Дисертації з теми "Workforce Organization"
Оформте джерело за APA, MLA, Chicago, Harvard та іншими стилями
Ознайомтеся з топ-50 дисертацій для дослідження на тему "Workforce Organization".
Біля кожної праці в переліку літератури доступна кнопка «Додати до бібліографії». Скористайтеся нею – і ми автоматично оформимо бібліографічне посилання на обрану працю в потрібному вам стилі цитування: APA, MLA, «Гарвард», «Чикаго», «Ванкувер» тощо.
Також ви можете завантажити повний текст наукової публікації у форматі «.pdf» та прочитати онлайн анотацію до роботи, якщо відповідні параметри наявні в метаданих.
Переглядайте дисертації для різних дисциплін та оформлюйте правильно вашу бібліографію.
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.
Повний текст джерелаThe 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.
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.
Повний текст джерелаBy 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.
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.
Повний текст джерелаA 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.
Virchez, Azuara Alejandro. "A human resource perspective on the development of workforce agility." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10133132.
Повний текст джерелаThis 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.
Jung, Jin Wook. "Shareholder Value and Workforce Downsizing, 1981-2006." Thesis, Harvard University, 2012. http://dissertations.umi.com/gsas.harvard:10511.
Повний текст джерелаSociology
Manzoni, GianAndrea. "Strategies for Meeting Local Workforce Policy Requirements in Developing Countries." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7938.
Повний текст джерелаWainwright, 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.
Повний текст джерелаEriksson, 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.
Повний текст джерелаMeleyal, 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/.
Повний текст джерелаMartin, John Robert. "Amalgamation, Organising and Centralisation: A Study of Three Australian Unions." Thesis, Griffith University, 2016. http://hdl.handle.net/10072/366847.
Повний текст джерелаThesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Griffith Business School
Full Text
Guidroz, Ashley Michelle. "How Much Diversity is Diversity?" Bowling Green State University / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1206122218.
Повний текст джерелаAssis, Nanci Souto de. "A reestruturação do processo de trabalho nas instituições financeiras." Pontifícia Universidade Católica de São Paulo, 2014. http://tede2.pucsp.br/handle/handle/2505.
Повний текст джерелаThis thesis handles how the banking workforce transformation affected the ways of working from professionals who belong to the top ten largest Brazilian banking and financial institutions which implemented Professionalization and Voluntary Dismissal programs. We analyzed five hundred people between industry professionals and students. Data collection exercise occurred through the use of forms and semi-structured interviews. As an outcome, we concluded that, among other aspects, such transformation have not only generated instability and insecurity, but also triggered the need of professionals in this sector with competencies quite distinct to fulfill and resolve different types of problems throughout the years
Esta tese aborda como a reestruturação do trabalho bancário afetou a forma de entrega desses profissionais advindos de dez das maiores instituições financeiras brasileiras que desenvolveram Programas de Profissionalização e Demissão Voluntaria. Pesquisamos quinhentas pessoas entre profissionais do ramo e estudantes. A coleta de dados ocorreu por meio de formulários e entrevistas semi-estruturadas. Como resultado, concluímos que, dentre outros aspectos, tal reestruturação gerou instabilidade e insegurança, ao passo que também despertou a necessidade de profissionais desse setor com competências bem distintas para atender e resolver diferentes problemas ao longo dos anos
Smoyer, Catherine Byrnes. "Building Workforce Capability in Nonprofit Organizations." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6677.
Повний текст джерелаFrancis-Pettway, Julie Sulene. "An Aging Workforce and the Technology Gap: An Exploratory Multiple Case Study." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6428.
Повний текст джерелаManchester, Steven James. "A study of the Force Structure Review of the United States Marine Corps Acquisition Organization to functionally align with the Marine Air Ground Task Force. The transformation of a competency aligned federal civilian workforce." Diss., Virginia Tech, 2019. http://hdl.handle.net/10919/87520.
Повний текст джерелаPHD
Hussain, Amjad. "Workforce challenges : 'inclusive design' for organizational sustainability." Thesis, Loughborough University, 2013. https://dspace.lboro.ac.uk/2134/12578.
