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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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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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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.
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.
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.
11
Köklü, Fahrettin. "Eğitim Yönetiminde İşten Ayrılma Niyetine Etki Eden Faktörlerin İncelenmesi." International Journal of Social Sciences 7, no. 30 (June 20, 2023): 15–26. http://dx.doi.org/10.52096/usbd.7.30.02.
Анотація:
The aim of this study is to examine the factors affecting the intention to quit work in education management. Job satisfaction refers to how satisfied employees are with their jobs. Job satisfaction is a factor that has a direct impact on employees' motivation, performance, loyalty and attitudes at work. Therefore, job satisfaction is important for both employees and employers. Workplaces that provide job satisfaction retain employees and provide loyalty to the job. Job satisfaction is related to employees' thoughts, feelings and expectations about their jobs. The level of job satisfaction depends on how happy employees are at their jobs and how adequate they are at their jobs. Employees with a high level of job satisfaction tend to perform higher at their jobs, exhibit higher motivation and higher productivity. In addition, it has been observed that employees with high levels of job satisfaction experience less stress at work, leave work less often, and get sick less. Job satisfaction is also important for employers. The level of job satisfaction of employees helps employers to retain their employees and reduces the costs of employers. Increasing employee job satisfaction can help employers demonstrate a higher performance and higher productivity in the workplace. In addition, employees with a high level of job satisfaction increase the image of employers in the workplace and can help employers to be more attractive during the hiring process. Intention to leave work is an employee's thoughts and plans about leaving his current job. The intention to quit your job may vary depending on many factors. Some employees may consider quitting when they get a better job offer or want to move to a different job to achieve their career goals. Other employees may consider leaving their jobs due to adverse conditions at work. Key Words: Educational Management, Job Satisfaction, Intention to Quit Work
12
Ng, Xin Le, Sang Long Choi, and Khairiah Soehod. "The Effects of Servant Leadership on Employee’s Job Withdrawal Intention." Asian Social Science 12, no. 2 (January 11, 2016): 99. http://dx.doi.org/10.5539/ass.v12n2p99.
Анотація:
<p>This study employed survey research to investigate the effects of servant leadership on employee job withdrawal intention. Employees are valuable assets to organization. Leaders are important to decrease employee's job withdrawal intention. Servant leadership style is important to build a good relationship with their employees. Respondents consist of employees that work at small medium enterprises in Johor Bahru, Malaysia. Using questionnaires to collect data and AMOS to analyze data. The results reveal a negative relationship between servant leadership and employee’s job withdrawal intention. Thus, it provides evidence that servant leadership is able to reduce employee’s job withdrawal intention. This study provides some ideas for leader on how to retain quality workers.</p>
13
Eissenstat, SunHee Jang, and Yunsoo Lee. "Understanding organizational citizenship behavior: the counselor’s role." International Journal of Workplace Health Management 10, no. 6 (December 4, 2017): 491–507. http://dx.doi.org/10.1108/ijwhm-05-2017-0030.
Анотація:
Purpose The purpose of this paper is to study organizational citizenship behavior (OCB) as a variable to bridge employer’s and employee’s needs from employee counseling. This study examined the relationship between meaningful work, job satisfaction, and OCB and how their positive associations can be enhanced. The role of counselors was discussed, too. Design/methodology/approach A moderated mediation model was suggested with the mediation model of meaningful work, job satisfaction, and OCB and the moderator, work time flexibility. Intervention was implemented with the goal of increasing employee’s control over work schedule. Six analyses were conducted to compare before and after the intervention aiming for enhancing employee’s work time flexibility, and one year after the intervention. Comparison between the intervention and the control group was also implemented. Findings The result indicated that the intervention was effective but the effect did not last one year after the intervention. This study suggests the role of employee counselors at organization. Originality/value Psychological wellness of employees becomes an interest not only of employees but also employers to reduce cost from employee burnout and turnover. Employee counseling can be provided to improve employee’s psychological wellness and also to meet the goal of employers. Integrated perspective serving two purposes is suggested in this study.
14
Balakrishnan, Ramji, Geoffrey B. Sprinkle, and Michael G. Williamson. "Contracting Benefits of Corporate Giving: An Experimental Investigation." Accounting Review 86, no. 6 (July 1, 2011): 1887–907. http://dx.doi.org/10.2308/accr-10127.
Анотація:
ABSTRACT We use a laboratory experiment to examine whether corporate giving to charity motivates employees. We find a strong altruism effect. Even when employees cannot be remunerated for their actions, employee contributions to employers significantly increase as the level of corporate giving increases. We also find a signaling effect. When employees can be remunerated for their actions, employee contributions initially increase as the level of corporate giving increases. Thus, even though corporate giving to charity decreases the amount that can be shared between employees and employers, employees behave as if more charitable employers will return proportionally more to employees. It is not until relatively high levels of corporate giving that employee contributions to employers eventually decrease. Collectively, our results suggest that corporate giving is an effective lever for motivating employee effort and contributions to organizational endeavors. Corporate giving can increase the efficacy of implicit (relational) contracts and reduce the need for formal accounting-based reward systems and controls.
15
MacAlister, E. "Does an employee assistance programme benefit employers and employees alike?" Occupational Medicine 49, no. 7 (1999): 465–66. http://dx.doi.org/10.1093/occmed/49.7.465.
16
A, ESTHER ZIONIA, and SATHYAPRIYA J. "Organizational Climate As Bedrock For Talent Retention." Restaurant Business 118, no. 5 (May 12, 2019): 132–42. http://dx.doi.org/10.26643/rb.v118i5.7998.
