ucp/jlabec/v14y1996i4p555-70.html
Sunday, February 6, 2011
Social Media at Work: Pros and Cons
Today's Social Networks such as Facebook, Twitter, MySpace, hi5 and others are changing the way companies all around the world do business and build professional relationships. These Social Networks provide a wealth of opportunities for companies, big or small, to attract and retain new talent. It is estimated that the most popular social networks (Facebook, Twitter and MySpace) have an estimated 800,000,000 users combined- making them highly attractive to those companies looking to expand their reach for the best and brightest; build and maintain a cohesive, interconnected line of communication within the organization, and propel the organization forward.
A Study conducted by AT&T survey 2,500 employees in five European countries. Of the employees using social networking sites:
Pros
In the book "Social Media at Work" by Alcalde-Marr and Kassotakis, we learn of all the many different facets of the Social Networking revolution and how it can change the way companies do business in a positive and profitable way. There is also a negative side to allowing social networking (p160) in the workplace and rules and boundaries ought to be set. A clear company philosophy, restricted usage time, use of caution when referring to company's clients and sensitive information, be mindful of copyrights and other legal issues, as well as a comprehensive disciplinary action policy to be strictly enforced which may include suspension and/or termination. These guidelines should be part of any effective Social Networking policy.
I found the following articles to be very helpful
http://www.techrepublic.com/blog/10things/10-things-you-should-cover-in-your-social-networking-policy/875
http://www.hreonline.com/HRE/story.jsp?storyId=114230045
http://network.nationalpost.com/np/blogs/fpposted/archive/2009/02/15/social-networking-in-the-workplace-a-smart-business-strategy.aspx
A Study conducted by AT&T survey 2,500 employees in five European countries. Of the employees using social networking sites:
- Sixty five percent said social networking made their colleagues and themselves more efficient workers.
- Forty six percent found that it gave them more ideas and made them more creative.
- Thirty eight percent found that social networking helped them to gain knowledge and come up with solutions to problems.
- Thirty six percent reported that social networking allowed them to collect knowledge about employees and customers.
- Thirty two percent asserted that sites created team building opportunities.
Pros
- Networking, Collaboration and Information sharing
- Boost Innovation and Knowledge Creation
- Increased Productivity
- A More Cohesive Workforce
- Retention of Old and New Talent
- More Attractive to New Hires
- Increased Productivity
- Privacy Threats
- Cyber Bullying/Cyber Stalking
- Data Leakage
- Brand Credibility
- Potential Lost Productivity
In the book "Social Media at Work" by Alcalde-Marr and Kassotakis, we learn of all the many different facets of the Social Networking revolution and how it can change the way companies do business in a positive and profitable way. There is also a negative side to allowing social networking (p160) in the workplace and rules and boundaries ought to be set. A clear company philosophy, restricted usage time, use of caution when referring to company's clients and sensitive information, be mindful of copyrights and other legal issues, as well as a comprehensive disciplinary action policy to be strictly enforced which may include suspension and/or termination. These guidelines should be part of any effective Social Networking policy.
I found the following articles to be very helpful
http://www.techrepublic.com/blog/10things/10-things-you-should-cover-in-your-social-networking-policy/875
http://www.hreonline.com/HRE/story.jsp?storyId=114230045
http://network.nationalpost.com/np/blogs/fpposted/archive/2009/02/15/social-networking-in-the-workplace-a-smart-business-strategy.aspx
Saturday, January 29, 2011
Hispanics in the workplace: leveling the playing field
I felt compelled to express my view on the state of minorities in the workplace- especially Hispanics.
I will agree that a lot of progress has been made in corporate America, all in part to Affirmative Action and the concerted effort by major companies to embrace diversity. Yet I feel more could and should be done.
There is plenty of evidence indicating that discrimination in the workplace still exists. In 2008, the U.S. Equal Employment Opportunity Commission (EEOC) received over 95,000 discrimination charges, almost 34,000 of which were race related (EEOC, 2009). Discrimination, whether real or perceived, can create a lot o problems not only for the organization but also for the individuals involved.
