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Relevant bibliographies by topics / Workforce

Academic literature on the topic 'Workforce'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 August 2024

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Journal articles
Dissertations / Theses
Books
Book chapters
Conference papers
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Journal articles on the topic "Workforce"

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Khor, Soo-Cheen, Wai-Yew Tiang, Olanrewaju Ashola Abdullatef, and Soon-Han Wai. "Evaluate Workforce Perspective in Industrialised Building System." Asian Journal of Environment-Behaviour Studies 6, no. 19 (August 31, 2021): 15–26. http://dx.doi.org/10.21834/ajebs.v6i19.390.

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The workforce is essential in the construction sector for the Industrialised Building System (IBS). Previous researchers often obtain data and opinions from the perspective of construction professionals and often neglect the labour workforce opinion. The research is to study the perspective of IBS by evaluating workforce performances factors to improve IBS performance amongst the workforces. The data collection amounts 60 targeted respondents. This study found a strong correlation between motivation, education, and workforce skill level, affecting productivity in implementing IBS. Eventually, the resolution proposes an improvement of the workforce's monetary incentive and academic level. Keywords: Workforce; Industrialised Building System (IBS); Construction Industry; Malaysia eISSN 2514-751X ©2021. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia. DOI: https://doi.org/10.21834/ajebs.v6i19.390

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Rees, Gareth H., Rosemary James, Levan Samadashvili, and Cris Scotter. "Are Sustainable Health Workforces Possible? Issues and a Possible Remedy." Sustainability 15, no. 4 (February 15, 2023): 3596. http://dx.doi.org/10.3390/su15043596.

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The 2020–2022 period of the global COVID-19 pandemic exposed the fact that many countries health systems had inadequate health workforce availability. This is despite sustainable health workforces being critical to health service and healthcare delivery, an acknowledgement that drove the significant investment and focus on health workforce development over the previous two decades. As such, this review article discusses health workforce governance and planning, notes its weaknesses, and identifies some of the barriers to the implementation of health workforce policy making and planning and the achievement of sustainable health workforces. Important is the recognition that health workforce planning is long-term in nature, while health workforce decision-making processes are dominated by political processes that have much shorter time frames. The article concludes by offering the approach of backcasting to overcome this dichotomy.

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Haughton, Betsy, and Alexa George. "The Public Health Nutrition workforce and its future challenges: the US experience." Public Health Nutrition 11, no. 8 (August 2008): 782–91. http://dx.doi.org/10.1017/s1368980008001821.

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AbstractObjectivesTo describe the US public health nutrition workforce and its future social, biological and fiscal challenges.DesignLiterature review primarily for the four workforce surveys conducted since 1985 by the Association of State and Territorial Public Health Nutrition Directors.SettingThe United States.SubjectsNutrition personnel working in governmental health agencies. The 1985 and 1987 subjects were personnel in full-time budgeted positions employed in governmental health agencies providing predominantly population-based services. In 1994 and 1999 subjects were both full-time and part-time, employed in or funded by governmental health agencies, and provided both direct-care and population-based services.ResultsThe workforce primarily focuses on direct-care services for pregnant and breast-feeding women, infants and children. The US Department of Agriculture funds 81·7 % of full-time equivalent positions, primarily through the WIC Program (Special Supplemental Nutrition Program for Women, Infants, and Children). Of those personnel working in WIC, 45 % have at least 10 years of experience compared to over 65 % of the non-WIC workforce. Continuing education needs of the WIC and non-WIC workforces differ. The workforce is increasingly more racially/ethnically diverse and with 18·2 % speaking Spanish as a second language.ConclusionsThe future workforce will need to focus on increasing its diversity and cultural competence, and likely will need to address retirement within leadership positions. Little is known about the workforce’s capacity to address the needs of the elderly, emergency preparedness and behavioural interventions. Fiscal challenges will require evidence-based practice demonstrating both costs and impact. Little is known about the broader public health nutrition workforce beyond governmental health agencies.

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Madine, Ken, and Ben Smith. "WorkForce and your workforce." Emergency Nurse 13, no. 5 (September 2005): 10–11. http://dx.doi.org/10.7748/en.13.5.10.s13.

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Abbasi, Kamran. "Workforce, workforce, workforce: a wellbeing crisis without resolution." Journal of the Royal Society of Medicine 115, no. 6 (May 26, 2022): 203. http://dx.doi.org/10.1177/01410768221103013.

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JOSHUA Deji, Abiodun. "Influence of leadership approaches on workforce performance at forestry research institute of Nigeria." Kampala International University Interdisciplinary Journal of Humanities and Social Sciences 4, no. 1 (April 29, 2023): 322–30. http://dx.doi.org/10.59568/kijhus-2023-4-1-20.

