Artykuły w czasopismach: „Employee relations”

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Copeland, John D. "Employer-Employee Relations". Veterinary Clinics of North America: Small Animal Practice 23, nr 5 (wrzesień 1993): 957–74. http://dx.doi.org/10.1016/s0195-5616(93)50129-8.

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Sharma, Deepak. "Employer-employee relations: A judicial perspective". LBS Journal of Management & Research 18, nr 1 (2020): 17. http://dx.doi.org/10.5958/0974-1852.2020.00003.6.

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Demann, Eric T. K., Pamela S. Stein, Christine Levitt i Keith E. Shelton. "Employee Relations". Dental Clinics of North America 52, nr 3 (lipiec 2008): 535–47. http://dx.doi.org/10.1016/j.cden.2008.02.005.

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Mohanty, Sourav. "Individualized employee engagement or collaborative employee relations: insights on leadership strategies to manage employees in the UK market". Problems and Perspectives in Management 16, nr 3 (7.09.2018): 366–76. http://dx.doi.org/10.21511/ppm.16(3).2018.29.

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Leadership can be defined as the ability of an individual to lead or guide other people, teams or organizations. There have been many theories related to this topic including the characteristics of leaders, their situational communication, purpose, performance, authority, vision and mission, charm and presence of mind. The main types of employee engagement discussed in this study are individualized employee engagement and collaborative employee engagement in the context of the UK. This study mainly seeks to investigate the insights of employees and leaders on different leadership strategies to manage employees in the UK-based MNCs. Descriptive and inferential analysis was performed so as to ascertain the influence of two different leadership strategies – Individualized Employee Engagement (IEE) and Collaborative Employee Relations (CER) – on effective employee management. It was validated from findings in this study that employees and leaders both prefer and believe that individualized employee engagement leads to better and effective employee management.

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Shishulina, Tat'yana Petrovna. "Judicial protection of workers' labor rights: problems of implementation". Юридические исследования, nr 9 (wrzesień 2023): 108–26. http://dx.doi.org/10.25136/2409-7136.2023.9.40955.

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The object of the study was the legal relations arising between the subjects of labor law regarding the protection of the labor rights of employees. The subject of the study includes theoretical and practical foundations of judicial protection of workers' labor rights. The author analyzes the judicial method of protecting the labor rights of employees, and also identifies problematic aspects of their practical application. In particular, the author noted that the employee, being the most vulnerable party of labor relations, needs more protection from the state. As a result, the current system of restoring balance in labor relations is mostly focused on protecting the labor rights of employees. The main conclusions of the study are: 1. Judicial practice on the protection of workers' labor rights is very extensive and diverse, but its essence basically boils down to one thing: an employer, being interested in obtaining the best labor resources at minimal financial costs, will always strive to protect the interests of his business, regardless of the requirements of the legislator. 2. The effectiveness of all methods of protecting labor rights often largely depends on the reasonable behavior of the employee until the moment of conflict with the employer. 3. Being a more vulnerable side of labor relations, an employee, when applying to the court, claims a special attitude due to the possible lack of knowledge of all the subtleties of legislative regulation of labor relations. As a consequence, if there are contradictions in the position of an employee and an employer, the court seeks to promote the former as a priority. At the same time, such a position in no way infringes on the rights of the employer. 4. One of the urgent problems of protecting the labor rights of employees in recent years is the substitution of labor relations with civil relations with the self-employed. The solution may be the introduction of relevant provisions in the Federal Law on the self-employed, the Tax Code of the Russian Federation and the Labor Code of the Russian Federation.

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Sova, V. "Legal relations in the field of labor and employment related to the creation and use of intellectual property objects". Analytical and Comparative Jurisprudence, nr 6 (18.02.2023): 156–60. http://dx.doi.org/10.24144/2788-6018.2022.06.28.

