Bibliografías temáticas / Employees

Índice

  1. Artículos de revistas
  2. Tesis
  3. Libros
  4. Capítulos de libros
  5. Actas de conferencias
  6. Informes

Literatura académica sobre el tema "Employees"

Autor: Grafiati
Publicado: 4 de junio de 2021
Última modificación: 9 de junio de 2025

Crea una cita precisa en los estilos APA, MLA, Chicago, Harvard y otros

Elija tipo de fuente:

Consulte las listas temáticas de artículos, libros, tesis, actas de conferencias y otras fuentes académicas sobre el tema "Employees".

Junto a cada fuente en la lista de referencias hay un botón "Agregar a la bibliografía". Pulsa este botón, y generaremos automáticamente la referencia bibliográfica para la obra elegida en el estilo de cita que necesites: APA, MLA, Harvard, Vancouver, Chicago, etc.

También puede descargar el texto completo de la publicación académica en formato pdf y leer en línea su resumen siempre que esté disponible en los metadatos.

Artículos de revistas sobre el tema "Employees"

1

Ganesha Ade Kusumawardhani and Teguh Purwanto. "PENGARUH PENERAPAM SISTEM INFORMASI AKUNTANSI TERHADAP KINERJA KARYAWAN DENGAN INTEGRITAS KARYAWAN SEBAGAI VARIABEL PEMODERASI PADA CV PRAKARSA BUANA SENTOSA." Journal of Sustainability Bussiness Research (JSBR) 1, no. 1 (December 28, 2020): 275–80. http://dx.doi.org/10.36456/jsbr.v1i1.2996.

Texto completo
Resumen
This observation has the intention to test and unserstand the evidence of wheather the employee’s performance is influenced by the accounting information system, the accounting information system is influenced by employee integrity, whether the employee’s performance on CV Prakarsa Buana Sentosa is influenced by employee integrity so that it can strengthen the effects of accounting information systems simultaneously. In this study used 41 employee specimens utilizing slovin theory. The measurement scale uses a likert scale. The translation method in this observation uses validity, reliability, classic assumptions, and multiple linear regression methods. The results of observations by distributing questionnaires to 41 employess of CV Prakarsa Buana Sentosa initiative concicting of 7 sales division employees, 7 purchase division employees, 8 marketing division employees, 2 manager division employees, 9 warehouse division employees, and 8 shipping division employees. Then it can be concluded that the employee’s performance is influenced by the accounting information system simultaneously, while the employee’s intensity is not able to moderate the relationship between the employee’s performance towards the accounting information system.
Los estilos APA, Harvard, Vancouver, ISO, etc.
2

Lutsenko, O. Ye. "Legal regulation of employee privacy in the United States of America." Analytical and Comparative Jurisprudence, no. 1 (May 29, 2023): 254–58. http://dx.doi.org/10.24144/2788-6018.2023.01.40.

Texto completo
Resumen
Current labour legislation does not contain prescriptions that would guarantee employees the right to privacy, but such legal regulation has long existed abroad, which can be valuable for Ukraine in order to accumulate the best global experience in ensuring the protection of employee privacy.
 In the US, employee privacy encompasses two aspects: first, the employee's right not to disclose personal information to his employer, and second, the employee's right to personal autonomy, or so to speak, sovereignty in certain life decisions. In many important aspects, these two forms of privacy are quite different from each other, but within the scope of labour law, the right not to disclose certain personal information and the right to personal autonomy is still conceptually united by the obligation to ensure the employee's privacy at the workplace. In other words, such autonomy implies that the employer must know about its employees and control what the employees do, but only within the framework of the employment relationship, and only that information that characterizes them as professionals. When the employer tries to use its authority outside the employment relationship by asking about the employee's private life or trying to control this private life, we have a violation of the principle of the employee's sphere of autonomy and, therefore, an unacceptable abuse of the employer's authority.
 In this age of email and social media, more and more of an employee's personal life is online. However, when dealing with an employer-employee relationship, it is not considered acceptable to ask an employer to provide personal mail or other private information from current or prospective employees.
 Under state laws, employees can widely share personal information online while keeping it safe from their employers having access to that information. An employee's life can remain private, that is, confidential to the employer while being public to others if the employee wishes to disclose certain personal information.
 US law allows employees to keep their personal information from employers confidential, including information shared on social networks. In addition, a number of US regulations allow employees to protect their online activity from employers as confidential information, as well as the privacy of employees' financial information.
Los estilos APA, Harvard, Vancouver, ISO, etc.
3

Hamid, Mahmud, and Asma Ul Hosna. "Employee’s Sustainable Performance Process: Developing a Model for Sustaining Employees performance by Managing Age Diversity." International Journal of Entrepreneurial Research 4, no. 2 (November 2, 2021): 42–47. http://dx.doi.org/10.31580/ijer.v4i2.2071.

