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Автор: Grafiati
Опубліковано: 6 вересня 2023

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Статті в журналах з теми "Workforce Organization"

1

Breu, Karin, Christopher J. Hemingway, Mark Strathern, and David Bridger. "Workforce Agility: The New Employee Strategy for the Knowledge Economy." Journal of Information Technology 17, no. 1 (March 2002): 21–31. http://dx.doi.org/10.1080/02683960110132070.

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The notion of the agile workforce has been discussed as central to creating the agile organization, which achieves superior environmental responsiveness in contexts of turbulence and change. Previous agility research has focused overly on the organization, paying scant attention to the workforce. This paper addresses a significant gap in agility research by reporting on the first empirical study to examine how the pressures of organizational agility impact upon the workforce. Survey evidence from 515 UK organizations is used for eliciting an initial indicator of workforce agility. The data suggest that agile workforces acquire the five capabilities of intelligence, competencies, collaboration, culture and information systems (IS). From an information technology (IT) perspective the determinants of workforce agility are flexible infrastructure platforms that support the rapid introduction of new IS and the enhancement of IT competencies across the entire workforce. The survey also revealed that information and communications technology applications increase workforce agility most when used for collaborative working.
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2

JOSHUA Deji, Abiodun. "Influence of leadership approaches on workforce performance at forestry research institute of Nigeria." Kampala International University Interdisciplinary Journal of Humanities and Social Sciences 4, no. 1 (April 29, 2023): 322–30. http://dx.doi.org/10.59568/kijhus-2023-4-1-20.

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The study examined the influence of leadership approaches on workforce performance at the Forestry Research Institute of Nigeria. A multi-staged procedure was used in selecting 160 workforces in the organization. Descriptive statistics and Pearson product-moment correlation coefficient were used in analysing the data collected. Results showed that the exhibited organizational leadership approaches were democratic (5.08), transformational (4.73), autocratic (4.41) and laisse-faire (3.87) while the workforces in the organization had a very good level of workforce performance (5.62). The organizational leadership approaches exhibited (r = 0.34; p≤0.05) had a positive and significant relationship with workforce performance. The study concluded that the management of the institution endeavour to stimulate the exhibition of these leadership approaches to enhance the managerial influences, workforce performance and the achieving organizational objectives success.
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3

Yahaya, Ibrahim, and Umar Mato. "Workforce Diversity and Organizational Effectiveness in 21st Century Business Arena." Asian Accounting and Auditing Advancement 8, no. 1 (December 31, 2017): 24–29. http://dx.doi.org/10.18034/4ajournal.v8i1.46.

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The paper critically examines workforce diversity and its effect on the organizational efficiency which has become the concern of the business environment in the present globalized business Arena in the 21st century, the objectives examined the recognition of workforce diversity by organizations, the anatomy of workforce diversity, and extent of organizational workforce diversity, the researched was based on secondary data and the findings are organizations in 21st century realized and committed to workforce diversity and it concluded for business competitive advantage, strategic workforce diversity is required in the globalized organization, and its recommended the high degree of leadership and managerial commitment in action for workforce diversity. Keyword: , , ,
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4

Thapa, Roshan. "Workforce Diversity: Gender, Education, and Ethnicity Affecting Organizational Perceived Performance in Nepalese Banking Sector- A Binary Logistic Regression Modeling." Nepal Journal of Multidisciplinary Research 6, no. 2 (August 15, 2023): 28–35. http://dx.doi.org/10.3126/njmr.v6i2.57196.

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The organization performs well when its diverse workforce works properly. Inclusiveness of workforce diversity namely gender, education, and ethnicity are highly important for better organizational performance. The objective of this study is to measure the impact of workforce diversity on the organizational performance of the Nepalese Banking Sector of Newroad Branches. The strata of managerial level, officer level, and assistant level are developed and 128 samples are taken for the purpose of the study with the stratified random sampling method. Binary Logistic Regression is used as a major statistical tool to analyze the organization's performance against not performing. Through analysis, gender diversity, education diversity, and ethnicity have a positive impact and help to increase organization performance, who believe diversity helps to perform better in the organization. For an organization diversity among employees must be there for the well-being of the organization.
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5

MORTIKOV, Vitalii. "EXCESSIVE WORKFORCE IN ORGANIZATION." Economy of Ukraine 2020, no. 5 (June 3, 2020): 41–52. http://dx.doi.org/10.15407/economyukr.2020.05.041.

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6

Tamn, Gabriel J. M. O., Ogbuigwe T., and Okeke Daniel Chimezie. "Workforce Diversity: Igniting a Boon or Bane Debate." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 5, no. 5 (2019): 23–31. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.55.1003.

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This paper is a theoretical description of workforce diversity (WD), specifically highlighting its significance in a wide array of organizational outcomes. The paper conceptualizes diversity comprising the workforce in terms of similarities and dissimilarities regarding age, gender, ethnicity, sexual orientation, and religion. Workforce diversity was observed as a phenomenon whose adoption transcends the compelling forces of government legislations but remains indispensable as a result of the incontestable complications associated with it. This paper proposes that it is imperative for organizations to recognize and foster an enabling environment that is inclusive and appreciative of individual uniqueness. Such an environment increases employee output and ultimately encourages activeness and peaceful work relations across the organization.
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7

Kudryashov, V. S. "The workforce planning system of the organization." Business Strategies, no. 7 (August 9, 2018): 11–17. http://dx.doi.org/10.17747/2311-7184-2018-7-11-17.