Анотація:
India’s growth rate has been increasing in this global economy. Organization plays a major role in it. Every organization has some unique climate to satisfy the employees and to retain them. Organizational climate is considered a molar concept. In this highly competitive world, Employees are expecting management support and a friendly atmosphere in order to continue their career in their respective organization. Back in the year of 1930’s organization climate is a synonym for the corporate environment. Whenever employees feel they are not satisfied with the job and the climate of an organization, they are ready to switch over the job. Employee’s migration affected the organization, especially talented employees. To retain the talented employees every organization should look into each and every nook and cranny to satisfy the employees need. The organizational climate is one of the ways to retain talented employees. This research paper, therefore, identifies the role of organizational climate & Talent Retention in promoting sustainable development at organizations and identifies the relationship between organizational climate and talent retention, to find out the impact of talent retention on organizational climate and to identify the most preferred organizational activities offered by employers to retain a talented employee with particular reference to Chennai using descriptive survey research design. The research hypothesis was tested using Statistical tools such as Correlation, Multiple Regression, and Weighted Mean Average. 277 respondents were analyzed using a Systematic Random sampling method. The findings revealed that there is a relationship between organizational climate and talent retention. Internal Promotion & Friendly Environment influences more in an organizational climate to retain a talented employee. Flexibility & Physical comfort are the most preferred organizational activities offered by employers to retain a talented employee. Hence it is proved that organizational climates drive the talented employees to retain in the organization.
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Chaturvedi, Neha, and Pawan Kumar Chand. "Worrywarts of Employees in the Information Technology Sector of India." ECS Transactions 107, no. 1 (April 24, 2022): 9543–44. http://dx.doi.org/10.1149/10701.9543ecst.
Анотація:
The health of employees in the organization has been a researchable topic for a long time, and there is strong evidence that the workplace environment can have a significant impact on employee health. As a result, employee worrywart has become a major concern of IT organizations. The present study focuses on worrywarts of employees in Information Technology sector of India. India's IT companies, which have been backbone of the economy, are going to lose business due to worrywarts of employees. The study concludes the reason behind the worrywarts in employees of IT sector. The study has been followed the review of literature approach and looked at employee worrywarts in the IT industry during the past two decades. The effort has been posited to recognize the significant worrywarts of workplace. The previous researchers work shows that workload, digital change, a lack of analytics and coding skills, employment risk, health difficulties of employee have been identified as the significant worrywarts as the conclusion of study. The findings of the study are identified by alarming worrywarts in employee’s life. The study findings shall be helpful for employers, investors, employee, researchers and the other stakeholders of service sector of India to recognize the hassles in the employee productivity and organizational resilience.
18
Maimela, Charles. "The Reasonable Accommodation of Employees with Cancer and their Right to Privacy in the Workplace." Potchefstroom Electronic Law Journal 21 (August 30, 2018): 1–31. http://dx.doi.org/10.17159/1727-3781/2018/v21i0a1703.
Анотація:
The duty of employers to reasonably accommodate employees living with disabilities is fundamental and is invoked on a daily basis in response to various health conditions which employees experience, such as cancer. While executing this fundamental duty, employers must be mindful of other rights which employees have, such as the right to privacy. Employers run the risk of violating the employees' right to privacy in the process of accommodating them if the employer discloses confidential medical information which must be used only for the purpose of making accommodations for the employee concerned, in this context an employee with cancer. This paper focuses on the duty of employers to reasonably accommodate such employees, and the right to privacy of the employees. Further, this paper aims to investigate if a balance can be maintained between the duty of the employer to make such accommodations and the right to privacy of the employees
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Fisher, Joseph G., Laureen A. Maines, Sean A. Peffer, and Geoffrey B. Sprinkle. "An Experimental Investigation of Employer Discretion in Employee Performance Evaluation and Compensation." Accounting Review 80, no. 2 (April 1, 2005): 563–83. http://dx.doi.org/10.2308/accr.2005.80.2.563.
Анотація:
Employment relationships provide fertile ground for both employee and employer opportunism. Employers worry about whether employees will devote sufficient effort to work, and employees are concerned about whether employers will compensate them appropriately. In this paper, we examine whether employer discretion over the size of the total employee compensation pool and the allocation of this pool among employees influences employee and employer opportunism. The results of our experiment indicate that firm output and employees' compensation are greater when the employer does not have discretion over total employee compensation, but does have discretion over the allocation of total compensation. We find that the employer's residual profit increases with discretion over the allocation of compensation among employees; however, we find no effect on residual profit of the employer's discretion over the total amount of employee compensation. Our results suggest that firms benefit from a compensation contract that establishes total employee compensation as a predetermined function of public, aggregate measures such as accounting income, but provides the employer at least some discretion to allocate this compensation using private information. However, our results caution that employees and employers may not have similar preferences for the degree of employer discretion over the determination of total employee compensation.
20
Tahir, Muhammad. "ANALYSIS OF REWARD PRACTICES AND THEIR INFLUENCE ON EMPLOYEE ENGAGEMENT AMONG SOFTWARE DEVELOPMENT FIRMS IN PAKISTAN." International Journal of Management & Entrepreneurship Research 1, no. 3 (June 21, 2020): 140–50. http://dx.doi.org/10.51594/ijmer.v1i3.19.
Анотація:
The current study is based on investigation of current reward practices of the software development firms in Pakistan, employee’s preference for different type of reward offered, and influence of reward practices on employee’s work engagement. The design of the study is cross-sectional and explanatory, and it is based on quantitative approach and survey method. Primary data is collected from staff of 10 selected software development firms located in the city of Islamabad (n=160). Our results indicate that in monetary reward category, employees prefer reward such as enough payments, overtime payments, and transportation allowances which are not adequately provided by the employers. Similarly, in non-monetary reward category, employees prefer reward such as social security, and appreciation and recognition which are not adequately addressed by the employers. Furthermore, results indicate that both monetary reward as well as non-monetary reward has positive and significant effects on employee engagement. Both type of reward explains 66.9% change in the employee engagement level. Our results imply that software development firms in Pakistan should review their reward practices and give attention to both type of reward.
21
Ford, Janet, and Marilyn Wilson. "Employers, Employees and Debt." Employee Relations 15, no. 6 (June 1993): 21–36. http://dx.doi.org/10.1108/01425459310047348.