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The article is devoted to clarifying the current scope and structure of legal relations in the field of labor and employment, within the framework of which an employee creates and uses intellectual property objects. It is established that these relationships are divided into two main types. Firstly, such relations are labor relations, such as the relationship between an employee and an employer, in which employees create and use intellectual property objects. It is proven that individual labor relations are the main legal context in which intellectual property objects are created and/or used by an employee. As for collective labor relations, they are derived from individual legal relations and affect the process of regulating such relations at the local level. Secondly, a separate type of legal relations under consideration are relations of an organizational, industrial, and managerial nature, involving the creation and/or use of an object of intellectual property in labor relations. This type of legal relationship is also derived from individual labor relations and is divided into three main subtypes. First of all, it is the relationship between the employees who make up the group that creates and/or uses the intellectual property object. In addition, it is the relationship between the employees who make up the group that produces and/or uses the intellectual property object and the employer. It is also a relationship between a representative of the employer and a group of employees who create and/or use an intellectual property object and the employer's client. In the article's conclusion, it is stated that the relationships in which intellectual property objects are created and/or used by an employee have two main practical manifestations. First, there are the most basic relations – individual labor relations (between an employee and an employer). Secondly, these are derivative relations – other legal relations that condition, complement, and contribute to the proper implementation of individual labor relations in which an employee independently (or jointly with other employees) creates and uses intellectual property objects.

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Turek, Konrad. "Retirement as an effect of employer-employee relations". Studia Humanistyczne AGH 13, nr 4 (2014): 77. http://dx.doi.org/10.7494/human.2014.13.4.77.

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Świątkowski, Andrzej Marian. "LEGAL TERMS AND RELATIONSHIP BETWEEN LABOUR LAW AND EMPLOYMENT LAW". Roczniki Administracji i Prawa 3, nr XXII (30.09.2022): 35–52. http://dx.doi.org/10.5604/01.3001.0016.2393.

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The author considers the possibility of replacing the legal terms: work, labour law, employment relations with such terms as employment, employment law and employment relations. In his opinion, such a change in legal terminology is not justified. This is because not all employed persons have the legal status of an employee. Already in the interwar period, the legalnorms in force at that time did not consider civil law services consisting in providing work as employment under an employment relationship. In the currently binding Polish Constitution andin the provisions of the Labour Code, the terms work and employment are used. However, they were not defined by the legislator. On the other hand, the legal concepts were defined - employee and employer as well as defined terms of employment of employees. For this reason, employee rights were granted only to employees. On the other hand, those employed today byentrepreneurs on electronic platforms do not use employee rights. Such a situation requires the legislator to objectively and clearly define the legal role in which employees and service providersperforming work should play today. According to the author, it is justified to introduce objective competition rules in European labor and employment relations.

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Stuttard, Geoffrey. "Employee Relations Reconsidered." Business Ethics: A European Review 1, nr 2 (kwiecień 1992): 85–90. http://dx.doi.org/10.1111/j.1467-8608.1992.tb00187.x.

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Welch, Roger, i Patricia Leighton. "Individualizing employee relations". Personnel Review 25, nr 5 (październik 1996): 37–50. http://dx.doi.org/10.1108/00483489610130922.

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SULLIVAN, T. "Employee Relations Audit". R&D Management 21, nr 3 (lipiec 1991): 251. http://dx.doi.org/10.1111/j.1467-9310.1991.tb00762.x.

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Dashutin, I. V. "The concept and characteristics of labor relations with patronage employees". Uzhhorod National University Herald. Series: Law 1, nr 78 (28.08.2023): 297–302. http://dx.doi.org/10.24144/2307-3322.2023.78.1.48.

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It is indicated that relations with an employee of the patronage service, as follows from Part 3 of Art. 92 of the Law of Ukraine “On Civil Service”, are labor in nature. Therefore, the established theoretical approaches to understanding the legal status of civil servants, as well as the norms of the specified Law, allow us to come to the conclusion that: patronage employees are employees and are subject to the norms of labor legislation; labor relations with the participation of these employees are characterized by general signs of TV, which are specified in this context, taking into account the peculiarities of the legal status of patronage employees and the specifics of their performance of the labor function. At the same time, it should be noted that to date, labor lawyers have not yet paid attention to clarifying the labor law essence of legal relations involving patronage employees, although the authors of a number of draft laws on patronage service have been trying to revise the legal status and principles of the origin, course and termination of these legal relations for a long time.This article elucidates the labor and legal essence of labor relations with patronage employees in Ukraine. For the first time, the author defines the concept of “labor relations with a patronage employee” and, based on this, determines the general and specific features of these legal relations. The article reveals that the main common features of labor relations with a patronage employee include: the personal performance of labor duties by the employee on a reimbursable basis; compliance with the requirements contained in the standards of decent work, as well as ensuring the social security of the employee; and the subordination and control of the employee to the employer, along with the responsible performance of the duties of both the employer and the employee, the violation of which may lead to legal liability.Specific to these legal relations is that: these relations are regulated by the norms of labor legislation, the effect of which is consistent with the norms of administrative legislation; these relations are characterized by a special object and a set of actors (an employee represented by a patronage employee, who is a civil servant, and an employer, which is the state represented by the corresponding subject of public power); these relations arise on a voluntary ground, based on an out-of-competition personnel procedure; and these relationships are continuous but are limited by the duration of the employment contract. In conclusion, the article summarizes the results of the study.

