MANAGING RETENTION AT SUDHAAR, PAKISTAN

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DC Field	Value	Language
dc.contributor.author	Jabeen N	en_US
dc.contributor.author	Qureshi Z I	en_US
dc.date.accessioned	2017-01-30T08:16:03Z	-
dc.date.available	2017-01-30T08:16:03Z	-
dc.identifier.uri	http://hdl.handle.net/123456789/175533	-
dc.identifier.uri	http://localhost:8080/xmlui/handle/1/343	-
dc.description.abstract	The case describes the dilemma faced by Khawaja Hassan, CEO of Sudhaar regarding the departure of his Project Manager for the second time in two years. He is now faced with solving two problems: to find an immediate replacement for the Project Manager to complete the project on time; and second to frame a long term retention strategy of his staff to avoid any negative impact on the performance of his organization. Sudhaar was working to eradicate child labour in Pakistan through education. In order to achieve the project’s objectives it had become imperative to develop systematic policies for employee training and development so that the turn over could be reduced.	en_US
dc.publisher	YES	en_US
dc.subject	Education	-
dc.subject.classification	Management, Organizational	en_US
dc.title	MANAGING RETENTION AT SUDHAAR, PAKISTAN	en_US
dc.type	05-717-2004-1	en_US
dc.location	case research centre	en_US
Appears in Collections:	Business Case Studies

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