To see the other types of publications on this topic, follow the link: Business management, employee productivity.
Journal articles on the topic 'Business management, employee productivity'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Business management, employee productivity.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Adebowale, Sunday, and Adesoga Adefulu. "Training and employee productivity of selected insurance: Perspectives for the board of directors." Corporate Board role duties and composition 15, no. 3 (2019): 17–26. http://dx.doi.org/10.22495/cbv15i3art2.
Full textAbstract:
Employees are a vital resource for organisations. Their collective performance could determine productivity, growth and survival of organisations. Globally, employee productivity has become a subject of intense research. Studies in literature reported inconsistent findings of relationship between training and employee productivity. Employee productivity (efficiency, quality of work and timeliness of work) is perceived to be low probably due to inadequate training (on the job training, skill development, resilience and career success) of the employees. This paper, therefore, examined the relationship between training and employee productivity of selected insurance companies in Lagos State, Nigeria. The authors used survey research method. The population of study was 1527 employees in 8 selected insurance companies from which sample of 560 was selected using stratified sampling technique. The paper used questionnaire as research instrument validated through face and contents validity tests with Cronbach’s Alpha reliability coefficients ranged from 0.62 to 0.84 for various constructs used. The authors analysed data using both descriptive and inferential statistics. The study disclosed a moderate positive relationship between training and employee productivity with a correlation coefficient r (501) = 0.542, p < 0.05. Findings of the paper supported Board of directors’ investment decision in personnel development, employees’ skills, and attitude that enhanced productivity. The study concluded that training was essential for employee productivity.
2
Itam, Urmila, and Nitu Ghosh. "Employee Experience Management." International Journal of Human Capital and Information Technology Professionals 11, no. 2 (2020): 39–49. http://dx.doi.org/10.4018/ijhcitp.2020040103.
Full textAbstract:
Experimental organizations must rebuild their people management practices in accommodating multi-generational workforces. The idea of keeping employee experience as a central theme in strategy making has a positive impact on business performance in many ways. The main purpose of this article is to explore the concept of employee experience in the current HR context and identify its drivers and key outcomes. The study considered the four-phase research process: the physical space; the human experience; and the digital realm are the three important dimensions of employee experience. Top management in association with the new HR approach to set the tone and stage for a positive employee experience, not only increases employee satisfaction and productivity, but also engages the multi-generational workforce, competitive advantage, and sustainable growth. The scope for the further study could include the quantitative testing of the developed design, in addition to looking more in depth of the antecedents and consequences of a positive employee experience.
3
Newman, Jerry M., Brian E. Graham-Moore, and Timothy L. Ross. "Productivity Gainsharing: How Employee Incentive Programs Can Improve Business Performance." Industrial and Labor Relations Review 38, no. 2 (1985): 297. http://dx.doi.org/10.2307/2523853.
Full text
4
Yunus, Erlinda N., and Erni Ernawati. "Productivity paradox? The impact of office redesign on employee productivity." International Journal of Productivity and Performance Management 67, no. 9 (2018): 1918–39. http://dx.doi.org/10.1108/ijppm-12-2017-0350.
Full textAbstract:
Purpose The purpose of this paper is twofold: first, to investigate the relationship between office redesign and employee productivity; and second to highlight the impact of privacy on work productivity across different generations. Design/methodology/approach This study examines open-office policy more comprehensively by integrating socio-behavioral and physical aspects of the office, and by using a mixed-method approach that incorporates most significant change, factor analysis and hierarchical regression analysis. Using a census method, the respondents were all consultants and trainers in an educational institution who were experiencing office design changes from a combi, cellular-like office to a more open, non-territorial office. Findings Three variables emerged as impacts of office redesign perceived by respondents: friendship, collaboration and privacy. Collaboration and privacy exert a positive influence on work productivity, while friendship does not. The relationship between privacy and work productivity is stronger for the Generation Y than for senior employees, namely, the Baby Boomers and Generation X. Research limitations/implications This study examines the impacts of office redesign in one organization. Future studies should advance the findings by empirically testing the theoretical model in broader contexts. Future studies could also enrich the literature by bringing cultural aspects into the discussion and comparing Asian-based and European or Western-based findings. Practical implications For Gen Y employees who prefer freedom, mobility and flexibility to personalization in their workplace, the open office could be a better solution for organizations that aim for both work productivity and efficiency. Originality/value This study provides an empirical value by using a mixed method of qualitative and quantitative research. This study further contrasts the different perspectives of an office redesign between younger and older generations.
5
Larson, James S. "Employee Participation in Federal Management." Public Personnel Management 18, no. 4 (1989): 404–14. http://dx.doi.org/10.1177/009102608901800402.
Full textAbstract:
Employee participation in management is increasing with the influence and success of Japanese and European management practices. The federal government is following the lead of American business in adopting procedures like quality circles and the use of employee suggestions, and these procedures have highly productive results. MSPB data indicates that the limited use of quality circles in federal government has shown them efficient, and the wide use of employee suggestions has improved productivity as measured by benefit-cost ratios. The future of these forms of participation seems assured, but more wide-ranging forms like employee involvement in decision making and quality of work life programs await a final verdict on their futures.
6
Staniec, Iwona, and Magdalena Kalińska-Kula. "Internal employer branding as a way to improve employee engagement." Problems and Perspectives in Management 19, no. 3 (2021): 33–45. http://dx.doi.org/10.21511/ppm.19(3).2021.04.
Full textAbstract:
In the turbulent environment of modern business, attracting and retaining valuable human resources have become one of the main means of competitive edge. The satisfaction of current employees and talent retention are essential elements of organizational success. Against this background, this study aims to examine whether the process approach to internal employer branding, including internal branding activities (IBA) and conducting intra-organizational research (CIR), allows for the improvement of the current employee involvement. The study used the method of regression analysis. In addition, a survey was used as to collect necessary data. The sample included 120 personnel, selected by a convenience sampling method. In the light of the conducted analysis, it was confirmed that CIR significantly increases the employee value proposition (EVP). Likewise, IBA directed at current employees has a significant impact on EVP shaping. In this context, assuming EVP as a measure of employee involvement, it has been shown that the adoption of a process approach to employer branding can lead to the improvement of the current employee commitment and productivity. Thus, employer branding seen as a process in line with the human resource management and corporate strategy can contribute to building a competitive advantage.
7
Panagiotakopoulos, Antonios. "In-work poverty: reversing a trend through business commitment." Journal of Business Strategy 40, no. 5 (2019): 3–11. http://dx.doi.org/10.1108/jbs-01-2019-0008.
