| 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 |