Auswahl der wissenschaftlichen Literatur zum Thema „Boss-employee“
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Zeitschriftenartikel zum Thema "Boss-employee"
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Ridwan J, Ridwan und Sofyan. „The Influence of Boss Phubbing on Employee Performance Mediated by Leader-member Exchange (LMX) and Trust in the Head Office of PT. Bank Aceh Syariah“. International Journal of Scientific and Management Research 05, Nr. 06 (2022): 169–78. http://dx.doi.org/10.37502/ijsmr.2022.5615.
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This study was find out how the boss phubbing role in employee performance is mediated by the leader-member exchange (LMX) and trust in the head office of PT. Bank Aceh Syariah (BAS). The total population was 228 people, and the research respondents were taken as much as the population and analyzed through SEM-AMOS. The results found that boss phubbing negatively affects employee performance, trust, and LMX, meanwhile, LMX positively affects employee performance and partially mediates the boss phubbing effect on employee performance, and trust also positively affects employee performance and partially mediates the boss phubbing effect on employee performance. This means that the BAS employee performance improvement model is a function of lowering the phubbing boss and increasing LMX and trust.
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I., Zeb-Obipi, Lekue B.M.N. und Gold L.K. „Boss-Driven Development and Employee Commitment in Telecommunication Firms in Nigeria“. British Journal of Management and Marketing Studies 6, Nr. 3 (22.09.2023): 138–52. http://dx.doi.org/10.52589/bjmms-vbrwgqb4.
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The study examined the nexus between boss-driven development and employee commitment in telecommunication firms in Nigeria. Boss-driven development is a development process whereby the direction and priorities that accelerate professional growth are determined by the boss; and employee commitment is the extent to which employees are willing to invest their time, effort, and energy to contribute to the success and well-being of the organization. The study was based on four selected telecommunication companies in Port Harcourt with a sample size of 226 telecommunication staff selected from a population of 550 staff. Data collected were analyzed using Pearson Moment Correlation Coefficient with SPSS version 21. It was found that boss-driven development leads to employee commitment. Therefore, we conclude that boss-driven development brings about employee commitment. Based on the above conclusion, it was recommended that telecommunication firms should encourage the boss-driven development of their employee to ensure employee commitment.
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Dewi, Yuliana. „PENGARUH KARAKTERISTIK PEKERJAAN, DUKUNGAN ATASAN DAN KOMITMEN ORGANISASI TERHADAP KINERJA PEGAWAI DI DINAS KETAHANAN PANGAN DAN PETERNAKAN PROVINSI SUMATERA UTARA“. JEKKP (Jurnal Ekonomi, Keuangan dan Kebijakan Publik) 2, Nr. 1 (30.07.2020): 28–37. http://dx.doi.org/10.30743/jekkp.v2i1.2731.
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How does the effect of job characteristics on employee performance in the Department of Food and Animal Husbandry of North Sumatra Province. How does boss support influence employee performance at the Department of Food and Animal Husbandry of North Sumatra Province. How does the influence of organizational commitment on employee performance in the Department of Food and Animal Husbandry of North Sumatra Province. How the influence of job characteristics, boss support and organizational commitment to the performance of employees in the Department of Food and Animal Husbandry of North Sumatra Province.The purpose of this research was to determine the effect of job characteristics on employee performance in the Department of Food and Animal Husbandry of North Sumatra Province. To determine the effect of boss support on the performance of employees in the Department of Food and Animal Husbandry of North Sumatra Province. To determine the effect of job characteristics, boss support and organizational commitment to the performance of employees in the Department of Food and Animal Husbandry of North Sumatra Provinc.The sample in this research amounted to 51 employees. Data analysis technique used in this research is multiple linear regression analysis.The results of this research partially explain the job characteristics there is a significant influence on employee performance. Partial support from boss has no significant effect on employee performance. Partial organizational commitment does not have a significant effect on employee performance. Job characteristics, boss support and organizational commitment simultaneously have a significant effect on employee performance in working at the Department of Food and Animal Husbandry of North Sumatra Province.