Full textAbstract:
Purpose This study aims to explore whether employer action may contribute towards reducing in-work poverty. Essentially, the study examines the extent to which small firm owners accept as being among their core responsibilities the support of the working poor both from an ethical and financial perspective. It further explores the impact of employee-friendly policies to support the working poor on the organizational performance of small enterprises. Design/methodology/approach A qualitative approach was adopted consisting of 60 responses from 30 small firm owners and 30 employees. More specifically, the study draws on the empirical data collected through face-to-face semi-structured interviews with the firm owners of 30 low-paying enterprises operating in Greece and 30 employees working in those firms. Findings The findings reveal that employer measures to reduce in-work poverty such as systematic training, travel allowance, provision of free meals and retail vouchers, bonus schemes and other indirect financial rewards do enhance overall employee well-being, which, in turn, makes employees more engaged with their work and motivate them to “go the extra mile” for their employer. As a result, organizations appear to enjoy several benefits including less absenteeism and staff turnover, reduced errors in production and increased productivity. Practical implications The present analysis argues that a narrow focus by policymakers on both direct and indirect governmental measures (e.g. an increase of the minimum wage, childcare and housing support) to reduce in work-poverty could be problematic as there are employer instruments that could also have a direct and indirect impact on employee income that could be useful when thinking about how in-work poverty can best be addressed. The empirical work showed that the above-mentioned measures have the potential to bring various organizational benefits including increased staff loyalty, less absenteeism, improved customer service and increased productivity. Such findings indicate that there is a strong business case for employers to combat in-work poverty and provide “better” jobs to individuals. Originality/value The emphasis of research around in-work poverty has been placed predominantly on welfare state measures to support the working poor, whereas the contribution of employers has been ignored. The present study fills this knowledge gap by leading to a better understanding of whether there is a business case for employers to fight in-work poverty.
8
Celebi, Serra Inci, and Remziye Terkan. "SOCIAL MEDIA AND EMPLOYEE PRODUCTIVITY AT WORKPLACE." International Review of Management and Marketing 10, no. 6 (2020): 37–41. http://dx.doi.org/10.32479/irmm.10806.
Full text
9
Chhetri, Prem, Victor Gekara, Alex Manzoni, and Alan Montague. "Productivity benefits of employer-sponsored training." Education + Training 60, no. 9 (2018): 1009–25. http://dx.doi.org/10.1108/et-02-2017-0029.
Full textAbstract:
Purpose The purpose of this paper is to examine the impact of employer-sponsored workforce training on employee productivity in the Australian transport and logistics industry. It challenges the quantitative notion of the ratio of input–output per labour hour as the single most important measure of productivity. Design/methodology/approach The study utilised a mixed-method approach, involving online and on-site survey questionnaires and on-site semi-structured interviews of employers, employees and students within the industry. Survey questionnaires were administered to Vocational Education and Training (VET) learners to determine the dimensions of productivity gains, while qualitative interviews were conducted specifically to capture employers’ perceptions and expectations of the benefits of training. Findings Results show that the relationship between employer-sponsored training and workforce productivity is multi-dimensional where, ideally, all essential dimensions must be fulfilled to effectively achieve sustainable productivity level. One dimension is the quantitative measure of increased performance as an outcome of enhanced knowledge, skills and competencies. Another relates to the increased self-confidence, job satisfaction and pride. The third dimension is the cost savings that come with increasing employees’ overall awareness and appreciation of occupational health and safety. The results show that, aside from the dominant theories on training and labour productivity, the perception of the benefits of training on workplace productivity is not merely limited to the conventional understanding of productivity as a simplistic relationship between resource inputs and tangible outputs. Practical implications Firms should consider redefining the benefits of training to include employee well-being and individual contribution to common team and organisational goals. Organisations therefore should broaden the notion of productivity to incorporate intangible benefits. Originality/value The use of multi-method approach to investigate the views and perceptions of employees, employers and trainers about the productivity benefits of training and key concerns and challenges for the industry.
10
Et.al, Shalini Dixit. "Performance Management Practices: A Decisive Approach to Improve Employee Productivity." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 3 (2021): 3318–24. http://dx.doi.org/10.17762/turcomat.v12i3.1586.
Full textAbstract:
Performance management practices include various approaches to significantly assess the organizational performance and productivity. It includes critical analysis and evaluation of employees skills and knowledge to increase output at workplace which establishes culture of proper evaluation of individual performance i.e. directly linked with attainment of individual as well as organizational goal. With the changing dimensions of business operations performance of employees is ensured through involvement of strategic approaches which enables them to understand the required standards of performance and evaluation criteria to assess productivity with merits and demerits of learning and improving better alternatives which ultimately enhances the overall performance of organization. This study helps in critical assessment of various performance management practices and its effect on employee productivity in textile firms of Bhilwara city. The performance management practices comprised of employee appraisal system, training and development, reward system and feedback which all are considered as independent variables and dependent variable is defined as employee productivity. The research paper incorporates primary data collected through a structured questionnaire from a sample size of 100 respondents who worked at various managerial levels in textile firms. A descriptive research design is used for the analysis of data with the help of mean, standard deviation and regression analysis to accomplish the research objective of assessing the effect of independent variables performance appraisal, training & development, reward system and feedback on employee productivity. Various hypothesis are framed to test the results and draw inferences for the population. The study focuses on implementation of various approaches that can enhance employee productivity and develop a workforce through proper training and evaluation with the help of review and feedback mechanism and ensure growth of individuals as well as organization and fulfilment of organizational goals. The result is analysed through regression which helps in adoption of sustainable HR practices forced to rethink on decisions pertaining to employee productivity
11
Abdullah Al Mamun, Chowdhury, and Md Nazmul Hasan. "Factors affecting employee turnover and sound retention strategies in business organization: a conceptual view." Problems and Perspectives in Management 15, no. 1 (2017): 63–71. http://dx.doi.org/10.21511/ppm.15(1).2017.06.
Full textAbstract:
“Employee turnover” as an expression is broadly used in business organization. Despite the fact that several studies have been performed on this topic, little research has been conducted on examining the causes and leading factors of turnover as well, as advising some feasible approaches, which can be applied by bosses to ensure that employees will continue in their respective organizations to enhance organizational effectiveness and productivity. The main purpose of this study is to determine the reasons and key factors in the perspectives of the relevant literature and identify to the intention of employee turnover. This conceptual paper also suggests various possible strategies on how to minimize the turnover and retain employees in the organizations. Hence, the paper has proposed a conceptual framework that shows the major variables in explaining the phenomenon of employee turnover and addressing sound retention strategies to handle these issues.
12
Green, Paul. "The perceived influence on organizational productivity: a perspective of a public entity." Problems and Perspectives in Management 14, no. 2 (2016): 339–47. http://dx.doi.org/10.21511/ppm.14(2-2).2016.10.
