How to Conjugate Nourrir (to Feed) in French

If you can remember that it also means to nourish, you can  associate the French verb  nourrir  with to feed. Its also important to remember that its different from  manger, which means to eat.  The primary difference is that  nourrir  is typically used when feeding someone else, not necessarily eating food yourself. Along with memorizing the word nourrir, youll also need to know its conjugations. This lesson will introduce you to the most basic of those so you can say things like I fed and we are feeding. The Basic Conjugations of  Nourrir Proper French grammar requires verb conjugations so the verb may be used to form complete sentences. The most common conjugates are in the indicative mood, which let you express  nourrir  in the present, future, or imperfect past tense. Nourrir  is a  regular -ir verb. This means it follows a relatively common conjugation pattern found in French. If youve studied verbs like  reunir  (to reunite)  or  punir  (to punish), you can apply the same endings you learned for those to this verb. In any conjugation, its important to identify the verb stem (or radical) before anything else. For  nourrir, that is  nourr-. From there, youll add a new ending for every subject pronoun within each tense. The chart will help you learn which ending is required. For instance,  I am feeding is  je nourris  and we will feed is  nous nourrirons. Present Future Imperfect je nourris nourrirai nourrissais tu nourris nourriras nourrissais il nourrit nourrira nourrissait nous nourrissons nourrirons nourrissions vous nourrissez nourrirez nourrissiez ils nourrissent nourriront nourrissaient The Present Participle of  Nourrir As with all regular -ir verbs, the present participle of nourrir is formed with an -issant ending. This produces the word nourrissant. Nourrir  in the Compound Past Tense The compound past tense in French is the  passà © composà ©. It requires the  past participle  nourri  along with an auxiliary verb, in this case,  avoir. Begin by conjugating  avoir  into the present tense to match the subject, then attach  nourri. This results in compounds such as  jai nourri  (I fed) and  nous avons nourri  (we fed). More Simple Conjugations of  Nourrir While you can learn more complex conjugations, a few more simple forms of  nourrir  will round out this introductory lesson. Theyre useful in a few different circumstances and can really help out your French vocabulary. The subjunctive  is a verb mood that implies uncertainty to the act of feeding.  The conditional  says that the action will only happen under certain conditions. Though you may only find the literary tenses of  the passà © simple  and  the imperfect subjunctive  in written French, they are still good to know. Subjunctive Conditional Passà © Simple Imperfect Subjunctive je nourrisse nourrirais nourris nourrisse tu nourrisses nourrirais nourris nourrisses il nourrisse nourrirait nourrit nourrà ®t nous nourrissions nourririons nourrà ®mes nourrissions vous nourrissiez nourririez nourrà ®tes nourrissiez ils nourrissent nourriraient nourrirent nourrissent The  imperative  is the one time in French verbs when its okay to skip the subject pronoun. When using it, feel free to simplify  tu nourris  to  nourris. Imperative (tu) nourris (nous) nourrissons (vous) nourrissez

Essay on Conflict Management - 1382 Words

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Evolution of Patriarchy and Matriarchy in Ancient...

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Recruitment And Selection Function Of Human Resource Management