Texto completo
Resumen
Sustaining employees performance is a critical process. Employee sustainability is crucial for achieving organizational sustainability. For an organization, it's important to understand the individual employees perspective based on their age differences. Needs and resources are different for young employees and old employees. This paper proposes a model of sustaining employees performance of diverse age groups of employees by considering individual employee’s based on Herzberg two factor theory, the motivational theory of lifespan development, and transformational leadership theory. This is a conceptual paper in nature and has successfully developed a model. The proposed model has covered important areas which can create employees satisfaction to retain them in the organization. Employee retention has been proposed as a mediator which is a strong component to build employee’s sustainable performance. For the researcher and practitioners, it will be recommended to test this model to identify its impact on employees and employers.
Los estilos APA, Harvard, Vancouver, ISO, etc.
4

Nazia Malik, Niaz Ahmad, and Samavia Tariq. "Impact of Monetary Rewards and Non-Monetary Rewards on Employee Motivation: A Research Study on Directorate General of Immigration & Passports." Journal for Social Science Archives 3, no. 1 (March 10, 2025): 1067–75. https://doi.org/10.59075/jssa.v3i1.188.

Texto completo
Resumen
The research aims to check the impact of monetary and non-monetary rewards on employees’ motivation with special reference to the Directorate General of Immigration & Passports. Rewards motivate the employees to perform better for the organization's success and increase motivation. This research is aimed at investigating through questionnaires whether the presence or the absence of rewards can contribute to employees’ motivation. It was a quantitative study because data was collected through questionnaires from the Directorate General of Immigration & Passports employees. Convenience sampling was used. The sample size was 137 employees of the Directorate General of Immigration & Passports, and responses were received from 105 employees. According to findings of monetary rewards and employee motivation, the linear regression analysis p-value is below the significance level of the p-value. That means their hypothesis is accepted, and monetary rewards positively affect an employee's motivation. Non-monetary rewards and employee motivation linear regression analysis p-value is below the significance level of p-value, which means that their hypothesis is accepted and that non-monetary rewards positively affect employee motivation. The findings suggest that monetary rewards are weakly and positively associated with an employee's motivation in the Directorate General of Immigration & Passports, whereas non-monetary rewards are weakly and positively associated with an employee’s motivation in the Directorate General of Immigration & Passports. There is a need to improve the non-monetary rewards system in organizations. The management of an organization should improve the employee’s salary and credit employees for their work. The organization's management should provide work under the employee’s qualifications and skills.
Los estilos APA, Harvard, Vancouver, ISO, etc.
5

Breskienė, Ineta. "Employee Surveillance Using Algorithmic Management Based on Artificial Intelligence Systems." Teisė 133 (January 9, 2025): 103–17. https://doi.org/10.15388/teise.2024.133.7.

Texto completo
Resumen
The article analyses the legal regulation of employee surveillance managed by employers carried on algorithmic management based on artificial intelligence systems. Employers observe employees and their work so that to smoothly organize work processes at workplaces, ensure efficient use of resources, and manage risks. Through the process of surveillance, personal data of employees are collected, which are later analysed; hence, employees may experience direct legal consequences (for example, termination of employment, violations of work duties, adjusted wages, etc.). Algorithmic management based on artificial intelligence systems generates various risks to employees. Before starting their application, employers have to evaluate various requirements. The key requirements arise from the Artificial Intelligence Act, the General Data Protection Regulation and the practice formed by the European Court of Human Rights which has been established regarding employee surveillance. Also, the employer has the obligation to ensure the employee’s privacy rights, since, when applying algorithmic management, artificial intelligence systems can sometimes make hardly predictable insights and reveal extremely sensitive facts about the employee. The issue of informing and consulting employees and their representatives regarding the implementation and use of algorithmic management based on artificial intelligence systems in the work environment is analysed.
Los estilos APA, Harvard, Vancouver, ISO, etc.
6

BIN FAUZAN, MUHAMAD FIKRI. "A STUDY ON EFFECT OF LEADERSHIP STYLES ON EMPLOYEES PERFORMANCE IN LOCAL COURIER COMPANY: THE CASE OF “POS LAJU” IN Malaysia." Journal of Public Value and Administration Insights 1, no. 1 (November 13, 2018): 14–20. http://dx.doi.org/10.31580/jpvai.v1i1.138.

Texto completo
Resumen
Leadership ability have a great impact in organization where it need an effective approach in managing the employee. In courier service company, the excellent of a company is based on the act of a leader where the interactions between employers and employees will determine the direction whether the company will achieve the organization goal or otherwise. This study presents a capable visionary leader influence on employee’s performance where the analysis for the employee’s performance was conducted to measure the affection on visionary styles. To perform this task Statistical Package for Social Science (SPSS) programs was used to make the analysis.to get the relationship between the visionary leader and employees performance. The result indicates that visionary styles have a positive relationship on employees performance. The analysis finding shows that the job satisfaction, employee engagement and employee attitude have a positive relationship with the visionary leader but only two variable in employee performance is accepted. From the point, we will find that this company have a capable leadership style that can influence employees in Pos Laju Company. The courier services company Pos Laju higher management should use this visionary leadership ability that could influence on their employees to ensure a better affection toward employees performance.
Los estilos APA, Harvard, Vancouver, ISO, etc.
7

Lakshmi, J., and G. R. Archana. "To Study on “Assessing the Impact of Hybrid Work Versus On-site Work Mode” with Respect to Employees." Shanlax International Journal of Arts, Science and Humanities 12, S2-July (July 30, 2024): 32–41. http://dx.doi.org/10.34293/sijash.v12is2-july.7981.

