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1
Vukovich, G. G. „PERSONNEL MANAGEMENT: THEORY AND METHODOLOGY“. Economics Profession Business, Nr. 4 (10.12.2019): 20–25. http://dx.doi.org/10.14258/epb201942.
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The article is devoted to the study of the theoretical platform of the personnel management system. One of the key problems remains the lack of unified methodological approaches to personnel management, which needs innovations, where workforce planning should be formed according to the company's development strategy, and additional professional training and retraining support innovation. The methodological base of the study includes the theoretical provisions of personal management. The theoretical and practical significance of the study is to substantiate the need to improve the personnel management system based on innovations in social and labor relations. System approaches covering the functionality of HR-service in a particular company and the workload of employees of this service are highlighted. It is proved that it is advisable not only to stimulate organizational behavior and encourage high-performance work, but also to motivate employees to maximize the implementation of human capital, including creativity to achieve goals. Identify and describe the direction of introduction of innovations in personnel work: the first is staff development and management of business career; the position of the employer, which involves first invest in employee knowledge and then to profit at the expense of increased loyalty; the second is the alignment of the model of material employee compensation for work performed.
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Khdour, Naser, Ahmad Samed Al-Adwan, Anas Alsoud und Jamal Ahmed Al-Douri. „Human resource management practices and total quality management in insurance companies: Evidence from Jordan“. Problems and Perspectives in Management 19, Nr. 1 (29.03.2021): 432–44. http://dx.doi.org/10.21511/ppm.19(1).2021.36.
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This study aims to extend the argument about the association between HRM and Total Quality Management (TQM) in insurance companies in Jordan. It is argued that the consideration of TQM can be supported in terms of configuration as an effect of Human Resource Management (HRM) in the presence or absence of other HRM practices. Data for this study were collected from 24 insurance companies listed on the Amman Stock Exchange and 342 employees. PLS-SEM was used to analyze the data collected through path analysis. Structural equation modeling was used to examine a causal relationship between the variables. The overall effect of HRM on TQM was explored to improve quality orientation and people criteria in insurance companies. The findings have indicated a significant and positive effect of teamwork, staffing, performance appraisals, and compensation on TQM. However, training and development have a negative, but significant impact on TQM. In addition, TQM significantly and positively affects the HRM of an organization. Performance was also positively and significantly affected by HRM. TQM is an important factor of HRM in insurance companies. AcknowledgmentThe authors are very thankful to all the associated personnel in any reference that contributed to the purpose of this study.
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Tipgos, Manuel A., James P. Trebby und C. Thomas Stambaugh. „Stress And The Emerging Legal Liability Through Workers Compensation: Some Suggestions For Management Action“. Journal of Applied Business Research (JABR) 8, Nr. 4 (04.10.2011): 50. http://dx.doi.org/10.19030/jabr.v8i4.6124.
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In this paper we reviewed the significant court cases which laid the foundation for the compensation of stress-related problems under Workers Compensation Laws of various states in the country. The significance of the court rulings are discussed in relation to routine personnel decisions. The last part of the paper is devoted to discussing certain recommendations to corporate management.
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Krefting, Linda A. „Book Review: Human Resources, Personnel, and Organizational Behavior: Compensation Management: Rewarding Performance“. ILR Review 40, Nr. 4 (Juli 1987): 627–28. http://dx.doi.org/10.1177/001979398704000429.
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Astuti, ASTUTI. „MANAJEMEN PENGEMBANGAN SUMBER DAYA MANUSIA DI SEKOLAH“. Adaara: Jurnal Manajemen Pendidikan Islam 6, Nr. 1 (01.11.2018): 604–24. http://dx.doi.org/10.35673/ajmpi.v7i1.308.
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Abstract. Human Resource Management (HRM) is all activities related to the recognition of the importance of educators and education personnel in schools as vital human resources, which contribute to school goals, and utilize functions and activities that ensure that human resources are used effectively and fair for the benefit of individuals, schools and communities. Human resource management aims to formulate the needs of educators and education personnel, develop and empower educators and education personnel to obtain the optimal value of benefits for individual educators and education personnel concerned. The scope of management of human resources in schools is HR Planning, analysis of educators and education personnel, procurement of educators and education personnel, selection of educators and education personnel, orientation, placement and assignment, compensation, performance assessment, career development, training and personnel development educators and the creation of work life quality, educator and education power negotiations, research of educators and education personnel, pensions and dismissal of teaching and education personnel. Keywords: Human Resource Development Management
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Desplaces, David, und Steven W. Congden. „Expat pay and compensation: fair or not fair?“ CASE Journal 13, Nr. 2 (06.03.2017): 168–86. http://dx.doi.org/10.1108/tcj-05-2014-0038.
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Synopsis The manager of engineering at Palm Oasis Engineering in Dubai expressed dissatisfaction with his compensation. The uncertainty of his continued participation at a key position came at a critical time for the company. This case provides an event for the analysis of HRM issues of a small company in a nontraditional, international context. Real and perceptual issues surrounding expatriate employee compensation, including wages and benefits relative to home country, cost indices, inflation, and currency fluctuations, are analyzed. Motivation and negotiation strategy are also examined. Research methodology This case has been disguised to protect the anonymity of the company and key individuals. The industry, name of the company, and names of personnel have been changed. The authors were granted access to key personnel at the company during a limited time frame. Relevant courses and levels This case is designed for upper level, undergraduate international management, international human resource management, and human resource management courses. The case is designed as a mid-semester decision-based case that allows students to apply concepts on motivation, human resource management, and negotiation.
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Daley, Dennis M. „Personnel Management in North Carolina Municipalities: An Examination of Use, Size, and Structure“. Public Personnel Management 22, Nr. 3 (September 1993): 363–79. http://dx.doi.org/10.1177/009102609302200302.
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This study focuses on the extent to which modern personnel practices are used in North Carolina municipal governments. As such, it not only maps out the existence of these practices, but also the conditions and circumstances in which they occur. Recruitment and selection, compensation and benefits, employee rights and regulations, and performance appraisal practices are examined. In addition, the effect of city and organizational size and that of governmental structure (the presence of a professional manager) on these personnel practices is studied.
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Bogatyrev, Konstantin. „Top Management Compensation and Performance in Russian Companies“. Journal of Corporate Finance Research / Корпоративные Финансы | ISSN: 2073-0438 10, Nr. 1 (31.01.2019): 5–22. http://dx.doi.org/10.17323/j.jcfr.2073-0438.10.1.2016.5-22.
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Konstantin V. Bogatyrev - Moscow State University. M.V. Lomonosov Moscow State University.