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Sawithri, L. D., H. M. Nishanthi i K. G. Amarasinghe. "The impact of employer-employee relations on employee commitment: a case from Sri Lanka". Kelaniya Journal of Human Resource Management 12, nr 2 (29.12.2017): 174. http://dx.doi.org/10.4038/kjhrm.v12i2.38.

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Hermawan, Wawan, Rizky Ferrari Oktavian i Ginanjar Wira Saputra. "Human Relations and Organizational Climate and Its Influence on Employee Morale of PT. Matrix Primatama Bandung". Journal of Applied Management and Business Administration 2, nr 1 (10.10.2023): 1–12. http://dx.doi.org/10.59223/jamba.v2i1.31.

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The purpose of this study is to examine the influence of Human Relations and Organizational Climate on Employee Morale. This research uses a sample of 96 employees working at PT. Matrix Primatama Bandung, using descriptive and verification methods. The data collection technique employed by the researcher involves primary and secondary data sources in the form of questionnaires distributed to employees at PT. Matrix Primatama Bandung. The analysis used is path analysis with the assistance of SPSS software and hypothesis testing. The results of this study indicate that the Human Relations variable is considered good, Organizational Climate is considered good, and Employee Morale is considered good. The verification results reveal that Human Relations has an impact on Employee Morale, Organizational Climate has an impact on Employee Morale, and there is an influence of Human Relations and Organizational Climate on Employee Morale at PT. Matrix Primatama Bandung.

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L, Prabhakar. "Employee Relations - A Reflection". NHRD Network Journal 4, nr 1 (styczeń 2011): 14–17. http://dx.doi.org/10.1177/0974173920110103.

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Kaul, Vineet, i P. V. R. Murthy. "HR and Employee Relations". NHRD Network Journal 4, nr 1 (styczeń 2011): 79–82. http://dx.doi.org/10.1177/0974173920110114.

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Murthy, P. V. R. "HR and Employee Relations". NHRD Network Journal 4, nr 1 (styczeń 2011): 83–86. http://dx.doi.org/10.1177/0974173920110115.

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Mathew, Saji K., i Robert Jones. "Satyagraha and employee relations". Employee Relations 34, nr 5 (10.08.2012): 501–17. http://dx.doi.org/10.1108/01425451211248550.

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Bain, Trevor. "Employee and labor relations". Employee Responsibilities and Rights Journal 5, nr 1 (marzec 1992): 87–89. http://dx.doi.org/10.1007/bf01407811.

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Ram, Radha Ganesh. "Employee Relations: Shifting Sands!" NHRD Network Journal 16, nr 1 (styczeń 2023): 51–63. http://dx.doi.org/10.1177/26314541221134857.

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Employee relations (ER) is under the spotlight again! One of the dynamic concepts in the management literature, its definition has followed organisations’ evolution, nature of work, the role of employees and their relationship with their companies. The uncertain business landscape has created myriad factors like talent shortage, technological advancements, demand for new skills and multigenerational workforce, as a result, organisations are witnessing a tectonic shift in their employment model, thus, persuading them to revisit their employee value proposition and philosophy in managing ER. Using a case study as a reference point, the article highlights that ER is assuming a new mould and big shift—from a transactional approach to job and job roles to a rounded view on employee’s overall development and growth in the organisation, which includes consideration, importance of relationship and humaneness.

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Holtzhausen, Lida, i Lynnette Fourie. "Employees' perceptions of company values and objectives and employer‐employee relationships". Corporate Communications: An International Journal 14, nr 3 (7.08.2009): 333–44. http://dx.doi.org/10.1108/13563280910980104.