Question: Discuss about the Recruitment And Selection Function Of Human Resource Management. Answer: Introduction Recruitment and selection function of human resource management is extremely important as it helps in finding the right candidate for a job(Armstrong, 2011). It is difficult to find candidates for high skilled jobs because supply of skilled workforce is less than its demand. This issue can be resolved by directly contacting skilled candidates(Brown, 2011). Directly contacting candidates or head hunting is a special form of recruitment where an individual is directly contacted by an organisation for recruitment purpose. Recruitment Plan Recruitment plan helps in making proper recruitment strategies (Dhamija, 2012). Following is a recruitment plan for hiring wind turbine engineer to lead an energy project. Recruitment Plan Recruitment Objectives- Attracting candidates with high level of expertise and skills in project management, communication, legal systems and leadership abilities. Filling the skill deficit in the organisation by hiring a suitable candidate for the requirement of wind turbine engineer through directly contacting candidates. Recruitment Budget- $10000 Job Description Title: Senior Wind Turbine Engineer Location - Tasmania Reporting to- CEO Job purpose summary Leading the project Supervising construction Negotiating with Government planners Managing labour issues Salary- $350 000 per annum plus housing, a car and relocation allowance of $25 000. Hiring strategy Directly contacting candidates to take part in the recruitment process Shortlisting of companies from which the head hunting is to be done Procuring details and contact numbers of employees of various companies suiting the job description Hosting of expert centric conferences and seminars to generate a database of suitable candidates who are working for other companies. Use of social media to contact candidates Contacting the candidates and offering them a chance to take part in the recruitment process Fixing an appointment for interview if possible. Finalization of the candidates based on interview Table 1: Source: Made by Author (2017) Based on (Kurtzberg Naquin, 2011) The above recruitment plan will help Aurecon in hiring skilled candidates for the job. Person Specification Person specification enlists all the skills and other attributes which are needed for a specific job (Gummadi, 2015). Following is the person specification for wind turbine engineer Person Specification Job Role Senior Wind Turbine Engineer Education Qualification- Wind Turbine Engineering from a reputed and recognised national or international institution. Required Skills Good interpersonal and Communication skills Leadership abilities Analytical skills Decision making abilities Team management skills Negotiation skills Conflict management skills Knowledge Requirement The candidate should have knowledge in the field of constructing energy infrastructure. The candidate should be able to manage the project from inception to implementation stage. The candidate should be having good knowledge of legislations Experience Required Minimum 5 years of experience in managing a project Attributes Must be honest Must be dedicated and goal oriented Must be a team person Must be respectful towards subordinates, colleagues and seniors Must be organised Must appear professional in both attire and mannerism Age Specification- 30-45 Years Gender specification- Both Male and Female Table 2: Source: Made by Author (2017) Adapted from (Nikolaou, 2016) The above person specification will help in getting a clear idea about the type of candidate needed for the recruitment of an engineer for Aurecon. Ethical issues in recruitment and section of the successful candidate There are certain jobs in every organisation which are highly skill and expertise oriented(Wilson, 2012). Additionally, such jobs require lot of experience. Therefore, it is difficult to find suitable candidates for such jobs through traditional recruitment and selection strategies(Kusluvan, et al., 2010). Hence, many companies use Head hunting or directly contacting suitable candidates as a recruitment strategy. Head hunting is becoming extremely common in the area of high skills jobs(Brown, 2012). While recruiting an engineer for Aurecon, recruiters may face certain ethical issues while recruiting through the head hunting method(Punnett, 2015). Many thinkers of management believe that it is unethical to try and disintegrate the workforce of another company by offering a better pay package. However, some experts also believe that a firm has the right to try and find new and skilled candidates(Gummadi, 2015). Therefore, there is nothing wrong in directly contacting a candidate. However, repeated calls should not be made. Additionally, the candidate should not be contacted at the workplace. Sometimes recruiters tend to oversell a position by offering too high a pay package(Boxall, 2015). This is unethical in the sense that it amounts to luring a candidate. Recruiter should only speak about the offer he actually intends to make at the final selection stage. Another ethical issue facing the recruiter while recruiting for Aurecon is if the candidate refuses to accept the offer(Brown, 2012). Many recruiters keep on calling the candidates to convince them. However, this should not be done(Boxall, 2015). Therefore, while recruiting for wind turbine engineer, all these ethical issues should be keept in mind. Approaching the candidate for direct recruitment Direct candidate contact for recruitment or head hunting can only be successful if the recruiter approaches the candidate in the correct manner(Brown, 2011). Many head hunting attempts fail because the recruiters use a wrong approach. For the purpose of recruiting of turbine engineer at Aurecon, the recruitment process should be clear, concise and to the point(Brown, 2011). As these candidates are working for other companies, the recruitment agency should try to locate their personal contact number, email ids and social networking handles. The candidates should be contacted