E-mail: konstantin.bogatyrev@yahoo.com
The top management remuneration policy of public companies counts among the key decisions that shape the financial architecture and the incentive structure for hired executives in such companies. The factors determining the pay of top managers have been a debated topic both for academia and for the public at large for decades. For Russian companies, however, this question has remained largely unstudied.This paper is intended to rectify this deficiency and contributes to the research on top management remuneration policy and the way in which it relates to performance in Russian corporations. Following an overview of the evidence presented in previous studies focusing on other markets, the paper presents a new empirical study of pay and performance using self-collected data on 93 Russian public companies for the five-year period between 2009 and 2013. The data on key management personnel compensation has been collected from the companies' official reports, including annual or financial reports and other stock exchange reports. The data on other financial indicators has been procured from the Bloomberg Professional® database.Using fixed effect models for econometric analysis, we find evidence of a positive relationship between compensation and business performance in Russia, although this is not evident for every performance indicator. Indeed, both short-term and long-term forms of compensation as well as their sum show a positive relationship to return on assets (ROA), and the respective sensitivities of pay to performance are not negligible. However, institutional or state ownership can weaken this sensitivity. The relationship is only evident in companies with no state participation. Whereas 33 state-owned companies in the sample exhibit no significant relationship of top management compensation to corporate performance, the accounting profits and ROA of the remaining 60 (private) companies serve as significant determinants of remuneration levels.
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Lawther, Wendell C., Earle C. Traynham und Kenneth M. Jennings. „Compensation Control Mechanisms in the American States“. Public Personnel Management 18, Nr. 3 (September 1989): 325–38. http://dx.doi.org/10.1177/009102608901800306.
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There are few studies which report on the personnel practices in the American states. A survey of state compensation analysts in the Summer of 1987 elicited information concerning the use of compensation controls in state government. Results indicate that with the exception of wage and salary surveys, data concerning compensation controls is rarely collected. Initial analysis indicates that the role of the legislature and the existence of collective bargaining may have an impact on the number of controls used.
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Steel, Brent S., und Nicholas P. Lovrich. „Comparable Worth: The Problematic Politicization of a Public Personnel Issue“. Public Personnel Management 16, Nr. 1 (März 1987): 23–36. http://dx.doi.org/10.1177/009102608701600104.
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The issue of comparable worth arose as a result of the discovery of serious gender inequities in the operation of the compensation system of Washington State government. Subsequent developments elsewhere have further added to the salience of the pay equity issue. In the context of this highly charged political context, what attitudes toward pay and compensation do women in the public service tend to hold? On the basis of employee surveys conducted in both the State of Washington and among the U.S. federal workforce, findings are reported that suggest that women are less likely to be dissatisfied with their pay than men. The implications of these findings are discussed, both with respect to the future politicization of the comparable worth issue and the proper assumptions to be made in conceptualizing the motivational basis of public employee behavior.
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Šafránková, Jana Marie, und Martin Šikýř. „Responsibilities and competencies in personnel management at Czech schools“. Oeconomia Copernicana 9, Nr. 3 (30.09.2018): 529–43. http://dx.doi.org/10.24136/oc.2018.027.
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Research background: The fundamental conclusions about the relationship be-tween personnel management and organizational performance can be also applied to personnel management in primary and secondary schools, which play an important role in the society. There is no doubt that headmasters, deputy headmasters and other school managers who want to achieve excellent performance of their schools, must pay special attention to management of all employees (including teaching and non-teaching staff) because their abilities, motivation and performance determine the desired results of schools.
Purpose of the article: The purpose of the article is to define particular categories of man-agers in Czech primary and secondary schools and specify their responsibilities and competencies in personnel management in order to propose an optimal organization of personnel management at Czech schools.
Methods: Achieving the purpose of the article is based on the analysis of available scientific literature and the results of the authors' questionnaire survey on the organization of personnel management at Czech primary and secondary schools. The survey was conducted from January to March 2017. The respondents were headmasters, deputy headmasters and other managers of Czech primary and secondary schools. The relevant data were obtained from 90 respondents. The data analysis was based on the calculation of relative frequencies and the evaluation of the dependence of responses using contingency tables and chi-square tests of independence.
Findings & Value added: The findings show that responsibilities for managing teaching and non-teaching staff at Czech schools belong not only to headmasters, but also to other managers at schools, including deputy headmasters, head teachers, heads of school clubs, heads of school canteens, educational consultants, school psychologists, treasurers, or school caretakers. Anyone who influences and directs others in the organization should be involved in personnel management and participate in various personnel management activities related to employee selection, appraisal, compensation or training. The significant competencies of headmasters and other managers in personnel and school management include managerial competencies (the ability to manage others), personal competencies (the ability to manage yourself), or professional competencies (the ability to manage the school).
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Lazear, Edward P., und Kathryn L. Shaw. „Personnel Economics: The Economist's View of Human Resources“. Journal of Economic Perspectives 21, Nr. 4 (01.11.2007): 91–114. http://dx.doi.org/10.1257/jep.21.4.91.
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Personnel economics drills deeply into the firm to study human resource management practices like compensation, hiring practices, training, and teamwork. Why should pay vary across workers within firms—and how “compressed” should pay be within firms? Should firms pay workers for their performance on the job or for their skills or hours of work? How are pay and promotions structured across jobs to induce optimal effort from employees? Why do firms use teams and how are teams used most effectively? How should all these human resource management practices, from incentive pay to teamwork, be combined within firms? Personnel economists offer new tools to analyze these questions—and new answers as well.
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Bloom, Matt. „Book Review: Human Resources, Management, and Personnel: Compensation in Organizations: Current Research and Practice“. ILR Review 55, Nr. 2 (Januar 2002): 359–60. http://dx.doi.org/10.1177/001979390205500215.
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Assaf, Nasser, Saleh Saleh Alhusan, Ahmed El-Qasem, Mohammad Al Qudah und Abdelkareem Alzoubi. „Dawacom Human Resource Management Reality and Ambition“. International Journal of Business and Management 12, Nr. 3 (21.02.2017): 62. http://dx.doi.org/10.5539/ijbm.v12n3p62.
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This project explores the human resource management (HRM) that’s the organization needs in order to perform effectively and efficiently. Dawacom HRM is the case study of this project, using qualitative approach methodology, and collecting data via researcher observations, experiences, and practices.Through the project we expect to identify Dawacom HRM roles, tasks, objectives, workflow, and manager’s duties. Also, this project explores Dawacom HRM attributes, diversity, job analysis, recruiting and selecting processes, compensation systems, measuring HRM performance, training and developing programs.The project highlighted issues that affect HRM Processes and organization performance such as: health and safety, ethical workplace and fair treatment, global human resource.The project will show Dawacom HRM advantages and disadvantages and how can improve Dawacom HRM by what actions, personnel, cultural things. So, HR team will be able to focus his importance toward those areas.