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Анотація:
The Relevance of the research topic is due to a number of factors: first, at the present stage of development, in the context of increasing competition, companies are in constant search of sustainable and difficult to replicate sources of competitive advantage; secondly, since the second half of the twentieth century, not only in theory but also in practice of management of most organizations recognized the existence of a relationship between the effectiveness of the organization and the effectiveness of its personnel policy (and personnel planning as one of its areas, including). Initially, the purpose of this direction was, first of all, to meet the needs of human resources - the production and economic needs of "employers" in the qualified personnel necessary for the most effective and efficient functioning of the organization, and only then the socio - economic interests of "workers". Today it "extends" practically to all spheres of personnel management. Despite the recognition of marked dependence and the role of personnel planning in enhancing organizational effectiveness, for most organizations it does not become a management norm, and if it is, it is not integrated into the overall business strategy, as opposed to, for example, from production planning, product sales, investments into development and so the Current situation is not just "assumes" and "requires" practical changes in relation to, the formulation and implementation of personnel policies and direction of its improvement.
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8

Reader, Tom W., Kathryn Mearns, Claudia Lopes, and Jouni Kuha. "Organizational support for the workforce and employee safety citizenship behaviors: A social exchange relationship." Human Relations 70, no. 3 (August 19, 2016): 362–85. http://dx.doi.org/10.1177/0018726716655863.

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Employee safety citizenship behaviors are crucial to risk management in safety-critical industries, and identifying ways to encourage them is a priority. This study examines (i) whether safety citizenship behaviors are a product of social exchanges between employees and organizations, and (ii) the organizational exchanges (i.e. actual activities to support employees) that underlie this relationship. We studied this in the offshore oil and gas industry, and investigated whether organizational activities for supporting workforce health are a signal to employees that the organization supports them, and an antecedent to safety citizenship behaviors. Using questionnaires, we collected data from employees ( n = 820) and medics ( n = 30) on 22 offshore installations. Multi-level path analysis found that where activities to support workforce health were greater, offshore employees were more likely to perceive their organization to support them, and in turn report more commitment to the organization and safety citizenship behaviors. This indicates safety citizenship behaviors are a product of social exchange, and provides insight on how organizations can influence employee engagement in them. It also suggests social exchange theory as a useful framework for investigating how organizational safety is influenced by workforce relations. We contributed to the social exchange literature through conceptualizing and demonstrating how organizational exchanges lead to reciprocal employee citizenship behaviors.
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9

Ranjan, Rakesh. "MANAGING DIVERSITY IN ORGANISATIONS TO GAIN COMPETITIVENESS." International Journal of Advanced Research 9, no. 09 (September 30, 2021): 319–21. http://dx.doi.org/10.21474/ijar01/13411.

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Анотація:
Organizations the world over is increasingly finding themselves coping with the changes taking place in their environment. There are two sets of forces that are changing the once familiar organizational landscape increasing reliance on teams and the changing workforce. This is bringing more and more people from diverse backgrounds into contact with one another. In general, diversity refers to the ways that people in organizations differ. That sounds simple, but defining it more specifically is a challenge because people in organizations differ in many ways-races, gender, ethnic group, age, personality, cognitive style, tenure, organizational function, and more. Managing diversity means establishing a heterogeneous workforce to perform to its potential in an equitable work environment where no member or group of members has an advantage or a disadvantage. Effectively managing diversity helps organizations to identify and capitalize on opportunities to improve products and services, attract, retain, motivate and utilize talented people effectively improve the quality of decision-making at all organizational levels and reap the many benefits from being perceived as a socially conscious and progressive organization. The paper attempts to analyze the mechanism of leveraging and unleash the powerful benefit of a diverse workforce in work organization.
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10

Tladinyane, Rebecca. "The psychological career resources and organizational commitment foci of South African workforce." Problems and Perspectives in Management 14, no. 1 (April 11, 2016): 168–75. http://dx.doi.org/10.21511/ppm.14(1-1).2016.04.

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Анотація:
One of most critical issues facing organizations today is how to retain employees they want to keep. The study examines the relationship dynamics between employees’ psychological career resources (measured by the Psychological Career Resources Inventory) and their organizational commitment foci (measured by the Organization-Related Commitment Scale). A quantitative survey is conducted involving a non-probability purposive sample of predominantly black females employed at managerial and staff levels (N = 318) in the field of industrial and organizational psychology. The findings provide valuable indicators for the design of career development practices aimed at retaining valuable staff
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Дисертації з теми "Workforce Organization"

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Watts, Monique DeMarino. "How Do Organizations Create and Sustain Vitality in a Multigenerational Workforce." Thesis, Pepperdine University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10936989.

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The purpose of this qualitative research study was to examine and identify the best practices and strategies for human resource managers and organizational leaders to utilize to decrease the generational gaps amongst the four generations currently employed in the labor force, and to create and sustain a vital, multigenerational workforce. The four generations currently working side-by-side in the United States are the Traditionalists, the Baby Boomers, Generation X and Generation Y, better known as the Millennials. Each generational cohort brings unique variables to the workplace such as behaviors, expectations, personal values, communication styles, and motivational factors that create challenges for organizations. Learning how to overcome these challenges will assist in creating connectivity among the cohorts, benefiting organizations in numerous ways, including greater operating efficiency and retention of employees.

By understanding the different characteristics and needs of the four respective generations, as well as recognizing how to utilize the strengths of each generation, organizational leaders and human resource professionals can utilize the findings to advance generational management strategies for creating and managing a vital intergenerational workforce which is accomplished by staff from each of the four generations working together constructively to support the goals and purpose of the organization. Findings from this study may also contribute to the existing methods human resource managers and business leaders currently use to create workplaces of greater understanding, mutual respect, appreciation, acceptance and inclusiveness of the four different generations in the workforce, as well as facilitate new human resource policies to address workplace differences and conflict amongst the four generations. Further, the benefits from a vital intergenerational workforce may increase employee productivity, satisfaction, retention, loyalty, and the ability of employers to attract new talent from each of the four generations to its workforce.

