AAA servers Essay Example | Topics and Well Written Essays - 250 words

AAA servers - Essay Example Authentication is suitable for user identification, typically by having the user enter a valid password and username before access is . The authentication process enables each user to have unique criteria for gaining access to the computer. The AAA compares other user credentials within the database to the authentication credentials. The user is only granted access when the credentials match with one another. Authentication fails when the credentials are at variance, and the access is (Choi, Jung & Jang, 2007). After authentication, a user has to be authorized (authorization) to perform a certain task. The user may try to issue the command after logging into the system. Authorization is the process of determining the qualities or the types of resources, activities and services that a user is permitted to undertake. Accounting measures the resources that a user utilizes during access. It comprises the amount of data and time that a user has spends or used (Lopez-Fernandez et al., 2014). Bu is using the server the company can control access to information and data while at the same time keep record of the time and resources spent by the user. The motive authentication, authorization and accounting server addresses roaming partnerships, complex resource sharing and integration of disparate technologies such as Wi-Fi, LTE, DSL, GPON and small cell. The server delivers extended functionality for the deployment of blended multimedia services, wireless LANs and other networks supporting fixed mobile roaming. The server is beneficial to the organization since it supports unlimited numbers of subscribers having many configurations (Zaghloul & Jukan, 2009). Choi, H., Jung, C., & Jang, Y. 2007. Design and Implementation of User Authentication and Authorization System based on Remote Management Server for Home Network. The KIPS Transactions:Partd, 14D(5), 545-554. doi:10.3745/kipstd.2007.14-d.5.545 Lin, P., Cheng, S., & Liao, W. 2009.

Advanced Economic Analysis (Economic efficiency) Essay

Advanced Economic Analysis (Economic efficiency) - Essay Example Efficiency of exchange requires that all allocations lie on the contract curve such that the marginal rate of substitution between each pair of goods (x and y) is identical for all consumers. Recall that each consumer maximises utility by attaining the point of tangency between the indifference curve and the budget line for goods x and y. Efficiency in production requires that each producer’s Marginal Rate of Technical Transformation between capital and labour is identical in the production of all goods and is achieved analogously to the efficiency of exchange. The requirement is that the Marginal rates of transformation between any two pairs of inputs be the same for all producers. This is ensured through profit maximization which ascertains equality between the MRTS and input price ratio. Efficiency in the Output market requires that the output mix be chosen such that the marginal rate of transformation between any two pair of goods is equal to every consumer’s marginal rate of substitution for the two goods. ... assuming that in the market for sugar initially the price and quantity are at their equilibrium or market clearing levels P* and Q* as shown in the diagram below (figure 1). Figure 1: The market clearing price and quantity of sugar There are two cases that need to be looked at: 1) the government intends to restrict the price above P* and 2) the government intends to restrict the price below P*. Consider the first case. At any price above P*, there will be excess supply and this excess supply will exert a downward pressure on the price to move back to the market clearing level P*. Suppose the government wants to restrict the price at P’>P*. The government has two main options. First, it can impose a regulation or a price control that does not allow producers to charge below P’. Alternatively it can buy off the necessary excess supply so that the price settles at P’. This is shown in the diagram below (figure 2). Figure 2: The government buys off the excess supply at price P' so that it now becomes the market clearing price Essentially, the government creates additional demand to sweep up the excess supply and thereby mitigates the downward pressure on prices. Apart from this, the options available to the government are those of putting a quota on the sugar producers and/or providing them monetary incentives to produce within the quota. Now, consider case 2) where the government intends to restrict the price at a level below P*. There will be excess demand at this price and thus prices will tend to rise upward. The first option the government has is to legally forbid producers from charging more. Suppose the government wants to restrict the price at a maximum of P’’. It can either legally prohibit higher prices. Or as an alternative, if it has access to