Texto completo
Resumen
During the covid and after the covid, the emerge of remote work and hybrid model, changed most of the employee’s interest. Now, recent years the employers want their employees back to office, the switching towards hybrid work and traditional office-based work seriously impacted employees in different ways. This study to assess the impact of hybrid work versus On-site work, within a single IT company employee. By focusing on the company employees, this study tries to find in-depth comprehension, of how well these models of work affect the productivity of employees, work-life balance, Job Satisfaction, Mental health and collaboration and communication. This study collects the quantitative data through structured surveys from 100 employees. The collected data was processed using SPSS tool for analysis such as ANOVA, Regression and Correlation). This study also inspects the demographics variables such as age, experience, gender etc. to distinguish and distinct impacts among the various employee groups. Through data analysis, the study aims to provide actionable understanding for employers seeking to optimize work arrangements. These understanding helps the employers to make informed decisions to enhance the employee productivity, satisfaction and well-being, collaboration and communication, eventually contributes to the company’s overall success in the evolving work landscape.
Los estilos APA, Harvard, Vancouver, ISO, etc.
8

Hanani, Fara Sofia, Galuh Juniarto, and Suparmi Suparmi. "The Role of Knowledge Sharing, Employee Competency, and Employee Empowerment to Improve Employee Performance." Untag Business and Accounting Review 3, no. 1 (May 6, 2024): 31. http://dx.doi.org/10.56444/ubar.v3i1.4935.

Texto completo
Resumen
<p>The public still complains about the performance of employees in Demak District, Demak Regency. Based on the research gap in previous research, this study aims to empirically test the role of knowledge sharing, employee competency, and employee empowerment to improve the employee's performance. The sample used in this research was 52 employees of Demak District, Central Java, taken using the census. The data was collected through questionnaires and data analysis using SPSS 25, including validity, reliability, classical assumption tests, multiple linear regression, t-test, F-test, and R2 test. The results stated that sharing knowledge, employee competency and employee empowerment positively and significantly affected the employee’s performance. The implications state that employees should maximize their ability to convey their knowledge to other employees, prioritize the values of honesty, openness in work, and responsibility.</p>
Los estilos APA, Harvard, Vancouver, ISO, etc.
9

Low, Chin Heng, and Prashant Bordia. "A career stage perspective on employees' preferred psychological contract contributions and inducements." Journal of Management & Organization 17, no. 6 (November 2011): 729–46. http://dx.doi.org/10.1017/s1833367200001140.

Texto completo
Resumen
AbstractThe employer–employee relationship is underpinned by a psychological contract, which refers to employee beliefs about the exchange of employee contributions and employer inducements. However, there is limited understanding of how employers can shape psychological contracts to meet employees' needs and aspirations. Meeting these needs starts with an understanding of employees' preferences for psychological contract contributions and inducements. We propose that career stage models can be used to achieve that understanding. Using the career stage models of Dalton, Thompson, and Price (1977) and Super (1957), we derive insights into the preferred contributions and inducements, respectively, at various points of an employee's career lifecycle. These insights will help organizations create desirable psychological contracts and retain valued employees.
Los estilos APA, Harvard, Vancouver, ISO, etc.
10

Low, Chin Heng, and Prashant Bordia. "A career stage perspective on employees' preferred psychological contract contributions and inducements." Journal of Management & Organization 17, no. 6 (November 2011): 729–46. http://dx.doi.org/10.5172/jmo.2011.17.6.729.

Texto completo
Resumen
Abstract The employer–employee relationship is underpinned by a psychological contract, which refers to employee beliefs about the exchange of employee contributions and employer inducements. However, there is limited understanding of how employers can shape psychological contracts to meet employees' needs and aspirations. Meeting these needs starts with an understanding of employees' preferences for psychological contract contributions and inducements. We propose that career stage models can be used to achieve that understanding. Using the career stage models of Dalton, Thompson, and Price (1977) and Super (1957), we derive insights into the preferred contributions and inducements, respectively, at various points of an employee's career lifecycle. These insights will help organizations create desirable psychological contracts and retain valued employees.
Los estilos APA, Harvard, Vancouver, ISO, etc.
Más fuentes

Tesis sobre el tema "Employees"

1

Becton, J. Bret Feild Hubert S. "Candidate reactions to three assessment center exercises a field study /." Auburn, Ala., 2005. http://repo.lib.auburn.edu/2005%20Summer/doctoral/BECTON_J._14.pdf.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
2

Crome, David. "Developing employee commitment to create committed employees." Thesis, Anglia Ruskin University, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.400602.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
3

Tallman, Rick. "Needful employees, expectant employers and the development and impact of psychological contracts in new employees." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2001. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp05/NQ62670.pdf.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
4

Frye, N. Kathleen. "Pre-employment knowledge measurement and relationship to recruitment methods and previous job and organizational exposure /." Diss., St. Louis, Mo. : University of Missouri--St. Louis, 2007. http://etd.umsl.edu/r2421.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
5

Boyd, Jesse J. "Voluntary Employee Turnover: Retaining High-Performing Healthcare Employees." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3931.