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2

McGaha, Kristina K. "An Interpretive Phenomenological Study of America's Emerging Workforce| Exploring Generation Z's Leadership Preferences." Thesis, University of Phoenix, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10974750.

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By 2030, almost every entry level role in the United States will be filled by a member of Generation Z (born after 1995). Researchers have noted an unclear understanding of the Generation Z perspective on leadership; despite Generation Z’s increasing presence in the workforce. This knowledge gap is detrimental to organizational viability and can negatively impact organizational performance and strategy. The purpose of this study was to identify the leadership preferences of Generation Z based on their lived experience in the workplace; and discuss to what extent Generation Z prefers a transactional or transformational leadership style. A theoretical frame that links generational identity (generational cohort theory) to leadership theory supports the exploration of these preferences phenomenologically and establishes the significance of generational leadership preferences on organizational performance. Semi-structured, open-ended interviews were conducted and analyzed using a modified version of interpretive phenomenological analysis (IPA). IPA revealed six (6) emergent themes in the phenomenon under investigation (specifically Generation Z’s workplace experiences); the themes were described and their implications interpreted. The findings were validated using a relatively novel tool for phenomenology: freelisting (a cultural domain analysis tool). The findings describe Generation Z’s ideal leader and their introspective thoughts on their workplace identity and experiences. It was concluded that Generation Z tends to prefer transformational leadership more than transactional leadership, supported and predicted by the literature. Understanding Generation Z’s leadership preferences will provide insight on better methods for organizations to recruit, train, and develop employees. Such insights will also be beneficial to future Generation Z research.

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Francis-Pettway, Julie. "An Aging Workforce and the Technology Gap| An Exploratory Multiple Case Study." Thesis, Walden University, 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13806968.

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A gap exists in the literature on the actual experiences of older workers with information and communication technology adoption in technology-infused workplaces. To inform organizations on how to more effectively support this employee group's adoption of technology, the purpose of this qualitative exploratory multiple case study was designed to gain a deeper understanding of the daily experiences of older workers when adopting and adapting to information and communication technologies in a technology-infused workplace. This study is framed by, first, the selection-optimization-compensation framework for successful aging and, second, the age-inclusive training design framework. Semistructured interviews with 8 participants, observational field notes, and archival data provided data regarding specific technology experiences among older workers in the workplace. Identifiable themes emerged through thematic analysis of the textual data and cross-case synthesis analysis. A total of 8 categories that enclose a total of 18 themes were identified. The categories are (a) selection of resources, (b) optimization of resources, (c) compensation of resources, (d) performance limitations, (e) assessing training needs, (f) establishing/ sustaining performance, (g) age-inclusive training needs, and (h) older workers as organizational assets. Findings enhanced social change efforts by providing insight on the daily experiences that the older worker faced which may contribute to limited productivity in the workplace. Organizational leaders and human resource managers may use results of this study to implement provisions that improve help organizational profitability, team cohesiveness, and workplace satisfaction.

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4

Virchez, Azuara Alejandro. "A human resource perspective on the development of workforce agility." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10133132.

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This study explored workforce agility from a human resource perspective. This included its main determinants, such as adaptability, proactivity, resiliency, business orientation, and self-awareness; the interventions through which it is developed, such as performance management processes, training, and coaching; and finally the main challenges that organizations face when developing it, such as cultural context and the lack of strategic clarity. The empirical analysis provided several insights on the development of workforce agility. Although limited to a small sample, the study provided evidence supporting the need for future research on the definition of the characteristics of an agile workforce, the definition of a competency model to support its development, the need to deepen the understanding of the mechanisms related to its development, and the main challenges faced by leaders in the implementation of an agile workforce.

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5

Jung, Jin Wook. "Shareholder Value and Workforce Downsizing, 1981-2006." Thesis, Harvard University, 2012. http://dissertations.umi.com/gsas.harvard:10511.

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Even before the current economic meltdown, waves of downsizing, starting in the late 1970s, had swept corporate America, eroding workers’ expectations of economic security. But not only did downsizing become more prevalent during this period; its basic nature changed. Previously, firms had cut jobs temporarily, to adjust the size of their workforce during a downturn. Since the late 70s, firms have increasingly cut jobs in both good and bad times, in order to boost stock price. My dissertation examines the inter-group power dynamics underlying the transformation of workforce downsizing as a shareholder-value strategy. Examining both downsizing announcements from more than 700 leading U.S. corporations between 1981 and 2006, and actual implementation of the announced downsizing plans, I find at work in the process a shift in ideology, from an emphasis on corporate growth and conglomeration to an emphasis on profitability and shareholder value, an ideology that both reflects and intensifies the growing influence of shareholders over firms and the declining role of labor. My first empirical chapter examines the role of institutional investors and shareholder-value-oriented managers in the transformation. The second empirical chapter examines the potential resistance from labor unions and shows how the anti-union stance of the public policy regime in the 1980s weakened unions’ power to resist. The last empirical chapter examines the role of investors, unions, and executives in the implementation of announced downsizing plans and demonstrates the contested nature of the implementation process. Together, these three chapters illustrate the class politics simmering under the surface of the acceptance of downsizing for shareholder-value maximization, and emphasize the role of agency and power, as constructed by particular institutional logics, not only in promoting but also resisting the process of institutional change.
Sociology
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6

Manzoni, GianAndrea. "Strategies for Meeting Local Workforce Policy Requirements in Developing Countries." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7938.