Comparison and Criticism

Comparison and Criticism OUR MISSION: * Comparison and Criticism Hofstedes aim was to evaluate work values, while Trompenaars Hampden-Turners questionnaires inquired into respondents preferred behaviour in a number of both work and leisure situations. What both studies have in common is that in both questionnaires the focus is on the ultimate goal state, and that the underlying values, the underwater part of the culture iceberg, are derived from a series of questions about more outer layers of the culture onion, closer to the top of iceberg. Trompenaarss system appears focus-oriented; it speaks a lot about what is on peoples minds and what is in their sight, it speaks about the logical organization and framework of their behaviour (specific vs. diffuse, internal vs. external control, universalism vs. particularism) and relationships (individualism vs. collectivism; achievement vs. ascription; neutral vs. affective). Hofstede, on the other hand describes some of values present in people and finally affecting their behavior. The difference therefore is that Trompenaarss investigation lies on the surface of the investigation of the persons culture, showing exactly the choice and manner in which the actions are planned and handled, while Hofstede tries to go in the very deep of culture layers and lets us make our own forecasts of peoples behavior based on the knowledge of the hidden part of iceberg. . Taking a closer look into the comparison between the dimensions themselves, we can notice similarities between the two theories. One of these is the closeness between the notions of collectivism vs. individualism of Hofstede and communitarianism vs. individualism of Trompenaars. For a marketer, from our point of view, there is close no difference which index to use. There is some degree of similarity in Hofstedes power distance index and achievement vs. ascription. One values the accepted degree of high class/low class lifestyle and secondary characteristics difference, while the other measures the motivation of the low class to move higher. A marketer can infer that customers are better evaluated with the high power distance index in relation of selling status-emphasizing products (like luxury brands), while Trompenaarss index is better used when selling low cost practical business tools (like cheap PDAs). We would advise to use the two indices together as they complement each other. Long-term vs. short-term orientation index of Hofstede has got something in common with the past/present/future orientation of Trompenaars. That is in the way, how i.e. short-term oriented cultures will show the same tendency to be populist, tradition-oriented as the past- and present-oriented cultures. After taking a look into evaluations of different cultures one can find that the results, obtained by the two theories are often counter logical. German corporate culture is hierarchical, as is claimed by Trompenaars in his studies. Whereas Hofstede identifies Germany as relatively low in terms of Power Distance. These differences in the approach attracted some serious criticism over the years. One of the most prominent points often criticized is Hofstede perception of culture as a static characteristic of societies and their representatives. This approach does not take into the account the cultural drift that can easily be observed as the time passes by. As a vivid example, one can take the comparison between, say, the UK of the Victorian age and the Post Second World War UK and just try to assess the Power Distance Indices. Apparently, over this period of time peoples behavior has altered enough to allow a society with a lot lower power distance, the expressions of which found their way in the art of the time as well as in the politics (Rise of the Labor Party in 1945-1951) people of lower class were have become conscious to demand equality in these dimensions with the former unapproachable higher class, the expression of wealth and power and respect to it have decreased, as well as PDI. S imilar drift patterns can now be observed today in some of the underdeveloped countries, like Mexico, where former strong collectivist communities are dissolving, as their member become more individualistic, pushed by their desire to be successful in the new highly commercialized society. The same can be said about political influence on the culture (transition from Communist to Capitalist values). In other words it is easily observable that through time cultures evolve. Therefore the estimations for indices are slowly becoming outdated. Hofstede was later pushed by this evidence to regularly update his Index database, still retorting that cultural evolution is a very slow process. However the problem that may be hard to identify is actually not the quantitative, but rather the qualitative obsolescence of the framework itself, that will sooner or later present itself. I.e. what was reasonable and precise description in the 1970s can be an incomplete, flawed and vague characterizatio n for 2010, and even more so for future. That is however just one of the many debatable things. Among the others are: 1. Question interpretation of the surveyed, i.e. will the question really be a precise way to determine the culture, as the culture and personality may directly affect the way the question is translated and thus produce errors in the resulting evaluation. 