Texto completo
Resumen
Voluntary employee turnover in the healthcare industry is one of the most expensive and disruptive business problems that healthcare organizations encounter. Healthcare organizations can expect employee replacement costs to represent up to 150% of a departing employee's annual salary in new employee acquisition and decreased productivity. Guided by the leader-member exchange theory, the purpose of this single case study was to explore the strategies healthcare managers used to retain high-performing healthcare employees. Using semistructured interviews, the targeted population encompassed 6 healthcare managers from a healthcare organization in Central Texas who have demonstrated successful strategies for retaining high-performing healthcare employees by maintaining a 90% retention rate for a 12-month period. Organizational documents were reviewed, including reports of managers' retention rates and number of employees per manager, for a 12-month period. Data were coded, analyzed into themes via Yin's 5-step method, triangulated, and then subjected to member checking to bolster the trustworthiness of interpretations. Two major themes were revealed: employee engagement and leadership style. Participants noted that their employees were their priority and practiced participatory leadership to gain trust, loyalty, and commitment. The findings may promote positive social change by providing healthcare managers with information on successful strategies for retaining high-performing healthcare employees, which could reduce unemployment rates, stabilize families, and improve employees' work-life balance outside their organizations.
Los estilos APA, Harvard, Vancouver, ISO, etc.
6

Smith, Kaye M., and mikewood@deakin edu au. "Employer satisfaction with employees with a disability." Deakin University. School of Health Sciences, 2002. http://tux.lib.deakin.edu.au./adt-VDU/public/adt-VDU20050815.160034.

Texto completo
Resumen
Previous research that addressed determents of employer satisfaction with employees with a disability (EWDs) mainly targeted employers’ perceptions of workplace performance. This thesis used quantitative and qualitative approaches to examine perspectives of employers and disability employment service providers (DESPs) on the complex nature of employer satisfaction with EWDs within an ecological paradigm. Three studies were undertaken. The first analysed questionnaire ratings for 656 employers of workplace performance of EWDs. Analyses found: (1) employers rated EWDs lower than non-disabled employees (NDEs) on employer satisfaction and work performance; (2) determinants of employer satisfaction differed between EWDs and NDEs; (3) employers were more satisfied with EWDs than NDEs in relation to work performance; (4) lower comparative ratings on employer satisfaction for EWDs influenced future employment intentions toward people with a disability; (5) employers’ perceptions of job-match affected ratings on employer satisfaction and performance; (6) effects of job-match on employer satisfaction were direct and indirect, through work performance; and (7) variables representing job-match were relatively more important to employers’ decisions to hire and retain a person with a disability than variables representing Social Concerns and employer/management items. A theoretical model that depicted the influence of processes (job-match) and outcomes (work performance) on employer satisfaction with EWDs was supported. The second study analysed questionnaire ratings from 36 non-employers of EWDs. Findings indicated very similar responses between employers and non-employers of EWDs on experiences related to employer satisfaction with NDEs. Views about the relative importance of variable related to hiring and retaining a person with a disability suggested that generalising findings from the first study to all employers was reasonable. The third study analysed data from interviews with 50 employers and 40 DESPs; and questionnaire responses for 56 DESPs and 36 non-employers of EWDs. This study validated the importance of job-match to successful employment outcomes; suggesting DESPs were undervaluing their services to the employers. The study also showed that Bronfenbrenner’s Ecological Systems Theory provided a relevant framework with which to interpret complex information from different stakeholders, important to understanding employer satisfaction. In summary, employer satisfaction was shown to be a relative concept that varied with referent, and a developmental phenomenon that was influences by many factors operating and interacting at a number of ecological levels. Policies and practices to promote employer satisfaction with EWDs need co-ordinated approaches that recognise the influence of contexts internal and external to the workplace and the dynamic nature and interrelationships of characteristics within these contexts.
Los estilos APA, Harvard, Vancouver, ISO, etc.
7

Kylmäluoma, E. (Elina). "Managing employer brand for attracting potential employees." Master's thesis, University of Oulu, 2017. http://urn.fi/URN:NBN:fi:oulu-201705101747.