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Ervani, Trifosa Joan, i Lina Sinatra Wijaya. "Public Relations and New Media in Employee Relations for Enhancing Employee’s Loyalty During the Pandemic". International Journal of Social Science and Business 5, nr 3 (7.08.2021): 367. http://dx.doi.org/10.23887/ijssb.v5i3.35403.

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The Covid 19 pandemic occurred nowadays has resulted in many employees resigning due to discomfort at work. Therefore, every company needs to carry out an employee relations program to increase employee’s loyalty, especially during this pandemic. The aim of this study is to determine the employee’s loyalty which was formed by the implementation of the employee relations program carried out by Public Relations using new media during the pandemic. Data collection is done by conducting observations, documentation, and interviews. The results of this study shows that there are five forms of employee relations programs done to increase employee’s loyalty, among others, education and training programs, outstanding work motivation programs, award programs, special event programs, and internal communication media programs. The success of those employee relations program are shown by a decrease in the percentage of employee resignation, from 40% to 20% in one year. Evidence of employee’s loyalty formed by the employee relations program can also be seen from several attitudes and actions of employees that include obedience and compliance, responsibility, willingness to cooperate, sense of belonging, interpersonal relationships, and fondness for work. In addition, personal touch to employees has the greatest impact to increase employee’s loyalty to the Company.

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D R, Nagaraj. "Industrial Relations then & Employee Relations Now". NHRD Network Journal 4, nr 1 (styczeń 2011): 18–29. http://dx.doi.org/10.1177/0974173920110104.

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Nurlina Aulia Santika i Siska Yuningsih. "Employee Relations Pada PT. Solusi Energy Nusantara". TUTURAN: Jurnal Ilmu Komunikasi, Sosial dan Humaniora 1, nr 4 (16.09.2023): 24–33. http://dx.doi.org/10.47861/tuturan.v1i4.481.

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Every employee who works has the motivation within himself that is needed in a company, every employee who has high work motivation can maintain the work style of each individual to achieve common goals in a company. Every company, of course, has a different way of employee relations or employee relations to build relationships with its employees. An employee who works must have motivation within himself, because employees who have high work motivation can maintain the work style of each individual to achieve goals together in a company, PT. Solusi Energy Nusantara is a company engaged in the service industry that requires the ability of employees to serve customers so that each employee's performance in providing service to its customers is the key to the good name of a company and customer satisfaction is also determined by employees, as well as employee involvement in achieving company success goals. So to achieve this it is necessary to have a harmonious relationship between employees. The purpose of this study is to determine employee relations at PT. Nusantara Energy Solutions. This research method uses a descriptive qualitative approach and employs Employee Relations theory. As for in this study data collection by means of in-depth interviews. As for the results in the study resulted from how employee relations at PT. Solusi Energy Nusantara, both in terms of communication which is carried out using discussion forums and coordination meetings every month, motivation in teamwork activities also uses agile transformation, employee welfare that is obtained by each employee also makes employees more enthusiastic to continue to provide the best performance results for the company , there is a commitment in the contract given to employees to remain loyal to the company and employee involvement is also considered very important which is the key to the company's success.

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Pender, Erica Romero, Patricia Elgoibar, Lourdes Munduate, Ana Belén García i Martin C. Euwema. "Improving social dialogue: What employers expect from employee representatives". Economic and Labour Relations Review 29, nr 2 (10.11.2017): 169–89. http://dx.doi.org/10.1177/1035304617739506.

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The model of social dialogue within organisations between management and employees is facing unprecedented challenges, and changing rapidly. In this new context of labour relations, experiences and expectations of each other are key drivers for the primary parties to this social dialogue. There has been little systematic research investigating the conditions for constructive social dialogue, particularly when it comes to ‘soft factors’, such as perceived competences, trust, influence and conflict behaviours. Addressing these issues based on theories of conflict, trust and influence, this article investigates experiences and expectations of employee representatives on the part of human resource managers, their counterparts in social dialogue. The results of surveys conducted in 11 European countries indicate that, overall, employers found a model of structured dialogue with elected employee representatives useful. Furthermore, competences of employee representatives, cooperative conflict behaviours, informal relations and trust promoted the influence of employee representatives on organisational decision-making and the quality of these decisions. We discuss implications for different systems of industrial relations. JEL Code: J50

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Andrushko, A. "Labor relations during martial law". Uzhhorod National University Herald. Series: Law 1, nr 73 (9.12.2022): 147–50. http://dx.doi.org/10.24144/2307-3322.2022.73.24.

