Journal articles: 'Employee development'

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CROUCHER, RICHARD, and MICHAEL BROOKES. "German Employers’ Inputs to Employee Skills Development." Industrial Relations: A Journal of Economy and Society 48, no. 2 (April 2009): 231–36. http://dx.doi.org/10.1111/j.1468-232x.2009.00555.x.

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Lee, Chay Hoon, and Norman T. Bruvold. "Creating value for employees: investment in employee development." International Journal of Human Resource Management 14, no. 6 (September 2003): 981–1000. http://dx.doi.org/10.1080/0958519032000106173.

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Jangbahadur, Uttara, and Vandna Sharma. "Measuring Employee Development." Global Business Review 19, no. 2 (November 23, 2017): 455–76. http://dx.doi.org/10.1177/0972150917713548.

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The aim of this study is to identify the factors of employee development (ED) and to validate those identified set of factors using confirmatory factor analysis (CFA). Data were collected personally from employees of manufacturing industries. Factor analysis was carried out to explore the factors and CFA was carried out to check the reliability, validity and the model fitness. The scale had a high degree of reliability and validity and ensured the presence of both convergent and discriminant validity. The scale developed in this study is based on only four factors of ED as identified by different authors. In future, other factors, such as knowledge management and management development programmes, can also be included in the study. The instrument developed in the study for ED provides a basis for most of the academicians and the researchers to empirically test the relationship between ED, individual performance and organizational effectiveness, which has become an important area of interest among the researchers in recent years. The study is based on identifying the measures/factors of ED and validate those factors.

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James, Philip. "Employee development programmes." Personnel Review 25, no. 2 (April 1996): 35–49. http://dx.doi.org/10.1108/00483489610110078.

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Castillo, Victoria, Lucas Figal Garone, Alessandro Maffioli, Sofia Rojo, and Rodolfo Stucchi. "Knowledge Spillovers through Labour Mobility: An Employer–Employee Analysis." Journal of Development Studies 56, no. 3 (May 3, 2019): 469–88. http://dx.doi.org/10.1080/00220388.2019.1605057.

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Philpot, Denise R., and Mariya Gavrilova Aguilar. "Post-Leave (Return to Work) Training Needs and Human Resource Development." Advances in Developing Human Resources 23, no. 2 (March 5, 2021): 171–84. http://dx.doi.org/10.1177/1523422320982935.

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The Problem Employee leave is impacted by a variety of laws that address employer obligations and employee responsibilities. While the employee leave process is managed by an organization’s Human Resource Management (HRM) function, in most cases these laws and internal organizational policies and procedures do not address the training needs related to the employee’s return to work and subsequent integration into the workplace. Training, and Development is a component of Human Resource Development (HRD) and thus HRD should be largely involved in the employee’s transition back to work. In addition, supervisors/managers should examine their role in to evaluating the training needs of the employee and facilitating a successful post-leave return to work. The HRD literature can benefit from an integrated model of. The Solution This article reviews an important workplace phenomenon existing at the intersection of Human Resource Management (HRM) policies related to employee leave and HRD practices related to addressing training needs upon return to work and emphasizing employee orientation and integration back into the workforce. As a major component of HRD, Organization Development (OD) can also be employed to create a supportive organizational culture for employees on leave. We synthesize existing research on post-leave and rely on the HRD literature to propose solutions that highlight employee training and development interventions. Recommendations for practitioners include how to improve the workplace environment for employees prior to their leave as well as upon return, how to enhance the existence of orientation programs, and how to properly train managers to work well with employees and assess their training needs upon return from leave. The Stakeholders HRD practitioners that are looking to improve leave policies and documented practices as they pertain to the performance and training needs of leave-taking employees upon returning to work as well as managers that strive to ensure returning employees have the knowledge and skills necessary to regain previous levels of competence and productivity will be interested in this research.

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Venkat, Vuppalapati Vijaya, and Roohi Kursheed Khan S. "Impact of Competency Management on Employee Self-development for Retention in Large Scale Industries." Webology 19, no. 1 (January 20, 2022): 3971–88. http://dx.doi.org/10.14704/web/v19i1/web19262.