Texto completo
Resumen
Attracting and retaining current talent have become important for today’s organizations. Employer branding, which includes marketing the employer brand for potential and current employees tackles these issues by promoting an organization as an employer and by differentiating the organization from its competitors. It has many advantages such as increased employee satisfaction and reduced recruitment costs. Employer branding also helps to gain competitive advantage. The purpose of this study is to find out how private employers in the early childhood education field in Finland can attract potential employees. This study aims at finding out what potential employees value in their employer and what makes an employer attractive for them. Also, regional differences in private employer attractiveness are studied. This research is a qualitative study. Both semi structured theme interviews and observation were used and altogether five interviews were conducted. All interviewees were either studying towards a degree in early childhood education or were working in the field for a public employer. The results show that private employers in the early childhood education field have difficulties in attracting potential employees and public employer is seen more attractive especially in Southern Finland. Potential employees have also very little knowledge about private employers which affects their perceptions about private employers and private employer attractiveness in general. Potential employees value humane values and for example child-orientation, and freedom and flexibility from work content and culture. From employers, early childhood education professionals value for example occupational development. Also, the attractiveness of an employer was studied using five factors from which the most important ones could not be identified since they all seem to matter to at least to some extent. By emphasizing values and attributes that potential employees value, private employers can enhance their employer brands. It is also important that organizations create appealing employer value propositions that are close to the attributes that potential employees desire. In addition, reputation needs to be built to change the unfavorable attitudes towards private employers.
Los estilos APA, Harvard, Vancouver, ISO, etc.
8

Giles-Merrick, Stephanie. "Employee Engagement from the Viewpoint of Employees in Academia." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5708.

Texto completo
Resumen
Research does not address how staff in the United States perceive employee engagement in the university system. Leadership training and communication for managers are essential processes that help staff become highly engaged in universities. The purpose of phenomenological study was to explore the views of employees in a selected university within the state of Georgia in an attempt to address positive employee engagement in the academic environment. The engagement theory and social exchange theory were used as the conceptual frameworks to explore how employees engaged in their department working with their managers. To address this question, a purposeful sample of 15 females and 5males full time employees who had a direct line reporting relationship to a manager were selected from one university in the state of Georgia. The research questions indicated what lived experiences of Georgia School system employees feel about engagement and the factors employees identify as the influence on employee engagement. Employees responded to a questionnaire, containing 14 open ended questions, to gather rich data on their lived experiences. Open hand and axial coding extracted data to identify the emergent themes, such as: incentives, increased morale, increased confidence and reverence of management, reward based performance, and organizational productivity. These findings indicate that managers must learn to meet the needs of the employees to positively address employee engagement. This research contributes to positive social change by adding insights for managers seeking to increase productivity.
Los estilos APA, Harvard, Vancouver, ISO, etc.
9

Smith, Davina. "Geographically Distributed Employees' Perceptions of Employee Assistance Program Access." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6675.

Texto completo
Resumen
Many investigators have documented high levels of stress in the U.S. workplace and the underutilization of employee assistance programs (EAP). Researchers in other studies have concluded that an employee's perception of a service influences participation and service use. However, the perceptions of geographically distributed employees, who represent a growing population, have not been sufficiently examined. The purpose of this study was to investigate geographically distributed employees' perceptions regarding access to EAP stress management services to address the problem of EAP underutilization. Organizational justice theory served as the theoretical framework. The study design was generic qualitative. A purposeful sample of 15 geographically distributed employees provided rich data through semi structured interviews and online questionnaires. The use of generic inductive coding yielded emergent themes regarding geographically distributed employees. Results indicated that geographically distributed employee's perceived access to EAP stress management services as unclear, time-consuming, and inconvenient due to physical separation. This research is significant for human service, employee assistance, and human resource professionals who want to improve geographically distributed employees' perceptions of access to EAP stress management programs. More effective marketing may increase employee use of EAP services and alleviate workplace stress, thus positively impacting social change by helping to cultivate a healthy workforce.
Los estilos APA, Harvard, Vancouver, ISO, etc.
10

Larkin-Perkins, Bridgette. "Employee Job Satisfaction and Employees' Voluntary Turnover Intentions (VTIs)." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4150.

Texto completo
Resumen
Within the U.S. sales industry, organizational productivity has decreased due to employee job dissatisfaction and increased voluntary turnover intentions (VTIs). Some leaders in the industry lack knowledge about the relationship between intrinsic and extrinsic job satisfaction, and the negative effect on employees' VTIs. The purpose of this correlational study was to examine whether intrinsic and extrinsic job satisfaction significantly predicted retail sales employees' VTIs. The Minnesota Satisfaction Questionnaire (MSQ) and the Turnover Intentions Scale (TIS-6) were used to collect data from full- or part-time employees in the U.S. retail sales industry. The theoretical framework was based on Herzberg's motivation-hygiene theory. The results of a multiple regression analysis indicated that a combination of intrinsic and extrinsic job satisfaction, F (2, 87) = 3.51, p = .034, R2 = .08), significantly predicted employees' VTIs. However, extrinsic job satisfaction (t = 2.05, p = .034) was the only statistically significant predictor. Business leaders, who understand the factors that increase extrinsic job satisfaction, may increase retention within the organization, provide workforce stability, improve organizational and economic growth, and decrease costs related to job satisfaction and VTIs. The implications for social change include helping to reduce the economy's unemployment rate and improve relationships between the employees, their families, and their communities include (a) improving employees' and stakeholders' perceptions of their organization in the community and (b) improving employees' well-being by understanding the job satisfaction factors that improve their morale.
Los estilos APA, Harvard, Vancouver, ISO, etc.
Más fuentes

Libros sobre el tema "Employees"

1

L, Salisbury Dallas, and Employee Benefit Research Institute (Washington, D.C.), eds. Do employers/employees still need employee benefits? Washington, D.C: EBRI-Employee Benefit Research Institute, 1998.