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Bello, Zainab, und Waleed Alhyasat. „Compensation Practices on Job Satisfaction of Faculty Members in Private HEI in Saudi Arabia: Mediating Role of Talent Management“. International Journal of Human Resource Studies 10, Nr. 4 (16.10.2020): 37. http://dx.doi.org/10.5296/ijhrs.v10i4.17838.
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Purpose- The paper examined the role of compensation practices on job satisfaction of faculty members in private institutions of higher learning in Saudi Arabia. The paper also examined the mediating role of talent management in the relationship between compensation practices and job performance.Methodology/Approach- A descriptive research design method was applied in the study. The paper is focused on review of previous studies from online data bases and periodicals on the paper variables and resultant relationships. Literature acknowledged the effect of compensation practices on job satisfaction. The paper explained the importance of compensation practices on job satisfaction and the mediating role of talent management. Equity theory was used as the underpinning theory of this paper.Findings- The paper found that compensation practice mediated by talent management is important to increase job satisfaction of faculty members of newly established private institutions of higher learning particularly in Saudi Arabia.Implication/Contribution- The paper provides opportunity for scholars to test the proposed framework empirically. The paper can serve as guide for human resource personnel in newly established private institutions of learning in increasing faculty member’s job satisfactions. The paper adds to body of existing literature on compensation practices, job satisfaction and talent management with focus on newly established private institution of learning in Saudi Arabia.
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Moore, Perry. „Comparison of State and Local Employee Benefits and Private Employee Benefits“. Public Personnel Management 20, Nr. 4 (Dezember 1991): 429–39. http://dx.doi.org/10.1177/009102609102000404.
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This paper compares the level of benefits offered to state and local employees in the United States with those provided to private employees of medium and large firms. The public employees enjoy more paid leaves, less expensive health benefits and better pensions. The conclusion points to the additional public personnel costs created by these advantages and addresses the role of benefits in the total compensation package. It also urges that total compensation comparability (pay and benefits) be more widely practiced by public jurisdictions.
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Harrison, Emily. „Public Safety Industrial Disability Retirements in California: A Challenge for the Personnel Specialist“. Public Personnel Management 15, Nr. 3 (September 1986): 249–62. http://dx.doi.org/10.1177/009102608601500303.
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The alarming increase in the numbers of public safety members leaving the active ranks on disability retirements, coupled with inequities in the judicial and legislative framework of the California workers' compensation system, have created a crisis for local governments in California. The article explores the background of the current crisis, and proposes potential solutions in the public policy and the personnel specialist domains.
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Amba-Rao, Sita C., und Dilip Pendse. „Human Resource Compensation and Maintenance Practices“. American Journal of Small Business 10, Nr. 2 (Oktober 1985): 19–29. http://dx.doi.org/10.1177/104225878501000203.
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A survey of small business firms In North-Central Indiana Indicated that, while these firms provided a work place and an Income to employees, most of their practices on compensation and maintenance of human resources lacked a systematic and rational approach. Their emphasis appeared to be more on the short run rather than on the long run. Further, small businesses seemed to lack an understanding of the relationship between productivity and generally accepted human resource management practices. In the absence of clear, written policies on human resource maintenance and compensation, small firms will continue to have personnel-related problems. Further research needs In this area are suggested.
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Hallock, Kevin F. „Book Review: Human Resources, Management, and Personnel: Pay without Performance: The Unfulfilled Promise of Executive Compensation“. ILR Review 59, Nr. 4 (Juli 2006): 672–74. http://dx.doi.org/10.1177/001979390605900411.
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López, Susana Pérez, José Manuel Montes Peón und Camilo José Vazquez Ordás. „Human Resource Management as a Determining Factor in Organizational Learning“. Management Learning 37, Nr. 2 (Juni 2006): 215–39. http://dx.doi.org/10.1177/1350507606063443.
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The role of human resource management in learning organizations has been discussed by a number of researchers. It is suggested that some of the more traditional personnel functions of HR practitioners may be tailored to encourage a focus on learning and thus to help achieve organizational goals. However, there is a lack of empirical studies that explore the relationship between human resource management and organizational learning. This article aims to address this shortcoming. More specifically, the purpose of this article is to analyse the relation between four human resources practices (hiring, training, compensation and decision-making) and organizational learning. The hypotheses proposed were tested on a sample of 195 Spanish companies using the structural equation modelling technique. The results support that selective hiring, strategic training and employee participation in decision-making positively influence organizational learning.
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Mangelsdorf, Karen Ruffing, und T. Zane Reeves. „Implementing the Merit System in Ecuador“. Public Personnel Management 18, Nr. 2 (Juni 1989): 193–208. http://dx.doi.org/10.1177/009102608901800207.
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This article explores the potential for implementing a merit-based personnel system in the developing nation of Ecuador. It describes Ecuadorean efforts beginning in the mid-1960's to reform a traditional personnel system based on personal and political patronage into a merit-based system. The authors examine merit system changes and failures within the Ecuadorean civil service in areas of employee security, position classification, compensation, employee development and growth, and performance evaluation. Data are collected from interviews with Ecuadorean governmental managers, university professors and expert observers. The researchers conclude that administrative reform efforts have led to only partial success in adoption of a merit-based personnel system in Ecuador. Although legislation and infrastructure necessary for merit system implementation are in place, certain political realities common to developing countries limit its scope and potential.
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Racicot, Bernadette M., Dennis Doverspike, Jeffrey S. Hornsby und Neil M. A. Hauenstein. „Job Grade and Labor Market Information Effects on Simulated Compensation Decisions“. Public Personnel Management 25, Nr. 3 (September 1996): 343–50. http://dx.doi.org/10.1177/009102609602500307.
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A study was conducted with personnel managers to examine the relative emphasis placed on job evaluation factors (job grade) and labor market factors (supply and demand of qualified applicants) in determining salary allocation for nine hypothetical job classifications. The results indicated that the job evaluation factors were consistently given more weight than the labor market factor in the salary allocation task. Implications of the findings were discussed within the general context of the problem of defining “market factors” in the public sector.
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Hidayah, Retnoningrum, Anwar Zahid, Trisni Suryarini, Sara R. Basher und Eko Handoyo. „Corporate Performance and Executive Compensation in Indonesia“. Journal of Social Sciences Research, Nr. 53 (10.03.2019): 634–39. http://dx.doi.org/10.32861/jssr.53.634.639.
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The performance of a company can be determined by several factors like corporate governance and risk management. Adequate corporate governance will create a good corporate climate that makes company able to achieve its maximize profits. The purpose of this study is to examine the influence of the size of audit committees, audit committee expertise, institutional ownership, corporate performance and its impact on executive compensation. This study uses purposive sampling method. The research sample is 86 of manufacturing companies listed on the Indonesian Stock Exchange from 2013 to 2015. Data analysis method used structural equation modeling (SEM) with WarpPLS 6. The results showed that the number of audit committee personnel and audit committee’s expertise had no effect on company performance. However, institutional ownership affects the performance of the company. Furthermore, company performance does not contribute significantly to executive compensation. This study is useful for corporate internal system and gives policy makers a better understanding of corporate performance from management perspective. Furthermore, this paper contributes to the literature by identifying the role of audit committee characteristics, institusional ownership, and executive compensation in company performance.
