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Artigos de revistas sobre o assunto "Management Employee participation":
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Larson, James S. "Employee Participation in Federal Management". Public Personnel Management 18, n.º 4 (dezembro de 1989): 404–14. http://dx.doi.org/10.1177/009102608901800402.
Employee participation in management is increasing with the influence and success of Japanese and European management practices. The federal government is following the lead of American business in adopting procedures like quality circles and the use of employee suggestions, and these procedures have highly productive results. MSPB data indicates that the limited use of quality circles in federal government has shown them efficient, and the wide use of employee suggestions has improved productivity as measured by benefit-cost ratios. The future of these forms of participation seems assured, but more wide-ranging forms like employee involvement in decision making and quality of work life programs await a final verdict on their futures.
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Cressey, Peter. "Employee Participation". Work, Employment & Society 9, n.º 1 (1 de março de 1995): 187–90. http://dx.doi.org/10.1177/0950017095009001012.
Jasińska, Joanna. "Organizational Change Management and Employee Participation". Journal of Clinical Case Studies Reviews & Reports 2, n.º 2 (30 de abril de 2020): 1–7. http://dx.doi.org/10.47363/jccsr/2020(2)119.
Changes in modern organizations are inevitable. They are implemented purposefully and consciously in order to adjust the organization to the rapidly changing external conditions, as well as to increase or create its chances of market success. The social factor plays an extremely important role in the process of organizational change. It is people who create organizations so organizational changes apply to them in particular. Therefore, every organization should maintain a proper course of the cycle of change, with the use of appropriate methods and techniques of the change design and implementation, and above all, it should be concerned to carry out the cycle in such a way as to make employees the allies of change, to shape their proper attitude toward a change and their commitment to the process. Therefore, the aim of this paper is to develop a model of employee participation in the cycle of organizational changes. Through direct employee participation, this model explains how it is possible to get the employees involved in the process and to form appropriate attitudes to change.
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Triantafillidou, Eleni, e Theodore Koutroukis. "Employee Involvement and Participation as a Function of Labor Relations and Human Resource Management: Evidence from Greek Subsidiaries of Multinational Companies in the Pharmaceutical Industry". Administrative Sciences 12, n.º 1 (9 de março de 2022): 41. http://dx.doi.org/10.3390/admsci12010041.
Employee involvement and participation is part of Labor Relations and Human Resource Management. This study is to identify how and to what extent employee involvement and employee participation mechanisms are used in the Greek subsidiaries of multinational companies in the pharmaceutical industry. The issues examined in this study are the design of employee involvement and participation practices, the similarities and differences of employee participation practices in the group of companies internationally, corporate employee communication and consultation mechanisms, corporate policy towards trade unions and the EWC nature and agreements. The research method is qualitative with semi-structured interviews conducted with management executives, human resource management executives and the selected organizations participating in the study are active in the pharmaceutical industry and fall within the scope of Directive 2009/38/EC/16.5.2009 on the right of employees to information and consultation at Community-scale companies and groups of companies. The findings indicate that most of the participant companies when designing employee involvement and participation practices, consider a formal model of best practices that has been codified for all multinational companies. Regarding the global company’s policy on consultation and employee involvement most of the participant companies state that they provide a little more than the institutional framework requires. Nevertheless, management receives information about the activity and meetings of the EWC systematically at the time of EWC meetings. Increasing employee participation requires both management attention and initiatives on the part of employees.
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Triantafillidou, Eleni, e Theodore Koutroukis. "Human Resource Management, Employee Participation and European Works Councils: The Case of Pharmaceutical Industry in Greece". Societies 12, n.º 6 (21 de novembro de 2022): 167. http://dx.doi.org/10.3390/soc12060167.
Employee participation is a broad notion that encompasses sets of practices that enable employees to participate in the decision-making process on issues affecting them leading to a committed workforce. According to the 2009/38/EC Directive, a European Workers’ Council (EWC) is established in all undertakings and all community-scale groups of undertakings for the purpose of informing and consulting employees. This study investigates the impact of employee participation on employees and organizations and more specifically the potential benefits and the added value of participation for employees and organizations, the potential costs and threats of employee participation and the added value of EWCs in multinational subsidiaries in the pharmaceutical industry in Greece. The data gathering was carried out through in-depth semi-structured interviews with management, HR executives, trade union representatives and EWC representatives using a semi-structured questionnaire based on the state-of-the-art literature review. Organizations participating in the study are subsidiaries of multinational companies with an active European Works Council in the pharmaceutical industry in Greece. Findings suggest that there are potential benefits of employee participation practices for the employees and added value for the pharmaceutical companies and provide a useful perspective for managers and researchers in the field of labor relations and human resource management.
