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Journal articles on the topic 'Staff'

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Published: 4 June 2021
Last updated: 10 March 2023

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1

Fiest, Kirsten M., and Karla D. Krewulak. "Space, Staff, Stuff, and System." Chest 160, no. 5 (November 2021): 1585–86. http://dx.doi.org/10.1016/j.chest.2021.07.001.

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2

du Plessis, Rory. "Unisa ‘Staff/Stuff’ Art Exhibition." de arte 48, no. 87 (January 2013): 61–67. http://dx.doi.org/10.1080/00043389.2013.11877182.

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3

Logan, Philippa. "The stuff and staff of stafford." Electronics and Power 32, no. 10 (1986): 708. http://dx.doi.org/10.1049/ep.1986.0407.

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4

O'Kelly, John G., and Hassan F. A. Azim. "Staff–Staff Relations Group." International Journal of Group Psychotherapy 43, no. 4 (October 1993): 469–83. http://dx.doi.org/10.1080/00207284.1993.11491239.

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5

International Monetary Fund. "Kingdom of Swaziland: Staff Monitored Program-Staff Report; Staff Supplement." IMF Staff Country Reports 11, no. 84 (2011): 1. http://dx.doi.org/10.5089/9781455229079.002.

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6

Forsyth, P. "Motivating your staff [positive staff motivation]." Engineering Management 16, no. 1 (February 1, 2006): 22–23. http://dx.doi.org/10.1049/em:20060104.

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7

Hentschel, Doe. "Staff Development for the Continuing Education Staff." Adult Learning 1, no. 7 (May 1990): 11–14. http://dx.doi.org/10.1177/104515959000100706.

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8

Si Ying, Pua, and Zeratul Izzah Mohd Yusoh. "Staff scheduling for a courier distribution centre using evolutionary algorithm." Indonesian Journal of Electrical Engineering and Computer Science 27, no. 2 (August 1, 2022): 1043. http://dx.doi.org/10.11591/ijeecs.v27.i2.pp1043-1050.

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Staff scheduling is a <span lang="EN-US">combinatorics optimization problem and companies face this complex task on daily basis in constructing a schedule fitting all conditions. In a courier distribution center, staffs are assigned to work in processes of a continuous workflow. Staffs have varying work ability for each process. Instead of generating staff schedule instinctively, it is an advantage to optimize staff’s schedule by measuring the performance of each staff. An optimized schedule improves the operation’s efficiency and fully utilize staffs’ work ability, hence, minimizing the cost. This paper proposed evolutionary algorithm, namely genetic algorithm as the solution to courier center staff scheduling. Based on the result, the produced schedule can reduce up to 30% of the staff in schedule while not affecting operation workflow. The cut down on number of working staffs could amount to a substantial reduction of operation cost every month. The generated schedule is significantly customized and take less time to complete an operation. Although the proposed solution is specific to the use case of a courier distribution center, it is however, potentially a generalize model for the logistics industry, introducing a more effective staff scheduling system to cope with the industry’s ever-rising demands.</span>
9

Kartika, Lucia Nurbani, and Agus Sugiarto. "Pengaruh Tingkat Kompetensi Terhadap Kinerja Pegawai Administrasi Perkantoran." Jurnal Ekonomi dan Bisnis 17, no. 1 (June 18, 2016): 73. http://dx.doi.org/10.24914/jeb.v17i1.240.