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Foreign companies operating in developing countries are losing competitive advantage due to local workforce policies and restrictions that governments issue to foster the development of indigenous businesses and people. Maintaining a competitive advantage is essential to foreign business owners long term sustainability. Based on Argyris and Schön's organizational learning theory, the purpose of this qualitative single case study was to explore strategies foreign company managers use to achieve profitable business performance while satisfying local workforce policy requirements. The population comprised of 5 foreign managers who implemented effective strategies to increase the profitability of their company while meeting local content requirements in Kazakhstan. The data collection process included semistructured interviews and review of company documentation and artifacts. Through thematic analysis, the following primary themes emerged: training of local personnel, cultural and communication competence, and personnel retention. The implications for positive social change include the potential for foreign managers who want to develop business in developing countries to become them profitable. Leaders of profitable businesses can create positive social change by increasing employment opportunities for local personnel and enhancing the social welfare of local communities.
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7

Wainwright, William S. "A Study of Organizational Structures Impacting Noncredit Workforce Education and their Effects on Determining Workforce Development Strategies in Louisiana's Community and Technical Colleges." ScholarWorks@UNO, 2011. http://scholarworks.uno.edu/td/1350.

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The Lumina Foundation (2007) indicates that 54 million adults in the workforce are seeking noncredit education opportunities in a credit course/program delivery system designed to meet the needs of traditional college students. Working adults seeking continuing education coupled with dislocated workers as a result of changing economic situations represents this growing population. Community and technical colleges in Louisiana benefit from a for-credit formula funding model and do not benefit from a formula funding mechanism that supports noncredit education enrollments. As Louisiana’s community and technical colleges face continuous budget challenges resulting from economic recession, college leaders are making critical decisions in restructuring college business models. These models are becoming increasingly important as they support increased revenues and sustainable ventures that will carry the college through difficult times. The significance of this study and contributions associated with findings provide important insights into decision making, organizational change, and policy factors considered in determining workforce development strategies. Utilizing Multiple Criteria Decision Making by (Zeleny) 1981 in addition to Mintzberg’s Five Basic Parts of an organization (1979) as a conceptual framework, causes and effects of decision making on organizational structures and workforce development strategies were examined and analyzed providing insight and recommendations for future consideration. Findings in this study suggest that as organizational structures are challenged due to simultaneous issues related to economic recovery and reduced budgets, noncredit education is impacting strategic decision making by college leaders evidenced by current college reorganization efforts, joint credit and noncredit curriculum development activities, and innovation associated with enhanced workforce development strategies. Keywords: Noncredit Education, Workforce Training, Organization, Structure, College
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8

Eriksson, Sofie, and Christoffer Hägg. "Cultural Diversity: How to Manage a Cross-Cultural Workforce in a Global Organization : A case study between India and Sweden." Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-32600.

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9

Meleyal, Lel Francis. "Reframing conduct : a critical analysis of the statutory requirement for registration of the social work workforce." Thesis, University of Sussex, 2012. http://sro.sussex.ac.uk/id/eprint/7665/.

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The relationship between the statutory registration of a workforce and impact upon practice and practitioners is unclear. Little empirical research in relation to the efficacy of existing professional registers has been undertaken. No research has so far been undertaken in relation to the impact of UK legislated registration upon social work practice. A number of high profile cases in health care such as the Bristol, Shipman, Ayling and Allit inquiries (DH, 1994; Crown Office, 2001 & 2005) have drawn attention to the inadequacies of workforce registration systems. Regulatory approaches to modifying the behaviours of the regulated are widely viewed as problematic in a broad range of theoretical literature from diverse disciplinary bases and methodologies. Literatures caution that just as ‘markets' may behave imperfectly, so may regulatory mechanisms such as workforce registration systems (Ayres & Braithwaite, 1992; Baldwin, Scott & Hood, 1998; Haines, 1999; Sparrow, 2000; Ashworth & Boyne, 2002; Johnstone & Sarre, 2004; Haines & Gurney, 2004; Walshe & Boyd, 2007). The UK Better Regulation Task Force cautions that some regulatory interventions can make a situation worse (2003b). The potential of professional registers generally and the social work register specifically to impact upon quality and improve protection has been questioned since 1982 when the first meetings about the development of a national social work regulatory council were held (Malherbe, 1982). The regulatory body for social work in England, the General Social Care Council (GSCC) came into being in 2002. The first UK register of social workers came into force in 2005 with protection of title implemented shortly after. The first three conduct cases applying sanctions to registrants were heard within a year of the social work register opening. Using a grounded theory approach, in the context of the first three conduct case outcomes, this study sought to elicit the perceptions of qualified social workers on the positive and negative impact(s) of the statutory requirement to register, for both the individuals and the organisations in which they work. This study finds that the first registration conduct case outcomes triggered a reframing of the concept of conduct and that as a consequence, respondents in this study re-positioned their allegiance to registration, and engagement with conduct matters in the workplace. The study considers the relevance of research findings in the context of a changing policy and political landscape.
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10

Martin, John Robert. "Amalgamation, Organising and Centralisation: A Study of Three Australian Unions." Thesis, Griffith University, 2016. http://hdl.handle.net/10072/366847.