Повний текст джерелаJohnson, Ronald M. "Follow Me! Followership, Leadership and the Multigenerational Workforce." NSUWorks, 2014. http://nsuworks.nova.edu/hsbe_etd/3.
Повний текст джерелаXiong, Lina. "Employee brand internalization: The central route to a brand aligned workforce." Diss., Temple University Libraries, 2014. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/278838.
Повний текст джерелаPh.D.
To achieve brand success and develop a competitive advantage through consistently delivering brand experiences to customers, the roles of employees in service organizations are critical. Specifically, it is necessary that service employees are capable and motivated to transform a brand promise into brand reality. Although service organizations have widely adopted internal branding initiatives to engender employees' pro-brand attitude and behavior, how employees perceive such organizational effort to inform their brand-consistent attitude and behavioral outcomes has remained unclear. Drawing upon Job Characteristics Theory, Self-Determination Theory, and Organismic Integration Theory, it is suggested that the attainment of employees' pro-brand attitude and behavior requires a joint effort from both the organization and employees. Organizations need to establish a brand climate through internal branding practices that enhance employees' perceived encouragement and support of the coveted brand performance. Based on this brand climate, employees are likely to internalize the brand enabling them to obtain necessary brand knowledge and skills, understand the relevance of the brand to their roles, as well as perceive a fit between their values and the values of the brand. As such, employees are more likely to develop positive brand attitudes and behaviors, including endorsing the brand, staying with the brand, and exhibiting brand-consistent behaviors (i.e., employee brand equity). The brand climate to brand internalization to employee brand equity model conceptualized in this dissertation was assessed with two empirical studies. Study 1 utilized a sample of current employees in service-related industries and Study 2 served as a strict replication study with a sample of current hotel employees. Additional moderation effects based on employees' individual traits including proactive personality and intrinsic motivation were also examined in Study 2. The results from both studies provide strong support for the conceptual model. Brand climate is shown to have a significant impact on all employee brand internalization factors. That is, when employees perceive that the organization is supportive and encouraging with respect to employees' brand performance, they are more likely to transform such perception into their brand understanding, including perceiving appropriate brand knowledge, self-brand relevance, and congruence between the brand values and their own value systems. In addition, it was found that when employees perceive a high level of relevance between their roles and the brand success, as well as congruence between the brand's values and their personal values, they are more likely to develop positive brand attitudes and behaviors, including endorsing the brand, staying with the brand, and exhibiting brand-consistent behaviors (i.e., employee brand equity). Further, it is suggested that employee proactive personality has a positive impact on the relationship between brand climate and employee brand value congruence, while employee intrinsic motivation to work has a negative impact on the relationship between employee perceived brand relevance and employee brand equity. This dissertation significantly advances the current internal brand management literature and contributes to theory development with respect to examining and validating employee brand internalization. This dissertation also provides practical implications to help justify and guide service organizations' investment in internal branding. In addition, this dissertation demonstrates that a brand-aligned workforce can be selected and cultivated through a brand climate that affords employees' internalization of the brand.
Temple University--Theses
Hill, Clayton F. Gerstein Kathleen W. "U.S. Army acqusition workforce reflecting modern structural changes /." Monterey, Calif. : Naval Postgraduate School, 2009. http://edocs.nps.edu/npspubs/scholarly/JAP/2009/Jun/09Jun%5FHill%5FJAP.pdf.
Повний текст джерелаAdvisor(s): Bondreau, Michael ; Simon, Cary. "June 2009." "Joint applied project"--Cover. Description based on title screen as viewed on July 10, 2009. DTIC Descriptors: Author(s) subject terms: Acquisition workforce, networks, flat hierarchy, flexible practices, diversity, global trends. Includes bibliographical references (p. 85-90). Also available in print.
Ellerbrock, Gabrielle. "Intergenerational Ontology & Leadership| Uniting the Multigenerational Workforce." Thesis, Pepperdine University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10607807.