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Rijanti, Tristiana, Askar Yunianto, Sri Rahayuningsih und Naely Ushwaty. „The Influence of Leader Member Exchange (Lmx) and Compensation on Employee Performance With Organizational Culture as Moderating Variable“. Journal of Business and Economics 11, Nr. 10 (Oktober 2020): 1163–73. http://dx.doi.org/10.15341/jbe(2155-7950)/10.11.2020/008.
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Abstract: This study aims to examine the influence of leader-member exchange (LMX) and compensation on employee performance by moderating organizational culture. The population of this study were employees at the Regional Personnel Agency (BKD) and the Financial Management Agency and Regional assets (BPKAD) of Pemalang Regency, amounting to 116 employees while the sampling technique used was the census. Data were analyzed using SPSS version 22 by testing the instrument, testing the model and testing the hypothesis. The results of hypothesis testing shows that performance is affected positively by LMX as well as compensation meanwhile organizational culture also moderates the influence of both LMX and compensation on the performance.
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Rijanti, Tristiana, Askar Yunianto, Sri Rahayuningsih und Naely Ushwaty. „The Influence of Leader Member Exchange (Lmx) and Compensation on Employee Performance With Organizational Culture as Moderating Variable“. Journal of Business and Economics 11, Nr. 10 (20.10.2020): 1163–73. http://dx.doi.org/10.15341/jmer(2155-7993)/10.11.2020/008.
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Abstract: This study aims to examine the influence of leader-member exchange (LMX) and compensation on employee performance by moderating organizational culture. The population of this study were employees at the Regional Personnel Agency (BKD) and the Financial Management Agency and Regional assets (BPKAD) of Pemalang Regency, amounting to 116 employees while the sampling technique used was the census. Data were analyzed using SPSS version 22 by testing the instrument, testing the model and testing the hypothesis. The results of hypothesis testing shows that performance is affected positively by LMX as well as compensation meanwhile organizational culture also moderates the influence of both LMX and compensation on the performance.
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Fuad, Misbahul. „Manajemen Personalia Lembaga Pendidikan: MA Darul Ihsan Samarinda dan SMA YPM Diponogoro Tenggarong Seberang“. SYAMIL: Jurnal Pendidikan Agama Islam (Journal of Islamic Education) 7, Nr. 1 (14.10.2019): 27–38. http://dx.doi.org/10.21093/sy.v7i1.1419.
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In its development, madrasas experienced ups and downs in their development. The most basic problem is the management aspect. The following cases of management are interesting to note. There are schools or madrasas that initially experience setbacks, then can progress rapidly. On the other hand, there are schools or madrassas that initially developed, but then almost went out of business. One of the reasons is due to the management that is not mature enough, therefore personnel management in the world of education is very important especially in educational institutions especially Islamic-based educational institutions. This study aims to determine the application of personnel management in Islamic education institutions and supporting and inhibiting factors in its application. This research is a type of field research with a multi-case study research approach. Data collection methods used Participatory Observation and In-depth interviews. The steps of data analysis in this study use the analysis of the Miles and Huberman models. Based on the results of research in the field it was found that: 1) The implementation of personnel management in MA Darul Ihsan Samarinda and YPM Diponegoro Tenggarong Seberang High School which consisted of educators and education staff. There are several components of personnel management, including seven components that have different divisions and elements, namely planning, recruitment, coaching, dismissal, but there are three important components that have not been comprehensively applied, namely compensation, appointment and evaluation. 2) Supporting factors for the implementation of personnel management in MA Darul Ihsan Samarinda and YPM Diponegoro Tenggarong Seberang High School are the motivation given by the madrasa headmaster and headmaster to their personnel so that they always try to be better and give encouragement or enthusiasm in carrying out their tasks. Both vision, mission, goals because each institution must have a vision, mission and goals as well as MA Darul Ihsan Samarinda and YPM Diponegoro Tenggarong High School have a vision, mission and clear objectives, while the inhibiting factor in the implementation of personnel administration is a means of implementing administration in MA Darul Ihsan Samarinda and YPM Diponegoro Tenggarong Seberang High School due to the unavailability of sufficient funds and human resources in their fields.
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Ersoz, Taner, Filiz Ersoz und Deniz Merdin. „Performance Measurement in Business Management with Information Technologies“. Baltic Journal of Real Estate Economics and Construction Management 6, Nr. 1 (01.12.2018): 272–84. http://dx.doi.org/10.2478/bjreecm-2018-0020.
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Abstract Widespread usage of the internet and computers have facilitated a number of human resource management activities such as compensation management, performance management, vocational training and other personnel management affairs across various enterprises. It is known that the employment of a qualified labour force becomes increasingly difficult due to increasing competition conditions. Therefore, it is important to ensure that the right person is recruited for the enterprise and that he/she is attached to his/her employer. Thanks to information technologies, the recruitment process can be implemented more quickly and effectively. The present study aims at determining whether the employer-employee has a sense of trust; whether employee’s performance, disciplinary action, reporting status and significant inconvenience status are taken into account by an enterprise in the iron and steel industry. Logistic regression method is used as an analysis method. The effects of the demographic variables on the dependent variables are also determined. Considering the results obtained, it is observed that the loyalty of the employees to the employer is not very strong, but at the level of improvement, the employees do not consider working at the company for many years.
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Zahra, Farah Agharid, Tantri Yanuar Rahmat Syah und Rhian Indradewa. „Human Resource Management Implementation at Startup Arena Corner“. International Journal of Research and Review 8, Nr. 8 (17.08.2021): 185–95. http://dx.doi.org/10.52403/ijrr.20210826.
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Arena Corner is a new startup engaged in applying sports venue rental related to everything that smells of sports. In an effort company's performance, it is necessary to implement good human resource management. The following purpose of this research is that research aims resource management (HRM) in the growth of Arena Corner startup. Considering Arena Corners of new digital startups are growing and require many human resources in the They need. Information systems so that the proper implementation of HRM correct maintain arena corner in the competitive digital startup competitive. The method applied uses human resources the approach with spectrum recruitment, personnel, people development, compensation benefit, and industrial relations. The results of this research show that the application of HRM becomes a necessity for startup companies. In winning competition, it is necessary to create a training center to print human resources that understand technology for the needs of the company and the needs of the startup ecosystem and can add income and new businesses in the era of startup the competition. Keywords: Human resource management mission; Human resource management practices; HR startup, Arena Corner.