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<em>One big concern towards staff competency level is by doing a comprehensive research, every organization should know how its real staff competency level, its related factor, and also the impact of competency level towards staff performance. In this research result, the variable of education background does not affect the competency level. Meanwhile working experience variable has positive relationship towards competency level. Moreover, it is proven that there is a significant difference in competency level between staffs who have ever joined trainings and those who have never joined trainings. While staffs who have office administrative and secretarial education background have better competency level compared to those who do not have similar education background. The research result shows that office administrative staff’s competency significantly affects staffs’ performance. This research is expected to be able to give exact description on how far the staff competency level of Satya Wacana Christian University administrative staffs, also to identify the related factors towards staff competency level and its relationship with their working performance. The result is expected to give contributions to human resources management of Satya Wacana Christian University (UKSW) in developing and improving the human resources quality especially administrative staff of UKSW.</em>
10

Salter-Jones, Ellie. "Promoting the emotional well-being of teaching staff in secondary schools." Educational and Child Psychology 29, no. 4 (2012): 18–31. http://dx.doi.org/10.53841/bpsecp.2012.29.4.18.

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The emphasis on schools to promote pupils’ emotional well-being (EWB) has taken prominence in Government initiatives over the last 10 years. Initially focused within primary education, more recent publications have drawn attention to pupils’ EWB within secondary education, as well as the promotion of teaching staffs’ EWB. The prevalence of occupational stress and its negative impact upon teaching staffs’ EWB is increasing. There has been little exploration into the views of teaching staff and pupils concerning the implementation of EWB initiatives and the associated impact on teaching staffs’ daily practice and their own EWB.This paper is based on, and includes, extracts from research carried out during initial Educational Psychology doctoral training at the University of Sheffield (Salter, 2010). This research used a grounded theory (GT) methodological approach. Category themes emerged that outlined psychosocial processes involved in the whole school promotion of pupils and teaching staffs’ EWB in one secondary school. This paper presents a summary of themes arising from the research: the stressors teaching staff face and the impact on their EWB; benefits and barriers that staff experience when promoting pupils’ EWB; examples of current practice which promote teaching staffs’ EWB; and the role of the Educational Psychologist (EP) in supporting teaching staff EWB. All of these are grounded within the sampled views and experiences of pupils, teaching staff and EPs.Recommendations are made for EPs and secondary schools regarding the implementation and implications of associated systems which promote the EWB of teaching staff.
11

Suarga, Suarga, Hikmah Dina Nurwahdaniah, Irmawati Irmawati, and Ismatun Amriyah Bahtiar. "KINERJA STAF/PEGAWAI SELAMA PEMBELAJARAN ONLINE TAHUN 2019-2021." Educational Leadership: Jurnal Manajemen Pendidikan 1, no. 2 (January 31, 2022): 176–90. http://dx.doi.org/10.24252/edu.v1i2.26673.

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Abstract: Performance of Staff/Employees During Online Learning for the 2019-2021This study aims to determine the performance of UIN Alauddin Makassar staff. This study uses a qualitative method whose data collection techniques use primary data by distributing questionnaires to respondents containing several questions to be answered by respondents through the google form application to assess the performance of staff/employees during online learning. Based on the results of the analysis/research, it shows that most of the respondents rate the performance of the staff/employees of UIN Alauddin Makassar in the high category, namely 83% because as many as 76 people assess the performance of the staff/employees of UIN Alauddin Makassar in the high category. However, there are also respondents who rate the performance of the staff/employees of UIN Alauddin Makassar as being in the medium category with a percentage of 15% because there are 14 respondents who assess the performance of the staff/employees of UIN Alauddin Makassar in the medium category.Abstrak: Kinerja Staf/Pegawai Selama Pembelajaran Online Tahun 2019-2021Penelitian ini bertujuan untuk mengetahui kinerja staf/pegawai UIN Alauddin Makassar. Penelitian ini menggunakan metode kualitatif yang teknik pengumpulan datanya menggunakan data primer dengan menyebarkan kuesioner kepada responden yang berisi beberapa pertanyaan untuk dijawab oleh responden melalui aplikasi google form untuk menilai kinerja staf/pegawai selama pembelajaran online. Berdasarkan hasil analisis/penelitian menunjukkan sebagian besar responden menilai kinerja staf/pegawai UIN Alauddin Makassar berada pada kategori tinggi yakni 83% karena sebanyak 76 orang yang menilai kinerja staf/pegawai UIN Alauddin Makassar pada kategori tinggi. Meskipun demikian ada juga responden menilai kinerja staf/pegawai UIN Alauddin Makassar berada pada kategori sedang dengan jumlah persentase 15% karenaada 14 rang responden yang menilai kinerja staf/pegawai UIN Alauddin Makassar berada pada kategori sedang.
12