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An organization which grows with the employees of long-time existing will create a historical success story. The creation of emotional bonding between employee and employer is the significant role of HR in a company. The automobile industry is India’s one of the largest sectors and placing a fourth largest market globally. Employee retention is very mandatory in the automobile industry because of competitors, day-to-day innovations, and migrant employees. This study is specially focused on the influence of competency assessment and employee self-development for workplace happiness among 72 Managers and 95 Engineers of various automobile companies & ancillary companies in India. Statistical analysis is carried using the statistical tool IBM SPSS 20. The outcome of the study insists that reward programs, promotions, and self-development programs must be organized regularly. The study concludes that competency assessments and self-development have a strong positive impact on workplace happiness, leading to employee retention.

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Gladka, Olena, Victoria Fedorova, and Yana Dohadailo. "DEVELOPMENT OF CONCEPTUAL BASES OF THE EMPLOYEE LIFE CYCLE WITHIN AN ORGANIZATION." Business: Theory and Practice 23, no. 1 (February 7, 2022): 39–52. http://dx.doi.org/10.3846/btp.2022.13510.

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The purpose of the study is to review and integrate various definitions of the employee life cycle (ELC) and to develop new conceptual bases of ELC by applying logical analysis and systemic approach. In this article, we suggest the employee life cycle has a “client-based” approach. Therefore the development of the ELC is similar to the development of the client life cycle and each stage of this process requires adoption and use of external and internal personnel marketing tools. At the same time, it implies simultaneous various activities of employees and employers alike. A customer-centric process on the labor markets (external and internal) is initiated by the personnel marketing product. It is defined by three levels aiming to attract and retain employees. The model of the ELC proposed hereafter shows the bilateral mechanism of the employee-employer interaction. Through the activities of external (employee attraction) or internal (employee retention) personnel marketing the organization can build its “perceived” or “received” Employer Value Proposition (EVP). The refined definition of the ELC is based on the theoretical foundations of personnel marketing and takes into account the employee and the employer’s perspectives; our definition identifies the ELC time frame and defines indicators of the ELC measurement for further empirical studies. Suggested ELC stages were developed in a way to reflect characteristics and actions for the employer and the employee simultaneously. To maintain or renew the employee engagement level a set of measures were suggested for implementation at each stage of the ELC.

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Noe, Raymond A. "Employee Training & Development." NHRD Network Journal 2, no. 4 (January 2009): 87–88. http://dx.doi.org/10.1177/0974173920090420.

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Stofkova, Zuzana, and Viera Sukalova. "Sustainable Development of Human Resources in Globalization Period." Sustainability 12, no. 18 (September 17, 2020): 7681. http://dx.doi.org/10.3390/su12187681.

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The article deals with human resource management, its theoretical principles, and its use in practice in the era of globalization. The main goal of this paper is to analyze and describe human resource management focused on the process of human resource development and education. The article shows how the principles are applied in a selected Information-Communication Technologies (ICT) company in Slovakia as an attractive employer who is interested in satisfaction, education, and growth of its employees, thus employer branding. The data was collected through a questionnaire survey with employees in the selected company. Secondary data from corporate sources were used, too. The aim of the survey was to point out the human resources management in a selected company and to examine the perception of the impact of employees development on their performance and to design effective approaches to personnel development in a selected company with an impact on employee performance. The aim of the survey was to find out whether there was a dependence between the subjectively perceived performance of the employees and individual aspects, which are the completion of technical training programs, individual evaluation of the employee, relocation of the employee, and the number of completed training activities. A questionnaire survey was used to achieve this goal.

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Arwab, Mohd, Jamal Abdul Nasir Ansari, Mohd Azhar, and Mohd Ashraf Ali. "Exploring the influence of training and development on employee’s performance: Empirical evidence from the Indian tourism industry." Management Science Letters 12, no. 2 (2022): 89–100. http://dx.doi.org/10.5267/j.msl.2021.10.004.