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Li, Haiqiu. „Optimization of the Enterprise Human Resource Management Information System Based on the Internet of Things“. Complexity 2021 (05.03.2021): 1–12. http://dx.doi.org/10.1155/2021/5592850.
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In this paper, the optimization of the enterprise HR information system is studied based on IoT first-off technology, the system demand phase is analysed, and the edge control system is designed and built. The hardware and software system and edge node management platform are implemented first, and then the communication scenarios between the edge layer of the system and the sensing layer, the edge layer, and the cloud layer are analysed, and the business type-driven link selection algorithm and the northbound multilink switching algorithm are designed and implemented, respectively, to guarantee the communication reliability between different layers of the system. Based on the implementation of the above functions, the edge control system can meet the intelligence, expandability, and security requirements of IoT applications. An in-depth investigation and research are launched mainly on the enterprise demand to determine the functional requirements and performance requirements of the enterprise and to achieve the basic logical structure; in the system design phase, the system architecture and other aspects of the design are realized. According to the conditions of the system function structure, a number of system module functions are designed in detail. The system is composed of the following modules, namely, personnel change management, organization management, and salary and benefits management. The system consists of the following modules, namely, personnel change management, organization management, compensation and benefits management, and personnel information management. The system modules run through the process of human resource management; in the system implementation stage, the system coding and page operation are realized based on the development tools and software development techniques. The system finally achieves the system design objectives and is put on a trial operation to meet its actual business requirements.
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Mukri, Rusdiono, und Maemunah Sa’diyah. „Manajemen SDM dalam Pendidikan Islam: Studi Kasus SDIT Insantama Leuwiliang“. Reslaj : Religion Education Social Laa Roiba Journal 3, Nr. 2 (25.06.2021): 268–79. http://dx.doi.org/10.47467/reslaj.v3i2.410.
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This study aims to determine the implementation of integrated quality management (total quality management /TQM), especially in human resource management (HR) in Islamic education at SDIT Insantama Leuwiliang, Bogor. The research used descriptive qualitative method which was carried out by collecting data obtained from documentation, observation and interviews. The results show that SDIT, which was founded in 2011, always meets the needs of educators and education personnel according to needs such as administrative, cleaning service, and security personnel. HR competencies are enhanced through education and training, seminars, workshops and internships. Recruitment and selection of HR candidates is carried out every year since its establishment, in line with the development of the school and the increase in the number of students. Meanwhile, compensation, both financial and non-financial, is constantly being improved in order to provide qualified human resources. The results also show that the implementation of Islamic Education TQM at SDIT Insantama Leuwiliang has been implemented well, especially in the field of HR management, starting from HR planning, recruitment, selection of HR candidates, training and development, to employee relations.
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Manthi, Kyalo Abigail, James M. Kilika und Linda Kimencu. „How Do Human Resource Management Practices Predict Employee Turnover Intentions: An Empirical Survey of Teacher Training Colleges in Kenya“. International Journal of Business Administration 9, Nr. 4 (13.06.2018): 201. http://dx.doi.org/10.5430/ijba.v9n4p201.
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This study sought to establish how Human Resource Management practices predict tutor turnover intentions in primary Teacher Training colleges (PTTCs) in Kenya. The objectives of the study were: to establish the influence of Training, Compensation, Career development and Performance management on tutor turnover intentions in PTTCs in Kenya. The scope of the study was the Nairobi Metropolitan region. Multi stage sampling was used to obtain a sample size of 152 respondents where the actual response rate was 74.3%. The findings of the study showed that training, compensation, career development and performance management were poorly practiced and that they significantly and negatively predict tutor turnover intentions in PTTCs as they collectively accounted for 28% variation in the experienced turnover intentions among the tutors. The findings raise both theoretical and practical implications for underpinning HRM practice, behavioral science theories and personnel administrative responsibilities to college principals respectively. The study calls on future research to consider the contingent effects of the tutors' demographic characteristics and the contextual factors surrounding HRM Practice in the Colleges.
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Dadach, Zin-Eddine. „Workforce Management Based On Charity in Muslim Organizations“. International Journal of Islamic Business & Management 4, Nr. 2 (27.07.2020): 1–7. http://dx.doi.org/10.46281/ijibm.v4i2.677.
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Islamic literature highlights eight major functions of Islamic HRM; namely HR planning, recruitment, selection, orientation, performance appraisal, training and development, compensations and benefits, and career development. The objective of this paper is to consider the Divine Science of Charity as it applies to organizations as a form of workforce management. Firstly, in order to properly apply the divine laws of charity in any hierarchy, every employee should be allocated to a position correlating to their skill level. In addition, if everyone in the company is willing to please Allah (SWT) by helping personnel under supervision (muʿāmalāt), it will result in minimum friction between employees, meanwhile boosting the morale and engagement of all personnel. This will result in the maximized efficiency of the workflow at each level of the organization. Moreover, the reward for charity–leaders is happiness, which will allow them to create an enjoyable environment in the workplace. For the 2nd divine law of charity, each member of the company will be able to self-purify their soul and add the workflow as good deeds in the Eternal Path of Charity.
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Prastiwi Sriwijayanti, Ribut. „EVALUATION OF PERSONNEL MANAGEMENT AT SDN JREBENG KIDUL PROBOLINGGO CITY AND SDN KARENG KIDUL PROBOLINGGO REGENCY“. Education and Human Development Journal 6, Nr. 1 (30.04.2021): 31–38. http://dx.doi.org/10.33086/ehdj.v6i1.2005.