Full textAbstract:
In an economic climate characterized by volatility, uncertainty, complexity and ambiguity, organizational productivity plays a more central role in determining success. There are many factors that impinge upon employees in their daily execution of duties that affect output. The purpose of this paper is to examine the factors that influence organizational productivity, specifically, from the viewpoint of its employees. The study draws upon a quantitative paradigm using a non-probability sampling technique. Data were collected from a total of 161 employees using a structured questionnaire across two different office sites in KwaZulu-Natal, South Africa. Statistical correlation tests were administered, and the findings indicate an association between organizational policies and employee benefit; organizational policies and performance appraisal; and performance appraisal and employee benefit. This research also confirms the findings of others, more significantly, in terms of reinforcing the perceptions of leadership and work-life balance as influential factors
13
Ilmakunnas, Pekka, Mika Maliranta, and Jari Vainiomäki. "The Roles of Employer and Employee Characteristics for Plant Productivity." Journal of Productivity Analysis 21, no. 3 (2004): 249–76. http://dx.doi.org/10.1023/b:prod.0000022093.59352.5e.
Full text
14
Dwi Suseno, Bambang, and Christantius Dwiatmadja. "Technology transfer motive of managers in Eastern Asia: empirical results from manufacture industry in Banten province, Indonesia." Problems and Perspectives in Management 14, no. 2 (2016): 36–45. http://dx.doi.org/10.21511/ppm.14(2).2016.04.
Full textAbstract:
Empirical results state that large number of Eastern Asia managers in Banten province lack of technology mastery. It causes low employees productivity. The purpose of this study is to search for explanation of causality among variables to assess research hypotheses. Population used in this study is employees in an organization led by foreign managers from Eastern Asia. Purposive sampling technique is used to decide samples. Criteria to determine samples are: 1) operating in Banten province; 2) employing foreign workers, and 3) having at least 300 workers. There are 200 distributed questionnaires in this study, and 138 manageable questionnaires are left. Main results from this study state that technology transfer motive influences the strength of relationship, local employee personal capacity and technology mastery. Also, it impacts the strength of relationship and local employee personal capacity in the enhancement of employees productivity, yet, technology mastery cannot improve employee productivity. It is in line with the results by Argote and Ingram (2000), yet, it contradicts with Nonaka’s study (1994) which states that technology competence influences productivity
15
Chen, Shieh Liang, Chia Ying Liu, and Cheng Kun Liu. "Corporate social responsibility, employee productivity and firm valuation." International Journal of Business Excellence 19, no. 2 (2019): 285. http://dx.doi.org/10.1504/ijbex.2019.10023628.
Full text
16
Chen, Shieh Liang, Cheng Kun Liu, and Chia Ying Liu. "Corporate social responsibility, employee productivity and firm valuation." International Journal of Business Excellence 19, no. 2 (2019): 285. http://dx.doi.org/10.1504/ijbex.2019.102235.
Full text
17
Durso, Gianna. "Employee Stock Ownership Plans: Popularity, Productivity, and Prospects." Management Research News 14, no. 3 (1991): 10–12. http://dx.doi.org/10.1108/eb028124.
Full text
18
Morgan O., Morgan, Winifred Emu, Christian Amadi, Emmanuel E. Okon, and Paul Njama. "The mediating effect of job satisfaction on health and safety policy management and employee productivity in manufacturing firms." Problems and Perspectives in Management 19, no. 2 (2021): 104–17. http://dx.doi.org/10.21511/ppm.19(2).2021.09.
Full textAbstract:
The study investigated the mediating effect of job satisfaction on health and safety policy management and employee productivity in manufacturing firms in Nigeria. For the study, a quantitative analytical method was adopted, including a descriptive survey. To obtain data for the study, a questionnaire instrument was constructed and distributed among 950 sampled respondents in selected manufacturing firms in Nigeria. The descriptive statistics was deployed in the data analysis, while the multiple regression analysis was used to test the study hypotheses at the 0.05 level of significance. The mediating effect of job satisfaction on health and safety policy management and employee productivity relationship was confirmed using the Sobel test with the aid of MedGraph. The results showed that hazard prevention and control policy have a significant positive effect on employee productivity. Risk assessment policy have a significant positive effect on employee productivity. Also, job satisfaction has a significant positive mediating effect on the health and safety policy management and employee productivity relationship. Therefore, manufacturing firms should take appropriate measures to prevent and control hazards and provide effective risk assessments to improve health and safety policy management. AcknowledgmentsThe authors express gratitude to anonymous reviewers, the journal editor and all the authors whose work were used in this study. The authors are grateful to the management of manufacturing firms included in the study for having given approval for the administration of the questionnaire instrument, and the survey respondents for providing their views on the issues raised in the questionnaire instrument on health and safety policy management (hazard prevention and control policy and risk assessment policy), employee productivity and job satisfaction.
19
Matherne, Danielle. "The price is productivity: wage justice in the United States." Corporate Ownership and Control 5, no. 2 (2008): 207–11. http://dx.doi.org/10.22495/cocv5i2c1p9.
Full textAbstract:
Wages, especially recently, have become a very controversial topic. In terms of wage justice, the debate becomes more controversial due to the ambiguity surrounding the factors that determine a fair wage. Obviously, no intelligent, savvy CEO will pay his or her employees more than they produce for the company. Were this to occur, bankruptcy would be the inevitable result. However, a debate occurs when discussing how to reconcile wages with profit. Companies want to maximize profits, while employees want to maximize their personal wage earnings. A seemingly easy solution would be to pay employees according to their productivity levels. If an employer were to pay every employee exactly what he or she contributed to the company, the company would make no profit; therefore, the businesses would have no incentives to produce their products.
20
Klinck, Goitseone, and Martha Esther Moraka. "Evaluating the level of employee engagement in strategy implementation using the Balanced Scorecard." Jurnal Dinamika Sosial Budaya 21, no. 2 (2019): 82. http://dx.doi.org/10.26623/jdsb.v21i2.1698.
Full textAbstract:
<p>The term ‘employee engagement’ has been debated in human resources management, with particular emphasis on discussions centred on employee motivation, job satisfaction and productivity. Recent research shifted focus to show its significance in performance management. Research is still scanty on the linkage of employee engagement, overall organisation performance and the strategic management process. This research aimed at assessing the role of employee engagement in strategy implementation using the Balanced Scorecard for a Ministry of Minerals Resources. Knowledge of the importance of engagement in the execution of the organisation’s strategy and performance management was sought and the role of leadership in driving employee engagement in the workplace. A quantitative research strategy was used to gather data from a target population of 120 participants through the use of questionnaires. Findings revealed that awareness of the importance of engaged employees in the execution of an organisation strategy is relatively high and can positively contribute to increased productivity and performance, particularly if the Business Scorecard tool is understood by all employees and appropriately cascaded to them. The study also recommended that a positive organisational culture be cultivated so that all employees have the same vision, motivation and drive to improve productivity.</p>
21
Newman, Jerry M. "Book Review: Management: Productivity Gainsharing: How Employee Incentive Programs Can Improve Business Performance." ILR Review 38, no. 2 (1985): 297–98. http://dx.doi.org/10.1177/001979398503800225.