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Atouba, Yannick. "How does participation impact IT workers' organizational commitment? Examining the mediating roles of internal communication adequacy, burnout and job satisfaction". Leadership & Organization Development Journal 42, n.º 4 (1 de março de 2021): 580–92. http://dx.doi.org/10.1108/lodj-09-2020-0422.
PurposeThe purpose of this study is to revisit the relationship between employee participation and organizational commitment to determine the mediational mechanisms that underlie it. Specifically, the study examines the role of three heretofore unexamined mediators, namely internal communication quality, burnout and job satisfaction and empirically tests multiple alternative explanations/paths for the relationship between employee participation and organizational commitment.Design/methodology/approachThe data for this study were collected using a cross-sectional online survey of 111 IT professionals (e.g. engineers, technicians, etc.) employed at a public IT company (PITC) in the Midwest of the USA.FindingsOverall, the results of this study provide strong support for an indirect relationship between employee work participation and organizational commitment. More specifically, the results of the study show that that relationship is mediated by internal communication adequacy, job satisfaction, as well as the path Burnout—job satisfaction.Originality/valueThis study makes an important contribution to our understanding of how to make the implementation and evaluation of participative practices more effective. It identifies/clarifies the conditions under which participative approaches are likely to induce employees' organizational commitment.
Little, Anna, Russell Wordsworth e Sanna Malinen. "Workplace exercise programmes – how organizational factors influence employee participation". Development and Learning in Organizations: An International Journal 34, n.º 6 (19 de dezembro de 2019): 37–39. http://dx.doi.org/10.1108/dlo-10-2019-0252.
Purpose Past research identifies many positive outcomes associated with workplace exercise initiatives. Realizing these outcomes is, however, dependent on securing sustained employee participation in the initiative. This study examines how organizational factors influence employee participation in workplace exercise initiatives. Design/methodology/approach The study utilizes data from 98 employees who were provided with the opportunity to participate in a workplace exercise initiative. Data were collected via an online survey as well as semi-structured interviews. Findings The paper shows that organizational, rather than individual-level, factors had the greatest impact on employee participation in workplace exercise initiatives. Leadership support for well-being was particularly important and had a significant effect on participation frequency. This relationship was moderated by employee perceptions of employer intentions, such that the more genuine and caring an employer’s intentions were perceived to be, the more likely employees were to participate. Our findings also show that perceived employer intentions have a significant direct effect on employee participation. Research implications We extend research on employee participation in well-being initiatives by considering the influence of organizational, rather than individual-level, factors. Practical implications This research is of practical significance as it highlights the importance of positive leadership in fostering physical well-being in the workplace. It reinforces that sustained participation in workplace exercise initiatives requires deliberate planning, promotion and support from organizational leaders. Originality/value Most studies of workplace exercise and well-being initiatives focus on individual barriers to participation. Our study highlights the important role of leadership support and perceived intentions as organizational influences on employee participation.
Teses / dissertações sobre o assunto "Management Employee participation":
1
Ngan, Hon-wing, e 顔漢榮. "Participation in large project works management". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1985. http://hub.hku.hk/bib/B31263367.
A lot of attention over the years has been focused on understanding employees resistance to change. A few researchers have provided insights into the reasons why some employees remain positive and engaged during times of uncertainty and changes in the organosation. To help build this knowledge area the study was aimed to investigating the factors that drive employee engagement during change. One-hundred-and-twenty employees, across a cross-section of jobs at a specific bank in South Africa, were surveyed. The empirical results obtained from the survey showed that independent variables such as dialogue, organisational culture and a clear4 career plan were congruent with the expected results. In other words these vriables displayed a significant association with the de[endent variables (e.g. job involvement, organisational commitment and organisational citizenship behaviour.).
