Готові списки джерел за темами / Employees

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Добірка наукової літератури з теми "Employees"

Автор: Grafiati
Опубліковано: 4 червня 2021
Оновлено: 30 липня 2024

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Статті в журналах з теми "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.

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Анотація:
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.
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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.

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Анотація:
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.
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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.

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Анотація:
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.
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4

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.

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Анотація:
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.
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5

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.

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Анотація:
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.
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6

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.

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Анотація:
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.
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7

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.2011.729.

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Анотація:
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.
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8

Gusarov, S. M., and K. Yu Melnyk. "Protection of personal data of the employee." Law and Safety 89, no. 2 (June 29, 2023): 133–44. http://dx.doi.org/10.32631/pb.2023.2.12.

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Анотація:
The article draws attention to the fact that today, in the conditions of a developed information environment, the wide spread and use of various information technologies and systems, the maintenance of automated databases, on the one hand, significantly simplifies the provision and use of information, on the other hand, the risk of illegal interference in personal data increases and family life of a person and misuse of his personal data. The entry into employment is preceded by the work of the employer’s personnel service on personnel selection, within which personal information is received from job applicants. The personnel service is also responsible for the collection, processing, storage and use of data about employees. Today, the use of various telecommunication systems and automated databases in this process increases the risks of disclosure of the employee’s personal information, which may cause him material or moral harm. So, modernity presents authorized state bodies and employers with the task of ensuring reliable protection of personal data of employees. The article examines the views of scientists regarding the categories “human rights protection” and “employee personal data”. Problematic aspects of the Code of Labor Laws of Ukraine, the Law of Ukraine “On Protection of Personal Data” and the draft Law of Ukraine “On Labor” regarding the completeness of legal regulations on the protection of personal data of employees are outlined. An author's definition of the terms “employee personal data” and “employee personal data protection” is proposed. Personal data of an employee is any information related to a specific natural person working on the basis of an employment contract, provided to the employer or collected by him in accordance with the law. The protection of personal data of an employee is the use of opportunities (tools) provided by law for the prevention of offenses in the field of collection, storage, use, destruction, dissemination of information related to a specific natural person working on the basis of an employment contract, termination of the specified offenses and renewal of violated rights in this area. Proposals for improving national legislation in the field of protection of personal data of employees are provided. In particular, it is proposed to supplement the Code of Labor Laws of Ukraine and the draft Law of Ukraine “On Labor” with a separate article “Protection of employee’s personal data”, which provides for the definition of the terms “employee’s personal data” and “employee’s personal data protection”; establish a list of information that is the employee’s personal data; establish the employer's obligation to protect the employee's personal data; establish disciplinary and material liability for employees performing work related to personal data processing for violation of personal data protection legislation, as well as material liability for employers for violation of personal data protection legislation.
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9

Beadle, Carson E. "Taxing Employee Benefits: The Impact on Employers and Employees." Compensation Review 17, no. 2 (March 1985): 12–19. http://dx.doi.org/10.1177/088636878501700202.

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10

Gardner, Timothy M., Jason Stansbury, and David Hart. "The Ethics of Lateral Hiring." Business Ethics Quarterly 20, no. 3 (July 2010): 341–69. http://dx.doi.org/10.5840/beq201020326.

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Анотація:
ABSTRACT:Lateral hiring is the intentional action of one employer to identify, solicit, and hire an individual or group of employees currently employed by another firm, a practice often pejoratively labeled “poaching.” We use the method of critical genealogy to demonstrate that the norms that discourage lateral hiring are constructions used by powerful employers to control the turnover of their employees, making them subjects of their employer’s power rather than free and autonomous people in their own right. We suggest instead that ethical responsibility for entertaining or rejecting lateral hiring offers rests with the focal employee(s). We conclude that the form and symmetry of loyalty between employees and their current employers are the determinants of the appropriateness of an employee’s decision to entertain and accept outside offers. These conclusions imply responsibilities for employers to forge (and employees to honor) symmetrical relational loyalty in the workplace, but not for alternate employers to refrain from making lateral hiring offers.
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Дисертації з теми "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.

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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.

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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.

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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.

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5

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

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Анотація:
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.
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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.