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In the section on labor law, the labor rights of employees and employers, which are understood due to the introduction of martial law on the entire territory of Ukraine, are highlighted. It is emphasized that labor law is a social law, the primary task of which is to balance the interests of employees, employers and the state. Attention is drawn to new legal constructions of dismissal of an employee, changes in essential working conditions, new grounds for terminating an employment contract at the initiative of the employer are outlined, in particular: the employer is given the right to terminate the employment contract at his initiative in the event of an employee's absence from work and information about the reasons for such absence for more than four months, as well as in the event that it is impossible to provide the employee with working conditions, due to the fact that the production, organizational, technical capacities, means of production, or the property of the owner or the body authorized by him, necessary for the performance of the work by the specified employee, were destroyed as a result of hostilities; the procedure for suspending the employment contract is specified; for the period of martial law, certain restrictions provided by the legislation in the field of corruption prevention regarding employment in other paid or entrepreneurial activities are canceled; issues of organization of personnel records and archival storage of personnel documents at the employer, etc. are clarified. The theoretical research is conducted taking into account the optimization of labor legislation, that is, finding the best option, finding the optimal model of legal regulation of labor relations taking into account the martial law and adapting labor legislation to the standards of the European Union. It is emphasized that the optimization of labor legislation made it possible to significantly organize the order of interaction between the employee and the employer in the conditions of martial law, to eliminate the potential occurrence of labor disputes in connection with the existing legislative gaps in the regulation of labor relations, and ensured the appropriate level of flexibility of labor relations, which employers need in the conditions martial law.

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Mishra, Jitendra Kumar, i Bhaskar Nalla. "Impact of HR Policies on Employee Relations". Global Academic Journal of Economics and Business 5, nr 04 (24.08.2023): 93–97. http://dx.doi.org/10.36348/gajeb.2023.v05i04.005.

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Employee relations look unequivocally to making and staying aware of positive relationships with an alliance's employees. While employee relation is a piece of HR, its enormous occupation is liaising among chief and employees as well as working in benefits and policies to make a sound workplace. Employee relations rose out of present day relations, but in a post-current world, have changed. Master's affiliations really exist, particularly in the public sector, yet drives in individual work space significant entryways prescribes that employee relations managers need to choose demands inside in a fair way that benefits both business and employee. The endless paper recalls the impact of HR policies for employee

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Widiyanti, Zahra Dias, i Arya Andhika Weynanda. "EFEKTIVITAS KEGIATAN EMPLOYEE RELATIONS BANDAR DJAKARTA ALAM SUTERA DALAM MENINGKATKAN MOTIVASI KERJA KARYAWAN". Indonesian Journal of Digital Public Relations (IJDPR) 1, nr 2 (27.01.2023): 76. http://dx.doi.org/10.25124/ijdpr.v1i2.5514.

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This research examines the effectiveness of employee relations conducted by Bandar Djakarta Alam Sutera in increasing employee motivation. This research uses a descriptive qualitative method with a case study approach through interviews, observations and document studies. The research subjects were carried out by the Operational Manager, Head of Public Relations, and Head of Service and Bar. The results of the study found that employee relations activities were effective in increasing employee motivation. The phenomenon of this research departs from the condition felt by employees after the Covid-19 pandemic, namely experiencing a decrease in work motivation when they have to adapt again to open spaces. This is indicated by the number of employees who arrive late to the location and the level of quality and speed of service provided. So in this case, a special focus and strategy is needed in the form of employee relations in order to maintain service quality by managing a large number of employees. In this study, the authors explain how the implementation of employee relations activities at Bandar Djakarta Alam Sutera and how effective they are in increasing employee motivation. Implementation of employee relations activities goes according to Rosady Ruslan's description of employee relations, so it is very effective in increasing employee motivation. Keywords: employee relations, work motivation, employee

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Dane-Staples, Emily, i Stephen Gonzalez. "Employee Relations in Times of Uncertainty". Case Studies in Sport Management 10, nr 1 (1.01.2021): 25–36. http://dx.doi.org/10.1123/cssm.2021-0022.