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The aim of this paper is to explore the influence of training and development on employee’s performance through different dimensions. Moreover, this study proposes a model in the area of human resource development to be used for testing and improving the performance of employees in the Indian travel and tourism sector. An integrated model was developed highlighting the relationship between the training and development and employee performance. Using the sample of 146 employees, structural equation modelling (SEM) was employed to validate the hypothesized relationship by evaluating the responses of employees working in the Indian travel agencies. The findings of this study demonstrate a strong relationship between training and development and employee performance in the travel industry and also can be used by managers and HR professionals for organizing exclusive training programs for improving employee's performance based on the dimensions used in this paper. The present study provides an empirical and theoretical explanation of different dimensions associated with training and development and employee performance, especially in the Indian tourism industry.

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D.A.S. Udayanga, D. A. S., P. M. K. N. Jayarathna, K. S. C. Silva, M. Z. A. Rashaad, and L. D. A. D. Dissanayake. "Impact of Employer Branding on Employee Retention: A Case of Multinational Corporation that Operates in Sri Lanka." SLIIT Business Review 01, no. 01 (June 1, 2021): 1–27. http://dx.doi.org/10.54389/opsi7755.

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Employer branding is an important recruitment practice, which correspondingly delivers an important contribution to the retention of employees. Thus, the main purpose of this study is to identify the impact of employer branding on employee retention with reference to a selected multinational organization that operates in Sri Lanka, which is a leading brand in the global beverage industry. The research utilized a deductive research approach, and data were gathered from 126. Simple random sampling technique was utilized in the research where the data was gathered from 126 employees in the selected globally operating multinational organization which has large employer brand, in Sri Lanka. Inferential statistics, Pearson’s correlation coefficient and multiple linear regression analysis was employed to derive conclusions in the study. Accordingly, it is found that employer branding has a positive and highly significant impact on employee retention. Furthermore, the study concludes that the work life balance and training and development are the variables that have a critical impact on employee retention, while corporate social responsibility has no significant impact towards employee retention. The completion of the study would lead to enhance the knowledge on employer branding as well as to provide practical implications to follow in the future. Keywords: Employer Branding, Employee Retention, Dimensions of Employer Branding, Human Resource Management

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Ognjanović, Jasmina. "Preferred attributes of employer brand attractiveness among potential employees in the hotel industry." European Journal of Applied Economics 18, no. 2 (2021): 146–60. http://dx.doi.org/10.5937/ejae18-32929.

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Successful management of preferred attributes of employer brand attractiveness provides appropriate benefits for hotels. The research aim is to examine the preferred attributes of employer brand attractiveness among potential employees in the hotel industry. The research was conducted at the Faculty of Hospitality and Tourism and includes 148 fourth-year undergraduate students and master students studying in Hospitality Management. Descriptive statistics were used in the paper. By analyzing the results, author concluded that the preferred attributes of employer brand attractiveness are career advancement and employee training and development. Employees' desire to work for an employer that provides employee training and development opportunities brings numerous benefits to hotels, since employee development contributes to the creation of high-quality hotel services, more efficient employees, and, thus, better organizational performance. The least preferred attributes of employer brand attractiveness among potential hotel employees are "corporate reputation" and "corporate culture".

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Мазур, Е. Ю., and И. П. Матвеева. "Psychological Characteristics of Employer-Employee Interaction." Психолого-педагогический поиск, no. 1(53) (June 27, 2020): 99–109. http://dx.doi.org/10.37724/rsu.2020.53.1.013.