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Abstract: The general purpose of this study was to review personnel management at SDN Jrebeng Kidul Kota Probolinggo and SDN Kareng Kidul probolinggo. More specifically, the purpose of this research is to describe the components of personnel management, namely recruitment, selection, development, maintenance and empowerment of personnel. This research design is a qualitative approach with this type of evaluation. The research design used is to capture results in the field by means of data collection, compare the results of data collection obtained by standards, provide proposals to improve, improve focus that is not in accordance with the theory, and create an evaluation matrix. One principal from SDN Jrebeng Kidul, one principal from SDN Kareng Kidul, 5 teachers for SDN Jrebeng Kidul and 6 teachers for SDN Kareng Kidul were the subjects of this research. The method of data collection is carried out with in-depth interviews, participating observations, and document studies. Analysis of personnel management work, human resources plan in privately paid teacher recruitment and recruitment process has been good but needs to be improved. Personnel management selection process needs to use multi method of selection. Assessment of work performance, counseling, discipline, training and development of personnel management need to be continuously developed by the leadership of the institution. The maintenance components that need to be improved are compensation, employee relations, employee service, and safety and health. Personnel audits, job satisfaction and career security and health plan also need to be optimized on the usage component. Evaluation of personnel management does need to be continuously optimized regularly and periodically. Keywords: English translation. evaluation; personnel management components; primary school. Abstrak: Tujuan umum penelitian ini adalah mengkaji manajemen personalia di SDN Jrebeng Kidul Kota Probolinggo dan SDN Kareng Kidul Kabupaten Probolinggo. Lebih spesifik, tujuan riset ini adalah mendeskripsikan komponen-komponen manajemen personalia yaitu rekrutmen, seleksi, pengembangan, pemeliharaan dan pemberdayaan personalia. Rancangan riset ini adalah pendekatan kualitatif dengan jenis evaluasi. Desain riset yang digunakan adalah memotret hasil di lapangan dengan cara pengumpulan data, membandingakn hasil pengumpulan data yang diperoleh dengan standar, memberikan usulan guna memperbaiki, menyempurnakan fokus yang belum sesuai dengan teori, dan membuat matriks evaluasi. Satu kepala sekolah dari masing-masing institusi dan 5 guru untuk SDN Jrebeng Kidul dan 6 Guru untuk SDN Kareng Kidul, dijadikan subjek riset ini. Metode pengumpulan data dilakukan dengan wawancara mendalam, pengamatan berperan serta, studi dokumen. Analisa pekerjaan manajemen personalia, perencaan SDM dalam rekrutmen guru privately paid dan proses rekrutmen sudah baik tetapi perlu ditingkatkan. Proses seleksi manajemen personalia perlu menggunakan penggunaan multi metode seleksi. Penilaian prestasi kerja, konseling, disiplin, latihan dan pengembangan manajemen personalia perlu terus dikembangkan oleh pimpinan lembaga. Komponen pemeliharaan yang perlu ditingkatkan adalah pemberian kompensasi, hubungan baik karyawan, pelayanan karyawan, dan keamanan serta kesehatan. Audit personalia, kepuasan kerja dan perencaanan karier keamanan dan kesehatan juga perlu dioptimalkan pada komponen penggunaan. Evaluasi manajemen personalia memang perlu terus dioptimalkan secara rutin dan berkala. Kata kunci: evaluasi; komponen manajemen personalia; sekolah dasar.
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Kim, Bowon, und Heungshik Oh. „Economic compensation compositions preferred by R&D personnel of different R&D types and intrinsic values“. R and D Management 32, Nr. 1 (Januar 2002): 47–59. http://dx.doi.org/10.1111/1467-9310.00238.
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Mitrofanova, Aleksandra, und G. Manvelyan. „Motivation and Incentives As the Main Tool for Retention of Personnel in the Organization“. Management of the Personnel and Intellectual Resources in Russia 10, Nr. 1 (29.03.2021): 24–29. http://dx.doi.org/10.12737/2305-7807-2021-10-1-24-29.
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The article examines the use of various motivation factors in order to retain personnel in the organization. The relevance of the research topic is due to the fact that the complexity of today's business environment is constantly changing the settings in which organizations compete for survival, with the result that special attention is paid to the acquisition and retention of quality employees, as this is seen as a key factor underlying organizational success. While many other resources are required to run a business, people are the most valuable resource that determines the success of every organization. The article considers rewards and compensation, career management, work-life balance, staff engagement, and job satisfaction as the main factors affecting staff retention. The practical significance of the study lies in the fact that its results will help organizations use both modern and traditional methods of human resource management in order to retain employees.
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Ivanova, I. A., O. S. Osipova und V. N. Pulyaeva. „Automating Processes of Personnel Motivation Management in the Context of Implementing a Principle of Social Justice“. Management Science 9, Nr. 4 (30.01.2020): 63–74. http://dx.doi.org/10.26794/2404-022x-2019-9-4-63-74.
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The paper is devoted to studying the experience of Russian organizations in solving the problem of automation of one of the main HR functions — motivation and work incentives of employees of the organizations. After personnel administration, HR motivation management has become the second HR function, which is successfully automated in Russian organizations. The methodological basis of the study is a modern understanding of the theory of human capital. The research methodology provides for the reconstruction of the labor stimulation process based on the development and implementation of key performance indicators in conjunction with the automation processes of operational HR processes. The work results as follows: systematization of software that automates the basic processes for staff motivation; development of recommendations for HR departments on the development and implementation of an automated system of main performance indicators. The authors have proved that the correctly implemented automation of the HR function to calculate compensation and benefits during the transition to a more complex remuneration system makes it possible in practice not just to increase the economic results of the organization, but also to implement the fundamental principle of effective management — the principle of a fair assessment of the results of each employee’s work.
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Broderick, Renae F. „Book Review: Human Resources, Personnel, and Organizational Behavior: Public Employee Compensation and its Role in Public Sector Strategic Management“. ILR Review 47, Nr. 2 (Januar 1994): 345. http://dx.doi.org/10.1177/001979399404700226.
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Alexander, David A., Raj Badial und Susan Klein. „Personal injury compensation: no claim without pain?“ Psychiatric Bulletin 30, Nr. 10 (Oktober 2006): 373–75. http://dx.doi.org/10.1192/pb.30.10.373.
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Aims and MethodTo identify the experiences of patients pursuing a personal injury claim, we carried out a retrospective questionnaire survey.ResultsSixty-one patients from a regional traumatic stress clinic took part. Most were satisfied with the conduct of legal, medical and psychiatric personnel. Thirty-two (53%) reported that the legal proceedings had had an adverse effect on their health/well-being, and about a third reported an adverse effect on domestic relationships. Twenty-four patients (40%) were dissatisfied with the provision of information. More information about the whole legal process would have been welcomed by means of an information leaflet (n=57, 93%), a helpline (n=48, 79%), or a videotape (n=42, 68%).Clinical ImplicationsAlthough seeking redress may contribute to the patient's adjustment, this survey demonstrates that it is not a step to be taken without consideration. As part of their therapeutic management, mental health professionals should consider the implications of such a step with their patients.
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Daley, Dennis, Michael L. Vasu und Meredith Blackwell Weinstein. „Strategic Human Resource Management: Perceptions among North Carolina County Social Service Professionals“. Public Personnel Management 31, Nr. 3 (September 2002): 359–75. http://dx.doi.org/10.1177/009102600203100308.
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Strategic human resource management (SHRM) enhances productivity and the effectiveness of organizations. Research shows that when organizations employ such personnel practices as internal career ladders, formal training systems, results-oriented performance appraisal, employment security, employee voice/participation, broadly defined jobs, and performance-based compensation, they are more able to achieve their goals and objectives. Using a survey of North Carolina county social service professionals, this study examines (1) the extent to which strategic human resource management is perceived, (2) the relationship of these SHRM practices to demographic variables such as age, ethnic status, sex, education, supervisory status and tenure, and county population, and (3) the relationship between SHRM and outcome assessments for welfare reform (unemployment change and organizational report card measures). While SHRM practices are perceived to be present in North Carolina counties, they clearly are not a predominant feature. Weak demographic influences, especially in terms of population and supervisory status and tenure, are evident. Especially disturbing are the influences those demographic influences have on employment security. Few relationships are found (and those only weak) involving outcome assessments.