Full text
22
Begolli, Gent. "CULTURAL MANAGEMENT AND STAFF COMMITMENT IN ORGANIZATION." Knowledge International Journal 28, no. 5 (2018): 1553–56. http://dx.doi.org/10.35120/kij28051553g.
Full textAbstract:
The paper aims to present the importance of managing culture and employee engagement in productivity and contribution to the organization's success. Engaged employees express themselves physically, mentally and emotionally in carrying out their roles in the organization. There has been extensive dissemination and extensive literature support for results that strongly support the idea that engaged employees have a positive impact on the organization's performance and sustainability.Organizations traditionally relying on financial measures such as profitability, revenue, and spending control are raising interest in so-called "soft" human capital measures such as employee attitudes, turnover, level of engagement or non-engagement of employees as determinants organization's efficiency and timely sustainability of competitiveness advantages.Employee engagement and its culture in the organization is defined as a positive attitude and attitude towards work and being fulfilled, characterized by a high level of energy, dedication and absorption.Definition and understanding of employee engagement often seems to overlap concepts such as job engagement, civic organizational behavior, and commitment to the organization. However, academic literature has been defined as a clear and unique construct that consists of cognitive and emotional components of behavior and that are associated with performance of an individual role.Assessing employee engagement rates determines employee productivity and is key to improving the productivity of the company. Employees are committed when organizations have a working culture and communication practices are healthy when they work in an organization where strategies are developed to express their concerns and find opportunities to grow and develop their potential. Competitors today can be measured by the performance of the service they offer but they can not repeat perfectly the energy, dedication and absorption of their employees at work.By increasing passion, dedication and alignment with the organization's strategies and goals, they will enable the achievement of new heights of excellence for their organizations. Engaged employees will demonstrate increased confidence in their organization and will be driven by a sense of loyalty in a competitive environment. The positive environment through engaging and energizing employees in the organization will affect business growth and provide a competitive edge.
23
Alam, Mohammad Nurul, Md Mahmudul Hassan, Dorothea Bowyer, and Md Reaz. "The Effects of Wages and Welfare Facilities on Employee Productivity: Mediating Role of Employee Work Motivation." Australasian Business, Accounting & Finance Journal 14, no. 4 (2020): 38–60. http://dx.doi.org/10.14453/aabfj.v14i4.4.
Full textAbstract:
Purpose- Garment employee productivity in Bangladesh is the lowest compared to its competitors such as China, India, Pakistan and Sri Lanka. The Bangladeshi Ready-Made Garment (RMG) industry will find it a challenge to survive in the global market unless they improve employee productivity. Therefore, the primary purpose of this study was to observe the relationship among wages and benefits, welfare facilities, employee work motivation and employee productivity. Design/Methodology/Approach- The study was conducted under the positivism philosophy for which Maslow’s Hierarchy of Needs Theory was used for framing the hypotheses. A deductive approach, explanatory research design and a quantitative methodology was followed in order to conduct the study. Through a questionnaire survey, twenty-five items were taken from existing literature to measure the variables. By a systematic probability sampling technique, 500 samples were collected from the target population. Thereafter, SPSS and SEM using Smart-PLS were utilised for analysing and developing the model. Findings- The outcome of the analysis revealed that all seven hypotheses were supported. Practical Implications- These findings will assist the policymakers, the government of Bangladesh, factory owners, managers and other stakeholders to formulate new policies and practices. Originality/Value- This study explores the relationship among wages and benefits, welfare facilities, employee work motivation and employee productivity which has not been explored theoretically and tested empirically in a Bangladeshi context. In the future, comparative research can be carried out by collecting samples from the EPZ (Export Processing Zone) and non-EPZ factories.
24
Raizada, Sumesh. "Employee Relationship Management: Key to Organizational Growth." Business Management and Strategy 10, no. 1 (2019): 167. http://dx.doi.org/10.5296/bms.v10i1.14951.
Full textAbstract:
Employee Relationship Management (ERM) is both a management philosophy as well as strategy, and is extremely vital for the success of business organizations nowadays. It emphasize on effective inter and intra departmental coordination thereby enhancing employee engagement, creativity and productivity. The present paper is conceptual. It shall discuss ERM and explore its relevance in improving the performance of an organization. Paper shall identify various factors that contribute towards measurement and analysis of ERM in the organizations. Attempt has been made to quantify the attributes, propose indices for measurement and explore their linkages with the organizational performance indicators. Paper shall also develop conceptual model and hypotheses related to ERM for further empirical study by researchers and academicians. Both online as well as offline information has been sourced through books and articles.
25
Wijekuruppu, Chamila Kumudunee, Alan Coetzer, and Pattanee Susomrith. "The prospective applicability of the strengths-based approach to managing and developing employees in small businesses." Journal of Organizational Effectiveness: People and Performance 8, no. 3 (2021): 323–46. http://dx.doi.org/10.1108/joepp-04-2020-0051.
Full textAbstract:
PurposeThe strength-based approach is promulgated as a management practice that improves individual productivity and performance. This study's purpose is to explore the prospective applicability of the strengths-based approach to managing and developing employees in small businesses. The study focuses on four domains of practice: selection, training, performance evaluation and task assignment.Design/methodology/approachThe study employed semi-structured, face-to-face interviews to obtain data. The units of analysis were managers and employees of small businesses. Eleven managers and 19 employees were interviewed. Data analysis involved thematic analysis with the NVivo 12 software program.FindingsFirst, the small businesses used a strengths-based approach for employee selection during employees' temporary status of employment and in employee task assignment. However, managers did not employ a strengths-based approach to employee selection during selection interviews, training or performance evaluations. Second, the managers perceived strengths identification as a difficult task. Based on personal observations, they perceived employees' positive character traits, job-related skills and work-related efficiency as employee strengths.Practical implicationsThis study informs managers about a potential alternative to the traditional weakness-based management practice. The findings and conceptual arguments suggest that a strengths-based approach can provide a cost-effective alternative to the resource-intensive approaches commonly employed to enhance employee productivity and performance.Originality/valueThe study provides the first empirical evidence on the prospective applicability of the strengths-based approach to small businesses and explores conceptually the suitability of the said approach to this context.