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В статье рассматривается роль руководителя при общении с подчиненными как один из факторов, детерминирующих возникновение синдрома эмоционального выгорания. Анализируются концептуальные подходы к изучению синдрома эмоционального выгорания. Недостаточная осведомленность руководителя о синдроме и его симптомах снижает эффективность бизнес-процессов. Вместе с тем информированность о проявлениях эмоционального выгорания помогает руководителю правильно выстроить коммуникативный процесс в организации, что способствует не только налаживанию благоприятного климата в коллективе, но и развитию организации. Данные выводы экспериментально подтверждены на примере исследования, проведенного среди провизоров и руководителей аптечной сети. The article focuses on the employers’ contribution to their employees’ emotional exhaustion. It analyzes conceptual approaches to the investigation of burnout syndrome. Employers’ lack of awareness of burnout and its symptoms decreases the efficiency of business processes. Employers’ awareness of burnout symptoms ensures efficient employer-employee interaction, which helps improve psychological climate and ensures company development. The conclusions have been tested on pharmacists and heads of pharmacy networks.

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Burden, Johann, and Gert Roodt. "The Development of an Organisational Redesign Model." SA Journal of Human Resource Management 6, no. 3 (March 30, 2009): 22–33. http://dx.doi.org/10.4102/sajhrm.v6i3.160.

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The objective of this study was twofold: Firstly, to explore and describe the perceived fairness of a disciplinary procedure in the workplace and, secondly, to develop guidelines that could be used by managers to provide a fairer experience of the disciplinary procedure. A qualitative research design was employed. In-depth interviews were conducted with participants who were purposely divided into two groups (an employee participant group and an expert participant group). Results indicated that employees experienced the disciplinary procedure as traumatic, unfair and not reliable. Guidelines were formulated to manage employee discipline more effectively.

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Rao, Indu. "Psychological Contract for Human Development and Organizational Sustainability." Business Perspectives and Research 9, no. 3 (March 1, 2021): 415–26. http://dx.doi.org/10.1177/2278533721989832.

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Organizations can sustain different efforts toward human development, and employee–employer relationships can sustain the organizations to work toward their purpose. However, contemporary organizations are facing unprecedented challenges as a result of COVID-19, intensified globalization, increasingly diversified workforce, and continuous technological advancements, thereby impacting the way businesses and people are managed. Most of the work has transitioned to online, and employees are working from home due to pandemic situations. Organizations need to manage the emerging, complex employee–employer relationships in this new order of the world for the purpose of human development as well as organizational sustainability. In the absence of frequent employee–employer meetings at physical workplaces and the transition of the workspace into virtual workstations, we need to look at new ways of initiating and sustaining employee–employer relationships. In this conceptual article, we propose that different types of psychological contracts, like relational and transactional contracts, can contribute to these goals. Through a conceptual analysis of relevant literature, we first examine different aspects of the psychological contract—its types, antecedents, and consequences of different types of contract on organizations. Sustainable human development is related to organizational sustainability. We propose that a relational psychological contract may help in sustainable human development as well as organizational sustainability, whereas a transactional psychological contract moderates the relationship between sustainable human development and organizational sustainability.

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Matthews, Russell A., and Jessica A. Gallus. "Initial Development of the Employee Perception of Participatory Ergonomics Questionnaire." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 49, no. 16 (September 2005): 1478–83. http://dx.doi.org/10.1177/154193120504901604.

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In an organizational context, Participatory ergonomics (PE) programs set out to involve employees in ergonomic design and analysis efforts in order to promote a safer, more user-friendly, and productive workplace. While the purpose of a PE program is to involve employees, currently there is no quantitative method to evaluate the effectiveness of PE programs from the employee's perspective. The current study set out to address this void. Based on a review of the recent published literature, five key constructs were identified as critical evaluative components: Employee Knowledge Base, Employee Involvement, Employee Support, Perceptions of Managerial Support, and Employee Stress due to Ergonomic Changes. With the help of an organizational management-labor committee, a content validity approach was used to generate items. The proposed five-dimension measure was administered to 63 participants working in large manufacturing plant with an established PE program. Initial empirical support for the proposed dimensions was found. Potential uses of the developed measure in a larger context are discussed.