Повний текст джерелаThe multigenerational workforce offers a wide landscape of knowledge and successful practices that can propel organizational success. Currently, however, only 20% of organizations have a formal, strategic program in place for fostering intergenerational interaction. By overlooking intergenerational strategies, organizations are not experiencing the tangible results derived from harnessing the strengths offered by each generation and across the generational spectrum. This dissertation focuses on building what can be termed the interactional bandwidth of cross-generational relationships through the use of ontological principles and leadership development resources: the Gallup organization’s Clifton StrengthsFinder and the Myers & Briggs Foundation’s Myers-Briggs Type Indicator. Through addressing and understanding sources of motivation, values, communication preferences, and thought processes, individuals are able to form intricate connections with the potential to cultivate ontological security, transcendent self-actualization, meaningful work, ethics and accountability, emotional intelligence, and organizational prosperity. Facilitating intergenerational interaction offers organizations insight into better leveraging their workforce to deliver optimum results while benefiting the individuals that support them.
Sherrer, Brenda Joyce. "Using Gentile's Reframing Diversity Model In Public Organizations: FDIC As An Illustration." Diss., Virginia Tech, 2005. http://hdl.handle.net/10919/29274.
Повний текст джерелаPh. D.
Robinson, Schnarda R. "Engaging a Multigenerational Workforce." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4094.
Повний текст джерелаFeldman, Joseph Allan. "Factors of workforce diversity that influence individual and organizational performance." Thesis, University of Pretoria, 2001. http://hdl.handle.net/2263/29395.
Повний текст джерелаThesis (DBA (Organizational Behaviour))--University of Pretoria, 2001.
Human Resource Management
unrestricted
Bernauer, Kaitlyn. "The Multigenerational Workforce: A Communication Audit." University of Akron / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=akron1521038648497938.
Повний текст джерелаCastro, Carim. "Knowledge management and the retirement workforce in theme parks." Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3557737.
Повний текст джерелаCompanies are seeing valuable knowledge leave the organization as older workers eventually retire taking with them all their knowledge gained, however few companies have begun to focus on knowledge transfer from older to younger workers. Due to the economic downturn, many Baby Boomers are remaining in the workforce longer than planned. Therefore, the time is critical for organizations to act now.
The purpose of this study was to understand what theme parks can do to leverage the knowledge base of its retirement workforce before they leave the company, which factors prevent or influence this knowledge transfer and the role of Human Resources in enabling a knowledge sharing organization. A series of face-to-face interviews with individuals who have retired from the theme park industry and human resources professionals in theme parks were conducted. Several themes surfaced as a result of this study and very little differences were found amongst the participant groups, whether they were a retiree or from HR.
The results of the data revealed that there are none to minimal efforts in place in theme parks to leverage the knowledge base of the retirement workforce. The results also showed that there is a strong desire by those retiring to share their knowledge with the company and in most cases, there is an expectation that this transfer of knowledge take place. However, the lack of interest and engagement by the manager often results in a disappointed retiree and the perception of not being valued.
The study also revealed that HR could play a key role in enabling a knowledge sharing organization. However, for knowledge transfer to take place, HR must first change the culture and prepare the organization to embrace the retirement process and accept it as a critical and important phase in an employee’s career. The results showed that HR could have a key role not just in the transfer of knowledge, but also in the entire retirement process as a whole.
Lasten, Yamil W. "Strategies for managing an age-diverse workforce in Curacao." Thesis, Walden University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10244700.
Повний текст джерелаSome business leaders find it challenging to manage individuals from different age groups; this is an issue, as organizations in many developed countries become more age-diverse. The purpose of this single case study was to provide business leaders with information about strategies top-level business executives and team leaders at a large company in Curacao (a developed island nation in the Caribbean) use for enhancing productivity of an age-diverse workforce. The conceptual framework of this study consisted of generational theory of Mannheim. A key tenet of the generational theory includes that belonging to the same generational unit, generational location, and generational actuality shapes the beliefs, values, and attitudes of members of a generational cohort collectively. Data from interviews and company documentation that included an annual report, business guide, and performance management documentation were coded and analyzed using NVivo software, and member checking was used to enhance the trustworthiness of interpretations. Key themes that emerged from data analysis include the need to use communication strategies, foster equal treatment of employees, implement employee development plans, and adopt a structured approach for addressing issues related to age-diversity. Implementation of the different strategies and recommendations identified in this study might aid business leaders in their effort to manage an age-diverse workforce and increase workplace productivity. Implications for social change include the potential to improve empathy and relations between individuals from different generations and the cultivation of a more cohesive society.