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Parasuraman, Balakrishnan. "An examination of employee participation in the private sector Malaysian case studies /". Access electronically, 2007. http://ro.uow.edu.au/theses/20.
Sauls, Lucretia. "The relationship between employee engagement and performance in a South African bottling company". Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1021171.
Employee engagement is emerging as a critical organisational issue especially as organisations are recovering from the trauma of the global recession and constant change. Employee engagement has been an area of interest among many researchers and it has received even greater recognition among consulting firms. Therefore, there is a need for academic research on this theory to ascertain the claims of the human resource consulting firms as well as to add to the existing knowledge of employee engagement in the literature. The main aim of the research was to establish whether there is a relationship between employee engagement and performance. The methodology was based on secondary research by means of statistics for employee engagement and performance scores obtained of permanent employees from the organisation under study. A structured survey for employee engagement was used and compared over a two year period as well as performance scores over a two year period. The empirical findings of this study in terms of the relationship between employee engagement and job performance were evident in that a relationship between the variables was proved; however findings from the qualitative research suggest direct and strong relationship between employee engagement and job performance, whereas the current study has not highlighted a very strong relationship based on the empirical findings.
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Yu, Jia. "An examination on the employee participation system in China". Thesis, University of Macau, 2009. http://umaclib3.umac.mo/record=b2138653.
Cordas, Jon D. (Jon Dmetrius). "The Emergence of a New Capitalist Ethic: Transformational Leadership and the Civil Society Movement as Emergent Paradigms Affecting Organizational and Societal Transformation". Thesis, University of North Texas, 1997. https://digital.library.unt.edu/ark:/67531/metadc278427/.
Rapid and chaotic changes in market environments have caused business organizations to modify their organizational structures and social relationships. This paper examines the change in relationship between management and employees, which is shifting from an adversarial and controlling role to facilitation and employee empowerment. This paper's research question concerns how classical sociological theory would explain power redistribution within organizations and the formation of an associative and collaborative relationship which contradicts traditional paradigms. Traditional bureaucratic and contemporary organizational forms are compared and contrasted. Organizational climate, psycho-social components of underlying assumptions and group ethics are seen to be the mechanisms impelling transformation. Organizational change is driven by an emerging secular ethic. This ethic is embodied in an applied model of leadership and examined as an ideal type. The common ethic impelling organizational change is seen to be the same as that causing social transformation in both national and international spheres.
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Holden, L. T. "An Anglo Swedish Comparison of Employee Participation in the Banking Sector". Thesis, Cranfield University, 1994. http://dspace.lib.cranfield.ac.uk/handle/1826/4600.
The purpose of this research was to compare employee
participation practices in a Swedish and a British bank.
There has been considerable interest in human resource
management over the past decade, of which employee
participation forms an important part, but there have been
very few studies which attempt a qualitative comparison of
international aspects of this subject. By using a wider
study, the Price Waterhouse Cranfield Project on .
International Human Resource Management, a European context
is provided for the case study material, which examines in
depth the forms and outcomes of employee participation in a
Swedish and British setting.
A triangulation methodology was employed using two
questionnaires given to employees of each organisation, a
series of in-depth interviews, a reading of company
documentation and personal visits. This enabled the use of a
multiple of approaches with the questionnaires providing a
framework for the in-depth interviews.
Four hypotheses were posed which offered tentative
explanations for the similarities and differences in
employee participation practices in Sweden and Britain.
The findings were then analysed using Poole's Framework of
Participation which proposes a number of contingent factors
which influence the outcomes of employee participation. The
thesis showed that Swedes allow greater participation in the
workplace than the British, explanations of which are rooted
in the cultural and ideological differences of the two
societies. Secondly, it was shown that the drive for profit
or financial stability will override participation
mechanisms if it is felt necessary for survival. Thirdly,
HRM techniques of employee participation are used mainly at
a micro (workplace) level in the organisation as they can
safely be distanced from any strategic decision making. Thus
the strength of employee participation is very much anchored
to the latent power of employees which is influenced by
convergent forces such as economic, technological and
political factors, and divergent forces such as cultural and
ideological factors.