26
Delmas, Magali A., and Sanja Pekovic. "Organizational Configurations for Sustainability and Employee Productivity: A Qualitative Comparative Analysis Approach." Business & Society 57, no. 1 (2017): 216–51. http://dx.doi.org/10.1177/0007650317703648.
Full textAbstract:
We propose a model that identifies the configurations of relations between environmental practices and other management practices that can improve employee performance, measured as labor productivity. To test our model, we use the qualitative comparative analysis (QCA) methodology, which allows us to demonstrate empirically how different configurations of management practices, including environmental practices, quality management systems, teamwork, and interorganizational relations, contribute to work systems in ways that increase labor productivity. Our results, based on data from 4,975 employees from 1,866 firms, show that environmental practices are associated with higher labor productivity only when they are combined with other management practices.
27
Harunnurrasyid, Harunnurrasyid, and Rahmi Widyanti. "FAKTOR-FAKTOR YANG MEMPENGARUHI ORIENTASI KARIR INDIVIDU (SUATU TINJAUAN TEORITIS)." Al-KALAM JURNAL KOMUNIKASI, BISNIS DAN MANAJEMEN 5, no. 1 (2018): 16. http://dx.doi.org/10.31602/al-kalam.v5i1.1331.
Full textAbstract:
Career management is an employee career management process that covers the stages of career planning activities, career development and counseling, and career decision making. Career management involves all parties including employees concerned with the unit where the employee works, and the organization as a whole. Therefore, career management covers a vast area of activity. In this paper the stages to be discussed are about the factors that affect the career orientation of individuals. Career management covers a vast area of activity. The importance of career management for employees is to increase the potential and productivity for their advancement, while for the company is to plan their human resources in improving the company's business value and business competition. Career planning and development is a career management function. companies that want their employees to work with good skills and knowledge should be able to plan and develop their employees' careers, while for employees with career planning and development, employees can know their career goals and direction.
28
Gu, Wulong, Feng Hou, and Garnett Picot. "Immigration and firm productivity: evidence from the Canadian Employer-Employee Dynamics Database." Journal of Productivity Analysis 54, no. 2-3 (2020): 121–37. http://dx.doi.org/10.1007/s11123-020-00588-4.
Full text
29
Rafilson, Fred M. "Development of a standardized measure to predict employee productivity." Journal of Business and Psychology 3, no. 2 (1988): 199–213. http://dx.doi.org/10.1007/bf01014489.
Full text
30
Ismiyanti, Fitri, and Putu Anom Mahadwartha. "Does Employee Stock Ownership Plan matter? An empirical note." Investment Management and Financial Innovations 14, no. 3 (2017): 381–88. http://dx.doi.org/10.21511/imfi.14(3-2).2017.08.
Full textAbstract:
Employee Stock Ownership Plan (ESOP) is a company program to provide incentives to managers to increase shareholder wealth and to align interests between the shareholders and the management. This ESOP is one of the most effective efforts to reduce conflicts of interest between the owners and the managers. ESOP program is basically intended to provide motivation and incentives for employees, so that employees will have a sense of concern (sense of belonging) to the company. Productivity is a reflection of the level of efficiency and effectiveness of work in total in a company. Productivity becomes very important, because it can describe the performance of a company. Performance is defined as the size or level at which individuals and organizations can achieve goals effectively and efficiently. This study aims to examine the effect of ESOP variables on company performance by using productivity as a mediating variable in non-financial companies in Indonesia Stock Exchange. The sample used in this research is companies that implement ESOP in the period 2000–2015. In this study, the company’s performance is measured by using return on assets, return on equity and Tobin’s Q, while productivity is measured by using sales per employee, cash flow per employee, and total assets turnover. Based on the results, it can be concluded that Employee Stock Ownership Program (ESOP) has a positive and significant impact on productivity.
31
Green, Paul, and Oluwole Adekanmbi. "Examination of employee factors influencing organisational productivity: Perspective of a public entity." Corporate Board role duties and composition 11, no. 2 (2015): 112–20. http://dx.doi.org/10.22495/cbv11i2art9.
Full textAbstract:
The influence of employees’ challenges on productivity at a provincial department in KwaZulu-Natal has been notably affecting the overall provision of houses and sanitation (service delivery). According to the Annual Performance Plan 2013/14 – 2015/16, the improvement of efficiency and quality of human settlements’ services is one of the strategic goals which focuses on the overall organisational productivity; however, it fails to consider employees’ day-to-day challenges. Thus, the primary purpose of this paper is to investigate challenges at an operational level and determine the impact they have on productivity. Using a quantitative approach, a questionnaire was distributed to a convenience sample of 180 employees within the department. Applying factor analysis, the findings indicate Leadership as having the highest impact while Work-Life Balance displayed the least impact on Organisational Productivity. The results of this study are beneficial to other local, provincial and national public entities.
32
Santhanalaxmi, K., and Dr S. Chandramohan. "Work-Life balance of employees in Hyundai Motors India Limited, Chennai." Restaurant Business 118, no. 6 (2019): 107–12. http://dx.doi.org/10.26643/rb.v118i6.7663.
Full textAbstract:
In today’s world, organizations started designing strategies for maintaining the work-life balance of their employees. It is necessary for both the employers and employees of the organisation. Employees are one of the important assets of the organisation; hence the business organisations have the sole responsibility of protecting their employees from mental and physical stress. This issue is complicated and problematic as it will vary from individual. WLB is one of the key approaches for improving the productivity of the organisation and also employee retention. This paper revolves around the study of work-life balance of employees in Hyundai Motor India Limited (HMIL), Chennai to improve the productivity and employee retention. The questionnaires are collected from the employees of the industry and tools like Chi-square, ANOVA, and Correlation have been applied for the analysis.
33
Ritsri, Uma, and Supawat Meeprom. "Does knowledge management practice produce accounting employee productivity in the tourism business in Thailand?" Anatolia 31, no. 1 (2019): 99–110. http://dx.doi.org/10.1080/13032917.2019.1708424.
Full text
34
Adeinat, Iman, and Norizan Kassim. "Extending the service profit chain: the mediating effect of employee productivity." International Journal of Quality & Reliability Management 36, no. 5 (2019): 797–814. http://dx.doi.org/10.1108/ijqrm-03-2018-0064.