Buscar texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
2

McDermott, John F. M. Employers’ Economics versus Employees’ Economy. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50149-9.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
3

Great Britain. Department of Trade and Industry., ed. Individual rights of employees: A guide for employers and employees. 7th ed. [London]: DTI, 1999.

Buscar texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
4

Great Britain. Department of Trade and Industry., ed. Individual rights of employees: A guide for employers and employees. [London]: Department of Trade and Industry, 2003.

Buscar texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
5

Robert, Dean. Employers, ex-employees and trade secrets. Pyrmont, N.S.W: Lawbook Co., 2004.

Buscar texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
6

Great Britain. Department of Trade and Industry., ed. Individual rights of employees: A guide for employers and employees : PL 716). 8th ed. [London]: DTI, 2001.

Buscar texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
7

Great Britain. Department of Trade and Industry., Great Britain. Health and Safety Executive., and Great Britain. Departmentof Social Security., eds. Maternity rights: Guide for employers and employees. (London): Health and Safety Executive, 1996.

Buscar texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
8

Great Britain. Department of Trade and Industry., ed. Maternity rights: A guide for employers and employees. [London]: Department of Trade and Industry, 1997.

Buscar texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
9

Great Britain. Department of Trade and Industry. Maternity rights: A guide for employers and employees. [London]: Dept. of Trade and Industry, 1998.

Buscar texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
10

Great Britain. Department of Employment., ed. Maternity rights: A guide for employers and employees. [London]: Department of Employment, 1994.

Buscar texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
Más fuentes

Capítulos de libros sobre el tema "Employees"

1

McHugh, Francis P. "Employers and Employees." In Ethics, 39–45. London: Macmillan Education UK, 1991. http://dx.doi.org/10.1007/978-1-349-12149-6_7.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
2

McDermott, John F. M. "From “Employees” to “Servants”." In Employers’ Economics versus Employees’ Economy, 115–43. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50149-9_5.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
3

Black, J. Stewart. "How Do Employees Assess Employers?" In Competing for and with Human Capital, 97–118. 1 Edition. | New York : Taylor & Francis, [2019]: Productivity Press, 2019. http://dx.doi.org/10.4324/9780429284090-8.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
4

McDermott, John F. M. "We Invest More than They." In Employers’ Economics versus Employees’ Economy, 1–27. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50149-9_1.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
5

McDermott, John F. M. "The Paradoxes of Market Economics." In Employers’ Economics versus Employees’ Economy, 29–55. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50149-9_2.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
6

McDermott, John F. M. "Economics and Mis-Mathematics." In Employers’ Economics versus Employees’ Economy, 57–88. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50149-9_3.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
7

McDermott, John F. M. "Cornucopia, Inc." In Employers’ Economics versus Employees’ Economy, 89–113. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50149-9_4.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
8

McDermott, John F. M. "Economic Science and Social Reform." In Employers’ Economics versus Employees’ Economy, 145–71. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50149-9_6.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
9

Kossovsky, Nir. "Employees." In Reputation, Stock Price, and You, 53–91. Berkeley, CA: Apress, 2012. http://dx.doi.org/10.1007/978-1-4302-4891-0_4.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
10

Hutton, Peter F. "Employees." In Survey Research for Managers, 107–32. London: Macmillan Education UK, 1990. http://dx.doi.org/10.1007/978-1-349-20698-8_5.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.

Actas de conferencias sobre el tema "Employees"

1

Heckman, Stephen M. "Stop Hiring Bad Employees!" In Paint and Coatings Expo (PACE) 2007, 1–8. SSPC, 2007. https://doi.org/10.5006/s2007-00039.

Texto completo
Resumen
Abstract A shrinking pool of quality employee candidates has made it increasingly difficult to hire good people for your business. A band of inferior hopefuls stand outside your door, hoping to gain entry and wreak havoc in your business – you represent the only barrier that keeps them from coming through. Being able to see through their smoke and mirrors will improve the odds of hiring someone that will represent you and your company well.
Los estilos APA, Harvard, Vancouver, ISO, etc.
2

Wang, Ruihua, Yuexiang Zhang, and Yaman Du. "Research on Cultural Values and Employees' Knowledge Sharing Willingness in Employee-Group Interaction Scenario." In Conference Proceedings of The 12th International Symposium on Project Management, China, 636–41. Riverwood, NSW, Australia: Aussino Academic Publishing House (AAPH), 2024. http://dx.doi.org/10.52202/076061-0084.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
3

Zhou, Fanyu, and Shixiang Wang. "Host employers' liability for agency employees." In International Conference on Environment and Sustainability. Southampton, UK: WIT Press, 2014. http://dx.doi.org/10.2495/ices140821.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
4