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Snape, Dawn Catherine. "Participation in and outcomes of employee share ownership : a case study". Thesis, London School of Economics and Political Science (University of London), 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.285703.
The research was conducted in a case study organisation and involved two stages. An initial attitude survey was administered to employees in the first three months of the company's employee share ownership scheme and a second survey was administered eighteen months later. In addition to the surveys, data were also obtained via depth interviews with senior managers and group discussions with employees. A series of models were developed to test possible reasons why employees joined the scheme and the nature of the relationship between the reason for joining and both participation in the scheme as well as the level of investment made to the scheme. Of particular interest was whether financial capacity was a significant factor influencing whether employees joined or the level at which they invested. The results showed that two of the models of reasons for joining predicted either participation in the scheme or the level of investment made. Financial capacity was also highly significant in predicting both participation in the scheme as well as the level of the investment. Outcomes of the scheme, both attitudinal and behavioural, were examined using employees' self-reports and 'objective' measures comparing changes over time. Analysis was also conducted to determine whether reasons for joining influenced subsequent outcomes. Employees' indicated that they expected or experienced only modest attitudinal changes as a result of the scheme and they did not expect behaviour to change. The 'objective' measures confinned that neither participation in the scheme, nor the level of investment made to the scheme were significant predictors of attitudes or behaviour eighteen months after employees had joined. Attitudes generally declined over the eighteen months between the surveys, but this again was unrelated to participation or to the level of investment in the scheme. The employees' reason for joining also did not appear to be a significant predictor of attitudes.
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Vosloo, Petro. "An investigation into the relationship between employee value proposition and work engagement". Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/4277.
The intention of this study was to measure the work engagement and EVP of employees and further to investigate the relationship between work engagement and EVP. A secondary objective was to determine to determine to what extend intrinsic rewards of EVP affects work engagement more than extrinsic rewards. The study was quantitative in nature and data was obtained by means of an electronic survey. The EVP questionnaire and UWES were used to measure EVP and work engagement respectively. Results showed that there is no practical relationship between work engagement and EVP; however, evidence suggested a statistically significant relationship between work engagement and EVP. There was no evidence to suggest that in the relationship between work engagement and EVP, intrinsic components of EVP affect work engagement more than extrinsic rewards. It was however suggested that although the extrinsic rewards component of EVP are important in attracting and retaining employees, rewards had no correlation with work engagement. Implications of the findings suggest that rewards might be important when attracting and retaining employees to a company. However, in order to develop levels of work engagement rewards play no significant role. Companies should invest in enhancing the intrinsic components of their EVP to such an extent that it contributes to levels of work engagement.
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Viljoen, Ezalle. "Employee participation within an engineering support services company / E. Viljoen". Thesis, North-West University, 2012. http://hdl.handle.net/10394/9237.
The general objective of this study was to explore and investigate employee participation within an engineering support services company. Attention was therefore given to the opinions and perceptions of employees and managers regarding employee participation as well as the relationship between employee participation and employees’ union membership. To conduct this study a qualitative and quantitative research design was adopted. In order to examine employees and managers’ opinions and perceptions, semi-structured one-on-one interviews were conducted with participants. Six employee participation themes were identified as well as various sub-themes. Self-developed group administrative questionnaires were also utilised to determine the relationship between employee participation and union membership. The study found that employees and managers attach positive opinions and perceptions towards employee participation therefore leading to positive participation outcomes. In exploring the relationship between employee participation and union membership it was found that 87.1% of the employees in the company did not belong to a union. It was also found that there is a statistical significance relationship between employees’ race and their tendency to join a union (0.068). Employees also indicated that they will join a union if co-management and self-management (as forms of employee participation) is not present in their organisation; with a statistical significance of 0.016 and 0.068. Information presented in this study can be used to develop effective employee participation strategies as well as assist in implementing these strategies. Thesis (MCom (Labour Relations Management))--North-West University, Potchefstroom Campus, 2013.
Bratton, John, e Jeffrey Gold. "Communications and Employee Participation". In Human Resource Management, 249–81. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23340-3_10.
Silva, Titus De. "SP 048 Employee Participation". In Integrating Business Management Processes, 430–32. New York, NY : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9781003042846-117.