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Мухачёва, Анна, und Anna Muhacheva. „Quality of Working Life: Definitive Foundations, Structure, and Management“. Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2019, Nr. 1 (18.04.2019): 24–29. http://dx.doi.org/10.21603/2500-3372-2019-4-1-24-29.
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The research features the quality of working life and its foundations, components, and measurement. The article describes and summarizes various theoretical and applied perspectives of the phenomenon. It presents authentic ideas on the theory of working life quality, as well as a list of key elements. The authors describe a case of the nurses working in the Regional Clinical Center of miners’ health. According to the author, the quality of working life is a particular case of the general quality of life and represents the degree of satisfaction of life-supporting (physically favorable environment), social, and spiritual needs through labor activity. The dual quality of working life is in two basic approaches to its measurement: objective and subjective. The quality of working life includes the content of the work; rewards (material and immaterial); working hours; working conditions; staff; public utility and prestige of work; development; career; social guarantees and non-material compensation. The options were found limited in the absence of a full list of indicators that actualized the use of sociological tools. The research scheme is based on the example of a sociological study of opinions formed integral indicators for each quality element. The total score was quite high. The formation of point management influences in relation to certain aspects of the quality of working life can improve the management systems of labor organization and personnel motivation.
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Ometsinska, Iryna. „Accounting as an information base for the social policy implementation in the company’s management“. Herald of Ternopil National Economic University, Nr. 4 (86) (12.12.2017): 125–37. http://dx.doi.org/10.35774/visnyk2017.04.125.
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The article considers the economic essence of the concepts of social accounting, sociallyoriented accounting, and social activity. It is found that carrying out social activities requires incurring social costs, which are presumably understood as the reduction of economic benefits in the form of disposal of assets and increase in obligations related to the implementation of company’s social policy. These expenditures result in a decrease in equity (except for a reduction in capital due to its withdrawal or distribution by the owners) within the operational, financial or investment activities of the enterprise. It is stated that depending on the trends, social expenditures should be divided into: personnel costs (wages and salaries (basic, extra, financial rewards and compensation payments), labor protection and occupational safety, personnel training and development, maintaining company’s social facilities); customer costs (warranty service, product quality assurance); state and society costs (taxes, charity donations, regional development programs, support for sports and cultural activities); natural environment protection costs (environmental and ecological payments). The need to display information on social costs in management and financial reporting is confirmed. In this regard, it is proposed to use the management reporting form called “A Statement on Social Expenditures” and the form from section XVI named “Directions of social policies” of the Notes to the annual financial statements, whose items are arranged in four categories: personnel, environment; state and society; customers. It is pointed out that the publication of social reporting has certain advantages for enterprises (a higher credibility from special interest groups; better relations with the state; attracting investments; better business reputation; gaining a competitive advantage; making sound decisions in pursuing social policies) and for the state and society (encouraging socially responsible business; efficient use of resources; drawing attention to sustainable development; information transparency). The need for state regulation of social reporting in Ukraine is emphasized, and it is claimed that the lack of it brings into question reliability and validity of the information provided by enterprises in such reporting.
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Fay, Charles, Howard Risher und Paul Hempel. „Locality Pay: Balancing Theory and Practice“. Public Personnel Management 20, Nr. 4 (Dezember 1991): 397–408. http://dx.doi.org/10.1177/009102609102000401.
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At the time this article was written, Howard Risher was a Principal with the Wyatt Company in Philadelphia. He is currently President of Human Resource Quality in Villanova, PA. He has over 20 years of compensation consulting experience in both the public and private sector. He served as the project manager for the pay reform study commissioned by the U.S. Office of Personnel Management. He is currently a member of the National Academy of Public Administration panel that is studying alternatives for reforming the federal classification system. He has a B.A. in Psychology from Pennsylvania State University and an MBA and a Ph.D. from the Wharton School, University of Pennsylvania.
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Hyde, Albert C. „The New Environment for Compensation and Performance Evaluation in the Public Sector“. Public Personnel Management 17, Nr. 4 (Dezember 1988): 351–58. http://dx.doi.org/10.1177/009102608801700401.
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“The question comes to mind as to whether or not many civil service agencies have been facing the facts of life. The place of the agency in the administrative structure of government tends to insulate it against many types of problems, but any deficiencies in pay policy may not be so explained. The current difficulties resulting from such deficiencies may be attributed in part to a situation which the agency itself probably helped create—the mores of public personnel administration. One of these mores is that various classes of employees should work for less money in the public service than they might be able to command elsewhere… The actual amount of compensation paid is generally a major determinent of whether or not a governmental unit attracts high-grade applicants and retains them in service after employment. Therefore, it is time that greater attention be given to rates of pay prevailing in the sources of recruitment for the public service. It is time that more consideration be given to the salaries paid by competitors for the services of trained employees. It is time that programs be inaugurated which translate such facts into action, that removes inequities from public pay schedules”
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ZHOU, XUEGUANG. „Partial Reform and the Chinese Bureaucracy in the Post-Mao Era“. Comparative Political Studies 28, Nr. 3 (Oktober 1995): 440–68. http://dx.doi.org/10.1177/0010414095028003005.
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Using 1987 survey data of 988 bureaucrats in eight large cities, I examine the effect of the recent economic reform on the Chinese bureaucracy—the distribution of bureaucrats in different types of organizations, jobs, hierarchical positions, and bureaucratic compensation. The results show mixed characteristics of the Chinese bureaucracy in the partial reform where market and planning, competence and political loyalty, coexist. There is evidence of the continuing dominance of the party state on bureaucratic personnel management. On the other hand, significant changes took place in the selection criteria and, to a lesser extent, in the institutional structure, as evidenced in the promotion patterns and bureaucratic compensation. These results point to the evolving organizational basis of state socialism in the transition process.
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Bruce, Kyle. „Activist manager“. Journal of Management History 21, Nr. 2 (13.04.2015): 143–71. http://dx.doi.org/10.1108/jmh-07-2014-0128.