2. Researchers background diminishes the completeness of cultural description and offers one-sided look at the problem. This way it would be preferable for marketers to have a marketer, not a manager, to make the proper evaluations framework, which would be more suited for marketing decision making. 3. Ignoring the ethnic group and communities presence, national culture fragmentation. Just saying that Germany has low UAC index may totally confuse the policymaker, as this does not differ between East, West and especially Turkish communities. Moreover, a study carried out only in only one company (Hofstede) cannot give an outlook on the entire cultural system of a country. Conclusion As described in this paper, there are several approaches to the classification of the cultures of different nations. The ones that were observed closely here are Geert Hofstedes and Fons Trompenaarss classifications, so-called cultural dimensions. These, as shown have a number of things in common and many differences as well. Thus, a marketer has to make a decision, which part of which study is to be used to develop a successful strategy. However there is little doubt that some way of adapting the strategy to the local culture is to be used. We may live in a globalized enviroment, however, so far there is no mundial culture and different clusters of people, whether they are separated geographically, historically or socially; some may choose one product instead of the other because of their culture and values. All of that is to be taken into consideration. And there are so far not many standartised approaches to the culture evaluations, other than Hofstedes and Trompenaarss, which eco nomise time and enable the creation of a consolidated strategy in approach to culture. It is not surprising that some of the companies nowadays are already fully involved in applying these methods in their decision making, and the amount of them will inevitably grow as the studies of the theories are being held in many Universities and Business Schools, from wich the future excecutives will come. However one has to rememember, that both these method are quite controversial and obviously imperfect, therefore we should learn learn to use the questionnaires and the databases responsibly. Only in this way can they provide precise, trustworhy and calculated assistance to people learning to work effectively in other countries. Our Purpose: We help business expand the value of compensation through employee benefits. * Our Vision : To integrate personal lives committed to God into a business devoted to serving our clients. * Our Values : With Gods grace, we will: * Strive to lead balanced lives. * Keep quality our first priority. * Always improve ourselves and our methods. * Connect our daily tasks to the overall purpose of our Company. * Never compromise our integrity or honesty. The Fringe Benefit Company Phoenix Arizona www.FBCServ.com FBC is one of Arizonas oldest and largest locally owned Benefit Consulting Firms. Established in 1983, and licensed in over 19 states, we have grown to serve the needs of over 250 major employers both in Arizona and across the country. We have earned our reputation as the preeminent service company by creating the highest standards for performance and ethics in the industry. We are a full service firm practiced in the design and administration of all areas of employee benefits programs. Our people are our most valuable resource, each a licensed agent, cross trained in all aspects of our operation. We are committed to helping our clients successfully manage the evolution of health care and the ongoing challenge of enhancing the value of compensation through employee benefits. Our well earned relationships and market shares with local and national carriers afford our clients the strongest possible negotiating leverage for their benefit plans. We are committed to quality work above sales volume and while we recognize service promotes good will, we sincerely believe it to be its own reward. * The Fringe Benefit Company Community * Chris Durkin gets a Masai warriors blanket from Ataulwah and Simon, Young Life leaders and friends in Tanzania and Unganda. * Orphans at the Koomba school in Dar Es Salaam, Tanzania August 2005 * Ryan Durkin, young life leader, with children from the Muslim orphanage in Dar Es Salaam, Tanzania, August 2005 * Chris Durkin gets acquainted with some village children in the outskirts of Dar Es Salaam, Tanzania, August 2005 * After lunch potty party for the 1-2 year olds at Mother Theresas orphanage in Dar Es Salaam, Tanzania, August, 2005 * Dedication plaque for the basketball courts in Dar Es Salaam, Tanzania, August 2005 * Shawn Durkin carries an orphan at the Muslim orphanage in Dar Es Salaam, Tanzania, August 2005 * Brett Durkin with an orphan, Dar Es Salaam, Tanzania August, 2005 * Aaron, Brett, Garrett, Ryan and Chris Durkin, building the Young Life basketball courts in Dar Es Salaam, Tanzania August 2005 * Julie, Young Life leader, with children in Dar Es Salaam, Tanzania during the building of the basketball courts, August 2005