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The study examined the influence of leadership approaches on workforce performance at the Forestry Research Institute of Nigeria. A multi-staged procedure was used in selecting 160 workforces in the organization. Descriptive statistics and Pearson product-moment correlation coefficient were used in analysing the data collected. Results showed that the exhibited organizational leadership approaches were democratic (5.08), transformational (4.73), autocratic (4.41) and laisse-faire (3.87) while the workforces in the organization had a very good level of workforce performance (5.62). The organizational leadership approaches exhibited (r = 0.34; p≤0.05) had a positive and significant relationship with workforce performance. The study concluded that the management of the institution endeavour to stimulate the exhibition of these leadership approaches to enhance the managerial influences, workforce performance and the achieving organizational objectives success.

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Araghi, A. S. "Dental workforce: Dental workforce future." British Dental Journal 226, no. 3 (February 2019): 162–63. http://dx.doi.org/10.1038/sj.bdj.2019.144.

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Breu, Karin, Christopher J. Hemingway, Mark Strathern, and David Bridger. "Workforce Agility: The New Employee Strategy for the Knowledge Economy." Journal of Information Technology 17, no. 1 (March 2002): 21–31. http://dx.doi.org/10.1080/02683960110132070.

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The notion of the agile workforce has been discussed as central to creating the agile organization, which achieves superior environmental responsiveness in contexts of turbulence and change. Previous agility research has focused overly on the organization, paying scant attention to the workforce. This paper addresses a significant gap in agility research by reporting on the first empirical study to examine how the pressures of organizational agility impact upon the workforce. Survey evidence from 515 UK organizations is used for eliciting an initial indicator of workforce agility. The data suggest that agile workforces acquire the five capabilities of intelligence, competencies, collaboration, culture and information systems (IS). From an information technology (IT) perspective the determinants of workforce agility are flexible infrastructure platforms that support the rapid introduction of new IS and the enhancement of IT competencies across the entire workforce. The survey also revealed that information and communications technology applications increase workforce agility most when used for collaborative working.

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Rondeau, Kent V., and Terry H. Wagar. "Managing the Consequences of Hospital Cutbacks: The Role of Workforce Reduction Practices." Journal of Health and Human Services Administration 23, no. 4 (December 2001): 340–70. http://dx.doi.org/10.1177/107937390102300404.

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In recent years, hospitals in Canada as elsewhere have witnessed unprecedented downsizing of their workforces. It is generally assumed that planned workforce reductions can have deleterious consequences on an organization's human resources. Scholars and practitioners alike have identified a number of humane or progressive approaches that are widely considered to be effective for organizations undergoing downsizing. This study examines the impact that workforce reduction approaches have on perceptions of organizational performance in a large sample of Canadian hospitals undergoing permanent workforce reductions.

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Buchan, James. "Workforce." Nursing Standard 30, no. 10 (November 4, 2015): 26. http://dx.doi.org/10.7748/ns.30.10.26.s29.

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Dissertations / Theses on the topic "Workforce"

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Van, Vleck Mark E. "Construction workforce 2000." Thesis, Springfield, Virginia: Available from National Technical Information Service, 1991. http://hdl.handle.net/10945/28068.

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Alfaro, Rojas Veronika Vanessa, Iparraguirre Maria Julia Elizabeth Mazzetti, Correa Pamela Pienira Melendez, Vallejo Naihr Brenda Pachas, and Chavez Rosa Milagros Saldivar. "Multiservicios ABC Workforce." Bachelor's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2021. http://hdl.handle.net/10757/655500.