22
Pimentel, Duarte, and Raquel Rodrigues. "Employee Silence and Entrepreneurial Orientation in Small and Medium-Sized Family Firms." European Journal of Family Business 12, no. 1 (March 8, 2022): 39–50. http://dx.doi.org/10.24310/ejfbejfb.vi.13536.
Анотація:
This paper aims to assess differences between employees of family and non-family firms regarding their levels of employee silence and their perceptions of the company’s entrepreneurial orientation. Moreover, focusing on family firms, we assess the relationship between the levels of employees’ silence and their perceptions of the firm’s entrepreneurial orientation. The empirical evidence is provided by a sample of 245 Portuguese employees, 117 employees of family firms, and 128 of non-family firms, who responded to a questionnaire that included employee silence and entrepreneurial orientation measures. Results reveal that family firms’ employees show higher levels of employee silence but perceive their companies as less entrepreneurially oriented than employees of non-family companies. In addition, our results do not support the idea that there is a relationship between the levels of employee silence and the employee’s perception of the company’s entrepreneurial orientation. This paper offers initial insights into the debate on the relationship between the levels of employee silence and the employee’s perception of the company’s entrepreneurial orientation in family firms.
23
Urdarević, Bojan, and Aleksandar Antić. "The possibility of electronic delivery of acts related to exercising empoyees' rights and undertaking work-related obligations." Zbornik radova Pravnog fakulteta Nis 60, no. 91 (2021): 177–90. http://dx.doi.org/10.5937/zrpfn0-32485.
Анотація:
In this paper, the authors tackle the issues related to the electronic delivery of acts related to exercising employees' rights and undertaking work-related obligations. The consideration is accompanied by an appropriate comparative law analysis. Emanating from mutual relations between the employer and the employee, the acts related to employees' rights and obligations are most often rescripts by which the employer decides on the employee's rights and obligations, but they also include written submissions that constitute official communication between the employee and the employer (such as requests, application, letters, etc.) In the Labor Act of the Republic of Serbia, the possibility of electronic delivery of acts deciding on the exercise of employees' rights and obligations is envisaged as an exception. Having in mind the development of information and communication technologies and the change in the mode of work caused thereby, especially during the "coronavirus" pandemic, it is necessary to envisage the possibility of electronic delivery of acts related to official communication between employers and employees in other cases, in addition to those currently provided in the Labor Act of the Republic of Serbia.
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Grublienė, Violeta, and Audronė Urbonaitė. "Organizational culture strengthening and employee motivation improvement." Management Theory and Studies for Rural Business and Infrastructure Development 36, no. 3 (October 14, 2014): 507–15. http://dx.doi.org/10.15544/mts.2014.047.
Анотація:
Increasing competition as well as drastic and rapid changes within the market encourage the organizations to shift their focus to efficient operation at minimal expense. Organizations willing to become successful need to inspire their employees to work responsibility, demonstrate initiative and actively participate. The objective of this research is to identify the correlating factors of organizational culture and employee‘s motivation and anticipate the actions aimed at organizational culture strengthening and employee motivation improvement. To achieve this objective sources of scientific literature have been analysed and summarised and employees of two industrial companies have been surveyed. Goals of the research: to determine correlation between organizational culture and motivation and to create a correlation scheme; to identify employees’ attitudes towards organizational culture and to evaluate the impact of organizational culture on employees’ motivation; to anticipate the actions aimed at organizational culture strengthening and employee motivation improvement. On the grounds of the research results main factors determining correlation between organizational culture and motivation were identified and importance of congruence of employeesʼ and organization‘s values has been substantiated.
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Alam, Mohammad Jahangir. "An Analysis of Demographic Factors that determine Employee Engagement in the Workplace: A Case Study of the RMG Industry of Bangladesh." American Journal of Multidisciplinary Research and Innovation 2, no. 2 (March 26, 2023): 64–71. http://dx.doi.org/10.54536/ajmri.v2i2.1356.
Анотація:
As a labor-intensive and man-machine integrated manufacturing industry, the level of employee engagement in the industry is a big concern that has created a long-term adverse effect on both employers and employees to a large extent. Hence, this study has examined how the demographic factors of employees in this industry affect the engagement level of employees in the context of Bangladesh. Following the multistage sampling method, data was collected from 280 employees working in this industry and analyzed accordingly with the application statistical tool ANOVA and independent t-test. The results of the analysis indicate that the demographic factors of employees have an influence on employee engagement in the workplace at different levels. The managerial implication of this study is that the employers of the RMG industry will now know that the work engagement of employees is predicted by demographic factors of employees. Thus, this study will help this industry to set the right policies and procedures to adhere to a sustainable level of employee engagement in line with the demographic factors of employees.
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Del Punta, Riccardo. "Social Media and Workers Rights: What Is at Stake?" International Journal of Comparative Labour Law and Industrial Relations 35, Issue 1 (March 1, 2019): 79–100. http://dx.doi.org/10.54648/ijcl2019004.
Анотація:
This article addresses the way in which the growing use of social media is changing the employment relationship. Technology has given rise to a huge increase in the amount of information about employees available to employers, while allowing them to engage in invasive monitoring of employee access to the internet and social media. This highlights the importance of regulatory techniques, as employees have become more exposed to monitoring by the employer and potentially to discrimination. In certain cases, the employee’s freedom of expression is at risk. To counteract these tendencies, privacy laws, recently reinforced in the EU by the General Data Protection Regulation or GDPR, and more generally the principle of proportionality, can represent effective instruments to prevent technology from exacerbating the condition of subordination of employees.
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Indrawati, Ida Ayu Agung Ngurah. "PENGARUH MOTIVASI DAN KEPUASAN KERJA KARYAWAN TERHADAP KINERJA KARYAWAN HOTEL DI KAWASAN LOVINA, KABUPATEN BULELENG." Jurnal Ilmiah Hospitality Management 7, no. 1 (February 5, 2018): 59–64. http://dx.doi.org/10.22334/jihm.v7i1.36.