Poutsma, Erik, e Eric Kaarsemaker. "Added Value of Employee Financial Participation". In Management for Professionals, 181–96. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-08186-1_11.
Georgiades, Stavros. "Organizational Arrangements for Participation Leading Towards Employee Engagement". In Employee Engagement in Media Management, 61–81. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-16217-1_4.
Poutsma, Erik, Paul Ligthart, Andrew Pendleton e Chris Brewster. "The Development of Employee Financial Participation in Europe". In Global Trends in Human Resource Management, 179–213. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137304438_10.
Nutzinger, Hans G. "Employee Participation by Codetermination, Labor Law, and Collective Bargaining". In Management Under Differing Labour Market and Employment Systems, editado por Günter Dlugos, Wolfgang Dorow, Klaus Weiermair e Frank C. Danesy, 301–12. Berlin, Boston: De Gruyter, 1988. http://dx.doi.org/10.1515/9783110859379-027.
Iskender, Neslihan, e Tim Polzehl. "An Empirical Analysis of an Internal Crowdsourcing Platform: IT Implications for Improving Employee Participation". In Contributions to Management Science, 103–34. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-52881-2_6.
AbstractCrowdsourcing has become one of the main resources for working on so-called microtasks that require human intelligence to solve tasks that computers cannot yet solve and to connect to external knowledge and expertise. Instead of using external crowds, several organizations have increasingly been using their employees as a crowd, with the aim of exploiting employee’s potentials, mobilizing unused technical and personal experience and including personal skills for innovation or product enhancement. However, understanding the dynamics of this new way of digital co-working from the technical point of view plays a vital role in the success of internal crowdsourcing, and, to our knowledge, no study has yet empirically investigated the relationship between the technical features and participation in internal crowdsourcing. Therefore, this chapter aims to provide a guideline for organizations and employers from the perspective of the technical design of internal crowdsourcing, specifically regarding issues of data protection privacy and security concerns as well as task type, design, duration and participation time based on the empirical findings of an internal crowdsourcing platform.
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Satpaulina, Yeni Absah e Rulianda Purnomo Wibowo. "Predictors and Impact of Openness to Change in Asset Management Contract (AMC) Implementation at the Electric Power Service Company". In Proceedings of the 19th International Symposium on Management (INSYMA 2022), 511–19. Dordrecht: Atlantis Press International BV, 2022. http://dx.doi.org/10.2991/978-94-6463-008-4_65.
AbstractThe change strategy in asset management implementation is an effort made by the company to deal with the changing business environment. Management decisions with the asset management contract (AMC) mechanism are feared to impact employee satisfaction and employee continuance commitment. This study aims to examine (1) the effect of individual differences (self-esteem, optimism, perceived control) on employee openness in accepting changes in the reorganization of AMC implementation; (2) the effect of context-specific variables (information, participation, self-confidence) on employee openness in accepting changes in the reorganization of AMC implementation; (3) the effect of openness to change to employee job satisfaction; and (4) the effect of openness to change to continuance commitment. Data collection was done through a survey by distributing questionnaires. The subjects of this study were 155 employees from 477 employees in 3 (three) generating units. Data analysis was performed using structural equation modeling-partial least squares (SEM-PLS). The analysis results show that openness to change is successfully predicted from individual differences and context-specific variables (R2 = 0.650), and the job satisfaction and continuance commitment variables are also successfully predicted (R2 = 0.498 and 0.449). It is also found that the self-esteem, information, participation, and self-efficacy variables have positive and significant relationships to the level of openness to change. However, the optimistic variable and perceived control are found to have no significant relationship (p < 0.05). Three context-specific variables and an individual difference variable predict higher levels of acceptance of change, and lower levels of acceptance are associated with lower job satisfaction and lower employee continuance commitment.
Trabalhos de conferências sobre o assunto "Management Employee participation":
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Kulachai, Waiphot, Piya Narkwatchara, Pralong Siripool e Kasisorn Vilailert. "Internal communication, employee participation, job satisfaction, and employee performance". In 15th International Symposium on Management (INSYMA 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/insyma-18.2018.31.
Viddal, A. H. "Harnessing Information Technology and Employee Participation for Improved Risk Management". In SPE International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production. Society of Petroleum Engineers, 1998. http://dx.doi.org/10.2118/46850-ms.