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Para el desarrollo del presente trabajo se realizó una investigación de mercado identificando que existe la necesidad de contratar servicios técnicos para el hogar que garantice seguridad y calidad, a la vez, existe la oferta de empleo de técnicos de servicios generales, por ello, el modelo de negocio Multiservicios ABC Workforce consiste en comercializar a través de su plataforma web los servicios técnicos para el hogar tales como: electricidad, gasfitería, cerrajería y pintura que serán realizados por técnicos capacitados y calificados en el domicilio del cliente cumpliendo las medidas de seguridad contra COVID-19. En tal sentido, los servicios están dirigidos al segmento de hogares del NSE A, B y C ubicados en los distritos de la zona Moderna de Lima Metropolitana que son consumidores con estilo de vida sofisticado y moderno que valoran la calidad y practicidad, por ello, como propuesta de valor del servicio técnico para el hogar es entregar trabajos de calidad que generen en el cliente una experiencia de seguridad, garantía y ahorro de tiempo. Cabe mencionar, los servicios técnicos para el hogar serán distribuidos por el canal directo utilizando como medio de captación de clientes: la plataforma web, Google Ad, redes sociales y alianza con empresas administradoras de condominios y departamentos. Además, es clave que el proceso de entrega del servicio técnico se realice de manera eficiente y oportuna, por ello, primero se realizará una cotización según los requerimientos del cliente en base precios competitivos del mercado.
For the development of this project market research was carried out to identify the necessity to hire a technical service for each home that brings security and quality about the services it offers. Also, there are job offers for technicians in general. This business model “Multiservicios ABC Workforce” is to market the technical services for the home across its web platform such as electricity, plumbing, locksmithing and painting that will be to carry out by trained and qualified technicians at customer’s home with precautionary measures against COVID-19. In this regard, the services are directed to home segment of NSE A, B and C whose are in the districts of Lima Metropolitana modern that are consumers with a sophisticated and modern lifestyle who value the quality and practicality services. Therefore, home technical service value proposition, it is to deliver jobs that generates safety, guarantee and time-saving experience for the customer. It is also important to mention that technical services for homes will be distributed through the direct channel of customer acquisition by web platform, Google Ad, social networks and real states and condominium administrators. Furthermore, it is a key that the services delivery process must be made in an efficient and timely manner. For that, quotation will be performed first according to customer requirements based on competitive market prices.
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Hung, Rudy Ka Yiu. "Hierarchical workforce scheduling." Case Western Reserve University School of Graduate Studies / OhioLINK, 1990. http://rave.ohiolink.edu/etdc/view?acc_num=case1054821964.

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MONTOUR, JEANETTE NICOLE. "Subsidized Workforce Housing." University of Cincinnati / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1212157013.

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Granfeldt, Caroline. "Rotating Workforce Scheduling." Thesis, Linköpings universitet, Optimeringslära, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-122507.

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Several industries use what is called rotating workforce scheduling. This often means that employees are needed around the clock seven days a week, and that they have a schedule which repeats itself after some weeks. This thesis gives an introduction to this kind of scheduling and presents a review of previous work done in the field. Two different optimization models for rotating workforce scheduling are formulated and compared, and some examples are created to demonstrate how the addition of soft constraints to the models affects the scheduling outcome. Two large realistic cases, with constraints commonly used in many industries, are then presented. The schedules are in these cases analyzed in depth and evaluated. One of the models excelled as it provides good results within a short time limit and it appears to be a worthy candidate for rotating workforce scheduling.

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Arvidsson, Emma-Maria. "Energizing the aging workforce effective leadership of an age heterogeneous workforce /." St. Gallen, 2008. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/01648328002/$FILE/01648328002.pdf.

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Wallace, Leslie Renee. "The emergent contingent workforce." Diss., Connect to a 24 p. preview or request complete full text in PDF format. Access restricted to UC campuses, 2008. http://wwwlib.umi.com/cr/ucsd/fullcit?p3291253.

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Thesis (Ph. D.)--University of California, San Diego, 2008.
Title from first page of PDF file (viewed Feb. 14, 2008). Available via ProQuest Digital Dissertations. Vita. Includes bibliographical references.

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Robinson, Schnarda R. "Engaging a Multigenerational Workforce." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4094.

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The U.S. Office of Personnel Management reported the productivity levels of the American multigenerational workforce decreasing as leaders strive to actively engage employees to improve organizational output. The purpose of this qualitative single case study was to explore what leadership strategies federal government managers use to engage a multigenerational workforce. The conceptual framework consisted of Kahn's employee engagement theory and Strauss and Howe's generational cohort theory. The sample consisted of 3 federal government managers within metro Atlanta, Georgia who had successfully managed a multigenerational workforce, demonstrated through the feedback they received from their employees. Data were collected using face-to-face semistructured interviews and a review and analysis of company documents. Data analysis consisted of applying Yin's 5 step data analysis process, and member checking and methodological triangulation of the data strengthened the trustworthiness of interpretations. Emergent themes included generational differences; strategies for working with multigenerational differences; and strategies for engaging a multigenerational workforce. The most effective strategies involved training, communication skills, and team building. Findings from this study may contribute to social change by providing federal government managers with the framework for understanding and engaging its multigenerational workforce, which can result in promoting positive relationships between coworkers, families, and communities. Positive relationships in the workforce may increase employee morale and motivation and decrease employee turnover and the unemployment rate.

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Chapple, Christopher W., and Michel J. Faire. "Acquisition workforce strategy: the challenge Defense (DOD) faces to improve its acquisition workforce." Monterey, California. Naval Postgraduate School, 2011. http://hdl.handle.net/10945/10579.