Анотація:
Employee satisfaction totally cannot be separated from the fact that employee satisfaction can be achieved when all goals can be fulfilled in performing the duties. Motivation of employees in an organization can be considered either simple or complex problem since humans are basically easy to get motivated by giving what to be desire. The purpose of this study was to identify the effect of work motivation upon employee performance in star-hotels in the area of Lovina, Buleleng and identify the effect of job satisfaction on employee performance in star hotels in the area of Lovina, Buleleng.This research area is located in Lovina, Buleleng. The samples used in this study were 97 employees coming from of three, four, and five stars - hotel in Buleleng, Lovina. Multiple linear regression method was used to explain the pattern of the relationship between the factors of individual character, the perception of fairness, and performance.Based on the results of data statistical calculations on the influence of work motivation and job satisfaction on employee’s performance, it showed that motivation and job satisfaction simultaneously influenced the employee’s performance in stars – hotels in Lovina, Buleleng; partially work motivation and job satisfaction variables affected the performance of employees at the stars - hotels in the heart of Lovina Buleleng; as well as the dominant influence on the motivation of the employee's performance in the area of Lovina, Buleleng.
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Combs, Gwendolyn, and Andrew Davis. "Employee Resource Groups (ERGs) at the Interface of Employees and Employers." Academy of Management Proceedings 2017, no. 1 (August 2017): 13966. http://dx.doi.org/10.5465/ambpp.2017.13966symposium.
29
Bordinat, Lisa. "New Types of Employee Assessments Offer Opportunities for Employers and Employees." Employment Relations Today 41, no. 2 (July 2014): 11–16. http://dx.doi.org/10.1002/ert.21448.
30
Rahim, Ramita Abdul, Noor Azrin Mohammad Nasir, Marlita Mat Yusof, and Nor Lela Ahmad. "Reward and Employee's Creativity: Case of Manufacturing Organization." Global Journal of Business and Social Science Review (GJBSSR) Vol. 1(4) 2013 1, no. 4 (October 15, 2013): 10–17. http://dx.doi.org/10.35609/gjbssr.2013.1.4(2).
Анотація:
Objective - The main objective of this study is to investigatestrategic reward systems that are intrinsic and extrinsic reward for employees. The rewards address four areas that consist of compensation, benefits, recognition and appreciation. This study discussed whether the reward system gives more benefit to the organization and employees such as improving the employee level of creativity or vice versa. Methodology/Technique - This study is a correlational study where the researchers examined the relationship between reward system and employee's creativity among administrative support personnel in the manufacturing industries. This study focused on five (5) selected manufacturing organization involved in electronic field located in Shah Alam Selangor. The total population is one hundred and sixty (160) staff. Findings - The research findings show that rewards are contributing factors to the employees' creativity or ideas among administrative support personnel in the manufacturing industries in Shah Alam. By providing employees with extrinsic rewards is relatively straightforward and usually built into performance and particularly useful in the short-term for creativity and motivating employees to work towards one specific organizational goal. Novelty - The finding of this study would enhance understanding of the issues of reward system among employers in manufacturing organizations which can influence the effectiveness of employee creativity. It also will be beneficial to the management in puttingsuch efforts to increase employees' creativity. Type of Paper - Empirical Paper Keywords : Extrinsic Reward; Intrinsic Reward; Employee Creativity; Manufacturing Organization.
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Cholil, Saifur Rohman. "SISTEM PENDUKUNG KEPUTUSAN PERPANJANGAN KONTRAK KERJA KARYAWAN PADA PT. TELKOM AKSES REG IV MENGGUNAKAN METODE ORESTE." JATISI (Jurnal Teknik Informatika dan Sistem Informasi) 8, no. 2 (June 17, 2021): 970–79. http://dx.doi.org/10.35957/jatisi.v8i2.340.
Анотація:
PT Telkom Akses has fairly many employees, some of these employees still have status as contract employees, The employee's employment contract lasts for one year and then at the end of each period of the employee's contract there will be a performance evaluation which includes several criteria to determine whether the employee gets a contract extension or not. The number of employees of PT Telkom Akses with the status of contract employees is not small and the assessment process that is still manual becomes an obstacle in the assessment process because it is difficult and requires a lot of time. In determining employee work contracts, subjectivity often arises from managers or coworkers who can influence the decision making process regarding employee employment contracts. The criteria for evaluating employee work contracts include appraisal, absenteeism, BPJS employment, and employee position. The results of this study obtained a value of 0.90 on the validation of the Spearman Correlation Coefficient calculation. So the system is feasible to be used in the determination of employee employment contract at PT. Telkom Access REG IV.
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Arwab, Mohd, Jamal Abdul Nasir Ansari, Mohd Azhar, and Mohd Ashraf Ali. "Exploring the influence of training and development on employee’s performance: Empirical evidence from the Indian tourism industry." Management Science Letters 12, no. 2 (2022): 89–100. http://dx.doi.org/10.5267/j.msl.2021.10.004.
Анотація:
The aim of this paper is to explore the influence of training and development on employee’s performance through different dimensions. Moreover, this study proposes a model in the area of human resource development to be used for testing and improving the performance of employees in the Indian travel and tourism sector. An integrated model was developed highlighting the relationship between the training and development and employee performance. Using the sample of 146 employees, structural equation modelling (SEM) was employed to validate the hypothesized relationship by evaluating the responses of employees working in the Indian travel agencies. The findings of this study demonstrate a strong relationship between training and development and employee performance in the travel industry and also can be used by managers and HR professionals for organizing exclusive training programs for improving employee's performance based on the dimensions used in this paper. The present study provides an empirical and theoretical explanation of different dimensions associated with training and development and employee performance, especially in the Indian tourism industry.
33
Logahan, Jerry, Synthia Atas Sari, and Dian Marisa. "Analisis Pengaruh Kemampuan, Usaha dan Dukungan Perusahaan terhadap Kinerja Karyawan pada CV Sandang Gloria Konveksindo." Binus Business Review 3, no. 1 (May 31, 2012): 311. http://dx.doi.org/10.21512/bbr.v3i1.1320.