Full textAbstract:
Purpose The purpose of this paper is to address the gap in the literature by extending the service profit chain (SPC) model and testing the validity of the proposed model in high-contact service contexts rather than by testing the key elements of the SPC in regard to a single business. Design/methodology/approach The study uses the exploratory factor analysis to identify a set of observables to use in representing the relationships included in the proposed extended model and employs the structural equation modeling to test the eight proposed hypothesis. Findings The study shows that the best-fit structural model supports the notion that employee internal service quality drives employee satisfaction that drives employee loyalty and employee productivity. In addition, employee productivity is shown as partially mediating the relationship between employee satisfaction and employee loyalty. Practical implications The results presented in this study have managerial implications and shed light on the importance of operational factors in the service industry, in particular high-contact services. Originality/value The integration of operations management and SPC still remain limited in the literature. Therefore, the study extends the SPC by integrating other operational factors, namely, employee productivity and internal service quality, and tests its validity in high contact services where the prolonged contact between the customer and the service system creates more opportunities to influence a customer’s perception of service quality.
35
Mao, Hsiao-Yen, An-Tien Hsieh, and Chien-Yu Chen. "The relationship between workplace friendship and perceived job significance." Journal of Management & Organization 18, no. 2 (2012): 247–62. http://dx.doi.org/10.5172/jmo.2012.18.2.247.
Full textAbstract:
AbstractExisting research suggests that leaders/supervisors are the major persons in work organizations to promote employee perception of job significance, which is an intrinsic motivator for employee productivity. However, the literature remains unclear on the relationship between workplace friendship and perceived job significance. Results from a survey of 290 Taiwanese employees indicated that workplace friendship enhanced perceived job significance, and such enhancement did not vary across organizational levels. Our findings suggest intrinsically motivating employees through workplace friendship, which extends extant literature on work role of leaders/supervisors in employee motivation. Further, although lower organizational levels have a disadvantage of objectively less job significance in work organizations, our findings suggest workplace friendship is an effective factor in promoting employee perception of job significance. Thus, organizations can embed the mechanism of workplace friendship into the factors of job design to promote employees' intrinsic motivation and thus job and organizational productivity.
36
Adiwibowo, Trika Gunawan, and Paulina Harun. "ANALISIS EFEKTIVITAS TALENT DEVELOPMENT MELALUI COMPETENCY MAPPING DAN PENGARUHNYA TERHADAP CORPORATE PERFORMANCE." Jurnal Ilmu Manajemen & Ekonomika 7, no. 2 (2018): 131. http://dx.doi.org/10.35384/jime.v7i2.85.
Full textAbstract:
The concept of business integration putting Human Resource (HR) as major capital to support company’s competitive advantage ability. Therefore in the current practice, effectiveness of the talent development role is a major concern for HR practitioners. On the other hand, competency mapping plays a significant and positive effect on the implementation of talent development strategy. The effectiveness of talent development can be achieved if the company/ organization can implement competency mapping program in order to determine the composition and measurement estimation of the company's HR quality. Implications of the talent development has significant and comprehensively affect the escalation of employee’s competency and employee’s productivity respectively. In addition, the escalation of employee’s competency and employee’s productivity will eventually positive effect on corporate performance.In general, this research focusing on mining contractor company in Indonesia shows that the result in line with the explanation above. There is a significant and positive relation among competency mapping, talent development, employee competeny, employee productivity and corporate performance. The role of competency mapping and talent development is not just for employee development, but in wider point of view this is a strategic goal to achieved business integration based on HR approach. The main implications from this research is shows that talent development is the solution for the company’s expectation related with the HR/ manpower qualities.Finally, the effectiveness of the role of competency mapping and talent development can be achieved if the Company (through corporate management) is committed to support its implementation. Business integration requires participation from all organization member, including HR pratitioners, employees and corporate management in order to achieve a sustainable advantage and synergy.Keywords : human resources (HR), competency mapping, talent development, employee competency, employee productivity, corporate performance
37
Tomar, Jitendra Singh. "Employee Engagement Practices in IT Sector Vis-à-Vis Other Sectors in India." International Journal of Human Capital and Information Technology Professionals 8, no. 3 (2017): 1–14. http://dx.doi.org/10.4018/ijhcitp.2017070101.
Full textAbstract:
Employee engagement is an important notion built around the concepts of job satisfaction, employee commitment, retention of talent, that impacts organizational performance. The disengaged employees lead to loss of productivity, procedural imbalances, and decreased efficacy. Organizations are addressing the work force and their job performance, task performance, organizational citizenship behavior, productivity, discretionary effort, effective commitment, and continuance commitment. Engaged employees are emotionally connected with their organization, and are enthusiastic about their job and success of the organization. The employment engagement practices are soulfully needed to understand the employee, give them healthier environment to work, let them grow professionally, award them, and keep them happy, irrespective of the business sector. This study intends to explore the employee engagement practices in Indian IT Sector and compare them with the engagement practices in other leading sectors in India. The study also assesses various engagement attributes in Indian IT organizations.
38
Oliver, John J. "The impact of strategic transformation on employee productivity." Strategic HR Review 17, no. 1 (2018): 55–57. http://dx.doi.org/10.1108/shr-10-2017-0069.
Full textAbstract:
Purpose The purpose of this paper is to provide a strategic commentary on the interconnected areas of corporate strategy and employee performance by illustrating how two organizations adapted and transformed their businesses to the demands of digitalization and new media. Design/methodology/approach A longitudinal analysis (1995-2015) of employee productivity was calculated as operating income per employee for each firm and benchmarked against industry data. Findings Both firm’s corporate objectives and strategies were focused on ambitious levels of growth and the opportunities provided by an increasingly digital environment. However, the firms had transformed their businesses in different ways with distinct employee productivity performance outcomes. Practical implications This paper provides case studies of strategic transformation and argues that HR management strategies and practices need to be continually evaluated to assess their employee productivity in an uncertain digital operating environment. Originality/value This paper provides a longitudinal analysis of how media firms, Sky Plc and Pearson Plc, adapted, reconfigured and transformed their businesses to meet the demands of an operating environment characterized by inexorable changes in digital technologies. It presents data and conclusions on how the management of “human resources” had delivered different employee productivity outcomes over the long term.
39
Cheng, Kuo-Tai, and Kirk Chang. "Enhancing Employee Engagement for Small and Medium Enterprises in Taiwan." Information Resources Management Journal 32, no. 1 (2019): 28–47. http://dx.doi.org/10.4018/irmj.2019010102.
Full textAbstract:
The aim of the research is to study the employee engagement strategies utilised in Taiwan's SMEs from the perspective of the employees. In doing so, a qualitative research method was employed using semi-structured interviews. Nine participants from five sectors of SMEs (electronics & information, metal transportation, machinery and equipment, food manufacturing, and textile) were interviewed. The authors' results reveal that having high levels of engagement amongst employees in Taiwan's SMEs will bring about an increase in work commitment amongst employees which encourages productivity for the organisation. These findings hold several important theoretical and practical implications.