O'Donnell, William J., and Dixie B. Wilson. "Employee Assistance Programs for Expatriate Employees." In SPE Health, Safety and Environment in Oil and Gas Exploration and Production Conference. Society of Petroleum Engineers, 1996. http://dx.doi.org/10.2118/35975-ms.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
5

Shahzad, Muhammad Asim, Dong Jun, Qandeel Hassan, and Rabbia Zafar. "How Workaholic Employees thrive in the Employee Involvement climate." In 2019 8th International Conference on Information and Communication Technologies (ICICT). IEEE, 2019. http://dx.doi.org/10.1109/icict47744.2019.9001910.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
6

Petrović, Jovana. "USLUGE AGENCIJA ZA PRIVREMENO ZAPOŠLjAVANjE." In XV Majsko savetovanje: Sloboda pružanja usluga i pravna sigurnost. University of Kragujevac, Faculty of Law, 2019. http://dx.doi.org/10.46793/xvmajsko.527p.

Texto completo
Resumen
Temporary agency work is an atypical form of employment that is becoming more frequently used as an alternative to standard labour relationship. It is a complex, ‘triangular’ legal relationship, which involves temporary-work agency, employee employed by the agency and a user firm, to which the agency assigns the employee. This is not a new legal institute, but it has become popular and somewhat legally regulated in the territory of the former SFRY in the last ten years. The Republic of Serbia does not have regulations that would regulate this specific issue, although these agencies exist in practice and in large numbers operate in the labor market of Serbia. However, Serbia has taken a step on the road to that. Namely, the Ministry of Labor has published the Draft Law on Agency Employment with the aim of providing legitimate employment and guaranteeing a working position of the transferred workers who are guaranteed to the employees with the employer. By introducing the legal framework for work through the temporary employment agency, the labor legislation of the Republic of Serbia is harmonized with the international standards of the ILO and the EU. By clearly defining the temporary employment agencies and specifying the conditions for their work, the rights and obligations of persons who conclude an employment contract with the temporary employment agency for the purpose of assigning temporary employment to the employer, and other mutual rights and obligations of the employees, agencies and employers of the users, This area and maximally protect the so-called. agency employees. Namely, agency employees will receive equal wages and other basic working conditions, safety and health at work and other working conditions applicable to employees directly employed by the employer-user (according to which the order and instructions of the agency employee work).
Los estilos APA, Harvard, Vancouver, ISO, etc.
7

Radovan, Aleksander, Ivana Ogrizek Biškupić, and Josip Lopatič. "IT Employers’ Expectations from their Employees Regarding Java Programming Language." In 2023 11th International Conference on Information and Education Technology (ICIET). IEEE, 2023. http://dx.doi.org/10.1109/iciet56899.2023.10111221.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
8

Prommegger, Barbara, Christoph Kraußer, Alexander Straeussl, Selin Arpaci, Andrea Trost, and Helmut Krcmar. "Generation Z Entering IT – Navigating Expectations for Employers and Employees." In Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences, 2024. https://doi.org/10.24251/hicss.2024.802.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
9

Peiffer, Dana, and Benjamin Arnold. "Student employees." In Proceeding of the 39th ACM annual conference. New York, New York, USA: ACM Press, 2011. http://dx.doi.org/10.1145/2070364.2070423.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
10

Livingston, Katie M. "Student employees." In the 19th annual ACM SIGUCCS conference. New York, New York, USA: ACM Press, 1991. http://dx.doi.org/10.1145/122898.105251.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.

Informes sobre el tema "Employees"

1

Benmelech, Efraim, Nittai Bergman, and Hyunseob Kim. Strong Employers and Weak Employees: How Does Employer Concentration Affect Wages? Cambridge, MA: National Bureau of Economic Research, February 2018. http://dx.doi.org/10.3386/w24307.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
2

Battistin, Erich, Emla Fitzsimons, Alissa Goodman, Helen Simpson, and Laura Abramovsky. The impact of the Employer Training Pilots on the take-up of training among employers and employees. The IFS, December 2005. http://dx.doi.org/10.1920/re.ifs.2024.0831.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
3

Emmerson, Carl, and Jonathan Cribb. The effect of automatic enrolment on employees working for small employers. The IFS, March 2019. http://dx.doi.org/10.1920/wp.ifs.19.0719.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
4

Emmerson, Carl, and Jonathan Cribb. Pensions for almost all: automatic enrolment for employees of small employers. The IFS, March 2019. http://dx.doi.org/10.1920/co.ifs.2024.0253.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
5

Saxby, Peter. Non-financial incentives and their application to enhance motivation and productivity in mining industry employees. Edited by Ernesto Bonafé. University of Dundee, 2024. http://dx.doi.org/10.20933/100001307.