Hispanics are the fastest growing group in the United States and will comprise 16.4% of the civilian labor force by the year 2016. Hispanics also have tremendous purchasing power..averaging a combine income of $653 billion dollars- a figure expected to reach $1.2 trillion dollars in 2012. In 197615.4% of college student enrollment was accounted for by minorities. In 2007, it inreased to 32.2%. The biggest increase amongst the minority enrollment was found in the Hispanic and Asian populations.
As the economy continued to struggle in 2009, amongst all ethnicity, African Americans and Hispanics/Latinos saw the biggest decline in jobs. Employment rate for his Hispanics was 12.1% and 14.8% for African Americans.
Although I realize that some of these facts can be attributed to Hispanics and African Americans having lower levels of schooling and jobs that require little to no experience (thus making them easily expendable), I can't help but feel race may have played a part. I am not saying every employer uses race as a determining factor whether to hire someone or not but the facts are a large portion of them do.
I found the article below to be most interesting.
http://findarticles.com/p/articles/mi_hb3338/is_201012/ai_n56445025/?tag=content;col1
I will agree that a lot of progress has been made in corporate America, all in part to Affirmative Action and the concerted effort by major companies to embrace diversity. Yet I feel more could and should be done.
There is plenty of evidence indicating that discrimination in the workplace still exists. In 2008, the U.S. Equal Employment Opportunity Commission (EEOC) received over 95,000 discrimination charges, almost 34,000 of which were race related (EEOC, 2009). Discrimination, whether real or perceived, can create a lot o problems not only for the organization but also for the individuals involved.
Hispanics are the fastest growing group in the United States and will comprise 16.4% of the civilian labor force by the year 2016. Hispanics also have tremendous purchasing power..averaging a combine income of $653 billion dollars- a figure expected to reach $1.2 trillion dollars in 2012. In 197615.4% of college student enrollment was accounted for by minorities. In 2007, it inreased to 32.2%. The biggest increase amongst the minority enrollment was found in the Hispanic and Asian populations.
As the economy continued to struggle in 2009, amongst all ethnicity, African Americans and Hispanics/Latinos saw the biggest decline in jobs. Employment rate for his Hispanics was 12.1% and 14.8% for African Americans.
Although I realize that some of these facts can be attributed to Hispanics and African Americans having lower levels of schooling and jobs that require little to no experience (thus making them easily expendable), I can't help but feel race may have played a part. I am not saying every employer uses race as a determining factor whether to hire someone or not but the facts are a large portion of them do.
I found the article below to be most interesting.
http://findarticles.com/p/articles/mi_hb3338/is_201012/ai_n56445025/?tag=content;col1
About Me
Hello Everyone,
My name is Kervis Caraballo, and this is my third semester in the MBA program. I am originally from New York City but have been living in the Lehigh Valley for the past 18 years. I live in Alburtis, PA with my wife and my beautiful 18 months old twins- a boy named Kevin and a girl named Samantha. I received my Bachelor's Degree in Business Administration from Central Pennsylvania College (Harrisburg, PA) almost entirely online, so online classes are very familiar to me.
I am currently a Real Estate agent (leasing/sales) and have been for the past six years. I guess you can say I am one of the few who could still make a comfortable living in this profession. I believe my background in Business has helped me stay relevant and productive in a very unpredictable industry.
My interests are sports, fashion, music and politics.
My name is Kervis Caraballo, and this is my third semester in the MBA program. I am originally from New York City but have been living in the Lehigh Valley for the past 18 years. I live in Alburtis, PA with my wife and my beautiful 18 months old twins- a boy named Kevin and a girl named Samantha. I received my Bachelor's Degree in Business Administration from Central Pennsylvania College (Harrisburg, PA) almost entirely online, so online classes are very familiar to me.
I am currently a Real Estate agent (leasing/sales) and have been for the past six years. I guess you can say I am one of the few who could still make a comfortable living in this profession. I believe my background in Business has helped me stay relevant and productive in a very unpredictable industry.
My interests are sports, fashion, music and politics.
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