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Sport managers are required to handle times of uncertainty by managing their employees effectively and working to ensure that the objectives of the organization can be maintained. This case follows the fictional Harrison Hornets AA baseball team through the COVID-19 pandemic and how their chief executive officer/chief operating officer, Rachel Chambers, manages the front office employees. The employer/employee interactions in this case demonstrate the challenges faced by managers attempting to balance things they can and cannot control. In working through the case, students become aware of consequences stemming from specific choices, the struggles managers face when dealing with varying personalities, and issues of inequality that arise when working with diverse stakeholders. The broadness of the narrative provides instructor latitude on implementation for a variety of courses and modes of student participation. The teaching notes provide multiple options to expand beyond the case itself, including research and information literacy tasks that can develop student skills.

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Balaji, Ramprakash, i Harini S. "Study on Industrial Relations". International Journal for Research in Applied Science and Engineering Technology 10, nr 12 (31.12.2022): 772–79. http://dx.doi.org/10.22214/ijraset.2022.48015.

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Abstract: All industrial civilizations share the fundamental trait of widespread wage employment. Workers/employees and employers/management are two separate categories of people who are looking for wage employment, respectively. Known variously as labour-management relations, labour relations, industrial relations, or employer-employee relations, these two groups' relationships are structured. With the exception of the first, these definitions indicate that the relations are at minimum inclusive on the part of the employees. In regards to all problems that concern its members, the labour union negotiates with employers and management. Consequently, the two groups' relationships are structured.

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Rogozińska - Mitrut, Joanna. "UNCERTAINTY IN EMPLOYMENT RELATIONS AND EMPLOYEE LOYALTY". Globalization, the State and the Individual 29, nr 1 (30.06.2022): 13–22. http://dx.doi.org/10.5604/01.3001.0015.9327.

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Maintaining and strengthening this relationship is also directly supported by some of the instruments of the Labor Code, such as employee participation, which is reflected in one of the principles of labor law, as stated in Article 182 of the Labor Code. It is assumed that employees who participate in the running of their employer's business and, even if only in certain matters, decide on its activities, direction of development or restructuring decisions (including personnel decisions), feel responsible and more attached to the employer who employs them.

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Tansel, Aysit, i Şaziye Gazîoğlu. "Management-employee relations, firm size and job satisfaction". International Journal of Manpower 35, nr 8 (28.10.2014): 1260–75. http://dx.doi.org/10.1108/ijm-09-2014-0179.

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Purpose – The purpose of this paper is to investigate the job satisfaction in relation to managerial attitudes towards employees and firm size using the linked employer-employee survey results in Britain. Design/methodology/approach – The authors first investigate the management-employee relationships and the firm size using maximum likelihood probit estimation. Next various measures of job satisfaction are related to the management-employee relations via maximum likelihood ordered probit estimates. Four measures of job satisfaction that have not been used often are considered. They are satisfaction with influence over job; satisfaction with amount of pay; satisfaction with sense of achievement and satisfaction with respect from supervisors. Findings – Main findings indicate that management-employee relationships are less satisfactory in the large firms than in the small firms. Job satisfaction levels are lower in large firms. Less satisfactory management-employee relationships in the large firms may be a major source of the observed lower level of job satisfaction in them. Practical implications – These results have important policy implications from the point of view of the firm management while achieving the aims of their organizations in particular in the large firms in the area of management-employee relationships. Improving the management-employee relations in large firms will increase employee satisfaction in many respects as well as increase productivity and reduce turnover. Originality/value – The nature of the management-employee relations with firm size and job satisfaction has not been investigated before.

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Pillai, Mala. "A study on significance of Employees-Employer relations and its effects on organizational development with special reference to steel Industrial units in Trichy". Pacific International Journal 4, nr 2 (31.12.2021): 36–42. http://dx.doi.org/10.55014/pij.v4i2.9.

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The study was carried out to establish the effect of employee relations on organization development. The findings of the study indicated that to a great extent Trichy Steel Roll mills organization practices employee relations. This study shows that Some Components of employee relations in this organization were identified. Finally, the researcher found out that employee relations strategies improve organizational development. Employees are ever ready to make an extra effort if they are satisfied with strategic decisions of their organizations. Employees give importance to employers for their communication procedures that affect their efficiency and motivation level. Employee relations create competitive advantage over competitors. Significance of Employee relations was also discussed in this paper. 100 samples were selected at three categories from sample industry for the study.