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Bellou, Victoria, Ioannis Chaniotakis, Ioannis Kehagias, and Irini Rigopoulou. "EMPLOYER BRAND OF CHOICE: AN EMPLOYEE PERSPECTIVE." Journal of Business Economics and Management 16, no. 6 (December 24, 2015): 1201–15. http://dx.doi.org/10.3846/16111699.2013.848227.

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This study seeks to contribute in the field of the ideal employer, by determining the Employer Brand of Choice and its core components. In doing so, a pilot study was initially conducted to delineate these components. Evidence from 896 working adults that participated in a field study support the multi-dimensionality of the construct Employer Brand of choice, highlighting the role of “Remuneration”, “Relationships”, “Opportunities for Self Development”, “Recognition”, and “Corporate Image”. These findings not only offer a concrete and holistic theoretical base of Employer Brand of Choice, but they can also serve as a managerial guide towards enhancing companies’ ability to attract, retain and motivate talented individuals.

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Rasheed Memon, Khalid. "Strategic Role of HRD in Employee Skill Development: An Employer Perspective." Journal of Human Resource Management 2, no. 1 (2014): 27. http://dx.doi.org/10.11648/j.jhrm.20140201.15.

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Savolainen, Taina. "Towards a new workplace culture: development strategies for employer‐employee relations." Journal of Workplace Learning 12, no. 8 (December 2000): 318–26. http://dx.doi.org/10.1108/13665620010355566.

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WELIKY, MARK. "CWA/NYNEX Employee Development Partnership." Annals of the New York Academy of Sciences 787, no. 1 The Technolog (June 1996): 187–91. http://dx.doi.org/10.1111/j.1749-6632.1996.tb44856.x.

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Lyons, Paul R., and Randall P. Bandura. "Apprehending mindsets in employee development." Human Resource Management International Digest 25, no. 3 (May 8, 2017): 4–7. http://dx.doi.org/10.1108/hrmid-12-2016-0157.

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Purpose This paper aims to provide pragmatic guidance to HR practitioners and managers in the understanding and use of the psychological concept of mindset. This paper expresses a description of what mindset is and how it normally functions, as well as information about how mindset behavior is found in employee behavior on a day-to-day basis. Finally, examples are provided which show ways that managers and HR practitioners may use mindset information in coaching and mentoring employees to improve functioning and performance. Design/methodology/approach Academic research is reviewed. A brief summary of the relevant literature provides support for the descriptions, manifestation, and examples of mindset behavior. Findings Available academic research can provide useful information for practicing HR professionals and managers in encouraging and motivating employees toward enhanced performance. Originality/value Practical information is derived from academic research to equip managers and HR practitioners with helpful tools which can be used in real situations involving supervision of employees.

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III, Elwood F. Holton, and Sharon S. Naquin. "New Metrics for Employee Development." Performance Improvement Quarterly 17, no. 1 (October 22, 2008): 56–80. http://dx.doi.org/10.1111/j.1937-8327.2004.tb00302.x.

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HUNTSMAN, ANN J. "A Model for Employee Development." Nursing Management (Springhouse) 18, no. 2 (February 1987): 51???57. http://dx.doi.org/10.1097/00006247-198702000-00015.

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Davis, Paul J. "Implementing an employee career-development strategy." Human Resource Management International Digest 23, no. 4 (June 8, 2015): 28–32. http://dx.doi.org/10.1108/hrmid-05-2015-0066.

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Purpose – Demonstrates how to build commitment and retain employees through a career-development strategy. Design/methodology/approach – Shows how organizations often mismanage career development and how they could do better. Findings – Describes the five “Ps” of poor career development, the foundations of a career-development strategy and a number of career-development activities. Practical implications – Highlights the importance of beginning early, communicating clearly, partnering employees, facilitating internal movements and taking action frequently. Social implications – Advances the view that employee disengagement and high employee turnover are expensive and often avoidable. Originality/value – Argues that the lack of career development continues to be a major cause of employee dissatisfaction and turnover and shows how this can be avoided.