40
Robinson, Andrew M., and Nicholas Wilson. "Employee Financial Participation and Productivity: An Empirical Reappraisal." British Journal of Industrial Relations 44, no. 1 (2006): 31–50. http://dx.doi.org/10.1111/j.1467-8543.2006.00486.x.
Full text
41
Banks, Cristina G., Michelle M. Robertson, Deborah L. Gebhardt, et al. "Enhancing Worker Capability Through HFE: Evidence Management Can Understand." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 62, no. 1 (2018): 767–71. http://dx.doi.org/10.1177/1541931218621174.
Full textAbstract:
At the 2016 HFES Presidential Address, Bill Marras made a plea for the membership to begin thinking about demonstrating the value of HFE in terms that are persuasive to business leaders. Presentations at the 2017 HFES Annual Conference responded to that plea with discussions of case studies and business metrics linked to HFE interventions. To further this discussion, we flip the HFE business value argument from decreasing costs associated with inefficiencies and disability to increasing employee capabilities through HFE. By changing perspective, we change the focus from risk to enhanced employee wellbeing, performance and productivity. We argue that relating HFE practices and interventions to worker capability is the key to showing evidence that management can understand. Banks opens with a “logic map” that links HFE to important business outcomes. Gebhardt discusses how physical ability assessment in employee selection and work process design enhances performance effectiveness and efficiency. Rempel discusses how a systems approach to developing an effective safety culture in coordination with operations can result in uninterrupted work and higher productivity. Mosier discusses how cognitive enhancements in work and system design leads to higher performance. Larson and McGowan take a broader view and discuss from their perspectives what evidence is needed, and whether the evidence presented by panelists is sufficient to win over decision-makers. They also discuss how HFE can be positioned to play a more important role in how organizations think about work and workers as well as the importance of integrating HFE design into organizational structure and business operations to help meet company objectives.
42
Aboelmaged, Mohamed Gamal. "Knowledge sharing through enterprise social network (ESN) systems: motivational drivers and their impact on employees’ productivity." Journal of Knowledge Management 22, no. 2 (2018): 362–83. http://dx.doi.org/10.1108/jkm-05-2017-0188.
Full textAbstract:
Purpose This study aims to predict the impact of utilitarian and hedonic motivations on using enterprise social network (ESN) systems for sharing internal and external knowledge, as well as their effects on employee productivity. Design/methodology/approach Responses of 115 ESN system users from a wide spectrum of firms have been validated and analysed by means of structural equation modelling using partial least squires (PLS-SEM) method. Findings The results indicate that using ESN to share internal and external knowledge has a positive significant impact on employee productivity. Surprisingly, empirical analysis reveals that using ESN tends to be significantly influenced by hedonic rather than utilitarian motivations. Originality/value The study is an early empirical attempt that examines using ESN for knowledge sharing, emphasizing its upstream motivational influence and downstream business impact. It also offers managers and ESN vendors a frame of reference to maximize the use of ESN in the workplace to boost employees’ productivity within various contexts.
43
Łabędzki, Rafał, Przemysław Gadomski, and Paweł Multaniak. "Impact of Employee Stock Ownership Plans on Productivity in Video Game Companies." WSEAS TRANSACTIONS ON BUSINESS AND ECONOMICS 18 (September 2, 2021): 1235–54. http://dx.doi.org/10.37394/23207.2021.18.115.
Full textAbstract:
The article deals with the importance of ESOPs (employee stock option plan) for the motivation of key employees of companies producing and publishing computer games. The conducted literature review led to the identification of a motivation model that explains how ESOPs can affect the motivation of employees in this industry. An analysis of the available studies on the importance of ESOPs for employee motivation revealed the existence of at least one key success factor of ESOPs—psychological ownership. The empirical study includes an ESOP analysis of five computer game companies listed on the Warsaw Stock Exchange in terms of changes in the dynamics of employee productivity caused by an ESOP. One of the most important discoveries is the relationship between productivity and the structure of the ESOP, in particular the percentage of company shares that were offered to its participants.
44
Tate, Tywanda D., Franklin M. Lartey, and Phillip M. Randall. "Do Performance Goals and Development, Feedback and Recognition, and a Climate of Trust Improve Employee Engagement in Small Businesses in the United States?" International Business Research 14, no. 6 (2021): 1. http://dx.doi.org/10.5539/ibr.v14n6p1.
Full textAbstract:
Small businesses are the predominant contributors to the U.S. economy, yet they face many challenges to remain competitive and sustainable. There are several reasons a small business could fail, including a lack of human resources, limited financial resources, competition, technological advancements, disaster, and globalization. Improving employee performance by getting them engaged and productive in their work is an issue that cannot be overlooked for small businesses to function and remain competitive. There is limited empirical evidence that explains the dimensions of performance management and employee engagement in small businesses. However, how small businesses sustain their long-term performance remains uncertain. This study sought to bring together two previously distinct constructs: overall employee engagement and overall performance management, characterized by performance goals and development, a climate of trust, and feedback and recognition. The research was correlational in nature. A survey was conducted to generate and analyze data gathered from 121 employees of small businesses located in the United States. A series of Pearson correlation analyses confirmed the existence of statistically significant positive relationships between employee engagement and each variable of performance management, namely performance goals and development, feedback and recognition, and climate of trust. Notwithstanding these positive correlations, a multiple regression model with the three performance management variables as independent variables and employee engagement as the dependent variable suggested that there was a statistically significant regression model F(3, 117) = 32.34, p &lt; .001, R2&nbsp;=&nbsp;.453, explaining 45.3% of the variability in employee engagement. Nonetheless, this model confirmed that the variables performance goals and development and climate of trust were not statistically significant in the model (p &gt; .05). In other words, only the feedback and recognition variable was statistically significant in the regression model, suggesting that it explained most of the variability in engagement, including that already explained by the other two variables. Overall, the outcome of this study suggests that small businesses implementing performance management processes have more engaged employees. The conclusions drawn from these findings suggest that overall performance management and overall employee engagement contribute to small business productivity and organizational success.
45
Zula, Ken, Karen K. Yarrish, and Sonji Lee. "An Evaluation Of Workplace Wellness Programs: A Perspective From Rural Organizations." Journal of Applied Business Research (JABR) 29, no. 3 (2013): 659. http://dx.doi.org/10.19030/jabr.v29i3.7772.