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Basuki, Haikal basiswanto, i Farida Elmi. "The Importance of Employee Trust as a Mediating Job Satisfaction, Employee Relations and Employee Performance". International Journal of Indonesian Business Review 2, nr 2 (13.08.2023): 151–61. http://dx.doi.org/10.54099/ijibr.v2i2.692.

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Purpose – The aim of the study sought to ascertain the impact of employee relations and job satisfaction. Relations with mediation of Employee Trust on employee performance at the delivery service provider company PT TAB in Indonesia. Methodology/approach – These studies employ quantitative descriptive methods. Using a quota sampling type with a non-probability sampling technique, there are 203 couriers at DKI Jakarta who have been employed for over a year. SEM-PLS data analysis with the SmartPLS 3.2.9 program. Findings – According to research, job happiness and employee relations have a favorable and strong direct relationship to employee performance, whereas employee trust has no bearing. Another conclusion was that there was no evidence for an indirect association between work satisfaction and employee relations on employee performance. Novelty/value – It is recommended that the company maintain and maintain the current svstem and promotions and consider reviewing matters related to the distribution of information and policies within the company and continue to consider the recruitment and training system to improve the capabilities of couriers at PT TAB.

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Halidu, Shafiu Kilishi, Olaoluwa Ayodeji Adebayo, Jude Chikezie, Oluwasegun Mobolaji Sodiya i Ayodotun Oluwafemi Bobadoye. "Practices of employee relations and job satisfaction in forestry research institute of Nigeria, Nigeria". Kampala International University Interdisciplinary Journal of Humanities and Social Sciences 1, nr 2 (17.08.2020): 406–15. http://dx.doi.org/10.59568/kijhus-2020-1-2-27.

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Employees’ job satisfaction and healthy practices of employee relations are important factors for an effective organizational system. This study examined the practices of employee relations and job satisfaction in the Forestry Research Institute of Nigeria. The data collected was primary and cross-sectional. A convenience sampling technique was used in selecting 190 participants in the organisation. The results showed that the perceived practices of employee relations include the creation of better working conditions (x̅ = 3.77) and provision of opportunities for participation (x̅ = 3.63). Letters (x̅ = 4.56) and group meetings (x̅ = 4.41 were the tools of employee relations used often (x̅ = 3.62). The major employees’ satisfaction on the job was job achievement (x̅ = 3.97). There was a significant association between the frequency of use of tools of employee relations and job satisfaction and job satisfaction (r = 0.253; p < 0.05) and between the employees’ perception about the practices of employee relations and job satisfaction. (r = 0.50; p < 0.05) and job satisfaction. Based on the results of the study, it was recommended that the organisation should recognize its employees as its valuable assets and invest in the training of its employees on relations management.

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Caramela, Sammi. "HOW TO IMPROVE RELATIONS BETWEEN YOUR MANAGERS AND EMPLOYEES". International Journal of Advanced Studies in Economics and Public Sector Management 11, nr 1 (4.04.2023): 14–18. http://dx.doi.org/10.48028/iiprds/ijasepsm.v11.i1.02.

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The relationship between your managers and your employees is key to maintaining a productive and happy workplace. Here's how to improve the dynamic. Manager and employee relations is an important aspect of day-to-day business operations. Poor relationships in the workplace can directly impact employee performance and retention. You shouldn’t run the risk of losing good workers due to something solvable like poor working relationships. Here’s what you need to know about improving manager-employer relations for long-term success.

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Chernykh, N. V. "Secondment of the Employees' Labor (Personnel's s Labor) as an Atypical Form of Employment". Lex Russica, nr 8 (29.08.2019): 63–73. http://dx.doi.org/10.17803/1729-5920.2019.153.8.063-073.

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The article considers legal relations arising between the employee, the primary employer and the seconding employer when a secondment agreement is made to provide staff (personnel) and when the employment contract is made between the employee and the seconding employer represented by a private employment agency. It is noted that secondment of staff (personnel) is one of the legalized forms of atypical employment in the Russian Federation, the author considers peculiarities of such relations. The author discusses the problem of “precarization” of employees’ labor temporarily sent to the secondment employer, considers the mechanisms of protection of workers from deterioration of their legal status and determines inefficiency of such mechanisms. The paper considers the issues related to 1) modification of traditional approaches to regulation of labor relations with employees temporarily sent to another entity performing the functions of the employer; 2) the problems of implementation of collective rights of workers; 3) the refusal to use traditional mechanisms of bringing employees to disciplinary and financial responsibility; and 4) the “splitting” of the status of the employer between the primary employer and the seconding employer.