Robbani, Ghulam Ghozi, Kholil Kholil, and Tatan Sukwika. "Pengaruh Kepemimpinan Transformasionaldan Komitmen Organisasional terhadap Kinerja Staf Fraksi PKS DPR RI." Journal of Applied Management Research 1, no. 2 (December 31, 2021): 128–37. http://dx.doi.org/10.36441/jamr.v1i2.370.

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Penelitian ini bertujuan untuk mengetahui dan menganalisis hubungan antara kepemimpinan transformasional dengan komitmen organisasional terhadap kinerja staf PKS DPR RI (Periode 2019-2024). Metode penelitian yang digunakan adalah deskriptif kuantitatif dengan pendekatan kausal. Populasi dalam penelitian ini adalah seluruh staf administrasi dan Tenaga Ahli anggota DPR RI Fraksi PKS (periode 2019-2024) yang menemukan 100 orang staf. Sampel yang digunakan sebanyak 80 sampel. Hasil penelitian menunjukkan bahwa terdapat hubungan positif dan signifikan antara kepemimpinan transformasional dengan komitmen organisasi terhadap kinerja staf PKS DPR RI (Periode 2019-2024), terdapat pengaruh positif dan signifikan kepemimpinan transformasional terhadap kinerja staf PKS DPR RI (Periode 2019-2024),Kata Kunci: Kepemimpinan transformasional, Komitmen organisasi, Kinerja karyawan This study aims to determine and analyze the relationship between transformational leadership and organizational commitment to the performance of PKS DPR RI staff (2019-2024 Period). The research method used is descriptive quantitative with a causal approach. The population in this study was all administrative staff and Expert Staff members of the DPR RI PKS Faction (2019-2024 period) totaling 100 staff. The samples used were 80 samples. The results showed that there was a positive and significant influence between transformational leadership and organizational commitment on the performance of the DPR RI PKS staff (2019-2024 period), there was a positive and significant effect of transformational leadership on the performance of the DPR RI PKS staff (2019-2024 period), and positive and significant influence of organizational commitment on the performance of PKS DPR RI staff. Keywords: Transformational leadership, Organizational commitment, Employee performance
13

Santoso, Bedjo, Endah Aryati Eko Ningtyas, and Diyah Fatmasari. "Improving Elderly�s Dental Hygiene Through Nursing Home Staff�s Dental Health Education at the Nursing Home." Jurnal Kesehatan Masyarakat 12, no. 2 (March 14, 2017): 189–98. http://dx.doi.org/10.15294/kemas.v12i2.8461.

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Stomatitis often occurs in elderly at nursing home. They need nursing home staff assistance to maintain their dental and oral health. Therefore, nursing home staff need dental health education. Lecture or discussion methods, which are more effective to improve knowledge, attitude and skill of nursing home staff was the purpose of this research. The research design was quasi-experiment research and pretest-posttest with control group. The sample was 42 nursing home staffs and 74 elderlies, divided into two groups, consisted of 18 nursing home staffs and 33 elderlies using lecture method. Another group consisted of 24 nursing home staffs and 41 elderlies using discussion method. Validity was tested with product moment. Questionnaire of knowledge, attitude and skill correlation was 0.4725 0.6853; 0.47720.6962 and 0.31000.4916. Reliability test with Alpha Cronbach was 0.9292; 0.9273; 0.792. Research result was lecture and discussion methods were effective to improve knowledge, attitude and skill of nursing home staff to increase elderlys dental hygiene. The research concludes that discussion method is effective to improve knowledge while lecture is more effective to improve attitude and skill of nursing home staff.
14

Matskevich, Igor M. "Academic Staff." Legal education and science 10 (October 3, 2018): 3–11. http://dx.doi.org/10.18572/1813-1190-2018-10-3-11.