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The objective of this project is to examine the Defense's (DoD's) FY 2010 Acquisition Workforce Improvement Strategy. The project will outline developments that generated the need for DoD's Acquisition Workforce Improvement Strategy and DoD's efforts to address its acquisition workforce's ability to manage and oversee its services contracts. This project will also examine the implementation and effectiveness of DoD's Acquisition Workforce improvement initiatives to see if plans will meet intended higher-level directives. The result of this project will enhance acquisition personnel's understanding of the DoD's Acquisition Workforce Improvement Strategy and the initiatives that impact acquisition workforce.

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Lawrence, Craig David. "Current perspectives of statewide Workforce Investment Board members toward community college workforce investment programs." Thesis, [Tuscaloosa, Ala. : University of Alabama Libraries], 2009. http://purl.lib.ua.edu/2175.

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Books on the topic "Workforce"

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Great Britain. Office of Population Censuses and Surveys., ed. Workforce. London: the Office, 1986.

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Inc, ACC Communications. Workforce. Costa Mesa, Calif: ACC Communications Inc., 1997.

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Short, Tom, and Roger Harris, eds. Workforce Development. Singapore: Springer Singapore, 2014. http://dx.doi.org/10.1007/978-981-287-068-1.

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Harris, Roger, and Tom Short, eds. Workforce Development. Singapore: Springer Singapore, 2014. http://dx.doi.org/10.1007/978-981-4560-58-0.

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Bureau, Montana Dept of Transportation Civil Rights. Workforce analysis. [Helena?], Mont: The Bureau, 2002.

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Suffolk Training and Enterprise Council., ed. Workforce survey. Ipswich: Suffolk Training and Enterprise Council, 1996.

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Hodgson, Martin. Workforce planning. Kingston upon Thames: Croner Publications, 2001.

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United States. Dept. of Labor. Workforce 2000 Project Office, ed. Workforce 2000. [Washington, D.C.?]: U.S. Dept. of Labor, Workforce 2000 Project Office, 1987.

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United States. Dept. of Labor. Workforce 2000 Project Office., ed. Workforce 2000. [Washington, D.C.?]: U.S. Dept. of Labor, Workforce 2000 Project Office, 1987.

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Corporation, Amway, Junior Achievement, Roper Starch Worldwide Inc, and Newsweek inc, eds. Workforce preparedness. [S.l.]: Roper Starch, 1997.

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Book chapters on the topic "Workforce"

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Sampson, Carol. "Workforce." In Systemic Approaches to Brain Injury Treatment, 197–202. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003309819-18.

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Walsh, Kieron. "Workforce." In Between Centre and Locality, 100–118. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003279402-9.

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Naylor, Lorenda A., and Heather Wyatt-Nichol. "Workforce." In Social Equity in a Post-Roe America, 337–84. New York: Routledge, 2024. http://dx.doi.org/10.4324/9781032669908-5.

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Kopp, David M. "Workforce Diversity." In Human Resource Management in the Pornography Industry, 49–58. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-37659-8_5.

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Pinedo, Michael L. "Workforce Scheduling." In Planning and Scheduling in Manufacturing and Services, 317–43. New York, NY: Springer New York, 2009. http://dx.doi.org/10.1007/978-1-4419-0910-7_13.

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Bundy, Joel T., and Mary M. Morin. "Workforce Safety." In Patient Safety and Quality Improvement in Healthcare, 335–52. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-55829-1_21.

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Rauvola, Rachel S., and Cort W. Rudolph. "Multigenerational Workforce." In Encyclopedia of Gerontology and Population Aging, 1–6. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-319-69892-2_905-1.

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Sutherland, Carly. "Visiting Workforce." In Handbook of Rural, Remote, and very Remote Mental Health, 1–15. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-10-5012-1_10-1.

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Wilson, David N. "Workforce Education." In International Handbook of Educational Research in the Asia-Pacific Region, 321–34. Dordrecht: Springer Netherlands, 2003. http://dx.doi.org/10.1007/978-94-017-3368-7_23.

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Rauvola, Rachel S., and Cort W. Rudolph. "Multigenerational Workforce." In Encyclopedia of Gerontology and Population Aging, 3344–49. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-22009-9_905.

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Conference papers on the topic "Workforce"

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"Workforce Development." In Proceedings of UK Radiological Conference 2020. The British Institute of Radiology, 2020. http://dx.doi.org/10.1259/conf-pukrc.2020.posters-k-workforce-dev.