Анотація:
Clothing Konveksindo CV Gloria is a trading company engaged in the sale of products and clothing items. Therefore, the performance of employees is very important in achieving that goal. The purpose of this study was to analyze the influence of ability, effort, and support the company towards the employee's performance CV Gloria Konveksindo Clothing. The method of analysis used in this study is descriptive, Pearson Regression, and Multiple Regression. Data obtained from the appraisal of employee performance by filling in the questionnaire that has been provided by using a Likert scale that is useful to know the degree of disagreement and agreement existing employees to the question on the questionnaire. The results achieved in this study were the ability of employees to work have an influence for 28.8% of employee performance, employee efforts in working to have the effect of 50.6% on employee performance, corporate support for work processes have the effect of 47.7% the performance of employees, while the ability of employees, employee efforts, and support the company has influence for 66.3% of the employee's performance CV Gloria Konveksindo Clothing. With this capability expected of employees, employee efforts, and support the company serve as the main factor to improve employee performance.
34
Abraham, Steven. "Benefits of providing Weingarten rights for nonunion employees." Strategic HR Review 15, no. 6 (November 14, 2016): 267–70. http://dx.doi.org/10.1108/shr-07-2016-0063.
Анотація:
Purpose Unionized employees have the legal right to bring a union representative with them into an investigatory interview if they request it (“Weingarten rights”). This study aims to demonstrate that employers should allow nonunion employees the right to have a co-employee accompany them in a similar type of interview, if the employees make that request. Design/methodology/approach Not applicable. Findings There will be two benefits to allowing nonunion employees the right to bring a co-employee into an investigatory interview with them. First, this will be a form of organizational justice, and researchers demonstrated the benefits of employees perceiving that they receive organizational justice. Secondly, this will be a form of union substitution which should reduce employees’ desire for unionization. Originality/value Whereas most employers seek to avoid the application of Weingarten rights in nonunion workplaces, this article argues that organizations should grant employees this right voluntarily.
35
Zakaria, Noorul Huda, Muhazita Alias, and Norhamimah Rani. "EMPLOYEE’S PRODUCTIVITY: THE MOST DOMINANT FACTORS." International Journal of Entrepreneurship and Management Practices 3, no. 9 (March 10, 2020): 01–13. http://dx.doi.org/10.35631/ijemp.39001.
Анотація:
An employee is the most important element in the success of a company. In order to achieve the optimum productivity of goods or services, the underlying factors of employee performance are very crucial to be identified. Employers should provide a conducive working environment to ensure that the employees can perform well and satisfactorily towards the success of the company. This paper, therefore, was conducted to determine the most influencing factor of employee’s productivity. The aim is also to investigate the relationship between employee’s productivity and three identified factors which are motivation, working environment and job satisfaction. Besides, the study also aims to examine the strategies to improve the productivity of employees. The respondents were 80 staff of Elektro Serve (M) Sdn. Bhd. (ESMSB) which is based in Paka, Terengganu. In ensuring the stability of information generated, cross-sectional data was conducted using a self-administered questionnaire. Correlation and regression analysis were conducted in analysing the data gathered. The finding shows that motivation is the most influencing factor of employee productivity followed by job satisfaction. Thus, it can be concluded that motivation and job satisfaction are the most dominant factors that contribute to the employee’s productivity.
36
Annuar, Sarina, Halimah Mohd Yusof, and Nerisha Sarah Nur Malek. "The Relationship Between Leadership Style and Employee Psychological Well-Being at a Palm Oil Estate in Tawau, Sabah." Sains Humanika 15, no. 3 (August 30, 2023): 1–9. http://dx.doi.org/10.11113/sh.v15n3.1961.
Анотація:
Strong leadership is the true cornerstone of an organisation and the backbone of a business. It has been suggested that the key role in ensuring success in the organisation and maintaining good psychological well-being is shared among employers and employees. Provision visualized that for maintaining a good psychological well-being among employees were shared between employers and employees the key in ensuring the success of maintaining good psychological well-being in the organisation. Hence, this study aims to explore the relationship between leadership style and employee psychological well-being at the palm oil estate in Tawau, Sabah. Convenience sampling was adopted as a non-probability sample design in this investigation. There were 100 employees that participated in this study, which include the harvester, daily rate employees and line leader. The data collection was conducted by distributing the questionnaire using the Google Form as well in person. Questionnaires used in this research were Multifactor Leadership Questionnaire and Psychological Well Being Scale. The findings showed that the level of leadership style is at a moderate level, while the level of employee psychological well-being is at a high level. This study successfully found a relationship between leadership style and employee psychological well-being within the studied company. Sentence edit: Personal growth dimension was the highest score compared to other dimensionsThere are several limitations that occurred during the research. Firstly, the lack of ability to access the academic journal gave limitations to the researcher to conduct literature review and have a better understanding of the journals. In addition, this study only included one company located in Tawau. The results are not generalizable as the data only reflect one company. Future implications should highlight the importance of role models among leaders by exhibiting leadership style attributes when communicating with their employee as it may affect the employee’s perspectives towards them. Besides, allowing employees to recognize their potential, autonomy, and ideas is a great way to start the journey toward a better leadership style.
37
Jazid, Jazid. "TINJAUAN PENERAPAN AKUNTANSI MANFAAT KARYAWAN." EKUITAS (Jurnal Ekonomi dan Keuangan) 9, no. 2 (January 1, 2007): 265. http://dx.doi.org/10.24034/j25485024.y2005.v9.i2.2381.