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Livingston, Amy. "Employee Free Choice: Amplifying Employee Voice without Silencing Employers - A Proposal for Reforming the National Labor Relations Act". University of Michigan Journal of Law Reform, nr 45.1 (2011): 219. http://dx.doi.org/10.36646/mjlr.45.1.employee.

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This Note investigates the effectiveness of the National Labor Relations Act (NLRA) in balancing unions, employers', and employees' rights during the course of union organizing drives. After reviewing case law and commentary, it concludes that the NLRA's certification regime is ineffective and permits pressures that inhibit employees from expressing their real desires about whether or not to be represented by a union. This Note then examines proposed alternatives for certifying unions, and takes note of Canada's federal and ten provincial certification regimes. Finally, it concludes that the NLRA must be amended to protect worker free choice, and proposes reforms including limiting unions to a public sixty-day organizing campaign, designing a uniform authorization card to be submitted with a fee by employees desiring union representation, and establishing a verification process for these cards.

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Dhuru, Prajakta, i Foram Mehta. "HR Analytics & Employee Relations". Journal of Development Research 13, nr 3 (lipiec 2020): 15. http://dx.doi.org/10.54366/jdr.13.3.2020.15-23.

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Patwardhan, Vivek S. "Innovative Practices in Employee Relations". NHRD Network Journal 8, nr 2 (kwiecień 2015): 78–85. http://dx.doi.org/10.1177/0974173920150214.

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Innes, Erik, i Jonathan Morris. "Multinational corporations and employee relations". Employee Relations 17, nr 6 (wrzesień 1995): 25–42. http://dx.doi.org/10.1108/01425459510096847.

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Matlay, Harry. "Employee relations in small firms". Employee Relations 21, nr 3 (czerwiec 1999): 285–95. http://dx.doi.org/10.1108/01425459910273125.

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Griffin, Jennifer J., Andrew Bryant i Charles P. Koerber. "Corporate Responsibility and Employee Relations". Group & Organization Management 40, nr 3 (8.12.2014): 378–404. http://dx.doi.org/10.1177/1059601114560168.

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Wohlking, Wallace. "Effective Discipline in Employee Relations". IEEE Engineering Management Review 13, nr 4 (grudzień 1985): 62–67. http://dx.doi.org/10.1109/emr.1985.4306160.

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Ogden, Susan. "Strategy, structure and employee relations". International Journal of Contemporary Hospitality Management 7, nr 2/3 (kwiecień 1995): 36–41. http://dx.doi.org/10.1108/09596119510079972.

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Blyton, Paul, i Peter Turnbull. "The Dynamics of Employee Relations". Capital & Class 23, nr 3 (październik 1999): 176–78. http://dx.doi.org/10.1177/030981689906900116.

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DeMaria, Alfred T. "Elements of Effective Employee Relations". Management Report for Nonunion Organizations 40, nr 12 (14.11.2017): 3–4. http://dx.doi.org/10.1002/mare.30339.

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DeMaria, Alfred T. "Elements of Effective Employee Relations". Management Report for Nonunion Organizations 41, nr 1 (26.12.2017): 3–4. http://dx.doi.org/10.1002/mare.30348.

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Daywalt, Ted, i Roger Herman. "Employee relations during military deployments". Employment Relations Today 32, nr 4 (2005): 49–53. http://dx.doi.org/10.1002/ert.20090.

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Chisari-Rurak, Aliona. "Mandatory insurance within the framework of employment relations". Supremacy of Law, nr 1 (styczeń 2023): 159–65. http://dx.doi.org/10.52388/2345-1971.2022.e1.14.

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The right to work is one of the fundamental human rights stated in both local and international acts. It is usually realized on the basis of an individual employment contract, resulting in the formation of a legal relationship between the employer and the employee. The relevance of mandatory social insurance and mandatory health insurance organizations cannot be overstated. Obligatory insurance in work relationships strives to give socio-economic assurances to employees who are legally required to be insured by both the public social security system and the compulsory health insurance system. The monthly payment of the social insurance contribution by the employer and the health insurance premium by the employee generates the right to multiple benefits and services established by law.

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