Burt, Zelda. "A Case Study of Creating a Sustainable Marine Transportation Workforce." Thesis, Université d'Ottawa / University of Ottawa, 2016. http://hdl.handle.net/10393/34665.
Повний текст джерелаBerry, Daniel E. "The Social Construction of Workforce Development Organizations in Singapore and Penang, Malaysia." Case Western Reserve University Doctor of Management / OhioLINK, 1998. http://rave.ohiolink.edu/etdc/view?acc_num=casedm1560435084090073.
Повний текст джерелаMitchell, Lorianne D. "The Essentials of Organizational Behavior and Management for the Modern Workforce." Digital Commons @ East Tennessee State University, 2016. https://dc.etsu.edu/etsu_books/204.
Повний текст джерелаHoisington, Edward H. Jr. "Police Recruitment| Best Practices to Ensure a Competent, Skilled Workforce." Thesis, University of Phoenix, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10811880.
Повний текст джерелаThis researcher examined the recruitment process to identify best practices for law enforcement leaders to populate vacant positions with a competent and skilled workforce. The purpose of this qualitative exploratory case study was to identify best practices for law enforcement agencies to recruit and maintain trustworthy officers to protect local communities. The conceptual framework for this study was based on the historical evolution of recruitment practices. The researcher used a review of past and present police-recruitment practices to help identify best practices by which law enforcement administrators can select trustworthy officers. This case study was used to examine and compare recruitment practices, minimum requirements, disqualifiers, advertising campaigns, testing procedures, background investigations, and panel interviews. The researcher conducted face-to-face interviews with law enforcement officers and human resource personnel from four of Virginia’s law enforcement departments, and identified three themes based on the sample population’s responses: strategy, trends, and requirements. The researcher identified a progression of recruitment practices executed by a layered-approach. The recruitment process addressed eligibility requirements and potential disqualifiers established by hiring authorities and the State of Virginia. Through the findings of this study, law enforcement leaders may be armed with new knowledge to improve the recruitment process, with the end result of recruiting a qualified and competent workforce.
McNamara, Sara B. "Shifting Personal Agency During Transition from Military to Civilian Workforce." Thesis, Pepperdine University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10843996.
Повний текст джерелаThis study examined US enlisted veterans? personal agency during their transition from the military to civilian workforce. Veterans currently working in a civilian corporate environment were involved: 41 were surveyed, 10 were interviewed, and 80 supplied comments to the researcher?s LinkedIn request for responses. Participants were asked to describe their sense of personal agency and how it evolved over the time period before, during, and after military service. Participants offered slightly varying descriptions of their transition experience. In general, participants experienced low agency before military service, minimal agency at the start of military service that grew over time, and an unprecedented and sometimes paralyzing degree of freedom and agency after military service. Transitioning veterans are thus advised to understand that the psychological transition process is complex, increase their competencies through cultural immersion experiences and field research, maintain a learning mindset, and build a relevant and committed support team.
Lawson, Daniel L. "Automation and Its Effects on the Workforce." Digital Commons @ East Tennessee State University, 2010. https://dc.etsu.edu/etd/1768.
Повний текст джерелаMatyus, Jason Michael. "Increasing Productivity of Retained Employees After a Workforce Reduction." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1906.
Повний текст джерелаKobuse, Hiroe. "Visualizing variations in organizational safety culture across an inter-hospital multifaceted workforce." 京都大学 (Kyoto University), 2016. http://hdl.handle.net/2433/215217.
Повний текст джерелаPels, Sarah E. "INCREASING GENDER DIVERSITY IN THE IT WORKFORCE: CHARACTERIZING AND EVALUATING ORGANIZATIONAL EFFORTS." Ohio University Honors Tutorial College / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=ouhonors1338573882.