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Paré, Guy, Michel Tremblay, and Patrick Lalonde. "Workforce retention." In the 2001 ACM SIGCPR conference. New York, New York, USA: ACM Press, 2001. http://dx.doi.org/10.1145/371209.371208.

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Mortimer, Katie, Cameron Pike, and Vivian Nguyen. "Defence Workforce Transition Simulation and Analysis." In Special Session on Workforce Analytics - Practical Application and Theory. SCITEPRESS - Science and Technology Publications, 2023. http://dx.doi.org/10.5220/0011920400003396.

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Marin, Mario, Yanshen Zhu, Phillip Meade, Melissa Sargent, and Jullie Warren. "Workforce Enterprise Modeling." In Aerospace Technology Conference and Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2007. http://dx.doi.org/10.4271/2007-01-3834.

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Bashirieh, Sarah, Sepideh Mesbah, Judith Redi, Alessandro Bozzon, Zoltán Szlávik, and Robert-Jan Sips. "Nudge your Workforce." In UMAP '17: 25th Conference on User Modeling, Adaptation and Personalization. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3079628.3079692.

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"Workforce and Education." In Photonics for Quantum. SPIE, 2021. http://dx.doi.org/10.1117/12.2605019.

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SIGLER, ANDREW. "THE FUTURE WORKFORCE." In 2nd NASA Symposium on Quality and Productivity. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1987. http://dx.doi.org/10.2514/6.1987-3005.

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Lesaint, D. "Dynamic workforce management." In IEE Colloquium on AI for Network Management Systems. IEE, 1997. http://dx.doi.org/10.1049/ic:19970535.

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"Education and Workforce." In Proceedings of UK Radiological Conference 2019. The British Institute of Radiology, 2019. http://dx.doi.org/10.1259/conf-pukrc.2019.posters-education.

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Adya, Monica, and Fred Niederman. "IT workforce planning." In the 49th SIGMIS annual conference. New York, New York, USA: ACM Press, 2011. http://dx.doi.org/10.1145/1982143.1982154.

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Reports on the topic "Workforce"

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Black, Tom G., and A. A. Payne. Product Oriented Workforce. Fort Belvoir, VA: Defense Technical Information Center, November 1989. http://dx.doi.org/10.21236/ada447522.

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Etter, Delores M., and Lindsey G. Groark. STEM Workforce Pipeline. Fort Belvoir, VA: Defense Technical Information Center, July 2013. http://dx.doi.org/10.21236/ada586547.

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Curry, Cynthia L. Educating Our Workforce. Fort Belvoir, VA: Defense Technical Information Center, April 1999. http://dx.doi.org/10.21236/ada389086.

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Beck, James, and Rebecca Estrada. Workforce Development Programs. Office of Scientific and Technical Information (OSTI), October 2023. http://dx.doi.org/10.2172/2203382.

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Gehlhaus, Diana, Joanne Boisson, Sara Abdulla, Jacob Feldgoise, Luke Koslosky, and Dahlia Peterson. China’s AI Workforce. Center for Security and Emerging Technology, November 2022. http://dx.doi.org/10.51593/20220003.

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U.S. policies on artificial intelligence education and the AI workforce must grow, cultivate, attract, and retain the world’s best and brightest. Given China’s role as a producer of AI talent, understanding its AI workforce could provide important insight. This report provides an analysis of the AI workforce demand in China using a novel dataset of 6.8 million job postings. It then outlines potential implications along with future reports in this series.

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Mertz, Lynn. Diversifying the Workforce. Washington, DC: AARP Thought Leadership, June 2024. http://dx.doi.org/10.26419/int.00056.019.

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Lewis, R. E., and C. A. Ulibarri. Workforce planning for DOE/EM: Assessing workforce demand and supply. Office of Scientific and Technical Information (OSTI), October 1993. http://dx.doi.org/10.2172/10194882.

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Paidipati, Jay, Greg Chung, David Keyser, Megan Kuc, Rachel Marty, and Suzanne Tegen. Workforce Development for Hydropower. Office of Scientific and Technical Information (OSTI), January 2017. http://dx.doi.org/10.2172/1515066.

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Sauer, Nancy Nellie. Share Workforce Analysis Information. Office of Scientific and Technical Information (OSTI), December 2019. http://dx.doi.org/10.2172/1578025.

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Shembavnekar, Nihar, James Buchan, Nuha Bazeer, Elaine Kelly, Jake Beech, Anita Charlesworth, Ruth McConkey, and Rebecca Fisher. NHS workforce projections 2022. The Health Foundation, July 2022. http://dx.doi.org/10.37829/hf-2022-rc01.

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