by phone or through social media networks like Linkedin or Twitter. Appropriate time to speak with them should be sought. The process should go further only if they are ready to speak and /or provide an appropriate time to speak(Dhamija, 2012). Whenever the candidate is ready to speak, the job position should be pitched at the candidate in a clear and concise manner(Boxall, 2015) If the candidate asks for further details an email should be sent and another follow up call should be made(Brown, 2012). The agency should try to determine the candidates interest and only after determining this, interview should be scheduled. Additionally, confidentiality of the candidate should be maintained. Therefore, the candidate shoals be approached in the most ethical and efficient way possible. Behavioural traits required in the candidate As per human resource management theory, certain important behavioural traits are required in the workforce(Armstrong, 2011). As the candidate for the job at Aurecon will be handling a project independently, certain leadership and team behavioural traits are required in the candidates. The candidate should have the ability to lead and take decisions(Bryman, 2013). He should be responsible and active in making important changes(Bryman, 2013). This will inculcate trust and respect in the workforce for the project engineer. The candidate should be friendly, interactive and approachable so that workforce can confide in him(Armstrong, 2011). He should behave in an unbiased way with regards to work and co-workers(Bach Edwards, 2012). Cooperation, coordination and enthusiasm are also important traits to be sought in a person who is supposed to lead a project. The potential candidate for project engineer should exhibit behavioural traits that increase team morale and productivity of the members of the project workforce(Brown, 2011). Candidate should be a positive thinker and should be able to involve all the team members in idea generation and decision making. These traits can be tested through behaviour and psychometric testing. Certain questions will be asked to the candidates and their answers will be judged to ascertain whether they have the needed traits(Karim, 2013) . Additionally, certain situation and roles will be given to them and their reaction and behaviour in these situations will be judged(Armstrong, 2011). Therefore, through effective understanding of the traits needed for the job, right candidate can be selected. Determining the candidate with the right fit Recruitment and selection is a long drawn process where resumes of various suitable candidates are sourced and interviews and tests are conducted to determine the right candidate for the job(Armstrong, 2011). To determine the right candidate who best fits the job of turbine engineer at Aurecon, process of filtering out the candidates should be used(Brown, 2011). At the onset the CVs which do not match the job description should be rejected. Only those candidates should be called for interview who best match the qualification and experience requirement. After the interview, those candidates should be filtered out who do not match the skills and abilities criteria(Brown, 2011). Further, only those candidates should be shortlisted who have the desired behavioural traits like leadership, interactive behaviour, friendliness etc. If after this process there is more than one candidate who matches the criteria, the firm should test their ability to take decision in a difficult situation so that the firm can get a person who can handle tough situation(Boxall, 2015). The recruiter should also try to identify unique skills like degree of enthusiasm and dedication level in order to arrive at a final selection decision. Therefore, best and the most suitable candidate should be selected after deep assessment of skills, abilities, traits and qualification of candidates. Conclusion Direct recruitment or head hunting is a need of the business for jobs with high skills specification. However, the head hunting should be done after planning the job requirements and ascertaining the required traits of the job. Additionally, all the ethical issues should also be taken into account before undertaking this activity. References Armstrong, M., 2011. Armstrong's Essential Human Resource Management Practice: A Guide to People Management. London: Kogan Page Publishers. Bach, S. Edwards, M., 2012. Managing Human Resources: Human Resource Management in TransitionStephen Bach, Martin Edwards. New Jersey: John Wiley Sons. Boxall, P., 2015. Strategy and Human Resource Management. Hampshire: Palgrave Macmillan. Brown, J., 2011. The Complete Guide to Recruitment: A Step-by-step Approach to Selecting, Assessing and Hiring the Right People. London: Kogan Page Publishers. Brown, J. N., 2012. The Professional Recruiter's Handbook: Delivering Excellence in Recruitment Practice. London: Kogan Page Publishers. Bryman, A., 2013. Leadership and organizations. New York: Routledge. Dhamija, P., 2012. E-recruitment: a roadmap towards e-human resource management. Researchers World,, 3(3), p. 33. Gummadi, R., 2015. Recruitment and selection practices of it companies in andhra pradesh a study of select units. Hydrabad: Zenon Academic Publishing. Karim, M. R., 2013. Recruitment Selection: Psychometric and Social perspective model. Norderstedt: GRIN Verlag. Kurtzberg, T. R. Naquin, C. E., 2011. The Essentials of Job Negotiations: Proven Strategies for Getting What You Want. Westport: ABC-CLIO. Kusluvan, et al., 2010. The human dimension: A review of human resources management issues in the tourism and hospitality industry. Cornell Hospitality Quarterly, 51(2), pp. 171-214. Nikolaou, I., 2016. Employee Recruitment, Selection, and Assessment: Contemporary Issues for Theory and Practice. New York: Psychology Press. Punnett, B. J., 2015. International Perspectives on Organizational Behavior and Human Resource Management. NewYork: M.E. Sharpe. Wilson, J. P., 2012. International Human Resource Development: Learning, Education and Training for Individuals and Organizations. London: Kogan Page.