Повний текст джерелаGuarana, Cristiano Levi Oseliero. "The Moderator effect of Organizational Identification on the relationship between Work Context and Workforce Engagement/Burnout." The Ohio State University, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=osu1274294278.
Повний текст джерелаTaran, Olya. "Training Program Effectiveness in Building Workforce Agility and Resilience." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6283.
Повний текст джерелаSage, Melanie Dawn. "Child Welfare Workforce Turnover: Frontline Workers' Experiences with Organizational Culture and Climate, and Implications for Organizational Practice." PDXScholar, 2010. https://pdxscholar.library.pdx.edu/open_access_etds/365.
Повний текст джерелаElliott, Chastidy. "Strategies Middle Managers of Nonprofit Health Care Organizations Use to Motivate Their Administrative Workforce." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7923.
Повний текст джерелаDunham, Annette Heather. "Knowledge Management in the Context of an Ageing Workforce: Organizational Memory and Mentoring." Thesis, University of Canterbury. Psychology, 2010. http://hdl.handle.net/10092/4716.
Повний текст джерелаStegelman, Michael S. "Development of a cost effective organizational model for the shipbuilding welder labor workforce." Thesis, Monterey, California : Naval Postgraduate School, 2009. http://edocs.nps.edu/npspubs/scholarly/theses/2009/Sep/09Sep%5FStegelman.pdf.
Повний текст джерелаThesis Advisor(s): Osmundson, John. "September 2009." Description based on title screen as viewed on November 6, 2009. Author(s) subject terms: Manpower, Marine Welder, Organizational Structure, Labor Workforce Development, Requirements Management, Marine Labor Crafts, Trade Union, Gap Analysis Includes bibliographical references (p. 73-76). Also available in print.
Bright, Jennifer A. "A study in workforce diversity for both management and employees." Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only. Instructions for remote access, 1999. http://www.kutztown.edu/library/services/remote_access.asp.
Повний текст джерелаWhitfield, Deidre Raquel. "Discrimination in the workforce: how it impacts a business." reponame:Repositório Institucional do FGV, 2014. http://hdl.handle.net/10438/13311.
Повний текст джерелаApproved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2015-01-28T14:08:09Z (GMT) No. of bitstreams: 1 CIM Thesis Modification - TNR Discrimination in the Workplace - 29 November 2014.pdf: 6213678 bytes, checksum: c71a107036fdb9510410fef984976165 (MD5)
Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2015-02-05T16:21:04Z (GMT) No. of bitstreams: 1 CIM Thesis Modification - TNR Discrimination in the Workplace - 29 November 2014.pdf: 6213678 bytes, checksum: c71a107036fdb9510410fef984976165 (MD5)
Made available in DSpace on 2015-02-05T16:26:12Z (GMT). No. of bitstreams: 1 CIM Thesis Modification - TNR Discrimination in the Workplace - 29 November 2014.pdf: 6213678 bytes, checksum: c71a107036fdb9510410fef984976165 (MD5) Previous issue date: 2014-10-29
Discrimination, in its best form, is a hard concept to fathom as an employee or ordinary citizen. In the workplace, there are times when discrimination is necessary due to extenuating circumstances that revolve around the form or act of discrimination. It could be conveyed to save a life or avoid future conflict. However, it must be clearly stated as a written law that the act is lawful. When unlawful discrimination occurs, it stages an entirely different tone, as it is mainly conducted out of malice, hatred, greed, control, or ignorance. Over the last few decades, discrimination has existed in the workplace, although Federal laws mandate that it does not occur. It does not exist in just one geographical area or is country specific, but covers a wide spectrum, linking countries together from their points of view to creating rifts amongst those who are affected and those who are not, not only from a business perspective, but social humanistic relationships as well. This thesis will use quantitative and qualitative data to support discrimination of sexual harassment, race or color, and gender issues, as well as personal experiences, and how it has and will continue to impact businesses if the acts do not cease, permanently. Leadership, from the Presidents and Heads of Countries, Chief Executive Officers (CEOs), managers, lowest-ranking supervisor, and employees should make it their personal goal to ensure these issues do not continue or arise in their perspective areas of responsibilities. When employees understand that they are valued, will be taken seriously when reporting acts of discrimination, and that some form of action will be taken, performance and productivity will escalate, and morale will increase in the workplace, resulting in higher productivity and subsequently higher profit margins for the company.