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Анотація:
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.
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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.

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

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

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

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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.
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Книги з теми "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.

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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.

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3

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

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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.

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5

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

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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.

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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.

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8

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

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9

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

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10

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

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Частини книг з теми "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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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Тези доповідей конференцій з теми "Employees"

1

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.

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2

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.

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3

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.

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4

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.

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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).
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5

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.

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6

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.

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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.

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Fernando, Mahesh, Colin Fidge, Tony Sahama, and K. P. Hewagamage. "Employees' perceptions of sharing employer-sponsored personal health records." In ACSW 2018: Australasian Computer Science Week 2018. New York, NY, USA: ACM, 2018. http://dx.doi.org/10.1145/3167918.3167947.

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Krulc, Lea, Janja Orovič, Lena Prosen, Jaka Zdovc, and Gašper Žižek. "Cooperation of Employees and Employers in Occupational Safety and Health Management." In Challenges in Economics and Business in the Post-COVID Times. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.epf.5.2022.50.

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The main theme of this paper is worker-employer cooperation in occupational health and safety management. This is one of the most topical topics, since the provision of occupational health and safety is key to reducing risks in the workplace. Therefore, questions arise about how to ensure that the health and safety problem in a company or organisation is addressed by the employer and employee working together. Many companies are tackling this issue in different ways, whether through employee motivation, on-the-job training, raising awareness, cooperation, etc. Various research has been conducted on this topic, which has shown the positive results of cooperation in occupational health and safety management. This paper thus deals with the themes of employer-employee interaction, in which mutual communication, risk reduction and prevention are key. The paper then goes on to compare governance in the European Union and Slovenia. Given the situation that forced large numbers of employees to work remotely during the COVID-19 pandemic, the subject is also approached from this aspect, how employers can ensure employee safety when working from home. At the end of the paper, some examples are given of how Slovenian and foreign companies are tackling and solving the problem in practice.
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DOLLIJA, Elda, and Manjola ÇOLLAKU. "FURXHI Gentisa HAPPINESS IN THE WORKPLACE." In Happiness And Contemporary Society : Conference Proceedings Volume. SPOLOM, 2021. http://dx.doi.org/10.31108/7.2021.19.

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The nature of workplace has dramatically changed in the new area of economy. Nowadays employeers are investing for better workplace environment. The organizational culture and cimate must encourage the employees to flourish and be their best selves. The perfect workplace is supposted to make the employees happy by giving the people flexibility and autonomy as to where and how they work, built on a culture of growth and trust. That is because happines in the workplace is like a symbiotic relationship which offers mutual benefits to both employees and employers. Key words: employee happiness; workplace; productivity; well being
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Звіти організацій з теми "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.

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2

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.

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3

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.

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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.
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4

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.

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5

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.

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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.
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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.

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Choi, James, David Laibson, Brigitte Madrian, and Andrew Metrick. Employees' Investment Decisions about Company Stock. Cambridge, MA: National Bureau of Economic Research, January 2004. http://dx.doi.org/10.3386/w10228.

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Munnell, Alicia, Jean-Pierre Aubry, Joshua Hurwitz, and Laura Quinby. Public Plans and Short-Term Employees. Cambridge, MA: National Bureau of Economic Research, October 2012. http://dx.doi.org/10.3386/w18448.

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Woods, Robert L. Random Drug Testing of Federal Employees. Fort Belvoir, VA: Defense Technical Information Center, January 1989. http://dx.doi.org/10.21236/ada217954.

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Keefer, Philip, and Razvan Vlaicu. Research Insights: Are Public Sector Performance Constraints Mitigated by Workplace Trust? Inter-American Development Bank, February 2023. http://dx.doi.org/10.18235/0004793.

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Self-collected data on public sector employees from eighteen Latin American countries reveal that employees trust in each other affects individual constraints, organizational constraints, and mission motivation. High-trust employees are i) more willing to collaborate and share information and are more supportive of innovation; ii) are less concerned with low staff quality or lack of discretion to innovate, and more concerned with staff shortages; and iii) have stronger mission motivation. A survey experiment on social distancing policies suggests that trust enhances mission motivation: employee preferences align better with the implied government policy when their trust in the public sector is higher.
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