Mayer, Christina, Marisa Schirmer, Thushayanthini Sivatheerthan, Susanne Mütze Niewöhner e Verena Nitsch. "Participative leadership in healthcare: Which situational contextual factors influence managers’ decision to involve employees?" In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002232.
Today’s technological and societal developments are creating new possibilities for designing an economical, flexible and human-oriented work organization e.g. by facilitating more agile management concepts. Research has been concerned with participative leadership styles for many decades, and these have recently been gaining renewed relevance in meeting the demands placed on leadership in modern management settings. Therefore, existing concepts of participative leadership need to be put to test for today’s work organization.An established concept of participative leadership is the model by Vroom (2000, based on Vroom & Yetton, 1973 and Vroom & Jago, 1988), which distinguishes between different degrees of employee participation in decision-making processes depending on situational contextual factors. Empirical studies show that managers who use a participative decision-making style consistent with the model by Vroom have more productive and satisfied employees as well as higher decision quality (e.g. Paul & Ebadi, 1989, Pasewark & Strawser, 1994). Because this model outlines clear implications for employee participation in decision-making based on if-then operations, it can help young managers in particular to structure decision-making processes and to reflect on how to involve employees depending on specific situational contextual factors.As in other sectors, healthcare is affected by the challenges of today's work organization. As far as leadership is concerned, managers usually learn leadership behavior implicitly and there is a high demand of leadership development and the teaching of useful leadership models (McAlearney, 2006). Therefore, this study focuses on the application of the model on employee participation in decision-making processes in healthcare context and poses the following research question: Which situational contextual factors influence managers’ decision to involve employees?As a first step, literature and semi-structured interviews with healthcare managers were used to identify relevant situational contextual factors in decision-making for healthcare: time pressure, information availability, employee acceptance, employee expertise and employee engagement.In a second step, assumptions about the degree of participation depending on given situational factors in healthcare were formulated, based on empirical findings on the model by Vroom.In a third step, healthcare managers (N=30) were asked to complete a questionnaire indicating what level of participation they would choose for different combinations of the given situational contextual factors in decision-making. Following assumptions regarding participation depending on situational contextual factors were confirmed by the healthcare managers: -If there is time pressure, the manager would make decisions without employee participation. -If employee acceptance is important, there would be a group decision-making process. -If an employee has more knowledge or expertise on a decision problem than the manager, the person would be involved in the decision-making process. -If employees share the organization's goals, they can participate in the decision-making process.The findings show consistency with the decision-making model by Vroom and support the relevance of participative leadership in healthcare. Possibilities for the next step of developing a decision tree that links situational factors with if-then operations and lead to a recommended level of employee participation in decision-making processes in the healthcare context are discussed.
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Liu Hongshen, Wang Tao, Li Hongliang e Zhang Hui. "The influence of customer participation on employee job stress—The empirical research based on the role theory". In 2011 International Conference on Management Science and Industrial Engineering (MSIE). IEEE, 2011. http://dx.doi.org/10.1109/msie.2011.5707735.
Bryukhova, Olga. "The Formation of an Attractive HR-Brand of a Transport Company's Target Audience of 'Young People'". In The Public/Private in Modern Civilization, the 22nd Russian Scientific-Practical Conference (with international participation) (Yekaterinburg, April 16-17, 2020). Liberal Arts University – University for Humanities, Yekaterinburg, 2020. http://dx.doi.org/10.35853/ufh-public/private-2020-60.
The article is dedicated to studying the HR-brand of a vehicle company, and seeks ways to improve it further. Theoretical and methodological aspects of shaping the image of an organisation as an employer are now widely reflected in the works of domestic and foreign researchers in the field of human resource management. However, the applied aspects of branding in relation to specific employers from different sectors of the economy remain relevant for the study. The practical interest of the company in question is due to the high turnover rate (15%) and the shortage of young workers. For the purpose of studying the formed corporate HR-brand, the author uses an analysis of local regulations on staff management, employee questionnaires, the assessment of the employer’s value proposition, a reputational audit of the company regarding the Internet environment, etc. The analysis of the internal and external image of the employer concludes that the attractiveness of the HR brand of the enterprise among the target audience ‘young people’ needs to be improved. The successful achievement of this goal is possible through the introduction of career management practices, organising participation in professional competitions; for young promising employees already in the company, developing and implementing a preliminary programme and promoting the company on social media: for potential candidates. Forming an attractive HR brand for young people based on the implementation of a value proposition that takes into account the specifics of this target audience, using new channels and formats to promote the employer brand externally, including in the online environment, will optimise staff turnover, attract and retain talented young people and strengthen the company’s position in the market.