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The research question discussed below was prompted by an observation of some, but by no means all, Australian unions seeking to centralise a number of functions in their federal office. Several countervailing factors impact upon the propensity of unions to centralise functions, which leads to some secondary research questions. The primary research question that this thesis seeks to answer is what has given rise to the centralisation of functions within three Australian unions? The question is asked in the context of declining union membership in Australia and most other developed economies (Bodman 1998; Dabscheck 1995; Jerrard and Le Queux 2013; Peetz 1998; Sappey et al 2006; Watson et al 2003). The decline in union membership is of concern to many industrial relations scholars (Boyer 1995; Bramble 1995; Bramble 2001; Conrow and Delp 1999; Cooper 2001; Hyman 2004; Juravich and Bronfenbrenner 1998:281; Peetz 1998:175; Peetz, Pocock and Houghton 2007; Simms and Holgate 2008; Voss and Sherman 2000:311; Wooden 2000) and is quite obviously of significant concern to the labour movement (ACTU 2001). It is for this reason that the question is significant, whether the centralisation of functions and powers is of assistance, or is counter-productive to other union renewal strategies. Arising out of the Primary Research Question, there are a range of secondary questions.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Griffith Business School
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Книги з теми "Workforce Organization"

1

Group, PA Consulting, Demarche Consulting Group, EMA Services Inc, and AWWA Research Foundation, eds. Workforce planning for successful organization change. Denver, CO: AWWA Research Foundation, 2003.

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2

Education, Great Britain Office for Standards in. Leadership and management: Managing the school workforce. [London]: Ofsted, 2003.

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3

Great Britain. Office for Standards in Education. Leadership and management: Managing the school workforce. [London]: Ofsted, 2003.

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4

Harper, Sallyanne. NASA: Balancing a multisector workforce to achieve a healthy organization. Washington, DC: National Academy of Public Adminstration, 2007.

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5

Claire, Raines, and Martin Jo Leda, eds. Twentysomething: Managing and motivating today's new workforce. New York: MasterMedia, 1992.

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6

Toward a global health workforce strategy / edited by Paulo Ferrinho. Antwerpen: ITG Press, 2003.

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7

English, Gary. Managing information and human performance: Strategies and methods for knowing your workforce and organization. Amherst, MA: HRD Press., 2004.

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8

Damiani, A. S. Migs. Moving up the organization in facilities management: Proven strategies to increase productivity in your workforce. Mendham, NJ: SciTech Publishing, 1998.

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9

Panel, United States Secretary of the Navy Advisory. Report on improving Department of the Navy acquisition organization, workforce, and relationships: August 2008-February 2009. [Washington, D.C.]: Office of Security Review, Dept. of Defense, 2009.

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10

United States. Employment and Training Administration. Building relationships between the workforce investment system and faith-based and community organizations: Background paper. Washington, DC: U.S. Dept. of Labor, 2006.

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Частини книг з теми "Workforce Organization"

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Gerdin, Magnus Bjerkne, Åsa Fast-Berglund, Dan Li, and Adam Palmquist. "Knowledge Strategies for Organization 4.0 – A Workforce Centric Approach." In IFIP Advances in Information and Communication Technology, 31–36. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-57997-5_4.

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Leung, Kwok, and Mark F. Peterson. "Managing a globally distributed workforce: Social and interpersonal issues." In APA handbook of industrial and organizational psychology, Vol 3: Maintaining, expanding, and contracting the organization., 771–805. Washington: American Psychological Association, 2011. http://dx.doi.org/10.1037/12171-022.

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Atwater, D. M., E. S. Bres, J. A. Nelson, and R. J. Niehaus. "Stabilizing the Mid-Career Workforce in an Organization in Transition." In Human Resource Strategies for Organizations in Transition, 287–300. Boston, MA: Springer US, 1990. http://dx.doi.org/10.1007/978-1-4684-5757-5_23.

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Berg, Oscar, and Philipp Rosenthal. "Transforming into a Networked Organization to Empower a Distributed Workforce." In Globalization of Professional Services, 105–16. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-29181-4_11.

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Gupta, Manish. "Liquid Workforce." In Radical Reorganization of Existing Work Structures Through Digitalization, 1–17. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-3191-3.ch001.

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The main objectives of this chapter are to define liquid workforce, describe its characteristics, and outline its implications. This chapter would help readers understand the need for studying liquid workforce and appreciate its importance in the contemporary world. Moreover, it provides a detailed outline of the ways and means that organizations can use to build such a workforce. It highlights the steps an organization can take to enhance the effectiveness of its liquid workforce. In addition, it explores certain best practices in the industry to illustrate how well the fluidity of the workforce can be managed without compromising on organizational goals.
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Gupta, Manish. "Liquid Workforce." In Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work, 1998–2010. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7297-9.ch099.

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The main objectives of this chapter are to define liquid workforce, describe its characteristics, and outline its implications. This chapter would help readers understand the need for studying liquid workforce and appreciate its importance in the contemporary world. Moreover, it provides a detailed outline of the ways and means that organizations can use to build such a workforce. It highlights the steps an organization can take to enhance the effectiveness of its liquid workforce. In addition, it explores certain best practices in the industry to illustrate how well the fluidity of the workforce can be managed without compromising on organizational goals.
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Waghmare, Rahul Baburao. "Workforce Diversity to Foster an Innovation." In Advances in Human Resources Management and Organizational Development, 109–20. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-3515-8.ch006.

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In global scenario it is necessity for all the organizations to employ diversified workforces. Workforce diversity helps the organization in improving productivity and innovative performance. The workforce diversity and inclusion strategies are directly linked to innovative business; they encourage employees to have different perspectives and ideas which drive innovation. To deal with global challenges through innovative performance, organizations have robust programs and policies to recruit and retain diversified workforces. Through this chapter, the author addresses how workforce diversity is fostering innovation in contemporary organizations.
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"CONCLUSION The Age of Organization." In Optimizing the German Workforce, 225–31. Berghahn Books, 2022. http://dx.doi.org/10.1515/9781845458126-010.