Jackson-Martin, Jeannette. "Strategies for Catalyzing Workforce Engagement in Warehouse Operations." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3787.
Повний текст джерелаTobgye, Sonam. "Digital transformation in Bhutan: Culture, workforce and training." Thesis, Queensland University of Technology, 2018. https://eprints.qut.edu.au/115459/1/115459_8792526_tobgye_sonam_thesis.pdf.
Повний текст джерелаShi, Dailun. "Job scheduling and workforce allocation in flow shops with partial resource flexibility." Diss., Georgia Institute of Technology, 1999. http://hdl.handle.net/1853/31037.
Повний текст джерелаCasanova, N. "A MULTIDISCIPLINARY APPROACH TO WORKFORCE DYNAMICS.THE A2A CASE STUDY." Doctoral thesis, Università degli Studi di Milano, 2013. http://hdl.handle.net/2434/219119.
Повний текст джерелаOsbjer, Josefin. "Maintaining an organizational culture during a workforce expansion : A case study at a software product development scaleup." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-296357.
Повний текст джерелаForskning om organisationskultur och tillväxt av företag har tidigare gjorts separat. Kombinationen av dessa ämnen, hur utmaningar relaterat till tillväxt av ett företag kan komma att påverka kulturella aspekter är sällsynt och denna studies nisch. Denna kvalitativa fallstudie undersöker hur organisationskultur kan bevaras under snabb tillväxt av antal anställda i en produktavdelning. Först gjordes en tolkning av vad som karakteriserar en organisationskultur i en avdelning där produktutveckling och teknik är det centrala, i en produktutveckling scaleup som jobbar med mjukvara. The empiriska resultaten presenterar 13 kulturella områden som karakteriserar organisationskulturen på fallföretaget, vilken har likheter med Klankultur som främjar samarbete och personlig utveckling. Likheter med Ingenjörskultur och Hacker-kultur är också närvarande i produktavdelningen på fallföretaget. Vissa av de kulturella aspekterna kan anses unika i fallföretagets produktavdelning, vilka är ödmjukhet och fokus på work-life balance. Fortsättningsvis argumenterar vissa anställda att de aldrig känt sig så stolta över produkten de utvecklar på tidigare arbetsplatser, till skillnad från den stolthet de känner för produkten på fallföretaget. Dessa kulturella aspekterna har ansetts unika av de anställda i de empiriska resultaten och har inte påvisats i andra studier inkluderat i litteraturstudien. Nästa fokus i studien var att undersöka vilka möjliga reaktioner de intervjuade anställda på fallföretaget hade gällande tillväxt av antal anställda. Dessa reaktioner belyste både positiva förväntningar och orosområden. De möjliga utmaningarna som kan uppkomma i en snabbväxande organisation och möjliga redskap för att lösa dessa undersöktes också. Fyra områden av möjliga tillväxtsutmaningar upptäcktes i de empiriska resultaten, vilka var relaterade till förändringar av organisationsstruktur, kulturdistribution, inkluderande organisation, prioriteringar och arbetsfokus. Under analysprocessen upptäcktes kulturella aspekter som kan komma att påverkas av dessa möjliga utmaningar, vilka var analyserade och diskuterade. De presenterade potentiella lösningarna fokuserar på hur man bemöta dessa möjliga utmaningar sammanknippade med företagstillväxt och hur man samtidigt kan bevara kulturella aspekter så som främst tillit, inkludering, transparens, mångfald, kulturdistribuering, konstant förändring och innovation.
Dwertmann, David J. G. [Verfasser]. "Adjusting to the Future Workforce: Combining Diversity and Organizational Climate Research / David J. G. Dwertmann." Aachen : Shaker, 2013. http://d-nb.info/1052407978/34.
Повний текст джерелаStarnes, David Starnes. "Exploring the Influence of Context on Resistance to Organizational Change within a Virtual Faculty Workforce." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2460.
Повний текст джерела