Анотація:
Accountancy of employees benefit arranges confession; measurement and reporting of obligation (or assets) of post employee benefit. Next, burden of employees benefit was allocated to during year of service employees. To reach best estimate in measurement of employees benefit obligation (at the time of terminating year of service employees) and converting to present value was needed an assumption actuarial. The practice of this accountancy is visible at existence of confession and reporting of obligation (or assets) of employee’s benefit in financial position report, and burden of employee’s benefit in accounting of loss and profit report. The reporting give influence to less to the company performance, because it can decreasing to the ratio of financing structure health and the profit.The practice of accountancy of employee's benefit for Indonesia have arranged by SFAS 24 and 57. Although these SFAS have gone into effective of commencing from date of January 1st 1995 and from date of January 1st 2001, but the applying is still less. Condition prerequisite to applying accountancy of benefit employees require confession for obligatory past event and commitment to fulfill the law obligation. The low of enforcement of law in general including compliance of UU ketenagakerjaan, domination of the practical consideration of business, and complication of the actuarian calculation is cause such weak precondition.The practice of accountancy of employee's benefit for Indonesia is more effctive at the emiten and or the public company, for the financial statement including cover of period of commencing from January 1st 2000. It is motivated for applying of the good corporate governance and the Kepmennaker 150/2000. This positive growth are more better since of application of UU Ketenagakerjaan 13/2003 and SFAS 24 revised at year 2004 (earlier application are recommended).To evaluate how far the practice of accountancy of employee's benefit is needed an evaluation to the regulation which have relation to developing of precondition above; and also to the accountancy of benefit employees itself.
38
Jazid, Jazid. "TINJAUAN PENERAPAN AKUNTANSI MANFAAT KARYAWAN." EKUITAS (Jurnal Ekonomi dan Keuangan) 9, no. 2 (September 18, 2018): 265–87. http://dx.doi.org/10.24034/j25485024.y2005.v9.i2.330.
Анотація:
Accountancy of employees benefit arranges confession; measurement and reporting of obligation (or assets) of post employee benefit. Next, burden of employees benefit was allocated to during year of service employees. To reach best estimate in measurement of employees benefit obligation (at the time of terminating year of service employees) and converting to present value was needed an assumption actuarial. The practice of this accountancy is visible at existence of confession and reporting of obligation (or assets) of employee’s benefit in financial position report, and burden of employee’s benefit in accounting of loss and profit report. The reporting give influence to less to the company performance, because it can decreasing to the ratio of financing structure health and the profit.The practice of accountancy of employee's benefit for Indonesia have arranged by SFAS 24 and 57. Although these SFAS have gone into effective of commencing from date of January 1st 1995 and from date of January 1st 2001, but the applying is still less. Condition prerequisite to applying accountancy of benefit employees require confession for obligatory past event and commitment to fulfill the law obligation. The low of enforcement of law in general including compliance of UU ketenagakerjaan, domination of the practical consideration of business, and complication of the actuarian calculation is cause such weak precondition.The practice of accountancy of employee's benefit for Indonesia is more effctive at the emiten and or the public company, for the financial statement including cover of period of commencing from January 1st 2000. It is motivated for applying of the good corporate governance and the Kepmennaker 150/2000. This positive growth are more better since of application of UU Ketenagakerjaan 13/2003 and SFAS 24 revised at year 2004 (earlier application are recommended).To evaluate how far the practice of accountancy of employee's benefit is needed an evaluation to the regulation which have relation to developing of precondition above; and also to the accountancy of benefit employees itself.
39
Macovei, Tatiana. "Dismissal of employees due to reduction of the number or state of staff." Studia Universitatis Moldaviae. Seria Stiinte Sociale, no. 3 (June 2023): 76–81. http://dx.doi.org/10.59295/sum3(163)2023_09.
Анотація:
The dismissal of employees reprezents the termination of individual employment contracts at the initiative of the employers. Dismisssal of employees is allowed only in the cases strictly provided by lae, the eployer not havind the roght to establish additional cases of dismissal of employees through normatice acts at unit level. The economics crisis iften causes employers ti lay off employees duet o a reduction in the number or staffing levels. In these cases of employee dismissal, the employer is obligated ti comply with a series of legal conditions, mbeing the mostcomplex procedure for employee dismissal. In this article we propose ti analyze the normative framework related to the procedure for the dismissal of employees due to a reduction in the number or stuffing levels.
40
Karima, Nadia, Dewita Suryati Ningsih, and Ahmad Rifqi. "The Effect Of Work Discipline, Organizational Commitment and Competency On The Performance Of Novotel Pekanbaru Hotel Employees." INTERNATIONAL JOURNAL OF ECONOMICS, BUSINESS AND APPLICATIONS 7, no. 2 (November 29, 2022): 91. http://dx.doi.org/10.31258/ijeba.7.2.91-110.
Анотація:
This study aims to determine the effect of work discipline, organizational behavior, and competence on employee performance. This research was conducted at the Novotel Hotel Pekanbaru. The research population in this study was the Novotel Hotel employees, numbering as many as 135 people. The research sample was taken from as many as 57 people using the Slovin formula, for a total sample of 57 people. The data collection method used in this study was a questionnaire about work discipline, organizational behavior, and performance competence, which was then analyzed using multiple linear regression. The results of this study are that: (1) there is a significant effect of work discipline on employee performance. This means that the higher the employee's work discipline, the higher the performance of the Novotel Pekanbaru Hotel employees. (2) There is an effect of organizational commitment on employee performance. This means that the higher the employee's organizational commitment, the higher the performance of the Novotel Pekanbaru Hotel employees. (3) Employee competence has an impact on the performance of Novotel Hotel employees. This means that the higher an employee's competence, the better their performance. (4) Simultaneously, there is a significant influence between work discipline, organizational commitment, and employee competence on the performance of Novotel Pekanbaru Hotel employees.
41
Prajogo, Wisnu. "PENGARUH KEPEMIMPINAN TRANSFORMASIONAL PADA KINERJA DENGAN KESAMAAN VISI ANTARKARYAWAN SEBAGAI VARIABEL PEMEDIASI." Jurnal Riset Manajemen dan Bisnis 8, no. 1 (June 1, 2013): 49. http://dx.doi.org/10.21460/jrmb.2013.81.90.