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Carpio, Carmen, and Natalia Santiago Bench. "Organization of the Health Workforce." In The Health Workforce in Latin America and the Caribbean: An Analysis of Colombia, Costa Rica, Jamaica, Panama, Peru, and Uruguay, 39–56. The World Bank, 2015. http://dx.doi.org/10.1596/978-1-4648-0594-3_ch4.

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"Changing the Organization." In Workforce Asset Management Book of Knowledge, 39–75. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2013. http://dx.doi.org/10.1002/9781118636442.ch3.

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Тези доповідей конференцій з теми "Workforce Organization"

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Rongzeng Cao, Wei Ding, Chunhua Tian, and Hao Zhang. "Workforce management in project-oriented shared service organization." In 2008 IEEE International Conference on Service Operations and Logistics, and Informatics (SOLI). IEEE, 2008. http://dx.doi.org/10.1109/soli.2008.4686396.

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Rongzeng Cao, Wei Ding, and Chunhua Tian. "Workforce management in project-oriented shared service organization." In 2008 International Conference on Service Systems and Service Management (ICSSSM 2008). IEEE, 2008. http://dx.doi.org/10.1109/icsssm.2008.4598519.

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Lovrenčić, Sandra. "Knowledge Management as a Facilitator of Organizational Change." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.82.

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Natural, social, political, technological and economic environment of an organization constantly change making timely and relevant information and knowledge critical for competitive advantage and business success. Such constant changes can cause disruption and with it need for adaptation of business models, digital transformation and improvement of knowledge management systems. Digital business and digital workforce are being even more accentuated with ongoing epidemic and new information technologies emerge to help organizations in achieving their goals. Information technology is an important element of knowledge management that supports its processes of creation, acquisition, storage, sharing and application of organizational knowledge. Other important elements, or classic pillars, are organization, leadership and learning. They all include people and people really are key enablers of development and progress. Technology, processes and people in organization are intertwined;:they change and are changed by each other, and are specific for each organization. Knowledge management makes use of those connections to foster organizational change, but is also influenced and changed by them.
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Lazaroiu, George, and Elvira Nica. "THE ROLE OF E-LEARNING IN WORKFORCE EDUCATION." In eLSE 2017. Carol I National Defence University Publishing House, 2017. http://dx.doi.org/10.12753/2066-026x-17-022.

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Following Clark and Mayer (2016), this paper develops the notion that e-learning is instruction provided on a digital device, e.g. a smart phone or a laptop computer that is conceived to back individual learning or organizational performance objectives. Instructional methods that reinforce human learning mechanisms are an important component of successful e-learning courseware. E-learning has been impacted by economic requirements that aim more economical settings for training and by constant advancement of computer technology. We are specifically interested in how previous research investigated the idea that the advantages obtained from the ground-breaking technologies are determined by the degree to which they are employed in manners consonant with human cognitive learning mechanisms and contingent on research-based criteria of didactic design. E-learning seeks to produce job-transferable knowledge and abilities associated with organizational performance or to assist people in attaining personal learning objectives. Organizations depend upon e-learning to save training time and travel expenses related to established face-to-face learning (e-learning should adequately produce knowledge and skills associated with intended job outcomes). The empirical investigation described in this paper points out that e-learning provides chances to involve individuals in job-realistic settings demanding them to deal with occasional issues or accomplish tasks shortly that could take a lot of time to carry out in the real world. E-learning can be conceived to update and enhance particular job performance. The difficult task in e-learning is to establish lessons in fashions that are in harmony with human learning mechanisms. To be successful, didactic schemes should further the psychological events compulsory for learning. This research makes conceptual and methodological contributions to the theory that effective e-learning involves individuals with the didactic material in manners that stimulate the choosing, organization, assimilation, and retrieval of novel knowledge.
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Al Ameri, Waad Saeed, Sabeer Kohinoor, and Khalid Al Awadhi. "Digital Fit Workforce is the Enabler to Digital Transformation." In ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/211640-ms.

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Abstract Artificial intelligence and machine learning have taken the business community by storm over the last decade. The result of this rapid growth has been an industry with massive potential. The AI community has struggled to develop talent as quickly as the talents are needed. Hence, ADNOC have created the Digital Fit Workforce stream part of its digital transformation journey to bridge this gap. This stream is designed to drive the organization's digital capabilities and ensure employees have the required skills to leverage AI and other advanced digital technologies to achieve greater operational efficiencies, strengthen performance and create greater value from every barrel of oil produced. This paper will demonstrate the details of the organization which recently developed Digital Fit Workforce stream under the digital transformation asset driving the people capabilities programs and required skilling and uplifting necessities. AI and digitalization are touching each and every personal across the value chain of any organization. The Digital Fit Workforce stream will be able to overcome the challenges caused by the field's rapid pace of innovation and growth which sources the gap on skill profiles of the workplaces personal. The stream was developed with five dimensions which cover the As-Is assessment of the current roles and responsibilities, what are the segments and the required uplifting capabilities which mapped to the training programs and the forecast setup of the digital organizational structure. The Digital Fit Workforce program is carried out in five dimensions starting from assessing the current training programs and capabilities by analyzing the current training programs to maximize existing training content reutilization, ensure continuity with existing plans, and inform new training plan definition. The second dimension is Stakeholder key segments and roles where 13 segments were identified across the ladder and organization wide. Identify key segments and roles require education to enable digital transformation, tailoring training programs and delivery format, creating learning journeys and delivery formats for key stakeholder segments and roles. The 3rd dimension, deals with Developing target digital capabilities for key segment and roles, including proficiency levels by steering all the 21 capabilities which is broken down into 10 being functional and 11 Digital. The 4th dimension encompasses the Learning journey which has been developed and detailed for each of the capabilities. At the end of each journey, the employee will receive a certificate of achievement which is link to their career development profile. The last dimension deals with the actual engagement plan and its implementation by leveraging on the organization digital online academes best practices in its all dimensions from upstream, midstream and downstream. Digital Fit Workforce is a key element to the digital transformation by targeting the skill requirements of the next digital era. People development goes hand in hand with the technologies and new ways of working deployments and adopting. This stream is setting the foundation and the competencies requirements that will shape the future of the digital transformation and will give the momentum for smoother change management strategy.
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BELLO-PINTADO, Alejandro, and Carlos BIANCHI. "Linking workforce diversity in education, technological innovation strategies and firms´ organization." In II Encontro Nacional de Economia Industrial e Inovação. São Paulo: Editora Blucher, 2017. http://dx.doi.org/10.5151/enei2017-67.