Free Essays - Tale of Two Cities :: Tale Two Cities Essays

  Tale of two Cities      In the fictitious novel Tale of Two Cities, the author, Charles Dickens lays out a brilliant plot. Charles Dickens was born in England on February 7, 1812 nears the south coast. His family moved to London when he was ten years old and quickly went into debt. To help support him, Charles went to work at a blacking warehouse when he was twelve. His father was soon imprisoned for debt and shortly thereafter the rest of the family split apart. Charles continued to work at the blacking warehouse even after his father inherited some money and got out of prison. When he was thirteen, Dickens went back to school for two years. He later learned shorthand and became a freelance court reporter. He started out as a journalist at the age of twenty and later wrote his first novel, The Pickwick Papers. He went on to write many other novels, including Tale of Two Cities in 1859.   Tale of Two Cities takes place in France and England during the troubled times of the French Revolution. There are travels by the characters between the countries, but most of the action takes place in Paris, France. The wineshop in Paris is the hot spot for the French revolutionists, mostly because the wineshop owner, Ernest Defarge, and his wife, Madame Defarge, are key leaders and officials of the revolution. Action in the book is scattered out in many places; such as the Bastille, Tellson's Bank, the home of the Manettes, and largely, the streets of Paris. These places help to introduce many characters into the plot.   One of the main characters, Madame Therese Defarge, is a major antagonist who seeks revenge, being a key revolutionist. She is very stubborn and unforgiving in her cunning scheme of revenge on the Evermonde family. Throughout the story, she knits shrouds for the intended victims of the revolution. Charles Darnay, one of whom Mrs. Defarge is seeking revenge, is constantly being put on the stand and wants no part of his own lineage. He is a languid protagonist and has a tendency to get arrested and must be bailed out several times during the story. Dr. Alexander Manette, a veteran prisoner of the Bastille and moderate protagonist, cannot escape the memory of being held and sometimes relapses to cobbling shoes. Dr. Manette is somewhat redundant as a character in the novel, but plays a very significant part in the plot.