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Asmara, Widya Pratiwi, Sri Kusriyah Kusriyah und Widayati Widayati. „Staffing Application System In The Development And Supervision Of Employees Based On Information Technology (It) In Order To Good Government At Regional Office In The Ministry Of Justice And Human Rights Of Central Java (Case Study At Regional Office of the Ministry of Justice and Human Rights of Central Java)“. Jurnal Daulat Hukum 2, Nr. 4 (27.03.2020): 469. http://dx.doi.org/10.30659/jdh.v2i4.8290.
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Based on the study it can be concluded that the implementation of and development of application performance appraisal of civil servants is an assessment of the performance is done at the time of the achievement of targets Employee Work is done in a measured by comparing the actual work with the target set by the organization for each employee, so as to achievement of specified targets at the end of the year. Assessment of Civil Servants implementation work in the Regional Office of the Ministry of Justice and Human Rights of Central Java is done through evaluation methods.Barriers that occur in the Regional Office Law and Human Rights Ministry of Central Java in providing performance benefits as stipulated in the Regulation of the Minister of Law and Human Rights No. 22 of 2014 of which the form has not been found job analysis conducted by management office, employees are not willing / able to develop competency yourself , absence of a good methodology in identifying a job, the boss's behavior is supposed to give an example / role model in encouraging and competencies of subordinates, each employer is aware of the importance of creativity, initiative and a sense of each employee into good consideration in determining the types of work. Efforts are being made by increasing the strong desire of every employee in order to work in accordance with the assessments and improving the competence of oneself, in charging SKP by each employee be done routinely every day to get the direct supervision by the employer concerned, giving performance benefits granted optimally to each employee to the maximum, and the determination of the best boss by the Regional Office of the Ministry of Law and Human Rights, Central Java, so the boss can be an example, determine the class position, and provide the maximum performance benefits in accordance with the capabilities of each employee. Giving performance benefits given up to every employee to the maximum, and the determination of the boss of the best by the Regional Office of the Ministry of Law and Human Rights, Central Java, so the boss can be an example, determine the class position, and provide performance benefits to the maximum in accordance with the capabilities of each employee. Giving performance benefits given up to every employee to the maximum, and the determination of the boss of the best by the Regional Office of the Ministry of Law and Human Rights, Central Java, so the boss can be an example, determine the class position, and provide performance benefits to the maximum in accordance with the capabilities of each employee.Keywords: Staffing Application System; Information Technology (IT); Good Government.�
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Şahin, Safiye, Bilal Çankir und Bahar Serez Arslan. „Effect of Implicit Voice Theories on Employee Constructive Voice and Defensive Silence: A Study in Education and Health Sector“. Organizacija 54, Nr. 3 (01.08.2021): 210–26. http://dx.doi.org/10.2478/orga-2021-0014.
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Abstract Background and Purpose: Implicit voice theories are the beliefs that are related to employee silence. This study aims to examine the implicit voice theories (don’t embarrass the boss in public, negative career consequences of voice) as predictors of employee defensive silence and employee constructive voice. Methodology: This study is a cross-sectional and an analytical study. The sample of this study consisted of 494 participants working in the healthcare sector (n = 277) and education sector (n = 217) in Turkey. We performed linear regression analyses to test our hypotheses. Results: We found that power distance and negative career consequences of voice predicted employee defensive silence while proactive personality and the belief of “don’t embarrass the boss in public” predicted employee constructive voice. These results confirm the effect of implicit voice theories on employee silence and voice. Conclusions: Employees holding the belief of “don’t embarrass the boss in public” and “negative career consequences of voice” tend to remain silent or prefer to speak with their managers privately, which prevent sharing ideas in group interactions in organization. Therefore, managers must combat the belief that speaking up is risky. In order to change these beliefs in a positive way, they should make their subordinates feel that speaking up is a valuable behavior in organization.
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Sheikh, Faryal S. „Experiencing an Opposite Gender Boss“. Journal of Economics and Management Sciences 2, Nr. 2 (21.05.2019): p12. http://dx.doi.org/10.30560/jems.v2n2p12.
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The increasing trend of the employed female workforce, subsequently, augment their work associated with the employed male workforce. Hence, it provides a significant basis to undertake a research study for exploring employee working experience with opposite gender boss. The present qualitative research is based on ontological philosophical assumption having social constructivism as an interpretive framework and uses a phenomenological approach to extract the essence of employees lived working experience with an opposite gender boss. A semi-structured interview of not more than an hour was conducted with each of the 5 {Females (3) and Male (2)} employees of private higher education institute. The research reveals instead of boss's gender the employee working experience is based on Boss's Personality, Leadership Style and Professionalism. Further, the "Work Efficiency" and "Professionalism" of both male and female subordinates' increases while working with opposite gender boss. However, in terms of "Career Development" male bosses concentrate on developing subordinate's knowledge while female on the position. Also, Boss's personal conduct i.e. his/her age, dressing, and schedule don't contribute to subordinate's development. The research findings amplify knowledge base of employee working experience with opposite gender boss that can also be used to conduct further studies and solidify the subordinate-supervisor relationship.
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Roberts, James A., und Meredith E. David. „Boss phubbing, trust, job satisfaction and employee performance“. Personality and Individual Differences 155 (März 2020): 109702. http://dx.doi.org/10.1016/j.paid.2019.109702.
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N.P., Nwinyokpugi, und Nnona F.O. „Building Employees’ Commitment: Leveraging on Boss-Subordinate Relationship Paradigm“. International Journal of Entrepreneurship and Business Innovation 5, Nr. 2 (06.12.2022): 74–93. http://dx.doi.org/10.52589/ijebi-m19rdorg.
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This study strived to examine the management of boss-subordinate relationship that has its own effects on the commitment of the workforce of the banking sector in Rivers State, Nigeria. Poor management of boss-subordinate relationships breeds a poor work climate as well as contributes to the loss of employees’ commitment to organisational goals. Adopting a cross-sectional survey design, this study covered all the permanent employees of the banking sector and 10 banks were conveniently sampled from the 22 operating banks in the state with a total population of 210 permanent employees. The Krejcie and Morgan sample determination table was used to derive 136 respondents. Data gathered from the respondents were analysed using the Pearson Product Moment Correlation Coefficient Statistical tools. The test of moderating effect of organisational culture on boss-subordinate relationship management as well as employee commitment in the banking sector. The findings from the results of tests and data analyses revealed strong positive relationships between the dimensions of boss-subordinate relationship management and the measures of employee commitment in the banking sector and therefore recommended that complementary communication, empathy, leadership support and organisational mentorship should be taken seriously as tools for managing the boss-subordinate relationship and also that good organisational culture should be created and promoted to enhance employees commitment in the banking sector in Rivers State.
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Yuda, Irfan Hadi, und Joko Suyono. „Systematic Literature Review of Boss Phubbing From 2013 – 2023“. Jurnal Syntax Transformation 5, Nr. 2 (16.02.2024): 406–15. http://dx.doi.org/10.46799/jst.v5i2.913.
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This study conducted a systematic literature review analysis to examine the growing research around the phenomenon of boss phubbing from 2013 to 2023. Boss phubbing refers to bosses doing phone snubbing, which has the potential to impact workplace dynamics and employee well-being. Through a systematic review of academic literature, this study aims to identify the main themes, article information, and content of article extraction. To provide a comprehensive review of boss phubbing, nine English-language research articles were generated between 2013 and 2023 from the Scopus database. Data were analyzed using Watase, presented by descriptive analysis and content analysis. This research contains a discussion of the theory that underlies the article so as to provide insight to understand the direction of research and its potential implications for organizational behavior and management practices. This research is also complemented by ideas for future developments in the topic, thus encouraging the need for future research to investigate more deeply whether certain manifestations of Boss Phubbing can provide positive results for individuals, teams, or organizations.
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Kuruppuge, Ravindra Hewa, und Ales Gregar. „Family Involvement, Employee Engagement and Employee Performance in Enterprising Family Firms“. Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 65, Nr. 5 (2017): 1695–707. http://dx.doi.org/10.11118/actaun201765051695.
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The study has been designed to analyze probable determinants of employee performance in family firms. A quantitative methodology was adopted. Data were collected from 113 employees from fifteen family businesses located in the Western Province in Sri Lanka. Correlation and ordinal logistic regression analysis were used to elaborate the relationships. Correlation analysis indicated that both family involvement and employee engagement correlate to employee performance. Family involvement in case of holding positions in functional and strategic levels by family members has shown no correlation to employee performance. Yet, having a family member as immediate boss/ supervisor of an employee in the job has a strong correlation to employee performance. Regression analysis makes evident that almost all coefficients of the employee are negatively related to employee performance. Yet, all levels of employee engagement are significantly related to employee performance. It further shows that being the lower levels of employee engagement increases the likelihood of lower levels of employee performance.
Dissertationen zum Thema "Boss-employee"
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Macijauskaite, Aida, und Frank Verstraeten. „Influence of Entrepreneur’s Emotions: : How do you handle your boss' emotions?“ Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, EMM (Entreprenörskap, Marknadsföring, Management), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-18611.
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This thesis illustrates the complexity of emotions in the entrepreneurial context. By using vignettes and in-depth interviews conducted among nine employees from entrepreneurial firms in Lithuania and nine employees from entrepreneurial firms in the Netherlands, this study offers a perspective on how emotional display of the entrepreneur influence employee’s behavior. The display of two negative (anger and fear), two positive (joy and confidence) emotions, and entrepreneurial passion are studied and the findings show that there is (a) a significant relationship between entrepreneur’s display of positive and negative emotions and employee’s behavior (e.g., motivation and decision-making); (b) the entrepreneur’s emotions have potentially positive and negative effect on the employee’s behavior and this is largely influenced by the relationship and dynamics between the employee and entrepreneur defined by the duration and intensity of the relationship, the formal/informal distance between the entrepreneur and employee, past experiences with the entrepreneur, the degree of honesty and sincerity expressed, and the level of mutual trust; (c) the reaction of the employees is partly based on the characteristics above as well as on sensitivity towards the emotions to whom they are displayed. In terms of reactions, the employees have a certain emotional balance based on the past situation, current situation, and the personal preference towards the degree and frequency of positive versus negative emotions. Each emotional display is weighed on this balance and inflicts a feeling, which results in a certain behavior. Finally, studying (d) the patterns between Dutch and Lithuanian employees in their perception of the entrepreneurs’ emotions, the results show that Dutch employees, in general, are more direct and assertive. They indicate that they greatly enjoy displays of positive emotions, passion and a degree of informalities when the relationship with the entrepreneur develops, but in negative situations they have the tendency to direct their irritation-adjusting behavior directly towards the entrepreneur. Lithuanian employees are more focused on finding solutions to negative situations together with colleagues rather than confronting the entrepreneur, and to balance on so called “blinding” effect they greatly value rationality and reason from the entrepreneur. To interpret and fully understand the specifics of the findings we use valence, appraisal, and expectancy theories. Based on this analytical approach, we provide two tentative models that, we think, both well summarize the results of this research and call for a need for a further research suggesting that there might be much more hidden behind the curtains of the emotional scene introduced by this thesis.
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Svensson, Amelia, und Josefine Svensson. „Buddy or Boss? : en kvantitativ studie på anställdas motivation i förhållande till ledarens ledarskapsstil och personlighet i privat och offentlig sektor“. Thesis, Högskolan Kristianstad, Fakulteten för ekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-19943.
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Att undersöka ledarens påverkan på privat och offentligt anställdas motivation är aktuellt med tanke på den pågående diskussionen inom svensk politik rörande privatiseringen av offentliga tjänster. Dessutom leder världens ökande globalisering, organisationers utveckling och individens förändrade arbetskultur till att uppfattningen om ledarskap och motivation är i ständig förändring. Tidigare forskning har präglats av ett stort fokus på själva ledaren, men har på senare år riktat större uppmärksamhet mot följderna av ledarskapet. Det är även utgångspunkten i denna studie, vars syfte är att förklara hur ekonomers motivation påverkas av ledarskapsstil och ledarens personlighet, modererat av sektor. Studien har ett deduktivt förhållningssätt och undersöker kvantitativt hypoteser kring ledarskapsstil, personlighet och motivation genom en enkätundersökning riktad till ekonomer. MätinstrumentenMultifactor Leadership Questionnaire, Ten-Item Personality Inventory och Work Extrinsic and Intrinsic Motivation Scale användes för att utforma enkäten och mäta de tre huvudkomponenterna. Studien undersökte även faktorerna kön, ålder, arbetslivserfarenhet och sektortillhörighet. Resultaten av studien bekräftar tidigare forskning genom att påvisa ett starkt signifikant samband mellan såväl transformativ ledarskapsstil och inre motivation, som transaktionell ledarskapsstil och yttre motivation. Vidare fann studien ett signifikant positivt samband mellan egenskaperna Sympatiskhet, Öppenhet och Extraversion och inre motivation samt mellan egenskaperna Samvetsgrannhet och Neuroticism och yttre motivation. Studien kunde däremot inte bekräfta den effekt som sektortillhörighet väntades ha på sambanden mellan ledarskap och motivation, eftersom den modererande effekten antingen var obefintlig eller motsatt det förväntade. Det finns därmed ett behov av mer forskning på området ledarskap med fokus på sektorns effekt på den anställdas motivation.Investigating leaders’ influence on private and public employee motivation is relevant given the ongoing discussion within Swedish politics regarding the privatization of public services. Furthermore, the world's increasing globalization, the development of organizations and the individual's changed work culture cause the perception of leadership and motivation being in constant change. Previous research has been characterized by focusing on leaders, but has in recent years focused more on the consequences of leadership. Consequently, the purpose of this study is to explain how leadership style and the leader’s personality affects economists' motivation, moderated by sector. The study has a deductive approach and quantitatively examines hypotheses about leadership style, personality and motivation through a questionnaire directed towards economists. The measuring instruments Multifactor Leadership Questionnaire, Ten-Item Personality Traits and Work Extrinsic and Intrinsic Motivation Scale were used to design the survey and to measure the main components. The study also examined gender, age, work experience and sector affiliation. The results of the study confirm previous research by demonstrating a significant relationship between transformative leadership and internal motivation, and between transactional leadership and external motivation. Furthermore, the study found a positive correlation between the traits Openness, Agreeableness and Extraversion and internal motivation, and between the traits Conscientiousness and Neuroticism and external motivation. The study however, could not confirm the effect that sector affiliation was expected to have on the relationship between leadership and motivation, since the moderating effect was either non-existing or opposite the expected. There is therefore a need for more research in the area, with focus on the sector's effect on motivation.
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Cooney, Lucretia. „BULLYING: OUT OF THE SCHOOL HALLS AND INTO THE WORKPLACE“. Master's thesis, University of Central Florida, 2010. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/2676.
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The primary purpose of this study is to identify those people at most risk of being bullied at work. While much research is being conducted on school bullying, little has been conducted on workplace bullying. Using data gathered from a 2004 study conducted by the National Opinion Research Center for the General Social Survey, which included a Quality of Work Life (QWL) module for the National Institute for Occupational Safety and Health (NIOSH), linear regressions indicated significant findings. As predicted, workers in lower level occupations, as ranked by prestige scoring developed at National Opinion Research, are more likely to be victimized. Data also suggest that being young, Black, and relatively uneducated may contribute to being bullied in certain situations. Future research is needed to examine influences of socio-economic, legal, and other demographic factors that may predict the chance of being bullied.M.A.
Department of Sociology
Sciences
Applied Sociology MA
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Cheng, Sheng, und 程晟. „Your Boss is Driving You Insane, Corporate Psychopath, Employee Cynicism, and Workplace Well-being“. Thesis, 2017. http://ndltd.ncl.edu.tw/handle/t522my.
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碩士元智大學
經營管理碩士班(領導學程)
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Corporate psychopath, is defined as an employee who is able to present extrovert (Miller & Lynam, 2003) and charismatic traits in order to gain the opportunities for high-level position (Mathieu, Hare, Jones, Babiak, & Neumann, 2013), but without conscience to colleagues (Stout, 2005), and they do not feel guilt when harming others. Research on corporate psychopath has showed that the corporate psychopath in the organizations, with their abusive and tyrannical characters (Ashforth, 1994; Tepper, 2000), which is destructive to the organizations(Einarsen, Aasland, & Skogstad, 2007). The purpose of this study is to exam how supervisor’s corporate psychopath affects employee subjective well-being. More specifically, this paper explains how supervisor’s corporate psychopath results in employee cynicism behavior and causes a negative effect on employee subjective well-being. Eighty-four sets of groups with 569 respondents were collected from workers in Taiwanese and Chinese companies. Results suggested that employees of corporate psychopathic supervisors will engage in more employee cynicism behavior which in turn, exacerbates their subjective well-being. Belief in a just world moderated the relationship between employees of corporate psychopathic supervisors and employee cynicism.
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HUANG, MIN-CHAO, und 黃明朝. „The Relationship Study of Boss Leadership Style and Employee Job Performance for Accounting—Tax Agency“. Thesis, 2016. http://ndltd.ncl.edu.tw/handle/03691739563045481724.
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碩士開南大學
商學院碩士在職專班
105
Abstract Due to discrepancies in employee quality at accounting-tax agencies, leadership styles of good managers will directly elevate employee job performance, quality of service, and professionalism. Differentiation in tax-accounting services will help the agency to maintain its business competitive edge since it can generate a positive impact on customer values and willingness to become a client. This study aims to explore the effect of leadership training on job performance at accounting-tax agencies. Through empirical analysis, this study reveals that transformational and transactional leadership styles have positive effect on job performance, and there is a positive correlation between transformational and transactional leadership. The better the leadership traits are, the higher leadership skills are elevated. Transformational leadership is more effective at elevating job performance than transactional leadership. Also, the managers’ marital status has different effects on job performance. Finally, this study will recommend the following suggestions based on the research conclusions: agencies should provide appropriate job skills training and comprehensive job incentives in order to boost job performance. Agencies must help employees establish a positive and aggressive attitude and self-confidence. Managers at the agencies must possess professional abilities and judgements in order to help employees with problems and elevate job performance. Finally, agencies must provide job security in order to create a positive atmosphere thus improving job performance.
Bücher zum Thema "Boss-employee"
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LeBoeuf, Michael. The greatest management principle in the world. New York: Berkley Books, 1986.
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LeBoeuf, Michael. Getting results: The secret to motivating yourselfand others. New York: Berkley Books, 1989.
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LeBoeuf, Michael. Getting results: The secret to motivating yourself and others. New York: Berkeley Books, 1989.
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Werther, William B. Dear boss: What every manager needs to hear and every employee wants to say. Deephaven, MN: Meadowbrook Press, 1989.
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Swindall, Clint. Living for the weekday: What every employee and boss needs to know about enjoying work and life. Hoboken, N.J: John Wiley & Sons, 2010.
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Sweeney, Breauna. From Employee to Boss. Independently Published, 2019.
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The New Billionaire Boss: A Boss Employee Romantic Comedy. Sparks Fly Romance, 2021.
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Journals, Perfect Passion. Proud Boss of an Amazing Employee. Lulu Press, Inc., 2018.
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McFarland, Robert. Dear Employee: What Your Boss Wishes You Knew. Independently Published, 2019.
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Roche, Carlos. How to Turn Your Boss into Your Employee. Primedia eLaunch LLC, 2013.
Den vollen Inhalt der Quelle findenBuchteile zum Thema "Boss-employee"
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Cejthamr, Václav. „Redefining Motivation in Digital Transformation“. In Advances in Marketing, Customer Relationship Management, and E-Services, 141–73. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-0214-3.ch007.
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The rapid pace of change and the rapid growth of technology, especially artificial intelligence, are accelerating the pace of organizational transformation in enterprises. Organizations must be able to respond appropriately. Hierarchical structures still dominate current organizational systems. One way to respond adequately to today's challenges is to introduce flat organizational structures that represent a specific decentralized management system. Flat organizational structures, represented mainly by holacracy, require other ways of motivating workers, mostly predominantly millennials. In addition, organizations can no longer count on employee loyalty. However, boss-less organizations that rely on self-management and self-control are not suitable for every employee, and the concept of self-management and the boss-less organization has to be further developed and adjusted. The solution can be to redesign a traditional hierarchical model of needs that should be adapted and targeted to the current needs of flat organization employees that no longer count on managers.
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Kesavan, Chitra. „Sustainable Leadership Practices“. In Corporate Leadership and Its Role in Shaping Organizational Culture and Performance, 1–10. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-5225-8266-3.ch001.
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The chapter explains in detail the importance of leaders in an organization. The chapter also brings to light what extent the leader's contribution plays in employee retention in an organization. The two categories of leadership, such as transformational and transactional leaders, have been discussed in detail along with to what extent the transformational and transactional leaders support an organization in retaining their employees. As attrition is a burning issue in the present corporate world, it's the utmost responsibility of the leader in retaining the employees of their organization. There is a famous saying when an employee leaves an organization they are not quitting the management they are just quitting their boss.
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Arshad, Maleeha, Maryam Abbas und Shiza Malik. „Workplace Harassment (Bullying) and its Health and Ethical Concerns“. In In Memory of Ethics: A Dissection of Ethical and Social Issues in Pakistani Professional Healthcare Practice, 44–59. BENTHAM SCIENCE PUBLISHERS, 2024. http://dx.doi.org/10.2174/9789815223859124010010.
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One of the pressing issues in any workplace environment is not only optimizing working and maintaining a healthy environment of the workplace but also keeping a check and balance of employee relationships and maintenance of peerless interaction among the employee, head, and other staff members of the organization. Workplace harassment is one of the imperative issues in the workplace throughout the world, regardless of geographical discrimination. Obnoxious and biased conduct is lawfully considered harassment when it is distressing enough to adversely affect a workplace habitat. There is a general lack of awareness among the masses in a working environment about workplace harassment; people often fail to recognize the harassment until and unless they find themselves at the receiving end of extreme delinquency and abuse. This chapter will elaborate upon the ethical concerns underlying workplace attitude with special reference to bullying in the workplace and its outcome. Some ways to tackle these abnormalities will also be made part of the discussion to let the readers know the right way out, whether they are the boss, the subordinate or a colleague suffering from bullying at a workplace.
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Witt, Doris. „Dick Gregory’s Cloacal Continuum“. In Black Hunger Food and the Politics of US Identity, 126–51. Oxford University PressNew York, NY, 1999. http://dx.doi.org/10.1093/oso/9780195110623.003.0006.
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Abstract In 1988 an employee of the Texaco corporation, Sheryl Joseph, informed her colleagues that she was expecting her second child. At an office party the following day to celebrate her birthday, Joseph was presented by her boss with a cake decorated with an image of a dark-skinned, Afro-wearing woman far advanced in pregnancy (figure 5-1). (Joseph, a light-skinned African American woman, had never worn an Afro and was still in her first trimester.) Inscribed on the cake were the innocuous words “Happy Birthday, Sheryl,” followed by the ideologically loaded speculation: “It must have been those watermelon seeds.” According to a 1996 New York Times account of a subsequent employment discrimination lawsuit brought against Texaco by minority workers, the stunned Joseph “did her best not to react” at the time since she feared a response would cause her to lose her job (Eichenwald 11 ).
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Carlin, Martha. „10. Cheating the Boss : Robert Carpenter’s Embezzlement Instructions (1261×1268) and Employee Fraud in Medieval England“. In Commercial Activity, Markets and Entrepreneurs in the Middle Ages, 183–98. Boydell and Brewer, 2011. http://dx.doi.org/10.1515/9781846159886-015.
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Silva, Patrícia Marques da. „The relationship between organizational climate and employee motivation of a hemotherapy center“. In Health of Tomorrow: Innovations and Academic Research. Seven Editora, 2024. http://dx.doi.org/10.56238/sevened2023.007-068.
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The health sector is essential for the maintenance of life and today the blood donation policy in Brazil is regulated and emphasizes voluntary donation. Because it is such an essential area, this study is significant for these professionals to be supported and to be able to provide the best care to the population. The objective of this study was to evaluate the organizational climate and employee satisfaction of a hemotherapy center in the interior of the state of São Paulo, in order to understand the main factors related to individual motivation and to propose actions that contribute to its improvement. The present study was qualitative and is a descriptive-exploratory case study. Two questionnaires were applied: Job Satisfaction Scale (EST) and Organizational Climate Scale (ECO). Frederick Herzberg's Two-Factor Theory was chosen to provide the theoretical foundation for the work. These instruments were answered by eight professionals from the nursing sector. In the results obtained, it was shown that the hygienic factor satisfaction with the boss was the topic that generated the most satisfaction and the motivational factor satisfaction with promotions was the one that presented the highest percentage of dissatisfaction. Proposals are also presented to improve the motivation rates of female employees and, consequently, their well-being, the work environment and productivity.
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Sparks, Edith. „Labor-Management Relations“. In Boss Lady. University of North Carolina Press, 2017. http://dx.doi.org/10.5149/northcarolina/9781469633022.003.0004.
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The experiences of Lewis, Beech and Rudkin reveal that these female business leaders did not behave as champions of employees or women as feminists then and now might have hoped. Instead, they acted in commonplace ways as architects of a “new welfare capitalism” characteristic of American companies starting in the 1930s and made labor-management decisions designed to blunt the impact of unions within their companies like so many business leaders in the middle of the twentieth century. Leveraging the language of family, they built companies that asserted overtly employee-oriented policies that rewarded loyalty and efficiency with strong wages, benefits and noblesse oblige for the workers they wished to retain long term. All of them relied on this approach as a way to maintain control of labor-management relations, as an expedient business strategy and as one ideologically resonant with their beliefs. Lewis, Beech and Rudkin were business leaders of their time, evangelists for the free enterprise system, in favour of less government regulation, and in support of company cultures that treated their employees as resources with a responsibility to increase the company’s profit margin.
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Pearson, Steven D., James E.Sabin und Ezekiel J. Emanuel. „Organizational Ethics“. In No Margin, No Mission, 25–44. Oxford University PressNew York, NY, 2003. http://dx.doi.org/10.1093/oso/9780195158960.003.0003.
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Abstract The newly designated fifty-first state-the island of Utopia-set out to reform its health-care system. The Secretary of Health and Happiness identified Utopia’s most brilliant thinkers and convened a working group to determine the ethical characteristics of an ideal system. The island’s luminaries produced an ethical code of dazzling clarity, admired by all who read it. It was published in Utopia’s leading periodicals and featured on Utopian Public Radio. Unfortunately, a follow-up study of the code several years later showed that, while still referred to with respect, it had achieved no practical results. At about the same time, in the newly designated fifty-second statethe adjoining island of Pragmatica-an idealistic employee ofHardnosed Health Plan proposed creation of an organizational ethics program. He presented the idea to his boss. Her response was unambiguous. “Come on, get real! ‘Ethics’ is just a word. The French said it all years ago--’Chacun a son gout.’ Ethics is personal. We do have to follow the dumb laws our legislature is always passing, but we should let the market sort out all the rest. Didn’t you learn that at business school? Where do you think you are-Utopia? “ Organizational ethics is a new frontier for health-care ethics. Even if the United States moved from a system based on competing insurance companies to a single payer model or an individual voucher system, organizations-albeit different ones than in the market-driven managed care approach-would still be central determinants of the ethical quality of medical care. Managed care has dramatized the need for ethical standards for organizations, but it has not created this need.
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Barnett, Jeffrey E., und Jeffrey Zimmerman. „I’m the Boss. Who Needs Policies and Procedures?“ In If You Build It They Will Come, herausgegeben von Jeffrey E. Barnett und Jeffrey Zimmerman, 86–90. Oxford University Press, 2019. http://dx.doi.org/10.1093/med-psych/9780190900762.003.0016.
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This chapter illustrates how every mental health practice needs a number of key policies and procedures in place from the outset. Risks to the success of the practice financially as well as ethically and legally are highlighted. Specific policies to create and use are described, and their role for promoting the provision of effective clinical services is explained. Policies relevant to business aspects of running a private mental health practice, setting clear expectations of staff and employee relations and responsibilities, and for responding to or addressing client needs and expectations are provided. Key policies explained in detail include payment, participation in insurance and managed care, fees, requests for records and release of information, and others. How to incorporate such policies into the informed consent process with clients is described.
Konferenzberichte zum Thema "Boss-employee"
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Mugi, Arwika, und Irsutami Irsutami. „The Effect of Leadership Style, Trust In Boss, and Job Satisfaction on Employee Performance (Case Study on Manufacturing Companies in Batamindo Industrial Park Area)“. In Proceedings of the 4th International Conference on Applied Economics and Social Science, ICAESS 2022, 5 October 2022, Batam, Riau Islands, Indonesia. EAI, 2023. http://dx.doi.org/10.4108/eai.5-10-2022.2325841.
Der volle Inhalt der QuelleBerichte der Organisationen zum Thema "Boss-employee"
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Carter, Susan Payne, Whitney Dudley, David Lyle und John Smith. Who's the Boss? The Effect of Strong Leadership on Employee Turnover. Cambridge, MA: National Bureau of Economic Research, Juli 2016. http://dx.doi.org/10.3386/w22383.
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