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Al Mudaifer, Danah Adel, Rahaf Salem Al Qahtani, Sarafudheen Veettil Tharayil, Abdulaziz Almass, and Serkan Dursun. "Intelligent Course Recommender for Professional Development." In Gas & Oil Technology Showcase and Conference. SPE, 2023. http://dx.doi.org/10.2118/214116-ms.

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Abstract One of the major challenges faced in oil and gas industry today is talent management of its workforce. Training the workforce and suggesting the right training courses to the individuals is important in talent management and career development. There are many training recommendation systems available using different machine learning approaches such as collaborative filtering, neural networks and hybrid models. In this paper, an intelligent recommendation system is proposed by blending machine learning algorithms, natural language processing (NLP) and text analytics combined with organizational preferences. This framework gives a recommender system considering the user profiles, training preferences for his or her organization where each set of organizational units will have unique training recommendation requirements considering organizational functional behavior. The proposed mechanism uses machine learning algorithms at different stages of its learning process and ensemble them in a unique fashion such that desirable results are achieved to the user satisfaction.
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Viehland, Dennis, and Chongyun Yang. "Bringing the Mobile Workforce to Business: A Case Study in a Field Service Organization." In International Conference on the Management of Mobile Business (ICMB 2007). IEEE, 2007. http://dx.doi.org/10.1109/icmb.2007.22.

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Yanez Banda, Maria Eugenia, and Francisco Javier Espina Gotera. "Developing Organizational Workforce by Successfully Facing and Overcoming Current Challenges." In Abu Dhabi International Petroleum Exhibition & Conference. SPE, 2021. http://dx.doi.org/10.2118/207487-ms.

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Abstract During the year 2018, an operator evaluated the career paths and professional development of its technical personnel, extending its evaluation to how the contracting department acquired such training, which wasn't consistent with regard to a training provider, training topics, course agendas or training delivery. Some of the main challenges in providing training are the engineers’ availability to attend classes and the scheduling constraints throughout the operator's five field locations. As an example, planning a class in the current organization might not reach the entire intended audience within the desired time frame because that class may only be scheduled in one of the five locations, and the engineers from the other four locations would need to travel to attend it. The impact of this may be that without the advantage of travelling to attend a specific training, the engineer may not be able to achieve all the promotional requirements for the next step in his/her career path.
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Al-Raqadi, A. M. S., and B. S. N. Al-Riyami. "PaperTitle." In International Conference on Marine Engineering and Technology Oman. London: IMarEST, 2019. http://dx.doi.org/10.24868/icmet.oman.2019.020.

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Transfer of modern technology (ToMT) including upgrading/alterations/additions (As and As)) through individuals’ organizational effectiveness of training (EoT) in the Omani ships’ repairs environment (OSRE) remains a challenging issue, particularly with regards to the future of on-going projects such as ships/maritime materiel, infrastructure and platforms that continue their operations for many years after acceptance dates. ToMT/upgrading is done to enhance the capability of the whole dockyard/navy through a predetermined arrangement, involving many areas of interest such as the knowledge, competencies and skills (KCS) of the indigenous workforce to support the capability. Typical examples that can drag/slow down the modern KCS development of the indigenous workforce are to fully depend on the outside contracts, manpower substitution, external organization and institutions to do the work, which can also be expensive in the short and long-term. Technology transfer requires a high level of commitment and expertise from both the technology provider and the recipients/owner/indigenous workforce. Intellectual talents are a decisive requirement, followed by financial resources, particularly when major contractual projects and long-term relations are involved. This literature review and methodical study endeavoured to draw previous experience of the organizations under study, including the Omani Dockyard, to understand the current situational readiness of knowledge, competencies and skills (KCS) in single- and double-loop learning. The KCS are valued by emphasising the need for force for direction, force for efficiency, force for proficiency, force for innovation, force for concentration and force of cooperation as ‘a system of forces’ and also the effectiveness of training, to deliver overall Organizational Performance. The study begins by significantly and initially forming a model to introduce the determinants for the subject of study, followed by a critical literature review on ToMT and the determinants of the model. The discussion and conclusions are intended to outline the method that enhances readiness for new technology. The main contributing factors are the know-how to develop expertise and transfer KCS in the workplace. This study has determined the collaborative value of the current business to see whether future acceptance of new knowledge or technology transfer can be entertained.
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Звіти організацій з теми "Workforce Organization"

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Young, Stephen, Jessica Diaz, Bert De Coutere, and Holly Downs. Leadership Development in the Flow of Work: Leveraging Technology to Accelerate Learning. Center for Creative Leadership, 2022. http://dx.doi.org/10.35613/ccl.2022.2047.