Анотація:
This research examines the direct and indirect influence of transformational leadership to performance, with employee’s shared vision as the mediating variable. 504 respondents taken from a purposive sampling based on their occupational characteristics participated in this research. The results reveal that transformational leadership has no influence to employee performance, meanwhile transformasional leadership has positive influence to shared vision among employees, and shared vision among employees has positive influence to employee performance. This research also found that shared vision among employees has a full mediation role in the relationship of transformasional leadership and employee performance. Keywords: transformational leadership, shared vision among employees, employee performance
42
Nariani, Ni Komang. "PENGARUH KOMPENSASI, KEPEMIMPINAN DAN LINGKUNGAN KERJA TERHADAP KINERJA KARYAWAN DI SEKOLAH TINGGI PARIWISATA BALI INTERNASIONAL." Jurnal Ilmiah Hospitality Management 6, no. 2 (February 5, 2018): 93–100. http://dx.doi.org/10.22334/jihm.v6i2.24.
Анотація:
The International Bali Tourism Institute is one of Private School in Tourism and Hospitality.. High quality human resources are urgently needed by an institution to be able to compete and develop its potential as an embodiment of the performance. Efforts to improve organizational performance should be started from the employee's performance. Many factors affect the performance of the employee. This research focuses the employee performance on three things: compensation, leadership and work environment.The study uses 74 respondents, employees of The International Bali Tourism Institute. The research aimed to determine the effect of compensation, leadership and work environment to employee’s performance at the College of Tourism Bali International. The data analysis is using multiple linear regression. The results showed there are significant positive and significant between compensation and leadership on employee performance, meaning that if the compensation and leadership increases, the performance of employees will increase. There is a positive effect but not significant between the work environments on employee performance, meaning that although the work environment increases employee performance has not increased. There is a positive and significant influence between compensation, leadership and work environment simultaneously on employee performance, meaning that if the compensation, leadership and work environment increases, the performance of employees will increase.
43
Parabakaran, Dhivyabharathi, and Masri Abdul Lasi. "HUMAN RESOURCE MANAGEMENT PRACTICES AND ITS IMPACT ON EMPLOYEE ENGAGEMENT AND PERFORMANCE IN AN ORGANIZATION A STUDY ON LABOUR FORCE IN MALAYSIA." MALAYSIAN E COMMERCE JOURNAL 5, no. 1 (November 16, 2021): 29–35. http://dx.doi.org/10.26480/mecj.01.2021.29.35.
Анотація:
This research study is to investigate the Human Resource Management Practices (HRM) and its impact on employee engagement and performance in an organization. There are 4 variables that impact on employee engagement and performance which are (learning culture), (work empowerment), (reward and recognition) and (supervisor support) in an organization. The main objective of this research study is to explore the understanding towards the human resource management practices. The organization should be very friendly and supportive employees to create a strong bond between the employees and supervisor develop business strategies. Employee’s engagement and performance has come up with a new method to human resource management practices to stay competitively and effectively to improve performance towards the employees. In order to investigate the relationship between HRM practices and employee engagement and performance, I was designed a questionnaire and distribute the questionnaire to 150 respondents. The questions were stated in the questionnaire are from the previous researcher was done for the similar topic. The data was calculated using the SPSS statistics and excel is to found there is a significant relationship between the independent and independents variable. Also using regression analysis to analyse the result. The findings result indicate that there is a relationship among all independent variables which are learning culture, work empowerment, rewards and recognition and supervisor support have significant impact on employee’s engagement and performance. In conclusion, analysed that HRM practices have an impact on the employee work engagement and performance. The future researcher should study that the employers need to develop proper and well established HRM policies and regulations in order to success in huge work engagement and performance level among the employees.
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Oloke, Olayinka C., Abiodun S. Oni, Daniel O. Babalola, and Raphael A. Ojelabi. "Incentive Package, Employee’s Productivity and Performance of Real Estate Firms in Nigeria." European Scientific Journal, ESJ 13, no. 11 (April 30, 2017): 246. http://dx.doi.org/10.19044/esj.2017.v13n11p246.
Анотація:
The level of motivation received by an employee as reflected in the satisfaction with the base pay package and other incentives goes a long way to influencing the employees’ attitude to work, loyalty, performance and job satisfaction. Employee’s motivation and organization performance has been investigated across different fields and economic sectors. This study takes it further by examining incentive package, employees and organization productivity in real estate firms in Nigeria. Panel survey approach was adopted and three questionnaires administered in each of the one hundred and seventeen (117) estate firms in Ikeja, Victoria Island and Lekki Area of Lagos State. Respondents were two employees and one other in employers’/management capacity. Descriptive tools such as frequency and percentage were used to identify and determine the proportion of firms that make use of incentive package/option while a 5-point Likert scale and ranking were used to determine and rank the options in order of importance among these firms. Panel data regression model was used to determine the strength of relationship between firms’ performance/productivity and incentives whilst holding other factors constant. Findings showed amongst others that there is strong positive correlation between incentive and employee productivity, employees are largely dissatisfied with the incentives offered by majority of estate firms and that incentive package is not the most important determinants of performance in real estate firms. The study therefore concludes that employers in real estate firms pay attention to other factors identified and review remuneration and incentive package to boost the morale of their employees for better performance.
45
Nikhil, Seena, and J. Arthi. "Impact of Perceived Organizational Support on Citizenship Behavior of ITES Employees." Asian Journal of Managerial Science 8, no. 3 (November 5, 2019): 24–29. http://dx.doi.org/10.51983/ajms-2019.8.3.2705.