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15

Buckley, Ineke. "Staff counselling." Nursing Standard 3, no. 6 (November 5, 1988): 40. http://dx.doi.org/10.7748/ns.3.6.40.s63.

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16

Burr, Sue. "Staff progress." Paediatric Nursing 12, no. 5 (June 1, 2000): 11. http://dx.doi.org/10.7748/paed.12.5.11.s10.

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17

Spinks, Penny, and Pat Bowering. "Staff support." Paediatric Nursing 2, no. 2 (March 1990): 19–20. http://dx.doi.org/10.7748/paed.2.2.19.s17.

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18

Burgess, Carol. "Staff investment." Nursing Standard 20, no. 11 (November 23, 2005): 70–71. http://dx.doi.org/10.7748/ns2005.11.20.11.70.c4008.

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19

--. "Editorial Staff." Policy Perspectives 19 (May 1, 2012): 151. http://dx.doi.org/10.4079/pp.v19i0.10436.

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20

Berry, Anne, and Kristin Hubing. "Editorial Staff." Policy Perspectives 20 (May 14, 2013): 118. http://dx.doi.org/10.4079/pp.v20i0.11789.

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21

"Editorial Staff." Policy Perspectives 21 (April 28, 2014): 135. http://dx.doi.org/10.4079/pp.v21i0.13357.

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22

"Editorial Staff." Policy Perspectives 22 (June 2, 2015): 131. http://dx.doi.org/10.4079/pp.v22i0.15314.

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23

Williams, Ruth. "Staff skills." Nursing Management 16, no. 10 (March 3, 2010): 15. http://dx.doi.org/10.7748/nm.16.10.15.s25.

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24

Snell, Janet. "NUH Staff." Nursing Standard 29, no. 43 (June 24, 2015): 31. http://dx.doi.org/10.7748/ns.29.43.31.s33.

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25

Libraries, North Carolina. "Editorial Staff." North Carolina Libraries 61, no. 4 (January 20, 2009): 166. http://dx.doi.org/10.3776/ncl.v61i4.182.

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26

Libraries, North Carolina. "Editorial Staff." North Carolina Libraries 61, no. 1 (January 21, 2009): 48. http://dx.doi.org/10.3776/ncl.v61i1.207.

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27

Libraries, North Carolina. "Editorial Staff." North Carolina Libraries 60, no. 3 (January 21, 2009): 86. http://dx.doi.org/10.3776/ncl.v60i3.234.

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28

Libraries, North Carolina. "Editorial Staff." North Carolina Libraries 60, no. 4 (January 21, 2009): 129. http://dx.doi.org/10.3776/ncl.v60i4.219.

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29

"Editorial Staff." Journal of General and Family Medicine 17, no. 3 (2016): E3. http://dx.doi.org/10.14442/jgfm.17.3_e3.

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30

"Support for staff as Mid Staffs folds." Nursing Standard 28, no. 27 (March 5, 2014): 10. http://dx.doi.org/10.7748/ns2014.03.28.27.10.s10.

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31

"Medical academic staff conference Senior staffs conference." BMJ 314, no. 7096 (June 14, 1997): 1767. http://dx.doi.org/10.1136/bmj.314.7096.1767.

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32

"STAFF." Annals of Hepatology 20 (January 2021): 100302. http://dx.doi.org/10.1016/j.aohep.2021.100302.

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33

PM, PM. "Staff." Perspectivas Metodológicas 17, no. 20 (November 24, 2017). http://dx.doi.org/10.18294/pm.2017.769.