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Kusuma, Ega, e Winanda Warga Dalam. "The Effect of Information Technology Advancement, Management Participation, and Work Motivation on Employee Performance at PT Cladtek Bi-Metal Manufacturing Indonesia". In Proceedings of the 4th International Conference on Applied Economics and Social Science, ICAESS 2022, 5 October 2022, Batam, Riau Islands, Indonesia. EAI, 2023. http://dx.doi.org/10.4108/eai.5-10-2022.2325854.
Yuliaty, Farida, e Budi Santosa. "ANALYSIS OF QUALITY OF WORK LIFE (QWL) AND ORGANIZATION COMMITMENT TO JOB SATISFACTION AND THE IMPLICATION TOWARDS EMPLOYEE PERFORMANCE OF PDAM TIRTAWENING BANDUNG". In Seminar Sosial Politik, Bisnis, Akuntansi dan Teknik (SoBAT) ke-3. LPPM USB YPKP, 2021. http://dx.doi.org/10.32897/sobat3.2021.34.
This empirical research is aimed to develop knowledge especially human resource management and resolve problem through a research about employee performance measurement through quality of work life, commitment and job satisfaction as the intervening variable with employees of PDAM TIRTAWENING as a sample as 102 questionnaires distributed to the chosen respondent and used as stastistic analysis. A measurement of quality of work life consists of four dimensions : growth and development, salary (reward system), participation, and work environment. Three model components and measurement of organization commitment such as affective commitment, continuance commitment and normative commitment. Job satisfaction consists of five factors that are the work itself, salary, promotion, relationship between the superior and the subordinates. Whereas employee performances consists of six factors : quality, quantity, proficiency, knowledge, punctuality, and communication. The result of the reseach using Path Analysis to show that to optimalize employee performance, need to notice another variables that not shown in this research.
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Barrett, Bob. "A Coaching Skills and Strategies Managers Utilize for Employee Improvement and Retention". In INNODOCT 2018. València: Editorial Universitat Politècnica de València, 2018. http://dx.doi.org/10.4995/inn2018.2018.8912.
While managers and supervisors may be hired for certain variety of skills sets, abilities, and knowledge, not all of these workers may be educated or trained to be workplace coaches or mentors may or may not have the tolerance and patience for such a role. However, Human Resource Management professionals in the workplace need to realize that there may be a need for coaching training and skills enhancement workshops to prepare today’s workforce managers. The key for success in this area is to conduct a need assessment for the workers and managerial staff to determine what is needed from today’s workplace coaches in terms of needed skills sets and strategies to be utilized by them to help enhance, motivate, monitor, and evaluate the human capital working for today’s organization. Next, the development and design of a coaching program can be instrumental in moving today’s managerial workforce from general coaches to more specialized coaches to help develop and today’s workforce, as well as help strengthen their own skills sets and knowledge in order to help obtain better results of organizational goals, as well as develop stronger working relationships and bonding with the workers. Equally important, today’s workers need to exert an equal amount of effort and participation in a coaching environment in order to gain better outcomes in terms of performance and efficiency. This presentation will focus on the creation of better coaching programs and evaluation of coaching relationships and outcomes.
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Lukić Nikolić, Jelena, Aleksandar Dejanović e Snežana Lazarević. "The Role of Agile Leaders in Establishing Effective Internal Communication in Digital Organizations". In Seventh International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2021. http://dx.doi.org/10.31410/limen.2021.169.