Анотація:
This study attempts to investigate the effect of Perceived Organizational Support (POS) of employees on their Organizational Citizenship Behavior (OCB). It also examines if there are significant differences in the impact of POS on OCB of employees due to demographic factors (age, gender, tenure, designation) of employees. POS indicates the perception of employees regarding the extent to which their organization appreciates their contribution and cares for their well-being (Rhoades & Eisenberger, 2002). OCB refers to employee participation in tasks that are not formally a part of the job description, but are beneficial for the organization as a whole (Organ & Ryan, 1995). In the current business scenario, when employee turnover rate poses a serious threat to businesses, employers increasingly value employee loyalty and dedication. A cross-sectional survey was conducted to obtain the perceptions of 272 employees working in Information Technology Enabled Services (ITeS) Sector, Bangalore, India. The results of the study indicate that POS had a significant impact on Organizational Citizenship Behavior (OCB) of employees. Among the demographic factors, organizational tenure influenced the impact of POS on OCB. This paper has implications for employers and top management who struggle to retain their employees.
46
Klingner, Donald, Gary Roberts, and Valerie L. Patterson. "The Miami Coalition Surveys of Employee Drug Use and Attitudes: A Five-Year Retrospective (1989–1993)." Public Personnel Management 27, no. 2 (June 1998): 201–22. http://dx.doi.org/10.1177/009102609802700207.
Анотація:
Employees of many businesses and government agencies in metropolitan Miami (Dade County, Florida) took five voluntary annual surveys (1989–1993) regarding their attitudes toward and use of drugs. The Workplace Drug Survey data indicated three positive conclusions about employee drug use and attitudes for Dade employees. Overall, reported illicit drug abuse rates are low when compared with national norms, and most employees know that their employer has a policy on alcohol and drug abuse. Employers also refer employees with drug or alcohol problems to an Employee Assistance Program (EAP). This demonstrates the effective information campaign conducted by the Miami Coalition. In addition, these results are likely to be representative of major Dade County employers, public and private.
47
Duda, Jiří. "Convenience of providing employee benefits compared to increase of gross wages." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 52, no. 6 (2004): 67–76. http://dx.doi.org/10.11118/actaun200452060067.
Анотація:
Using tax allowances when providing contributions for life insurance, pension insurance and food, employers significantly decrease their costs in comparison with the traditional increase of wages of employees (the saves range in several hundreds of crowns per one employee). These benefits are more profitable than increase of wages for employees, as well. The paper analyses and mathematically reasons these financial benefits, and compares advantages of employee benefits and wage increase.A disadvantage for employees is that these financial means (contributions for pension and life insurance) can not be immediately used for their needs, and are bound with the negotiated types of insurance. This is, perhaps, also the reason why employees of selected firms preferred wage increase before employee-benefits. The above-mentioned employee benefits can become an important factor of stabilisation of current employees, or acquiring new, needed employees. The paper briefly characterises these employee benefits.
48
Setyanti, Sri Wahyu Lelly Hana, Marmono Singgih, and Nur Azizah. "Pengaruh Empowerment, Self Efficacy, dan Budaya Organisasi Terhadap Kinerja Karyawan." jesya 5, no. 2 (June 1, 2022): 1951–59. http://dx.doi.org/10.36778/jesya.v5i2.751.
Анотація:
Employee performance affects the company's ongoing activities, and better employee performance will help the company develop the company for the better. Improved employee performance will bring progress for the company to survive in an unstable competitive business environment. This study aims to examine and analyze the effect of empowerment, self-efficacy, and organizational culture on PT employees' performance. Zebra Agrindo Utama Jember. The variables used are Empowerment (X1), self-efficacy (X2), corporate culture (X3), and employee performance (Y). The population in this study were employees of PT. Zebra Agrindo Utama Jember, totaling 60 employees. The sampling technique used is the saturated sample. This study uses multiple linear regression analysis with independent variables, namely empowerment, self-efficacy, and organizational culture. The dependent variable is employee performance. This study uses qualitative data quantified with primary data sources obtained through questionnaires distributed to respondents, namely employees of PT. Zebra Agrindo Utama Jember, and secondary data obtained from journals, articles, and literature related to empowerment, self-efficacy, organizational culture, and employee performance. The results showed that empowerment, self-efficacy, and corporate culture had a positive and significant effect. On the variable performance of employees of PT. Zebra Agrindo Utama Jember, so that the better the employee's perception of empowerment, self-efficacy, and organizational culture by employees, the better the employee's performance
49
Javed, Syed Muhammad, Saqib Muneer ., and Melati Ahmad Anuar . "Impact of Training on Expectation of Employee and Employer: A comparative study." Information Management and Business Review 5, no. 12 (December 31, 2013): 601–7. http://dx.doi.org/10.22610/imbr.v5i12.1094.
Анотація:
Organizations today spend millions of dollars on training to enhance the performance of their employees, which leads to formation of expectation on employers end as well as employees ends observing this phenomena ,this research was conducted to analyze the expectations of employee and employer and its impact on post training satisfaction, for that matter data was collected from 20 organization where training is provided ,sample size was 20 training / HR managers and per managers 5 employees, paired sample t test was applied to gauge the difference or similarity between the perception and expectation of employees and employer, after the analysis it was found that there is significant difference between the perception of employee and employers on the expected training outcomes and no similarity existed between the expectation of employee and employer which did not have positive effect on post training satisfaction.
50
Rožman, Maja, and Vesna Čančer. "Multidimensional model of managing older employees: The case of financial service companies in Slovenia." Croatian Review of Economic, Business and Social Statistics 5, no. 2 (December 1, 2019): 76–89. http://dx.doi.org/10.2478/crebss-2019-0013.
Анотація:
AbstractFuture economic growth and competitiveness will increasingly depend on how effectively employers can utilise their ageing workforces. To manage the inevitable changes in demographics, employers need to start preparing for an ageing workforce and developing strategies to manage and retain older employees. The main objective of this paper is to determine the impact of leadership and employee relations on work satisfaction of older employees, as well as to determine the impact of work satisfaction on the work engagement of older employees in financial service companies in Slovenia. To test the hypotheses, the authors used structural equation modelling. The results show that the effects of leadership and employee relations on work satisfaction in the case of older employees in financial service companies in Slovenia are positive, and the effect of work satisfaction on the work engagement of older employees is positive, too.