Payroll System of Manufacturing Company Essay

Payroll is the basic need for an employee but employees need more to satisfy them. For that reason employers have to take various kinds of remuneration techniques. Manufacturing companies are not beyond that. S. Nahar Garments, a sister concern of mohammadi Group, is one of them. Currently this group doing their business in garments sector only. They provide different types of incentives it their workers with wage. Incentives encourage employees to their duties and eliminate dissatisfaction. By incentives employees can be motivated and get the best output from them. It means producers can increase their production by giving remuneration to their employees. In this assignment we tried to find out about the wage-plan of this company. We have also come to know that Bangladesh Government has amended the labor law. So, every producer has followed that rules. Moreover we have some recommendation to improve incentives techniques for increase production and motivate workers. BRIEF HISTORY Readymade garments sector is one of the most potential sectors of Bangladesh. 75 percent of the export revenue is earned from the readymade garments sector. S. Nahar garments is one of the active company in the garments sector to contribute in the earnings of foreign exchange. The company is a sister concern of Mohammadi group. It is an ISO 9001:2002 certified organization. It was established in 1985. Mohammadi group is one of the renowned companies in Bangladesh. This group contributes a lot in the garments sector of Bangladesh. This group has several garments in different areas in Bangladesh. The head office of Mohammadi group is located at Motijheel in Dhaka. Its factories are scattered in different areas in Bangladesh. It has factory in Badda, Mirpur, Naraynganj, Savar, Kanchpur, Adamjee EPZ and other different areas. All readymade garments produced from these factories are exported to Europe and North American market. 60 percent of its products are exported to European market and rests of the 40 percent are exported to North American market. Business Tycoon Md. Habibur Rahman is the owner of this group. Couple of years ago this group has real estate business also. But now real estate business has been separated from this group. OBJECTIVES OF THIS REPORT Every study has an objective. Our study is not separate from that. The general objective of this report is to identify the wage plan of a manufacturing company. We make this report on S. Nahar Garments (a manufacturing company) for preparing the incentive wage plan. Also such report gives the opportunity to prepare a real business report that will help us to makes report in future for companies. SCOPES OF THE STUDY This study was an opportunity for us to know about the wage plan and incentives in manufacturing company. We also gather knowledge about labor demands, and how to satisfy them. This kind of information helps us to know what incentives would be effective. All this knowledge will be helpful in our future career, when we will be a production manager or entrepreneur in manufacturing company. As we study before which incentives eliminate dissatisfaction and motivate labors. So, labors become more effective, dutiful, and sincere in their work by incentives. LIMITATIONS We found that all manufacturing companies do not take same incentives plan. There are some limitations in S. NAHAR GARMENTS. These are as follows: ? There is no piece work plan facility. ?They does not have 100 percent bonus plan. ? There is no group bonus plan facility. They do not have allowance for launch We directly visit their industry and take incentives from companies Public & Administration Manager and Deputy Technical Manager. Bangladesh govt. amended the wage law few years ago. According to this law there is a minimum wage and every garments and factories must follow these rules. S. Nahar garments is not exceptional from that. It gives its workers wage by following the wage law. There are 7 different levels/grade of workers based on training and experience. Levels Basic wage House rent (30% of Basic) Medical allowance Total gross wage Grade-7 1125 337. 5 200 1662. 50 Grade-6 1270 381 200 1851 Grade-5 1420 426 200 2046 Grade-4 1577 473. 1 200 2250. 10 Grade-3 1730 519 200 2449 Grade-2 2800 840 200 3840 Grade-1 3800 1140 200 5140 Wage table: Fixed by The Govt. of Bangladesh The above table shows that, in Grade-7 the basic wage of a worker is 1125 taka. He or she will get 30 percent of basic as a house rent and 200 taka medical allowance which is fixed. So the total wage of a worker in grade-7 is 1662. 50 taka. And this is the minimum wage rate for every garments and factory. As same as the basic wage of a worker in Grade-6 is 1270 taka and total wage is 1851 taka. The basic wage of a worker in Grade-5 is 1420 taka and total wage is 2046 taka. In Grade-4 basic wage is 1577 taka and total wage is 2250. 10 taka. In Grade-3 basic wage is 1730 taka and total wage is 2449 taka. The basic wage for Grade-2 and 1 are 2800 taka and 3800 taka respectively and total wages are 3840 taka and 5140 taka respectively. So in every grade the worker will get a basic wage, plus he or she will get 30 percent house rent of basic and 200 taka fixed medical allowance. Bangladesh govt. follows the following rule to set up a worker’s total wage in every grade. Total Wage = Basic wage + (Basic wage ? .3) + 200 House rent Medical allowance S. Nahar Garments Company also gives some extra benefit to motivate its workers. It gives its workers 100 taka as attendance allowance. In this garments every worker has to work 6 days in a week and rest of the day is holiday for the worker. If any worker is present all the working days then he or she will be given 100 taka as attendance allowance. If he or she in 2 or less than 2 days then he or she will get 50 taka as attendance allowance. If any worker is absent in more than 2 working days then no attendance allowance is applicable. This allowance is on monthly basis. The company also provides bonus on the festive season. That means on Eid, Puja the worker gets 50 percent bonus on his gross wage. There are overtime facilities for the workers in this garment. Every worker has to work 8 hours in a day and 48 hours in a week. He or she is allowed to work up to 60 hours in a week. For the overtime hours he or she will get 2 times wage of basic. This company does not provide any production bonus. The garments company also provides some others facilities. It provides drugs for its sick workers. The female workers get 16 week leave as maternity benefit. There is also a daycare centre for those female workers who have children RECOMMENDATION From the survey in S. Nahar Garments, we learn that their incentives wage plan is not much encouraging. So we advise that, they should provide launch allowances and follow the piece work plan. By using this plan they can increase their production. It is using motivation of labors. Because piece work plan give value of the labors work, and increase their wage. This plan also increases production, which can generate company’s revenue. That means increase profits. So this plan will be effective and profitable for the company CONCLUSION At the end of the report it is quite evident that the wage plan of the S. Nahar Company is not very high. But, to increase this potential S. Nahar Garments must plan its way very carefully. We have formulated all the strategies needed to gain substantial wage plan. Now S. Nahar Company must follow all those strategies. Any lack of commitment in S. Nahar Garments part would result in a disaster. But after establishing themselves in organization they must not feel like winners. Making a greater wage for employees is not the end of the story — it won’t be living happily ever after. Because it is nothing about the fairy tales, rather the real world that is getting more and more dynamic and uncertain and where it is to believe that problems are there always but along with the solutions. It is just the initiative that should be taken at that moment to find the solution.