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Subramanian, K. R. "Synergic Development of Organizations with Employee Aspirations." Journal of Advance Research in Business Management and Accounting (ISSN: 2456-3544) 3, no. 1 (January 31, 2017): 01–14. http://dx.doi.org/10.53555/nnbma.v3i1.82.

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Employee involvement in organization development takes place when their aspirations are fulfilled through work. Even with a carefully planned compensation and incentive program the attrition rate in some organizations is high. When management genuinely takes care of employee aspirations the resultant synergy is reflected in customer satisfaction and product quality. Managing employee aspirations takes genuine interest and requires a structure to help employees and plan for their development by Assessment, alignment with business needs and taking steps for development of people. Organizations can help employees sharpen and develop their key skills and values and provide important feedback information to reshape their goals in alignment with the business needs of the organization. Organizational barriers to growth and Professional development of employees leads to lack of commitment and eventual separation of employees. This paper explores such barriers to employee involvement and how synergic development can take place.

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Ordine, Patrizia, Giuseppe Rose, and Gessica Vella. "The Effect of Temporary Agency Workers on Wage of Permanent Employees: Evidence From Linked Employer-Employee Data." LABOUR 31, no. 4 (June 16, 2017): 415–32. http://dx.doi.org/10.1111/labr.12102.

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Abu Rumman, Amani, Lina Al-Abbadi, and Rawan Alshawabkeh. "The impact of human resource development practices on employee engagement and performance in Jordanian family restaurants." Problems and Perspectives in Management 18, no. 1 (February 20, 2020): 130–40. http://dx.doi.org/10.21511/ppm.18(1).2020.12.

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Given the organizational positive outcomes of human resource development (HRD) practices like organizational effectiveness, sustainable competitive advantage, and organizational commitment, the current study was designed to detect the impact of HRD practices (employee training, employee empowerment, employee promotion) as independent variables on employee engagement and employee performance as dependent variables and to notify those who are interested. A quantitative descriptive-analytical method was adopted for the current research paper. Data were collected conveniently via a questionnaire from employees of family restaurants. Usable responses were analyzed using IBM SPSS and AMOS on the strength of structural equation modeling (SEM).The current data identified employee training, employee empowerment, and employee promotion as key predictors of both employee engagement and employee performance. Employee empowerment has the highest impact on employee engagement, followed by employee promotion, while employee training has the highest effect on employee performance. Furthermore, employee engagement is positively related to employee performance.

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McCafferty, Tim, and Joseph Hamilton. "Reducing Voluntary Turnover through Career Development: Strategic HRD Research Proposal." International Journal of Business and Management Research 8, no. 4 (December 30, 2020): 137–42. http://dx.doi.org/10.37391/ijbmr.080409.

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Voluntary employee turnover in the United States continues to spiral out of control and is expected to steadily increase in the coming years. Annual cost to American businesses exceeded $630 billion and is expected to exceed $700 billion within the next 24 months. The reasons for the sharp increase in voluntary turnover are not generational by nature as employees of all generations seek a connection with their employer and the ability to share in the firm’s growth. The reasons expressed by employers and employees include lack of training, weak relationships with managers and a general disconnect from company strategy. The primary reason given in recent years is lack of career development. Scheduled, agenda-driven discussions between senior leadership and the employee is needed to focus on employee skills, capacity for learning and enterprise goals has shown promise in reducing voluntary turnover, increasing employee engagement, and increasing talent depth in medium and large businesses. Career planning and development is not necessarily transactional as it includes specific training for a specific purpose to fit the firm’s strategic objectives. This approach can be used for lateral and vertical movement within the company. This proposal seeks to bridge the gap between existing literatures, current human capital management practices and move the discussion to a level that benefits employees and employers alike.

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Tőkés, Gyöngyvér Erika. "Munkaerőpiaci elvárások a romániai IT-szektorban." Erdélyi Jogélet 3, no. 4 (January 26, 2021): 185–98. http://dx.doi.org/10.47745/erjog.2020.04.14.