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Staff de la RevistaDirectoraCristina AmbrosiniEditor ResponsableAndrés Mombrú RuggieroComité EditorialCristina AmbrosiniAndrés Mombrú RuggieroPablo Martín MéndezEsther DíazTraduccionesClaudia BértoloComité AsesorManuel Barrios Casares(Universidad de Sevilla - España)Massimo Desiato(Universidad Católica Andrés Bello - Venezuela)Julio De Zan(Universidad Nacional de Entre Ríos)Alfonso Galindo Hervás(Universidad de Murcia- España)Daniel Dei(Universidad Nacional de Lanús)Mónica Cragnolini(Universidad de Buenos Aires)Rodrigo de Paiva Duarte(Universidad Federal de Minas Gerais - Brasil)Roxana Ynoub(Universidad de Buenos Aires,Universidad Nacional de Lanús)
34

Mombrú Ruggiero, Andrés. "Staff." Perspectivas Metodológicas 18, no. 22 (December 3, 2018). http://dx.doi.org/10.18294/pm.2018.2108.

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35

Mombrú Ruggiero, Andrés. "Staff." Perspectivas Metodológicas 18, no. 21 (May 30, 2018). http://dx.doi.org/10.18294/pm.2018.1908.

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36

"Staff." Revista de Salud Pública 21, no. 1 (May 16, 2017): 1. http://dx.doi.org/10.31052/1853.1180.v21.n1.16955.

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37

Aleph, Aleph. "Staff." Aleph, UCLA Undergraduate Research Journal for the Humanities and Social Sciences 19, no. 1 (September 2, 2022). http://dx.doi.org/10.5070/l619158733.

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38

"Staff." Hematology, Transfusion and Cell Therapy 43 (October 2021): i—iii. http://dx.doi.org/10.1016/s2531-1379(21)01249-9.

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39

Shen, Nicole. "Staff." Child Health Interdisciplinary Literature and Discovery Journal 1, no. 1 (September 30, 2022). http://dx.doi.org/10.15173/child.v1i1.3190.

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40

"Staff." IEEE Instrumentation & Measurement Magazine 16, no. 6 (December 2013): 2. http://dx.doi.org/10.1109/mim.2013.6704959.

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41

"Staff." IEEE Transactions on Dielectrics and Electrical Insulation 25, no. 1 (February 2018): 1. http://dx.doi.org/10.1109/tdei.2018.8316730.

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42

"Staff." Revista Científica de la Sociedad de Enfermería Neurológica (English ed.) 47 (January 2018): 1. http://dx.doi.org/10.1016/s2530-299x(18)30012-8.

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43

"Staff." Proceedings of the ASIL Annual Meeting 88 (1994): 592. http://dx.doi.org/10.1017/s0272503700083336.

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44

"Staff." Revista Científica de la Sociedad Española de Enfermería Neurológica 47 (January 2018): 1. http://dx.doi.org/10.1016/s2013-5246(18)30009-6.

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45

"Staff." IEEE Journal on Selected Areas in Communications 26, no. 3 (April 2008): c2. http://dx.doi.org/10.1109/jsac.2008.4481366.

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46

"Staff." IEEE Journal on Selected Areas in Communications 26, no. 6 (August 2008): c1. http://dx.doi.org/10.1109/jsac.2008.4586297.

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47

"Staff." Revista Colombiana de Cardiología 26, no. 1 (January 2019): i—ii. http://dx.doi.org/10.1016/s0120-5633(19)30056-7.

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48

"Staff." Revista Colombiana de Ortopedia y Traumatología 32, no. 1 (March 2018): i—ii. http://dx.doi.org/10.1016/s0120-8845(18)30003-8.

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49

"Staff." IEEE Potentials 27, no. 3 (May 2008): 2. http://dx.doi.org/10.1109/mp.2008.4517489.

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50

"Staff." IEEE Aerospace and Electronic Systems Magazine 23, no. 5 (May 2008): i. http://dx.doi.org/10.1109/maes.2008.4523905.

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