Active Listening in 4 Steps Essay

Active listening in 4 steps: The best managers make the best listeners Managers spend a good part of their workday listening to other people. But bear in mind, there’s a big difference between â€Å"passive† and â€Å"active† listening. Effective listening includes a four-step process to ensure understanding: 1. Listen to the total message.  2. Prove your understanding by using nonverbal signals. 3. Use open-ended probes. 4. Paraphrase what you hear. Motivating employees through realistic deadlines: 4 do’s and don’ts Without deadlines, employees flounder. They can’t be aware of the urgency or priorities of a project unless their supervisors tell them. Following are four tips on motivating employees by setting realistic deadlines: 1. Do be specific  Name the target day and time. And mean what you say. If you ask for completion â€Å"next week,† don’t complain on Friday that you really needed it on Wednesday. 2. Do clarify priorities Let people know if this assignment takes precedence over any other projects they’re working on now. Avoid the old, favorite deadline â€Å"ASAP,† which usually translates in an employee’s mind as â€Å"whenever it gets done.† 3. Don’t set false deadlines  Setting a deadline earlier than necessary (because you don’t trust your employees to meet the real deadline) creates more problems than it solves. Your staff will soon learn that’s how you operate and will assume there’s always air in the schedule. As a result, they’ll always miss that first deadline, just as you knew they would. 4. Do establish an update schedule  The best-laid plans can go astray, and so can deadlines. You’ll minimize the chance of this occurring by setting up a progress report schedule when you assign the project. This is especially important for long-term projects. Motivating employees to do their best each day: 6 office communication techniques Here are six tips for motivating employees to stay on task and work together toward the common goal, according to a report by OnPoint Consulting: 1. Clarify, clarify, clarify.  2. Establish clear expectations. 3. Don’t micromanage your entrepreneurial-minded employees. But do monitor them. 4. Encourage employees to share bad news with you. 5. Solve problems quickly, but not too quickly. 6. Encourage informal and spontaneous interaction. Managing employee retention: Listen for subtle whispers of employee turnover Most good employees don’t stand up one day and quit out of the blue. They send off subtle hints that, if you’re listening, you can act on before the good employee walks out the door. That’s why it’s important to listen to statements like these that can act as an â€Å"advance warning system† for employee turnover: * â€Å"This job isn’t what I thought it would be.† Rather than exploring what the employee was originally told or trying to defend miscommunication, focus on the present. Ask, â€Å"How do you want your job to be?† * â€Å"I’m at a plateau. I can’t grow here.† Consider that a plea for job stimulation. Provide the employee with new responsibilities, cross-training opportunities or exposure to influential mentors. * â€Å"I don’t get any feedback.† Most employees crave regular input from their supervisors. Don’t leave them in the dark. Plan regular sessions to discuss ongoing projects and performance. * â€Å"This place has too much politics.† While you may not be able to eliminate all dissension and politics in the organization, you can level with the employee. If someone makes this complaint, address rumors head-on, and don’t play favorites. Maintaining workplace productivity: 7 common employee gripes (and how to silence them) A recent study says that 40% of managers in the United States are considered â€Å"bad bosses† by their employees. Yet most managers assume that their relationships with their employees are running smoothly. Obviously, some of those bosses are wrong †¦ and that can create major problems for workplace productivity. A Gallup Poll says organizations are 50% less productive—and 44% less profitable—when serious boss-employee conflicts exist. Employee retention strategies: 8 little things managers can do to retain the best When good employees leave for greener pastures, it makes a manager’s job much more difficult. Managers can prevent this syndrome by doing what they can to make their own pasture the greenest. While compensation helps, it’s not always cash that makes pastures greener. When salaries are equal with the marketplace, other factors take priority. Here are eight easy-to-plant â€Å"seeds† that help keep employees growing and content, according to a KEYGroup report: 1. Keep them engaged. Consider ways to provide opportunities for employees to improve on their skills or learn new skills they can use in their jobs. 2. Give praise where praise is due. Recognizing a job well done isn’t an expensive proposition, but it will mean the world to your employee. 3. Be aware of employees’ changing needs. By recognizing their changing needs, you show sensitivity to what’s going on in their lives. This builds loyalty and helps bring stability to their personal lives, which means they can focus better at work. 4. Realize that great employees thrive under great leaders. Employees won’t leave for greener pastures unless you drive them. The buck starts and stops with their leaders. 5. Conduct regular â€Å"stay† interviews. Rather than exit interviews, use regular â€Å"stay† interviews to provide an opportunity to compliment high performers on their work and inspire them to do more. 6. Create an environment where people can do their best work. By allowing employees to develop and implement their own ideas, you’ll keep them passionate about their work. 7. Create an environment of trust. Employees are happier and work harder when they trust their leaders. They decide which leaders they can trust based on how their fellow employees, company vendors and customers are treated. 8. Rid your pasture of weeds. The weeds are those poor performers and negative employees who stifle the good attitudes and high performance of their co-workers. The bottom line: Striving to keep employees happy and engaged is not just a â€Å"nice† thing to do — it’s the only way to maximize workplace productivity. Thoughtful employee retention strategies are useful not just for retaining people to avoid the high cost of recruitment. Engaged employees are creative, productive, motivated and brimming with good ideas