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"A recent industry trend survey of CEOs found that only 11% of organizations report having a strong enough bench to fill leadership roles (Rhyne, 2021). As such, effective leadership development is an imperative for any high-performing organization. Rather than focusing time, money, and energy on only a small subset of “high-potential” employees, organizations can realize the full potential of their entire workforce by providing tech-enabled leadership development to leaders at all levels. This paper shares the following insights for Chief Learning Officers interested in leveraging evidence-based practices to accelerate leader development at scale and unlock the collective potential of their workforce: • A brief overview of why we need new ways to develop leaders and a high-level description of the new digital assessment and development tools that meet individuals where they are – offering a highly personalized approach to development in-the-flow of work. • A review of eight research-based learning practices that provide a foundation for leveraging technology to make in-the-flow leadership development better, faster, and more accessible to leaders at all levels. For every learning practice, we provide implementation tips and discuss illustrative example tools. • We conclude with a discussion around the strategic use of the eight learning practices for enabling better organization-wide development outcomes. "
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Ravindranath, Divya, Antara Rai Chowdhury, Aditi Surie, and Gautam Bhan. Effects of Social Protection for Women in Informal Work on Maternal and Child Health Outcomes: A Systematic Literature Review. Indian Institute for Human Settlements, 2021. http://dx.doi.org/10.24943/espwiwmcho01.2021.

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The International Labour Organization estimates that, globally, approximately two billion people are employed in the informal economy. Of this, 740 million are female workers [1]. In Asia and Africa, a large proportion of non-agricultural female workforce is employed in the informal economy in urban areas. Women workers are concentrated in sectors such as domestic work, street vending, waste picking and home-based work [2,3].
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Chung, Jinmyeong, and Jiseon Yoo. Skills for Life: Digital Literacy. Inter-American Development Bank, July 2021. http://dx.doi.org/10.18235/0003368.

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As the global economy and workforce are constantly being diversified with a greater emphasis on technology, 21st Century citizens are required to acquire basic digital literacy competencies. In this brief, we examine the concept of literacy and digital literacy. Then, we review the latest digital literacy studies in the United Nations Educational, Scientific and Cultural Organization (UNESCO), the European Commission, the United Kingdom, and the United States. Lastly, we provide suggestions by comparing digital literacy studies, including ICT studies, in South Korea with international literacy assessment metrics. This brief aims to contribute to developing digital literacy measurements applicable to ICT in education internationally and mitigate the digital divide.
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Vincent-Lancrin, Stéphan. Skills for Life: Fostering Creativity. Inter-American Development Bank, November 2021. http://dx.doi.org/10.18235/0003742.

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Анотація:
As the global economy and workforce are constantly being diversified with a greater emphasis on technology, 21st Century citizens are required to acquire basic digital literacy competencies. In this brief, we examine the concept of literacy and digital literacy. Then, we review the latest digital literacy studies in the United Nations Educational, Scientific and Cultural Organization (UNESCO), the European Commission, the United Kingdom, and the United States. Lastly, we provide suggestions by comparing digital literacy studies, including ICT studies, in South Korea with international literacy assessment metrics. This brief aims to contribute to developing digital literacy measurements applicable to ICT in education internationally and mitigate the digital divide.
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Sage, Melanie. Child Welfare Workforce Turnover: Frontline Workers' Experiences with Organizational Culture and Climate, and Implications for Organizational Practice. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.365.

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Petersen, Rodney, Danielle Santos, Matthew C. Smith, Karen A. Wetzel, and Greg Witte. Workforce Framework for Cybersecurity (NICE Framework). National Institute of Standards and Technology, November 2020. http://dx.doi.org/10.6028/nist.sp.800-181r1.

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This publication from the National Initiative for Cybersecurity Education (NICE) describes the Workforce Framework for Cybersecurity (NICE Framework), a fundamental reference for describing and sharing information about cybersecurity work. It expresses that work as Task statements and describes Knowledge and Skill statements that provide a foundation for learners including students, job seekers, and employees. The use of these statements helps students to develop skills, job seekers to demonstrate competencies, and employees to accomplish tasks. As a common, consistent lexicon that categorizes and describes cybersecurity work, the NICE Framework improves communication about how to identify, recruit, develop, and retain cybersecurity talent. The NICE Framework is a reference source from which organizations or sectors can develop additional publications or tools that meet their needs to define or provide guidance on different aspects of cybersecurity education, training, and workforce development.
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Nissen, Mark E. Measuring Dynamic Knowledge and Performance at the Tactical Edges of Organizations: Assessing Acquisition Workforce Quality. Fort Belvoir, VA: Defense Technical Information Center, April 2013. http://dx.doi.org/10.21236/ada585024.

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Zhao, Sophia. Overcoming Barriers to Women’s Leadership. Center for Creative Leadership, 2020. http://dx.doi.org/10.35613/ccl.2020.2041.

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Gould, III, and Jay W. Organizational Culture - Education of the Department of Defense Program Managers Under Defense Acquisition Workforce Improvement Act. Fort Belvoir, VA: Defense Technical Information Center, January 1993. http://dx.doi.org/10.21236/ada279155.

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Nissen, Mark E. Toward an Operational Proxy for Acquisition Workforce Quality: Measuring Dynamic Knowledge and Performance at the Tactical Edges of Organizations. Fort Belvoir, VA: Defense Technical Information Center, October 2012. http://dx.doi.org/10.21236/ada580594.

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