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The present study follows the relationship between the employer brand identity of Romanian IT companies and the employee expectations of the workforce employed in the IT sector. The expectations of employees interested in the Romanian IT sector were summarized on the basis of a review of the international and Romanian literature. The examination of the employer brand identity of Romanian IT companies was based on a combined content analysis of the websites of 110 Romanian IT companies. Based on the analysis, it can be concluded that the talented workforce is looking for a job where its employee expectations are met to the greatest extent. Results also show that almost half of the Romanian IT companies barely take into account employee needs from different segments of the workforce. The study can be a starting point for brand managers working on employer brand design and development in the IT sector.

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Abel, Murad. "The Social And Financial Benefits Of Developing Employee Satisfaction." International Journal of Management & Information Systems (IJMIS) 17, no. 2 (March 27, 2013): 83. http://dx.doi.org/10.19030/ijmis.v17i2.7711.

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Organizations continually seek to create greater efficiencies, employee engagement and organizational development opportunities. Increasing employee satisfaction allows for reduced labor costs and increase efficiencies. Satisfied employees use multiple paths of information to determine their interests in engagement which range from employer-employee relationships to compensation. The more satisfied employees are the more likely organizations will be able to capitalize on intellectual capital to navigate environmental challenges while contributing to their bottom lines.

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Näswall, Katharina, Sanna Malinen, Joana Kuntz, and Morgana Hodliffe. "Employee resilience: development and validation of a measure." Journal of Managerial Psychology 34, no. 5 (July 1, 2019): 353–67. http://dx.doi.org/10.1108/jmp-02-2018-0102.

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Purpose The purpose of this paper is to introduce a new measure of employee resilience. Employee resilience is a key capability enabling employees to manage and adapt to continually changing circumstances. While there is an increasing body of research on how to best promote resilience among employees in organizations, the measurement of the construct has received less research attention. The measure introduced in this paper focuses on employee resilience as a work-related capability that can be developed. Design/methodology/approach This paper presents three survey-based studies describing the development of a new measure, the Employee Resilience Scale and its preliminary validation. Study 1 concerns the scale development and testing, along with a confirmatory analysis of the measurement structure in a different sample. Study 2 investigates the discriminant validity of the scale in relation to a well-known measure of personal resilience, the Connor–Davidson Resilience Scale. Study 3 was concerned with work-related outcomes of employee resilience (e.g. job engagement). Findings Support was found for the unidimensionality of the scale in Study 1. Study 2 showed a clear differentiation between the two measures of resilience: employee resilience and personal resilience, supporting the discriminant validity of the measure. Study 3 provided evidence for the criterion-related validity of the scale. Research limitations/implications The three studies presented here provide preliminary support that the Employee Resilience Scale can be used to measure resilience among employees. Originality/value While the concept of employee resilience has gained attention in the literature, a measure of the construct has lacked. The study presents a valid measure of employee resilience which can be used to diagnose and develop a more adaptive workplace.

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Hill, Elizabeth T. "Postsecondary technical education, performance and employee development: A survey of employers." Economics of Education Review 8, no. 4 (January 1989): 323–33. http://dx.doi.org/10.1016/0272-7757(89)90018-6.

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Филипова, Ирина, and Irina Filipova. "Settlement of Labour Disputes through Mediation: Current Status of Legislation, its Practical Application and Development Perspectives." Journal of Russian Law 4, no. 6 (May 30, 2016): 0. http://dx.doi.org/10.12737/19769.

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Russian legislation envisages the possibility of using mediation in labour disputes. At the same time, in practice mediation in labour disputes is rarely used. In legal literature, different reasons of this situation are identified: reluctance of the parties to pay for mediation, distrust of the mediator, absence of demand for mediation. It is important to understand that an employee is usually the initiator of a labour dispute. The author of this article believes that scarce application of mediation in the settlement of labour disputes lies in the high level of employees’ guarantees and rights in the Russian labor law and civil procedural law. First of all, the Labour Code provides plenitude of employee´s rights. If the employer violates these rights, the employee can go to court; the court will require the employer to restore the employee’s violated rights. