Relevant bibliographies by topics / Employees in organizations

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Employees in organizations'

Author: Grafiati
Published: 11 September 2023

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Journal articles on the topic "Employees in organizations"

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Marcus, Tali, and Snunith Shoham. "Knowledge assimilation by employees in learning organizations." Learning Organization 21, no. 6 (September 2, 2014): 350–68. http://dx.doi.org/10.1108/tlo-07-2012-0050.

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Purpose – The purpose of this study is to examine the factors related to the employee as an individual, that affect the quality and level of the individual’s assimilation of knowledge (AOK) which is transmitted by way of organizational learning. Design/methodology/approach – All subjects (317) of this research were employed at different positions in day camps of a social organization. The study examined the subjects’ AOK relating to the organization’s security and safety procedures. The variables examined in this study include: the employee’s organizational commitment; the employee’s perception of the organization’s culture; the employee’s perception of the advantage inherent in the security and safety information; the employee’s self-efficacy; and the employee’s motivation to assimilate the new knowledge. Findings – The research variables explained a significant part (37 per cent) of the variance obtained with respect to assimilation and learning in the organization. The most powerful explanation for the variance in degree of implementation was the perception of the organization’s security and safety culture and the subject’s self-efficacy. Subjects’ perceived advantage from the knowledge did not make a significant contribution and motivation serves as a mediator but it does not mediate directly between the variables and AOK. Research limitations/implications – The research was conducted in a single organization. We recommend conducting similar studies in other organizations, including other types of organizations, to strengthen the conclusions which derive from our research. We also recommend that future research should use alternative methodologies (e.g. qualitative research and review of the results by experts) since other methodologies might reveal new facts that may have been uncovered in the use of the quantitative method applied in our research. Practical implications – We recommend that an organization which strives to be a learning organization, should pay attention, inter alia, to factors relating to the employees themselves, and in particular: increasing the employees’ self-efficacy, clarifying the benefits to the employee of the transmitted knowledge; and bringing the organization’s values and culture into clearer focus for the employees. Originality/value – The unique nature of our research model is twofold: first, the variables on which we have chosen to focus are different from other studies, and to our knowledge, the combination of these variables and the examination of these variables in relation to learning in the context of organizations have not been examined in other studies. Second, our model gauges the effects of an employee’s subjective perception with relation to his organization’s culture, his perceived advantage with regard to the subject-matter which he is learning and his self-assessed existing knowledge.
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Urbancová, Hana, Katarína Stachová, and Zdenko Stacho. "Methods of Recruitment in the Czech and Slovak Organizations." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 63, no. 3 (2015): 1051–60. http://dx.doi.org/10.11118/actaun201563031051.

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In the existing highly competitive environment, every organization’s goal is to hire quality employees. To be able to acquire quality employees, the HR processes related to employee hiring must be conducted properly within the organization. This paper uses primary research to identify and assess recruitment methods used by organizations in the Czech Republic and Slovakia, taking the employer’s brand building into account. The research was conducted on the basis of a questionnaire distributed among Czech (n = 364) and Slovak (n = 340) organizations. The results showed that employers in the Czech Republic most frequently present themselves to potential candidates via their organizations’ websites (43.7%), positive references (38.7%) and media advertisements (32.4%). A similar ranking obtains for Slovakia. Organization websites are used 47.5% of the time, positive references 42.5% of the time and media advertisements 33.2% of the time. In both countries, employees are hired for managerial positions primarily using the organization’s own resources, promoting the building of the employer’s brand.
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Caldwell, Cam, and Ray Peters. "New employee onboarding – psychological contracts and ethical perspectives." Journal of Management Development 37, no. 1 (February 12, 2018): 27–39. http://dx.doi.org/10.1108/jmd-10-2016-0202.

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Purpose The purpose of this paper is to identify the ethical implications of treating new employees with high consideration and respect for their needs and to explain how this expectation honors the psychological contract between employers and their incoming employees. By providing a specific model for improving the onboarding process, this paper also provides helpful information for practitioners in addressing this important task. Design/methodology/approach The process for onboarding and assimilating new employees in the modern organization is often ineffective – despite the fact that this important task is acknowledged to be vital to the success of those employees and important to their organizations. This conceptual paper addresses the problems of new employee orientation from an ethical and psychological contract perspective and suggests a ten-step model to improve the onboarding process. Findings The paper confirms that onboarding is not done well by organizations, that employees expect that they will be treated with appropriate concern for their interests as part of their assumptions in coming into a new organization, that onboarding new employees is fraught with ethical implications, and that the process can be greatly improved by following the ten-step model provided. Research limitations/implications The paper provides opportunities for practitioners to apply their proposed model and enables scholars to test the impact of incorporating the steps of the ten-step onboarding model. Practical implications Ineffective onboarding has significant ramifications not only for the efficiency of organizations but also for the effectiveness of incoming employees. Understanding the implicit ethical issues in the onboarding process enables organizations to improve the employer-employee relationship and honor their responsibilities to incoming employees. Social implications In a world where trust in leaders and organizations has declined, understanding the implications of the psychological contract expectations of incoming employees and honoring an organization’s obligations to those employees is likely to increase employee trust and commitment while benefiting the organizations that apply the proposed model. Originality/value The topic of onboarding employees has not been fully understood by busy organizations and this paper addresses the ethical and psychological implications of effective onboarding and its contributing value for both the organization and the new employees affected by the onboarding process. The ten-step model provides a useful checklist for human resources staff and for the organizational leaders who oversee them.
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Alhosani, Adnan, Rosman Md Yusoff, Fadillah Ismail, and Fazal Ur Rehman. "Factors Affecting Delegation Authority toward Employees Performance." Journal of Social and Development Sciences 9, no. 4 (January 27, 2019): 43–48. http://dx.doi.org/10.22610/jsds.v9i4(s).2690.

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Employees are the key asset of every organization and their performance can influence the goals and objectives of organizations in a positive or negative way. The aim of this study is to develop a theoretical framework in relations to examine the effects of employee’s satisfaction and participation, delegation authority and empowerment on employee’s performance in UAE organizations. Specifically, to get an in-depth understanding of the linkage between delegation authority and employees performance with emphasize on (employee participation and employee satisfaction). This study is only limited to Dubai organizations and future research may be conducted in other countries as well as can assess the moderating role in the defined variables. By integrating employee’s satisfaction and participation, delegation authority and empowerment, and employee’s performance literature, the main contribution of this paper is the analysis of defined variables in Dubai organizations with emphasize on new challenges and to boost up the gap of relevant literature.
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Erkutlu, Hakan, and Jamel Chafra. "Leaders’ narcissism and organizational cynicism in healthcare organizations." International Journal of Workplace Health Management 10, no. 5 (October 2, 2017): 346–63. http://dx.doi.org/10.1108/ijwhm-12-2016-0090.

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Purpose Drawing on the social exchange theory and the stressor-strain framework, the purpose of this paper is to examine the relationship between leaders’ narcissism and employee’s organizational cynicism. Specifically, the authors take a relational approach by introducing employee’s psychological strain as the mediator. The moderating role of psychological capital in the relationship between leaders’ narcissism and employee’s cynicism is also considered. Design/methodology/approach The data of this study encompass 1,215 certified nurses from 15 university hospitals in Turkey. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings The statistical results of this study supported the positive effect of leaders’ narcissism on employee’s cynicism as well as the mediating effect of employee’s psychological strain. Moreover, when the level of psychological capital is high, the relationship between leaders’ narcissism and organizational cynicism is weak, whereas the effect is strong when the level of psychological capital is low. Practical implications The findings of this study suggest that managers in the healthcare industry should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce employee cynicism. Moreover, managers should pay more attention to the buffering role of psychological capital for those employees with high psychological strain and showing organizational cynicism. Originality/value As the healthcare sector continues to go through a transformational change, it is important to identify organizational factors that affect employee attitudes. There is limited empirical evidence about the determinants of cynicism, particularly in the healthcare sector environment. This study contributes to the literature on organizational cynicism by revealing the relational mechanism between leaders’ narcissism and employee cynicism. The paper also offers a practical assistance to employees in the healthcare management and their leaders interested in building trust, increasing leader-employee relationship and reducing organizational cynicism.
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George, Ginu, and Binoy Joseph. "A study on the relationship between Employee engagement and organizational citizenship with reference to employees working in travel organizations." Atna - Journal of Tourism Studies 10, no. 2 (July 1, 2015): 33–44. http://dx.doi.org/10.12727/ajts.14.3.

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All sectors across the globe have started looking at employee engagement as an opportunity because engaged employees always tend to perform better than not engaged or disengaged employees. Organization with engaged employees are always a strength to the organization as it has lot of positive outcomes. This article elucidates the relationship that exists between employee engagement and organizational citizenship behavior with reference to employees working in travel organizations.The study focuses on employees working in national and international travel organizations which arelocated in Bangalore. Data was collected with the help of an adapted questionnaire. The findings of the study will help the employers to understand the importance of these two factors and their present engagement and OCB level of the employees working in these organizations and take measures accordingly.
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Venkata, D., S. Reddy, V. Sinha, and A. Sriharsha. "To Assess the Factors Affecting Employee Engagement in Organizations during a COVID-19 Crisis." CARDIOMETRY, no. 23 (August 20, 2022): 292–309. http://dx.doi.org/10.18137/cardiometry.2022.23.292309.

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Purpose: To identify the steps taken by organizations during the time of crisis concerning Human Capital and understand the impact each of these steps has on the employee engagement for the employees within the organization. Proposed Design/Methodology/Approach: Post the literature review, qualitative research is conducted through indepth interviews with the Managers, who were part of the decision-making, in the organizations that went through crisis period (Sample size: 20-30) and a quantitative study is conducted to capture the perspectives of the employees from those organizations (Sample size: 70-100). Practical/Theoretical Implication: The study results enable organizations to stay cognizant of the pros and cons of the decisions they make in terms of employee engagement, which helps in successfully overcoming the crisis with minimal traction. Originality/Value: While there are standalone papers on each topic, this paper converges them coherently to study the overall effect from both employee’s and the organization’s perspectives.
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Reddy, Dasarapalli Venkata Subba, Vinita Sinha, and Aluri Sriharsha. "To Assess the Factors Affecting Employee Engagement in Organizations during a Crisis." Revista Gestão Inovação e Tecnologias 11, no. 4 (September 16, 2021): 5162–90. http://dx.doi.org/10.47059/revistageintec.v11i4.2555.

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Purpose: To identify the steps taken by organizations during the time of crisis concerning Human Capital and understand the impact each of these steps has on the employee engagement for the employees within the organization. Proposed Design/Methodology/Approach: Post the literature review, qualitative research is conducted through in-depth interviews with the Managers, who were part of the decision-making, in the organizations that went through crisis period (Sample size: 20-30) and a quantitative study is conducted to capture the perspectives of the employees from those organizations (Sample size: 70-100). Practical/Theoretical Implication: The study results enable organizations to stay cognizant of the pros and cons of the decisions they make in terms of employee engagement, which helps in successfully overcoming the crisis with minimal traction. Originality/Value: While there are standalone papers on each topic, this paper converges them coherently to study the overall effect from both employee's and the organization's perspectives.
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Grublienė, Violeta, and Audronė Urbonaitė. "Organizational culture strengthening and employee motivation improvement." Management Theory and Studies for Rural Business and Infrastructure Development 36, no. 3 (October 14, 2014): 507–15. http://dx.doi.org/10.15544/mts.2014.047.

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Increasing competition as well as drastic and rapid changes within the market encourage the organizations to shift their focus to efficient operation at minimal expense. Organizations willing to become successful need to inspire their employees to work responsibility, demonstrate initiative and actively participate. The objective of this research is to identify the correlating factors of organizational culture and employee‘s motivation and anticipate the actions aimed at organizational culture strengthening and employee motivation improvement. To achieve this objective sources of scientific literature have been analysed and summarised and employees of two industrial companies have been surveyed. Goals of the research: to determine correlation between organizational culture and motivation and to create a correlation scheme; to identify employees’ attitudes towards organizational culture and to evaluate the impact of organizational culture on employees’ motivation; to anticipate the actions aimed at organizational culture strengthening and employee motivation improvement. On the grounds of the research results main factors determining correlation between organizational culture and motivation were identified and importance of congruence of employeesʼ and organization‘s values has been substantiated.
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Et.al, Eni Suriana Binti Alias. "Supervisor Support as a Moderator between Flexible Working Arrangement and Job Performance – Malaysia Evidence." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 3 (April 10, 2021): 525–39. http://dx.doi.org/10.17762/turcomat.v12i3.758.

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Over the past years, organizations are forced to redesign their workplace to fulfil global labour market needs and to remain competitive. Due to the ever-changing working environment and competitive markets, organizations opted to choose more flexible work options so they can respond to the volatile environment. This study explores the moderation effect of supervisor support (SS) between flexible working arrangements (FWAs) and employee performance (EP). The population for this study primarily focused on the organizations that adopt the flexible working arrangement such as flexible working time, working from home, and compressed work-week practices in Malaysia. The companies selected are based on the listing of global organizations practices FWAs mentioned in TalentCorp Malaysia Flexible Working Arrangement collaboration with Malaysian Federation Employer report, 2015. The questionnaires were distributed through the Human Resource Department of each organization. The result demonstrated that there is a relationship between FWAs and EP but there was no moderation effect of SS between FWAs and EP relationship. This study supports the idea that the employees seem to benefit from the adoption of FWAs at the workplace. It allows both gender and single or married employees to manage their time better particularly allowing the employees to attend to personal needs. Since FWAs itself is the support given by employers to employees, therefore, the employees were unable to associate supervisor support role as a contributor to help them manage their work and home responsibilities. This study showed that employee motivation to perform are affected by the policies adopted by organizations. Adopting efficient work practices such as FWAs could stimulate employee engagement to improve their work performance. Therefore, organizations that are currently searching for a strategy that can improve productivity and employee performance should consider FWAs as an option. However, the implementation ofFWAs needs to be customized according to the employee's needs. Offering FWAs in the organization will enhance organizational and individual outcomes.
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Dissertations / Theses on the topic "Employees in organizations"

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McManus, Sylvia. "Using Transformational Leadership to Reduce Employee Turnover in Hospital Organizations." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7940.

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Employee turnovers have been challenging and costly for most organizations. Organization leaders are concerned with employee turnover due to the high cost of training replacements. Grounded in Burns's model of transformational leadership, the purpose of this qualitative multiple case study was to identify strategies hospital managers used to reduce Environmental Services (EVS) employee turnover. The participants consisted of 5 EVS managers with recruiting and hiring responsibilities from the Piedmont Triad and Research Triangle Park of North Carolina who experienced EVS turnover, yet implemented effective leadership strategies to retain workers. Yin's 5 stages of data analysis were used to analyze data collected through semistructured interviews, company documents, and note taking. Four themes emerged from the analysis: communication, leadership, training and development, and employee engagement and productivity. The implications for positive social change include the potential for stakeholders to effectively use strategies to improve retention and turnover, decrease the unemployment rate, increase the growth of the organization, and increase employee productivity and patient safety. Positive social change may lead to better opportunities for employees and provide prosperity for families and communities.
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Gallagher, Erin Beth. "The flip side of organizational encounter deveoping [sic] and testing a model of veteran employee uncertainty and information seeking about new employees /." Pullman, Wash. : Washington State University, 2010. http://www.dissertations.wsu.edu/Dissertations/Summer2010/e_gallagher_052710.pdf.

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Thesis (Ph. D.)--Washington State University, August 2010.
Title from PDF title page (viewed on July 23, 2010). "Edward R. Murrow College of Communication." Includes bibliographical references (p. 127-130).
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Karas, Melissa M. "Recruitment and retention from a to z variables for all organizations to consider /." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 2005. http://www.kutztown.edu/library/services/remote_access.asp.

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Thesis (M.P.A. )--Kutztown University of Pennsylvania, 2005.
Source: Masters Abstracts International, Volume: 45-06, page: 2945. Typescript. Abstract precedes thesis as 1 leaf ( iii ). Includes bibliographical references (leaves 70-72 ).
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Hall, Christopher Aaron 1964. "Organizational Support Systems for Team-Based Organizations: Employee Collaboration through Organizational Structures." Thesis, University of North Texas, 1998. https://digital.library.unt.edu/ark:/67531/metadc279218/.

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The purpose of this study was to examine relationships between organizational support and Effectiveness, Empowerment, and team characteristics. Support was operationalized by nine systems: Executive Management, Direct Supervision, Group Design, Performance Definition, Performance Review, Training, Rewards, Information, and Integration. Support was rated in two ways: how important is support for performing work (Importance scales), and how does support describe work environments (Presence scales).
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Mitchell, Marie. "UNDERSTANDING EMPLOYEES' BEHAVIORAL REACTIONS TO AGGRESSION IN ORGANIZATIONS." Doctoral diss., University of Central Florida, 2006. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/3951.

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The purpose of this dissertation is to explore employees' behavioral reactions to the perceived aggression of others. Perceived aggression is defined as behavior that is perceived to be intentionally harmful by the intended target. A typology is developed that identifies two primary dimensions of behavioral reaction: (1) the form of the behavior (aggression/non-aggression) and (2) the direction of the behavior (toward the source of the harm/not toward the source of the harm). Based on these dimensions, the typology produces four categories of behavioral reactions: retaliatory aggression, displaced aggression, constructive problem-solving, and withdrawal. A model is then presented, which identifies various factors that influence employees' reactions. The relationships are examined in two studies. The first study is a cross-sectional survey design, which investigates the reactions to perceived supervisor aggression and the moderating effects of various situational factors (fear of retaliation, aggressive modeling and absolute hierarchical status) and individual factors (trait anger and the need for social approval). The second study is a 2x2 experimental design that investigates the reactions to perceived aggression and the moderating effects of fear of retaliation and personality variables (trait anger, locus of control and the need for social approval). Participants of the experiment, 77 undergraduate students, were randomly assigned into conditions of perceived aggression (high/low) and fear of retaliation (high/low). Perceived aggression was manipulated through exam feedback and fear of retaliation was manipulated through anonymity of instructor evaluations. The results of both studies provide support for some of the predictions, as well as some contradictory findings. Conclusions are drawn from the theory, typology and findings of the studies, highlighting implications for future aggression and organizational behavior research.
Ph.D.
Department of Management
Business Administration
Business Administration: Ph.D.
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Erwee, Andries. "Influence of restructuring on surviving employees." Thesis, Stellenbosch : Stellenbosch University, 2007. http://hdl.handle.net/10019.1/18150.

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Thesis (MBA)--Stellenbosch University, 2007.
ENGLISH ABSTRACT: Restructuring is a fact of modem day life and has a huge impact on the employees of organisations who follow such strategies. It is critical that the change process as well as the surviving employees are managed effectively to ensure a committed and productive workforce. The purpose of the research study was the measure employee perception on the change process and the current environment in the organisation. Background to the organisation was provided to give perspective to the reader. Led by literature a unique questionnaire using a five-point scale was developed to measure employee perception in terms of the change process and current conditions in the organisation. The final questionnaire consisted of 59 items and was analysed according to different aspects of the change process and working environment identified. The arithmetic mean and standard deviation were determined for questions, the aspect identified as well as different demographic groups. The results showed that employees have a positive perception on the need for change, have confidence in the abilities of top management and are positive about the organisation's future prosperity. Employees are divided on the subject of loyalty towards the organisation. Results further show that employees have a negative perception on how the organisation managed the change process and the surviving employees, feel negative about their current working environment, have a negative attitude and commitment towards the organisation, feel insecure about their jobs and do not believe that the organisation is assisting them in their career development. It was lastly found that the majority of employees have not developed an internal drive to take responsibility for their won career development. Conclusions were made based on the results, focus areas were identified and recommendations were made on possible interventions to address the problems identified.
AFRIKAANSE OPSOMMING: Herstrukturering is deel van die hedendaagse lewe en het 'n massiewe invloed op die lewens van werknemers wat vir organisasies werk wat die besiheidsstrategie volg. Dit is krities dat die veranderingsproses en die oorblywende werknemers effektief bestuur word om 'n toegewyde en produktiewe werksmag te verseker. Die doel van die studie was om werknemer persepsie te meet ten opsigte van die herstrukturerings proses sowel as die huidige omstandighede in die organisasie. Agtergrond tot die organisasie was verskaf om perspektief by die leser te wek. Gegewe die literatuur, is 'n unieke vraelys met 'n vyf-punt skaal opgestel om werknemerpersepsie te meet in terme van die herstruktureringsproses en die huidige omstandighede in die organisasie. Die finale vraelys van 59 vrae is geanaliseer volgens verskillende aspekte van die herstruktureringsproses en werksomstandighede wat geïndetifiseer is. Die wiskundige gemiddeld en standaard afwyking van vrae en aspekte is bepaal sowel as vir verskillende demografiese groepe. Die resultate toon dat werknemers positief is oor die behoefte vir verandering, vertroue in topbestuur het en positief is oor die organisasie se finansiele vooruitsigte in die toekoms. Werknemers is verdeeld op die onderwerp van lojaliteit teenoor die organisasie. Resultate wys verder dat werknemers 'n negatiewe persepsie het oor die wyse waarop die organisasie die hersrtruktureringsproses en oorblywende werknemers bestuur is, voel negatief oor hulle werksomstandighede, het 'n negatiewe houding teenoor die organisasie, voel onseker oor hulle werk en glo nie die organisasie ondersteun werknemers in hulle loopbaanbeplanning nie. Dit is laastens bevind dat die meerderheid van werknemers nog nie 'n interne dryf ontwikkel het om verantwoordelikheid te neem vir hulle eie loopbaan ontwikkeling nie. Gevolgtrekkings was gebaseer op die resultate behaal, fokus areas is geïdentifiseer en aanbevelings is gemaak op moontlike stappe om die geïdentifiseerde probleme op te los.
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Christian, Jody L. "An analysis of the methods utilized in business and industrial organizations by West Virginia training professionals to identify organizational training needs and evaluate training effectiveness." Huntington, WV : [Marshall University Libraries], 2001. http://www.marshall.edu/etd/descript.asp?ref=46.

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Bernes, Kerry B. "A synergistic model of organizational career development, bridging the gap between employees and organizations." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp03/NQ31013.pdf.

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Nikoi, Ephraim Kotey. "Liminal Selves: The Negotiation of Organizational Identification by Grant-funded Employees in Nonprofit Organizations." Ohio University / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1273190914.

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Wan, Mohd Noor Wan Shakizah. "Reward program influences : employees perceptions in Malaysian private organizations." Thesis, Curtin University, 2012. http://hdl.handle.net/20.500.11937/1905.

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Previous researches on non-monetary rewards have explored ways in which psychological phenomena can enhance the motivational power which may reduce or eliminate any inherent advantage of cash as an incentive to employees. However research on reward program influences in Malaysian private organizations is almost non-existent. Literature also suggests that non-monetary rewards alone do not motivate. This study focuses on the antecedents of cultural orientation, Islam Hadhari’s principles and environmental factors (internal and external) that may influence the perception held by exempt employees of Malaysian private organizations on non-monetary and monetary rewards. This study further investigates the relationship between the Malaysian cultural orientation, Islam Hadhari’s principles, environmental factors and perceptions of non-monetary and monetary rewards toward the reward program influences. The other important aim of the study is to identify the moderating role of organizational characteristics, i.e. organization size and ownership status between cultural orientations, Islam Hadhari’s principles, environmental factors (internal and external) and perceptions of non-monetary and monetary rewards.The study adopted a positivist paradigm and a two-phase sequential mixed method research design consisting of qualitative and quantitative approaches. A tentative research model was first developed based on an extensive literature review. In the first phase, the qualitative field study was then carried out to explore the perceptions of non-monetary and monetary rewards in the Malaysian private organizations. The findings from the qualitative study were then combined with initial research model and literature review to develop the final research model, which was then used to develop measures and instruments. In the second phase of the study, data were collected by questionnaire survey of 1000 exempt employees in Malaysian private organizations. 329 valid questionnaires were obtained. The responses were analyzed using Partial Least Square (PLS) based Structural Equation Modeling (SEM) approach.The results of this study showed that femininity orientation, Islam Hadhari’s principles specifically mastery of knowledge and good quality of life, and external environmental factors have positive influences on employees’ perceptions of non-monetary and monetary rewards. However, surprisingly the relationship between internal environmental factors, Islam Hadhari’s principles of balance and comprehensive economic development, and also cultural and moral integrity and non-monetary and monetary rewards were found to be non-significant in this study.This study also confirmed the influence of non-monetary rewards on reward program influences of employees’ contribution, productivity, loyalty except employees’ turnover was found to be non-significant in this study. The results also showed that perception of monetary rewards was significant in relation to employees’ contribution, productivity, loyalty as well as turnover. The findings also revealed the negative/positive, and also significant and nonsignificant relationships between the factors tested in this study in the existence of the moderating variables of organizational size and ownership status. The detailed of the results were discussed comprehensively in the thesis.This study contributes to the existing literature as there has been little evidence and attention found in the literature relating to cultural orientation, Islam Hadhari’s principles and environmental factors (internal and external) with non-monetary and monetary rewards. This study also indicates that Islam Hadhari’s principles does play a very important role in encouraging the intellectual, spiritual (intrinsic rewards) and physical development in Malaysia. The study also will benefit the human resource practitioners theoretically and practically by providing direction and suggestions in designing and implementing the nonmonetary and monetary rewards for Malaysian private organizations from Islamic perspectives.
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Books on the topic "Employees in organizations"

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Tim, Judge, ed. Staffing organizations. 6th ed. Middleton, WI: Mendota House, 2009.

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Tim, Judge, and Heneman Robert L, eds. Staffing organizations. 3rd ed. Madison, WI: Mendota House, 2000.

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L, Heneman Robert, and Judge Tim, eds. Staffing organizations. 2nd ed. Middleton, Wis: Mendota House, Inc., 1997.

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Tim, Judge, and Kammeyer-Mueller John D, eds. Staffing organizations. 7th ed. Middleton, WI: Mendota House, 2012.

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Schneider, Benjamin. Staffing organizations. 2nd ed. Glenview, Ill: Scott, Foresman, 1986.

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Neal, Schmitt, ed. Staffing organizations. 2nd ed. Glenview, Ill: Scott, Foresman, 1986.

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Heneman, Herbert Gerhard. Staffing organizations: Herbert G. Heneman III, Robert L. Heneman. Middleton, WI: Mendota House, 1994.

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A, Giacalone Robert, and Greenberg Jerald, eds. Antisocial behavior in organizations. Thousand Oaks, Calif: Sage Publications, 1997.

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Michael, Bronner, and Delaney Chester, eds. Training for organizations. 2nd ed. Cincinnati: South-Western, 2002.

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United States. Social Security Administration, ed. Social security for employees of nonprofit organizations. [Baltimore, M.D.?]: U.S. Dept. of Health and Human Services, Social Security Administration, 1985.

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Book chapters on the topic "Employees in organizations"

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Nagarajan, Uma. "Stress Management in Service Organizations." In Employees and Employers in Service Organizations, 335–64. Toronto ; New Jersey : Apple Academic Press, [2017] | Series: 21st century business management: Apple Academic Press, 2017. http://dx.doi.org/10.1201/9781315365855-14.

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Adams, Jeremy. "Motivating Employees." In Managing People in Organizations, 229–45. London: Macmillan Education UK, 2007. http://dx.doi.org/10.1007/978-0-230-20773-8_14.

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Meschke, Stephan. "Employees in Organizations." In Employee Loyalty, 7–26. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-68425-9_2.

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Šebjan, Urban, and Polona Tominc. "Gender Equality at Decisionmaking Positions in Organizations." In Employees and Employers in Service Organizations, 71–101. Toronto ; New Jersey : Apple Academic Press, [2017] | Series: 21st century business management: Apple Academic Press, 2017. http://dx.doi.org/10.1201/9781315365855-4.

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Birdie, Arvind K., and Vandana Madhavkumar. "Protean Career and Boundaryless Careers: The Career Orientation of Generation Y." In Employees and Employers in Service Organizations, 3–21. Toronto ; New Jersey : Apple Academic Press, [2017] | Series: 21st century business management: Apple Academic Press, 2017. http://dx.doi.org/10.1201/9781315365855-1.

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Pradhan, Rabindra Kumar, and Lalatendu Kesari Jena. "Workplace Spirituality and Employee Engagement: A Study of the Indian Service Industry." In Employees and Employers in Service Organizations, 223–45. Toronto ; New Jersey : Apple Academic Press, [2017] | Series: 21st century business management: Apple Academic Press, 2017. http://dx.doi.org/10.1201/9781315365855-10.

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Musunuri, Durgamohan. "Is Work–Life Balance A Significant Factor in Selecting A Profession? A Study of Women Working in the Education Sector in India." In Employees and Employers in Service Organizations, 249–72. Toronto ; New Jersey : Apple Academic Press, [2017] | Series: 21st century business management: Apple Academic Press, 2017. http://dx.doi.org/10.1201/9781315365855-11.

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Birdie, Arvind K., and Kuldeep Kumar. "Mindfulness: A Concept and its Role in the Workplace." In Employees and Employers in Service Organizations, 275–89. Toronto ; New Jersey : Apple Academic Press, [2017] | Series: 21st century business management: Apple Academic Press, 2017. http://dx.doi.org/10.1201/9781315365855-12.

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Kular, Navdeep Kaur. "Stress Management: Concept." In Employees and Employers in Service Organizations, 291–334. Toronto ; New Jersey : Apple Academic Press, [2017] | Series: 21st century business management: Apple Academic Press, 2017. http://dx.doi.org/10.1201/9781315365855-13.

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Wasan, Parul. "What Motivates the Millennials: A Perspective." In Employees and Employers in Service Organizations, 23–51. Toronto ; New Jersey : Apple Academic Press, [2017] | Series: 21st century business management: Apple Academic Press, 2017. http://dx.doi.org/10.1201/9781315365855-2.

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Conference papers on the topic "Employees in organizations"

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Koshetsyan, Lusine. "Research Issues of Exploring the Link Between Turnover Intention and Turnover Behavior with Organization’s Motivation Profile." In Contemporary Issues in Business, Management and Education. VGTU Technika, 2015. http://dx.doi.org/10.3846/cibme.2015.10.

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Employee turnover has always been a problem for both employees and employers. Replacing employees may be costly, both in recruiting and training employees to obtain satisfactory levels of performance over time. The main theme discussed in the paper is turnover intention and it’s connection with organization’s motivation profile. High levels of employee turnover may decrease the quality and stability of services that organizations provide and as a result, that will increase client dissatisfaction with the services provided by the organization. That’s why it is very important for organizations to control their turnover percentage. The purpose of the study is to analyze the turnover intention based on key variables and connect them with organization’s motivation profile. The main principal objectives in the research are: to differentiate factors that influence employee turnover; to reduce turnover by changing organization’s motivation profile.In the research as main methods content analysis, interviewing and case studies will be used. A survey will be conducted, questioners to collect information from respondents will be made. And as mentioned, for data collection case studies, interviewing will be used.
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Ploscaru, Andra Nicoleta, Claudia Cristina Rotea, Simona Dumitriu, and Iulian Georgescu. "Evaluating the Effects of HRM Practices on Employee Engagement and Organizational Culture." In 9th BASIQ International Conference on New Trends in Sustainable Business and Consumption. Editura ASE, 2023. http://dx.doi.org/10.24818/basiq/2023/09/034.

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Human resource management (HRM) is a critical field in business and organizations, and practices in this field can significantly influence employee engagement and organizational culture. The paper proposes a model for evaluating the effects of HRM practices on employee commitment and organizational culture. The empirical study in which the model is tested was carried out among 294 employees from Romanian organizations who answered the questionnaire questions. Structural equation modeling was used to process the data and obtain the results. HRM practices can directly influence employee engagement and organizational culture. Involving employees in the decision-making process, offering opportunities for career development, properly managing labor relations, and promoting diversity and inclusion are HRM practices that can increase employee engagement and develop a positive organizational culture. The study has important managerial implications by highlighting HRM practices that substantially affect employee engagement and organizational culture. Employees more involved and loyal to the organization are more likely to respect its values and goals, so the organizational culture becomes more substantial and better defined. Therefore, organizations must implement HRM practices that help increase employee engagement and develop a more robust and better-defined organizational culture.
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Mazin, Aleksandr, Aleksandr Egorshin, Irina Guskova, and Anna Troitskaya. "Attractiveness of the organization for highly qualified employees: indicator and key organizational factors." In Human resource management within the framework of realisation of national development goals and strategic objectives. Dela Press Publishing House, 2022. http://dx.doi.org/10.56199/dpcsebm.asvb5574.

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The article is devoted to the analysis of organizational factors that affect the attractiveness of an employing organization for employees with a high level of professional qualification. Such employees must not only be attracted initially, but also be retained further, which requires their desire to cooperate with the employer for a long time. As an indicator of attractiveness, the authors consider the willingness (or unwillingness) of employees, who rated the level of their own professional skills by 4 or 5 points out of 5, to change their current job. Using econometric calculations based on polls conducted by the authors in 2011 and 2018 among employees of organizations in the Nizhny Novgorod region, authors have identified factors that have a statistically significant effect on the indicator of an organization’s attractiveness, and have formulated conclusions and proposals on possible adjustments to the organization’s personnel policy, depending on whether the organization has problems with some of these factors.
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Ploscaru, Andra Nicoleta, Claudia Cristina Rotea, Marian Cazacu, and Daniela Victoria Popescu. "Exploring the Direct Influence of the Organizational Change Process on Organizational Performance." In 9th BASIQ International Conference on New Trends in Sustainable Business and Consumption. Editura ASE, 2023. http://dx.doi.org/10.24818/basiq/2023/09/036.

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Organizational change can significantly impact organizational performance, but this impact can be different depending on the nature and purpose of the change and how it is managed. The paper proposes a model for evaluating the effects of the organizational change process on organizational performance, staff retention, and organizational abandonment. The empirical study in which the model is tested was carried out among 294 employees from Romanian organizations who answered the questionnaire questions. Structural equation modeling was used to process the data and obtain the results. Effective change management and employee involvement in the change process can contribute to the success of organizational change and the development of a positive organizational culture, leading to increased organizational performance, high employee retention, and the organizational dropout rate minimization. In addition, organizations should also consider open and transparent communication with employees, as well as providing support in developing the skills and competencies of employees so that they can adapt to organizational changes and contribute to the organization's success.
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Fitzgerald, Brian, and Karen Neville. "Mid-Career Employees Embracing Technology (MEET): A Case Study." In 2002 Informing Science + IT Education Conference. Informing Science Institute, 2002. http://dx.doi.org/10.28945/2479.

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The importance of information technology (IT) for modern business and, indeed, research in general cannot be questioned, as its sheer pervasiveness adequately attests. However, simplistic views of technological utopianism are now being offset by accounts of technological dystopianism. Clearly organizational management have wholeheartedly subscribed to an IT future as a staggering 41 percent of total capital expenditure in US organizations currently goes on IT. However, organizations face enormous difficulty in trying to achieve successful training programmes in the use of IT. This research study involved the construction and implementation of an IT training programme for mid-career employees in a large multinational organization. Davis (1989) identified two constructs as relevant to user acceptance of technology, namely ease of use (EOU) and perceived usefulness (PU). These constructs were operationalised into a set of principles to underpin the training programme which was delivered in two phases, each specifically addressing one of Davis’ constructs.
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Ibadat, Samrah. "Leadership Development for High Potential Employees." In Gas & Oil Technology Showcase and Conference. SPE, 2023. http://dx.doi.org/10.2118/213999-ms.

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Abstract The purpose of the paper is to outline the methodology and process that United Energy Pakistan adopted to develop and enhance the leadership capacity of its emerging talent that went on to assume leadership roles in the organization. It is imperative for the upkeep of talent and organizational culture that structured development journeys are designed and extended to high potential employees who can then take the organizational performance to new heights. The framework was designed to develop business focused, yet people centric leaders, equipped to manage operational as well as strategic aspects and deliver results. It is a structured leadership competency acceleration program with a rigorous monitoring mechanism. Although a 12 month long developmental journey comes with many benefits such as cross functional collaboration, networking, opportunity for reflection and practicing learned skills, however, the manageability and synchronization of schedules became an administrative challenge. The paper provides best practices and lessons learnt for leadership development that other organizations in the oil and gas sector may adopt to manage and maintain sustainable talent pools.
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"Business Priorities Driving BYOD Adoption: A Case Study of a South African Financial Services Organization." In InSITE 2019: Informing Science + IT Education Conferences: Jerusalem. Informing Science Institute, 2019. http://dx.doi.org/10.28945/4284.

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[This Proceedings paper was revised and published in the 2019 issue of the journal Issues in Informing Science and Information Technology, Volume 16] Aim/Purpose: Bring your own device (BYOD) provides opportunities for both the organization and employees, but the adoption of BYOD also introduces risks. This case study of an organization’s BYOD program identifies key positive and negative influences on the adoption decision. Background: The consumerization of IT introduced the BYOD phenomenon into the enterprise environment. As mobile and Internet technologies improve employees are opting to use their personal devices to access organizational systems to perform their work tasks. Such devices include smartphones, tablets and laptop computers. Methodology: This research uses a case study approach to investigate how business priorities drive the adoption of BYOD and how resulting benefits and risks are realized and managed by the organization. Primary empirical data was collected using semi-structured interviews with 15 senior employees from a large South African financial services organization. Policy documents from the organization were analyzed as secondary data. Contribution: Thematic analysis of the data revealed six major themes: improving employee mobility; improving client service and experience; creating a competitive industry advantage; improving business processes; information security risks; and management best practices. Findings: The themes were analyzed using the Technology-Organization-Environment (TOE) framework, showing the key positive and negative influences on the adoption decision. Recommendations for Practitioners: Organizations need to clearly understand the reasons they want to introduce BYOD in their organizations. The conceptual framework can be applied by practitioners in their organizations to achieve their BYOD business objectives. Recommendations for Researchers: BYOD remains an important innovation for organizations with several aspects worthy of further study. The TOE framework presents a suitable lens for analysis, but other models should also be considered. Impact on Society: The findings show that organizations can use BYOD to improve client service, gain competitive advantage, and improve their processes using their digital devices and backend systems. The BYOD trend is thus not likely to go away anytime soon. Future Research: The applicability of findings should be validated across additional contexts. Additional models should also be used.
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Aurelia, Inezia, and Soebowo Musa. "The Roles of Organizational Culture, Participative Leadership, Employee Satisfaction & Work Motivation Towards Organizational Capabilities." In 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_233.

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Many firms still fail to develop organizational agility. There are more than 40% of organizations think that they are low/not agile in facing market change. Organizational culture plays an important role in developing the organizations to be adaptive in order to manage the VUCA effectively. This study examines the relationships of organizational culture towards participative leadership, employee satisfaction, employee work motivation, organizational learning, and absorptive capacity in developing organizational agility in managing VUCA environment. 263 employees located from an international chemical-based company offices across the globe, who have worked more than three years were the respondents in this study. This study showed that organizational clan culture promotes the development of participative leadership, which it has an empowering effect towards people in the organization resulting in employee satisfaction. The study also confirms the role of organizational culture in creating organizational behavior within the organization that foster the organizational learning, absorptive capacity, and organizational agility; while the study also found that the relationship between participative leadership and employee work motivation is not significant.
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BORCAN, Ioana, and Ionuț Cătălin NICA. "THE DIGITAL TRANSFORMATION: A PREMISE OF AGILE ORGANIZATIONS." In International Management Conference. Editura ASE, 2022. http://dx.doi.org/10.24818/imc/2021/03.14.

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The paper aims to underline the influence that the gender and age of employees have on the strategy of digital transformation in organizations. The research was conducted between September and December 2020 on a sample of 185 respondents from various organizations in the field of vehicles whose organizations have started a process of digital transformation. The results of our research have shown that there is a direct relationship between digital transformation and the agility of the organization and that the gender and age of employees partially influence the digital transformation strategy in organizations. Moreover, the organization's vision and mission must be at least one-step ahead of the digital transformation strategy. Thus, vision and mission must be the key components that underline the particularities of the digital strategy and not the other way around.
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Lukić Nikolić, Jelena, Aleksandar Dejanović, and Snežana Lazarević. "The Role of Agile Leaders in Establishing Effective Internal Communication in Digital Organizations." In Seventh International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2021. http://dx.doi.org/10.31410/limen.2021.169.

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Fourth industrial revolution and digital economy have affected many organizations and fostered them to become digital in order to survive and succeed. Leaders of digital organizations need to embrace numerous changes not only in organizational structure that becomes flat with mini­mal hierarchy, control, bureaucracy but also in all organizational processes and activities. One of the most important organizational processes is in­ternal communication which becomes digital due to modern information and communication technologies and tools. This paper shows the role and importance of agile leaders in establishing and nurturing effective internal communication in digital organizations. To achieve the goal of effective digital communication in all directions and through the entire organization, leaders should be agile enough to establish appropriate communication channels, stimulate creative and critical thinking, new ideas, information and knowledge share, real time feedback, build and nurture trust among employees and engage employee participation in decision making.
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Reports on the topic "Employees in organizations"

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Deal, Jennifer, Kristin Cullen, Sarah Stawiski, William Gentry, and Marian Ruderman. World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013–2014. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2048.

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" From the Executive Summary: ""The purpose of the World Leadership Survey (WLS) is to provide a window into how professionals, managers, and executives view their life within the organization. This view of the employee experience will help leaders of organizations understand what employees experience, and what the organization can do to improve commitment and reduce turnover. The good news for organizations in the United States and Canada (the sample for this report) is that respondents are mostly committed to their organizations, satisfied with their jobs and their pay, work more than the typical 40-hour workweek, and do not currently intend to leave their jobs. The professionals, managers, and executives surveyed feel supported by their organization and by their direct supervisor, and think that their organizations are economically stable. Unfortunately they also feel overloaded, with their work disproportionately interfering with the rest of life, and that there is a high level of political behavior within their organization. Both overload and overt political behavior can reduce individual and organizational effectiveness. This report describes the current employee experience, and what organizations can focus on to maintain and improve commitment and engagement."
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Vlaicu, Razvan, and Philip Keefer. Employee Trust and Performance Constraints in Public Sector Organizations. Inter-American Development Bank, September 2022. http://dx.doi.org/10.18235/0004456.

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Theory suggests that employee trust is key to productivity in organizations, but empirical evidence documenting links between trust and constraints on performance is scarce. This paper analyzes self-collected data on public sector employees from eighteen Latin American countries and finds that individual-level trust is relevant to three types of performance factors. First, high-trust employees are more willing to collaborate and share information with coworkers and are more supportive of technological innovation. Second, high-trust respondents have different perceptions of organizational constraints: they are less concerned with low staff quality or lack of discretion to innovate, and more concerned with staff shortages. Third, trust in coworkers is associated with stronger mission motivation. Instrumental variable strategies based on the transmission of trust through social and professional channels account for potential sources of endogeneity. A survey experiment on preferences for social distancing policies provides further evidence that trust enhances mission motivation: employee policy preferences align better with the implied government policy when their trust in the public sector is higher.
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Keefer, Philip, and Razvan Vlaicu. Employee Trust and Performance Constraints in Public Sector Organizations. Inter-American Development Bank, December 2022. http://dx.doi.org/10.18235/0004596.

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Theory suggests that employee trust is key to productivity in organizations, but empirical evidence documenting links between trust and constraints on performance is scarce. This paper analyzes self-collected data on public sector employees from eighteen Latin American countries and finds that individual-level trust is relevant to three types of performance factors. First, high-trust employees are more willing to collaborate and share information with coworkers and are more supportive of technological innovation. Second, high-trust respondents have different perceptions of organizational constraints: they are less concerned with low staff quality or lack of discretion to innovate, and more concerned with staff shortages. Third, trust in coworkers is associated with stronger mission motivation. Instrumental variable strategies based on the transmission of trust through social and professional channels account for potential sources of endogeneity. A survey experiment on preferences for social distancing policies provides further evidence that trust enhances mission motivation: employee policy preferences align better with the implied government policy when their trust in the public sector is higher.
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Mikhaleva, E., E. Babikova, G. Bezhashvili, M. Ilina, and I. Samkova. VALUE STREAM PROGRAM. Sverdlovsk Regional Medical College, December 2022. http://dx.doi.org/10.12731/er0618.03122022.

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In order to increase the efficiency of the work of a medical organization, it is necessary to train medical workers, employees of medical organizations, students of educational organizations in the techniques and methods of lean production, followed by the application of the acquired skills directly at the workplace in a medical organization. The purpose of the training under the program is to acquire new competencies necessary to perform professional tasks using lean manufacturing tools - mapping the value stream to ensure maximum operational efficiency of production processes. The program provides for independent work: mapping the value stream of the current, ideal and target states of the process, analysis of the value stream of the current state of the process (problem identification: spaghetti method, pyramid of problems, graph-links, summary table of root causes and contribution of the solution), development of a plan measures to achieve the target state of the process.
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Martinez, Cindy, and Micah Musser. U.S. Demand for Talent at the Intersection of AI and Cybersecurity. Center for Security and Emerging Technology, November 2020. http://dx.doi.org/10.51593/2020ca009.

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As demand for cybersecurity experts in the United States has grown faster than the supply of qualified workers, some organizations have turned to artificial intelligence to bolster their overwhelmed cyber teams. Organizations may opt for distinct teams that specialize exclusively in AI or cybersecurity, but there is a benefit to having employees with overlapping experience in both domains. This data brief analyzes hiring demand for individuals with a combination of AI and cybersecurity skills.
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Young, Stephen, Jessica Diaz, Bert De Coutere, and Holly Downs. Leadership Development in the Flow of Work: Leveraging Technology to Accelerate Learning. Center for Creative Leadership, 2022. http://dx.doi.org/10.35613/ccl.2022.2047.

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"A recent industry trend survey of CEOs found that only 11% of organizations report having a strong enough bench to fill leadership roles (Rhyne, 2021). As such, effective leadership development is an imperative for any high-performing organization. Rather than focusing time, money, and energy on only a small subset of “high-potential” employees, organizations can realize the full potential of their entire workforce by providing tech-enabled leadership development to leaders at all levels. This paper shares the following insights for Chief Learning Officers interested in leveraging evidence-based practices to accelerate leader development at scale and unlock the collective potential of their workforce: • A brief overview of why we need new ways to develop leaders and a high-level description of the new digital assessment and development tools that meet individuals where they are – offering a highly personalized approach to development in-the-flow of work. • A review of eight research-based learning practices that provide a foundation for leveraging technology to make in-the-flow leadership development better, faster, and more accessible to leaders at all levels. For every learning practice, we provide implementation tips and discuss illustrative example tools. • We conclude with a discussion around the strategic use of the eight learning practices for enabling better organization-wide development outcomes. "
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Jeong, Stephen, Sarah Stawiski, Sol Bukin, and Heather Champion. Stemming the Great Resignation through Leadership Development. Center for Creative Leadership, 2022. http://dx.doi.org/10.35613/ccl.2022.2051.

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The recent rise in voluntary turnover has sparked a renewed focus on attracting and retaining talent. In their attempts to stem the tide of the Great Resignation, organizations are augmenting traditional retention strategies – e.g., higher pay, enhanced benefits, more opportunities for career advancement etc. – with remote and hybrid work schedules brought about by the COVID pandemic. Given its inherent appeal to both employees and organizations, leadership development (LD) opportunities have long been believed to play a crucial role in helping to attract and retain employees. While the body of existing correlational research does point to a positive relationship between LD opportunities and retention, there is scant research that elucidates the mechanism(s) that may help to bridge the two. Guided by existing research, this paper examined Center for Creative Leadership’s large database of program evaluation data to uncover those potential mechanisms. We found preliminary support for three specific outcomes of leadership development that may serve as potential mediators linking LD with retention; they include enhanced self-efficacy, meaningful connections, and capacity to engage followers. We conclude with implications of these findings for future research as well as some caveats related to our investigation.
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Petersen, Rodney, Danielle Santos, Matthew C. Smith, Karen A. Wetzel, and Greg Witte. Workforce Framework for Cybersecurity (NICE Framework). National Institute of Standards and Technology, November 2020. http://dx.doi.org/10.6028/nist.sp.800-181r1.

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This publication from the National Initiative for Cybersecurity Education (NICE) describes the Workforce Framework for Cybersecurity (NICE Framework), a fundamental reference for describing and sharing information about cybersecurity work. It expresses that work as Task statements and describes Knowledge and Skill statements that provide a foundation for learners including students, job seekers, and employees. The use of these statements helps students to develop skills, job seekers to demonstrate competencies, and employees to accomplish tasks. As a common, consistent lexicon that categorizes and describes cybersecurity work, the NICE Framework improves communication about how to identify, recruit, develop, and retain cybersecurity talent. The NICE Framework is a reference source from which organizations or sectors can develop additional publications or tools that meet their needs to define or provide guidance on different aspects of cybersecurity education, training, and workforce development.
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Karam, Sofia, Morteza Nagahi, Vidanelage Dayarathna, Junfeng Ma, Raed Jaradat, and Michael Hamilton. Integrating systems thinking skills with multi-criteria decision-making technology to recruit employee candidates. Engineer Research and Development Center (U.S.), June 2021. http://dx.doi.org/10.21079/11681/41026.

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The emergence of modern complex systems is often exacerbated by a proliferation of information and complication of technologies. Because current complex systems challenges can limit an organization's ability to efficiently handle socio-technical systems, it is essential to provide methods and techniques that count on individuals' systems skills. When selecting future employees, companies must constantly refresh their recruitment methods in order to find capable candidates with the required level of systemic skills who are better fit for their organization's requirements and objectives. The purpose of this study is to use systems thinking skills as a supplemental selection tool when recruiting prospective employees. To the best of our knowledge, there is no prior research that studied the use of systems thinking skills for recruiting purposes. The proposed framework offers an established tool to HRM professionals for assessing and screening of prospective employees of an organization based on their level of systems thinking skills while controlling uncertainties of complex decision-making environment with the fuzzy linguistic approach. This framework works as an expert system to find the most appropriate candidate for the organization to enhance the human capital for the organization.
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Keefer, Philip, and Razvan Vlaicu. Research Insights: Are Public Sector Performance Constraints Mitigated by Workplace Trust? Inter-American Development Bank, February 2023. http://dx.doi.org/10.18235/0004793.

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Self-collected data on public sector employees from eighteen Latin American countries reveal that employees trust in each other affects individual constraints, organizational constraints, and mission motivation. High-trust employees are i) more willing to collaborate and share information and are more supportive of innovation; ii) are less concerned with low staff quality or lack of discretion to innovate, and more concerned with staff shortages; and iii) have stronger mission motivation. A survey experiment on social distancing policies suggests that trust enhances mission motivation: employee preferences align better with the implied government policy when their trust in the public sector is higher.
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