Texto completo
Resumen
The mining industry is experiencing challenges in attracting and retaining sufficient skilled employees to meet strategic aims and production objectives, despite offering relatively high financial incentives. Human resources management theory indicates that many factors contribute to employee motivation and job satisfaction, and that these in turn influence performance and employee turnover. Although financial rewards are recognised as major motivating factors in mining employee job satisfaction, non-financial motivators are also desired. This paper examines the use of non-financial incentives to improve performance and productivity in mine operational employees and identifies incentives that could achieve these goals. With few studies focusing on non-financial methods of improving personnel performance in mining, studies from other industries are considered and applied to the mining industry. The paper finds non-financial incentives are likely to increase the motivation of employees in the mining industry, and that incentives which improve the employee’s workplace experience are particularly desired.
Los estilos APA, Harvard, Vancouver, ISO, etc.
6

Bergeron, Diane, Kylie Rochford, and Melissa Cooper. Actions Speak Louder Than (Listening to) Words. Center for Creative Leadership, 2023. http://dx.doi.org/10.35613/ccl.2023.2055.

Texto completo
Resumen
This Research Insights paper challenges the assumption that ‘good’ listening behaviors are sufficient to make employees feel listened to (which we refer to as felt listening, i.e., the holistic perception of feeling listened to). In Study 1, using 133 qualitative critical incidents, we explored leader behaviors that make employees feel listened to (or not) when they speak up to leaders at work. In Study 2, in an experiment with 187 employees, we examined the role of leader responses to employee voice on employee perceptions of felt listening and how leader responses influence employees’ intentions to speak up again in the future. Overall, our findings augment some of the oft-given advice about how leaders should listen. We highlight four key findings: Action matters. Overwhelmingly, how leaders respond (by taking action or not taking action) surfaced consistently as a critical factor in whether employees feel listened to. It’s not just how well leaders listen – it’s what they do about what they hear. Leader responses influence whether employees feel listened to and if they will speak up again in the future. When leaders act on employee voice, employees feel listened to and are more likely to raise suggestions, concerns and ideas in the future. When leaders do not take action, employees do not feel listened to and are less likely to speak up again. Employee judgments of leader listening include longer term assessments of leader actions. Employees view listening as a relational process. Their retrospective perceptions of leader listening include both listening behaviors in the moment as well as later, longer term assessments about whether the leader took any action on what was voiced. Beyond action, leaders need to pay attention to demonstrating other listening ‘signals.’ If leaders want to elicit more employee voice but cannot act on the specific idea or suggestion, they need to send other signals. These can include validating employees, supporting or engaging with employee ideas and suggestions, endorsing ideas and concerns, and making time to listen.
Los estilos APA, Harvard, Vancouver, ISO, etc.
7

Garton, Byron, Jonathan Broderick, and Michael Clement. Discover Employees user’s guide. Engineer Research and Development Center (U.S.), September 2020. http://dx.doi.org/10.21079/11681/38228.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
8

Waters, Tom, Helen Miller, and Stuart Adam. Income protection for the self-employed and employees during the coronavirus crisis. Institute for Fiscal Studies, April 2020. http://dx.doi.org/10.1920/bn.ifs.2020.bn0277.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
9

Raimondi, Alessandra, and Teresa A. Keenan. Guiding Caregiving Employees: It's Complicated. Washington, DC: AARP Research, November 2024. http://dx.doi.org/10.26419/res.00885.002.

Texto completo
Los estilos APA, Harvard, Vancouver, ISO, etc.
10

Prager, Fynnwin, Tianjun Lu, Ashley Membere, and Parveen Chhetri. Is Parking Cash-Out Worth It? Comparing Cost-Effectiveness and Climate and Equity Benefits in the Bay Area and South Coast Air Quality Management Districts. Mineta Transportation Institute, August 2024. http://dx.doi.org/10.31979/mti.2024.2335.

Texto completo
Resumen
This research explores the potential impacts of California parking cash-out policy changes on the Bay Area and LA County. Parking cash-out—a California law since 1992—requires that certain qualifying employers who subsidize employee parking offer employees the option to give up their parking space and receive cash instead. Studies show parking cash-out substantially reduces VMT and emissions, yet enforcement remains voluntary. Current policy covers few firms (<1%) and employees (around 11%) in the study regions. Policy reform to include companies with 20+ employees could increase this to 18%. Our experimental-design survey (n=963) explores behavioral changes in response to multiple policy variables and finds that 76.9% of employees would accept cash-out if offered, and that participants who had to pay the market rate for parking and were full-time commuters were more likely to switch to using public transportation at lower cash minimums. VMT related to employees covered by parking cash-out are substantial (5.6 million in the Bay Area; 5.7 million in LA County), and account for a combined 6,593 daily tons of GHG. As even limited adoption could have significant environmental benefits, parking cash-out would be a more cost-effective approach to reducing VMT than traditional TDM programs such as trip-reduction programs, workplace parking taxation, or transit subsidies and road diets, though further evidence on the direct influence of parking cash-out on commuter behavior is needed.
Los estilos APA, Harvard, Vancouver, ISO, etc.
También puede estar interesado en las bibliografías ampliadas sobre el tema "Employees" para tipos de fuentes particulares:
Artículos de revistas Tesis Libros
Ofrecemos descuentos en todos los planes premium para autores cuyas obras están incluidas en selecciones literarias temáticas. ¡Contáctenos para obtener un código promocional único!

Pasar a la bibliografía