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Purpose – This paper aims to identify and fill a gap in the knowledge of the contribution of Henry S. Dennison toward management and organization studies and problematize the assumptions underlying the mainstream understanding of scientific management and human relations. Design/methodology/approach – Primary sources are in the guise of archival papers, as well as published journal articles, books and book chapters; secondary sources in the guise of material about Dennison, as well as interviews with family and friends. Findings – The paper concludes that Dennison made an original and enduring contribution to management theory including, but not isolated to, personnel management, organizational behavior and corporate governance that influenced key thinkers of his times. Practical implications – Dennison was a practicing manager – in fact, he was the president of (what was) his family company which operates today as Avery Dennison – but he still found the time and energy for active public service and to peripatetically articulate his management “praxis”. The paper reveals that much of Dennison’s thoughts and deeds have much relevance today. Among other issues, in his concern with reducing labor turnover and unemployment, in devising and implementing effective personnel management and in his pioneering work on human motivation, group dynamics, goal congruence, worker empowerment and executive compensation, issues of profound importance to business leaders today can be found. Originality/value – To date, only piecemeal attempts have been made to chronicle Dennison’s contributions to management and organization theory, but these have been scattered across the social sciences. There has been neither any systematic, consolidated synthesis of his contributions to management and organization studies nor of his impact on the thinking of key thinkers of his times.
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Hasan Mia, Md, und Md Abdul Kayum Chowdhuary. „The Impact of Knowledge Management (KM) Strategies on Employee Job Satisfaction: A Study of RMG in Bangladesh“. Shanlax International Journal of Management 9, Nr. 1 (01.07.2021): 39–49. http://dx.doi.org/10.34293/management.v9i1.4080.
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Knowledge management (KM) strategy is a crucial part of personnel management and retention of talents. This paper aims at identifying the impact and relation of knowledge management on employee satisfaction. The study is based on hypothesis and the data was collected by a questionnaire survey from 35 employees of reputed garments organization of Bangladesh. Satisfaction rely on factors like compensation structure, user friendly, relation with co-worker, autonomy, workload etc. The core findings of the study is codified strategy is more user friendly, but the practice of tacit strategy with proper incentives increase the overall satisfaction of employee though there are more workload. The employees are more comfortable with tacit strategy than codified strategy. The study is only focused on garments employee where KM strategy is widely practice all spheres of Human Resource Management (HRM). However, The paper reveal how KM strategy can increase employee satisfaction. The HR people and decision maker can understand and design appropriate KM strategy from this study. Therefore, organization also can manage and retain the talents by designing and applying findings of the study.
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Lin, Chieh-Peng, Yuan-Hui Tsai und Ferdinandus Mahatma. „Understanding turnover intention in cross-country business management“. Personnel Review 46, Nr. 8 (06.11.2017): 1717–37. http://dx.doi.org/10.1108/pr-07-2016-0176.
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Purpose To deepen our understanding about the development of turnover intention, the purpose of this paper is to develop a conceptual model based on the stress theory to explain cross-country differences in the formation of turnover intention, complementing previous literature that mainly emphasizes the effect of monetary compensation on turnover intention without taking into account anxiety and pressure. Design/methodology/approach Empirical testing of this model by investigating personnel across Taiwan’s and Indonesia’s banks confirms the applicability of stress theory in cross-cultural business management. Of the 161 Chinese-language questionnaires distributed to the employees from the three large banks in Taiwan, 137 usable questionnaires were returned for a response rate of 85 percent. At the same time, of the 234 Indonesian-language questionnaires distributed to the employees from the two large banks in Indonesia, 219 usable questionnaires were returned for a response rate of 93.6 percent. Findings This research reveals that mental disengagement fully mediates the indirect relationship between performance-related anxiety and turnover intention, while positive reinterpretation fully mediates the indirect relationship between work pressure and turnover intention. Furthermore, the effects of performance-related anxiety and work pressure on turnover intention are moderated by cross-country differences. Originality/value First, the finding concerning the full mediating role of mental disengagement complements prior justifications of the conservation of resources theory. Second, the finding of this study regarding the full mediating role of positive reinterpretation complements the previous findings of Taylor’s (1983) theory of cognitive adaptation, which conceptualizes employees as active agents in restoring the psychological equilibrium in the aftermath of a competitive pressurized event.
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González-Sánchez, Mariano, Eva M. Ibáñez Jiménez und Ana I. Segovia San Juan. „Board of Directors’ Remuneration, Employee Costs, and Layoffs: Evidence from Spain“. Sustainability 13, Nr. 14 (06.07.2021): 7518. http://dx.doi.org/10.3390/su13147518.
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Most of the empirical studies on board remuneration have focused on finding explanatory performance measures. There are studies that analyze if the compensation contracts of directors reward managers in such a way that they strive to maximize firm performance and shareholders’ wealth; however, there are few studies on the social aspect of corporate governance, or agent–employee and principal–employee relationships. Thus, in this study, our aim is to test whether there is a causal relationship between the remuneration of the board of directors of listed companies and the personnel policies of the companies, expressed through the cost of personnel and layoffs. For that, we used a sample of Spanish listed companies, and we found that two performance measures (return on equity and earnings per share on market price) have a greater effect on the growth rate of board remuneration when layoffs occur. Additionally, we found that the sales revenue and cash flow on total assets subsequently influenced personnel management.
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Giblin, Matthew J., und Phillip M. Galli. „Compensation as a Police Candidate Attraction Tool: An Organizational-Level Analysis“. Police Quarterly 20, Nr. 4 (13.06.2017): 397–419. http://dx.doi.org/10.1177/1098611117713679.
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In 2008, state and local law enforcement agencies hired 61,000 new full-time sworn personnel. To develop a sufficient applicant pool, organizations may use a variety of attraction strategies, including financial inducements, especially when broader factors lessen the appeal of a job. Using data from the 2007 and 2013 Law Enforcement Management and Administrative Statistics survey, the present study tests whether unfavorable contingencies (e.g., high cost of living, rigorous application standards) are related to officer compensation—pay, supplemental incentives, and reimbursements—within a sample of large metropolitan police agencies. Results are generally consistent with contingency theory, at least with respect to salaries. Departments offer higher salaries to offset more rigorous hiring standards, high costs of living, and other unfavorable contingencies. The implications of the findings for police officer recruitment are discussed.
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Hai, Dinh Tuan. „Assessment of Contractors’ Claims on Construction Projects in Vietnam“. Open Civil Engineering Journal 13, Nr. 1 (31.12.2019): 218–28. http://dx.doi.org/10.2174/1874149501913010218.
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Background: Claims have increasingly become inevitable in construction projects. A great amount of money, time, and merit of claims are the most critical factors that prudent companies should not overlook. Objective: The objective of the study is to survey claim practices in the Vietnamese construction industry by collecting data from both contractors and consultants. Material and Methods: This paper presents findings that the lack of awareness of the on-site people is the major problem of claims management. Moreover, the inadequacy of supporting evidence, originating from the unawareness of personnel as well as improper documentation system, is also a serious problem causing the loss of chances to recover incurred damages. Conclusion: To overcome these problems, it is recommended that the management should pay more attention to these aspects in order to have effective claim management, by which unnecessary losses could substantially be reduced and deserving compensation would be recovered.