Full textAbstract:
This paper describes a study to determine the prevalence and characteristics of employee wellness programming amongst rural organizations and/or employers. A sample of convenience (n = 200) from a local human resource management association was surveyed via e-mail with an internet based questionnaire containing 20 items regarding employee wellness programming, activities, effectiveness, and measurement. The results indicated that the primary responsibility for employee wellness programming rests with the human resource department (63.6%). Most rural organizations employee wellness program are implemented to improve employee health, improve employee productivity, and to reduce absenteeism. The findings indicate human resource professionals in rural organizations are struggling to determine effective measures for employee wellness programs despite significant investments of money. Rural, unlike urban or metropolitan, based organizations are not offering substantial incentives to employees in order to increase participation, and are continuing to offer traditional employee wellness activities such as smoking cessation, and vaccinations. These employers are not measuring effectiveness (53%) and not realizing substantial cost savings (63.2%) for the return on investment.
46
Tippins, Mark, and Linda K. Stroh. "The 4/4 Work Schedule: Impact On Employee Productivity And Work Attitudes In A Continuous Operation Industry." Journal of Applied Business Research (JABR) 9, no. 3 (2011): 136. http://dx.doi.org/10.19030/jabr.v9i3.6054.
Full textAbstract:
This study compared the productivity and work attitudes of employees on a 6/2 work schedule (n=66) to employees on a 4/4 work schedule (n=132) in four continuous operation facilities. Findings suggest that employees on the 4/4 work schedule were more productive, had better attitudes toward the job itself, and were generally found to have more favorable co-worker attitudes. Researchers suggest that if attempting to implement this work schedule, management should consider that the schedule is favored by younger workers and by women. The authors suggest further research is needed to determine which types of jobs and operations would especially benefit from the 4/4 work schedule and to determine the effect that length of time on the schedule might have on employee productivity and attitudes.
47
Yoon, Yeongjoon, and Sukanya Sengupta. "The role of business strategy on the adoption and effectiveness of broad-based employee share ownership." Journal of Organizational Effectiveness: People and Performance 8, no. 3 (2021): 253–81. http://dx.doi.org/10.1108/joepp-04-2020-0065.
Full textAbstract:
PurposeIn this research, the authors try to answer the question of when broad-based employee share ownership (ESO) is more likely to be used and how it can be managed more effectively from the vertical fit perspective in strategic human resource management (HRM).Design/methodology/approachThe study analyzes an unbalanced panel sample of 614 organizations (1,601 organization-year data points) in South Korea, utilizing hierarchical linear modeling (HLM).FindingsThe analysis demonstrates that organizations are more likely to adopt broad-based ESO when they utilize the prospector and analyzer strategies as opposed to the defender strategy. The analysis also reveals that the relationship between broad-based ESO and labor productivity is positive only when organizations utilize the prospector strategy as opposed to other types of strategies (i.e. analyzer and defender strategies).Practical implicationsThe findings first indicate that the decision to adopt a broad-based ESO in organizations should be informed by their business strategy if they want to enhance labor productivity. Specifically, the results demonstrate that only the prospector firms, rather than defenders or analyzers, can reap the productivity benefit of broad-based ESO. Second, since innovation is a major source of productivity for prospector firms, the findings demonstrate that a broad-based ESO can be a vehicle that drives innovation. As a result, firms may want to consider utilizing broad-based ESOs to foster innovation.Originality/valueThe findings emphasize the relevance of the “vertical fit” perspective in examining the broad-based ESO and firm productivity relationship. Most past research utilized the “horizontal fit” framework in refining the relationship between broad-based ESO and productivity. Thus, the study emphasizes the need to utilize the “vertical fit” perspective, and not only the “horizontal fit” perspective, in the broad-based ESO research. Through this, the study meaningfully extends the research on the productivity effect of broad-based ESO by adding an important moderator (i.e. strategy) to the model.
48
FATT, JAMES POON TENG. "DETECTING COMMUNICATION DEFICIENCIES IN BUSINESS OPERATIONS." Journal of Enterprising Culture 03, no. 02 (1995): 229–43. http://dx.doi.org/10.1142/s021849589500012x.
Full textAbstract:
This paper presents a method to examine the communication system within a business enterprise in order to determine whether or not a drop in efficiency and productivity in a business enterprise is due to deficiencies in its communication system. Serious problems can exist in communication, especially in relation to superior-subordinate communication when employees are required to communicate with an alternate other than the owner or the designated superior. In addition, employees may have problems in their perceptions of the value given to their views by the owner of the enterprise or management and the advance notice and consultation by the owner of the enterprise or management on actions affecting the employees themselves. It is recommended that the owner of the enterprise or management revise some of its communication plans, develop and implement a special training program for business managers dealing with employees in an alternate capacity and to develop plans for effective response to employee suggestions. Finally, it is also suggested that the owner of the enterprise or management at least consult with employees on future plans that will have an important impact on their workplace and career environment. It is hoped that the recommendations will help any business enterprise to grow with its people.
49
Eklund, Carita Mirjami. "Why do some SME's become high-growth firms? The role of employee competences." Journal of Intellectual Capital 21, no. 5 (2020): 691–707. http://dx.doi.org/10.1108/jic-07-2019-0188.
Full textAbstract:
PurposeHigh-growth firms generate a large share of new jobs and are thus the key drivers of innovation and industry dynamics. As the employees' education supports innovation and productivity, this article hypothesizes that employee competences explain high growth.Design/methodology/approachThe study approaches this by examining intangible capital and specialized knowledge to evaluate how these characteristics support the probability of becoming a high-growth firm. The estimation uses linked employer–employee data from Danish registers from 2005 to 2013.FindingsAs the authors measure high growth with the size-neutral Birch index, they can examine the determinants of high growth across different firm size classes. The findings imply that intangible capital relates positively to the firm's high growth.Originality/valuePrevious research on high-growth firms is concentrated on the owners’ education. This article broadens to the high education of all employees and accounts for the employees’ occupation and capitalization of knowledge with intangible capital.
50
Subhakaran, Sriji Edakkat, and Lata Dyaram. "Interpersonal antecedents to employee upward voice: mediating role of psychological safety." International Journal of Productivity and Performance Management 67, no. 9 (2018): 1510–25. http://dx.doi.org/10.1108/ijppm-10-2017-0276.
Full textAbstract:
Purpose Despite the increasing prominence of employee voice in organizational innovation and productivity, employees continue to struggle to influence matters that affect them at work. The purpose of this paper is to model work group context and manager behavior as the predictors of employee upward voice. Further, a mediating role of employee psychological safety is examined in this link. Design/methodology/approach With data from 575 employees representing various technology firms in India, the authors test the hypothesized relationships using covariance-based structural equation modeling. Findings Results indicate coworkers upward voice and manager pro-voice behavior to significantly impact employee upward voice with a mediating impact of psychological safety. This implies that perceived psychological safety plays a significant role in explaining the impact, coworkers and manager behavior would have on regulating employee upward voice. Originality/value This study contributes to the employee voice literature from an Indian context, where upward communication is culturally discouraged.