Fourth industrial revolution and digital economy have affected many organizations and fostered them to become digital in order to survive and succeed. Leaders of digital organizations need to embrace numerous changes not only in organizational structure that becomes flat with minimal hierarchy, control, bureaucracy but also in all organizational processes and activities. One of the most important organizational processes is internal communication which becomes digital due to modern information and communication technologies and tools. This paper shows the role and importance of agile leaders in establishing and nurturing effective internal communication in digital organizations. To achieve the goal of effective digital communication in all directions and through the entire organization, leaders should be agile enough to establish appropriate communication channels, stimulate creative and critical thinking, new ideas, information and knowledge share, real time feedback, build and nurture trust among employees and engage employee participation in decision making.
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Barboza, Tania S., Carlos Alberto Borges e Aluisio S. Xavier Neto. "Participative Risk Management in the Construction of Onshore Pipelines". In 2000 3rd International Pipeline Conference. American Society of Mechanical Engineers, 2000. http://dx.doi.org/10.1115/ipc2000-139.
Accidents related to production, processing, storage and transportation of oil and its by-products have been studied extensively because of their social and environmental impacts. However, accidents relating to construction of oil facilities have been largely ignored by researches, perhaps because such accidents involve a smaller group of people and result in smaller-scale environmental impacts. Pipeline construction projects are particularly unique. As opposed to construction of processing plants, pipeline construction covers a very long reach, often involving varying site conditions. Consequently, there are more environmental issues, many of which vary from place to place along the pipeline route as a result of the differing soil, drainage, vegetation and exposure conditions. The variable conditions, exposure and consequences of accidents along a pipeline route result in many challenges related to risk management. Specifically, risk management is difficult as a result of transportation along the pipeline corridor, multiple access routes to the pipeline corridor, unique culture and social issues in various parts of the country, and remote working conditions. Major issues are moving work sites; crossing of different areas of the country with several typical cultural and regional aspects; multiple work sites and the isolation of workers in small groups. These factors make risk management particularly important, but easy to ignore. In this paper we discuss the major potential risks in every phase of the pipeline construction. The paper describes the company’s process for managing risk during pipeline construction. It identified the limitations of traditional safety management systems in coping with the critical problems related to environmental and safety issues. Many company are using integrated management systems as the major tools to control risk. Such systems cover health, safety and environmental issues (HSE). PETROBARS, as the largest Brazilian oil company and one of the leading oil companies in the world, has adopted the HSE system. The system focuses on employee participation in implementation of the HSE system.
Relatórios de organizações sobre o assunto "Management Employee participation":
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Arias, Karla, David López, Segundo Camino-Mogro, Mariana Weiss, Dylan Walsh, Livia Gouvea e Michelle Carvalho Metanias Hallack. Green Transition and Gender Bias: An Analysis of Renewable Energy Generation Companies in Latin America. Editado por Amanda Beaujon Marin. Inter-American Development Bank, setembro de 2022. http://dx.doi.org/10.18235/0004461.
This study analyzes how the energy transition might change gender bias in power-generating industries. To this end, this paper employs a sample of 102 renewable energy generation companies from six countries in Latin America and the Caribbean: Bolivia, Chile, Costa Rica, Panama, Mexico, and Uruguay. The analysis of collected data shows that renewable generation companies with the highest relative efficiency in the labor-capital ratio are those with the highest participation of women. In addition, the results show that renewable companies are incrementing recruitment of women in energy generation. Nevertheless, in the analyzed sample, the participation of women in renewables is still lower than the sectorial average. Moreover, there is no structural change with respect to roles that women occupy, when comparing renewables companies with others generation companies. Considering the companies size, bigger renewables companies (with higher installed generation capacity) tend to hire more women, but those women occupy mostly non-technical positions. In addition, women's participation decreases in positions requiring more technical occupations. Women represent 36% of STEM1 employees, 39% of non-STEM employees, and 48% of non-qualified employees of the renewable generation companies surveyed. Concerning the role of women in decision making roles within energy companies, wide gender gaps exist in executive and management positions; the proportion of females in the boardroom and in management roles for renewables generation companies was 24% and 22%, respectively. Furthermore, 68% of surveyed companies did not have a gender policy in place. This study confirms that a change in technology alone does not generate qualitative changes in the labor market from a gender perspective. Such changes would be achieved by complementing technological change with inclusion policies, encouraging women to study careers related to science and technology to fill the shortage of female professionals in these areas, and closing the knowledge gap through systematic data collection and sharing about gender in the energy workforce.
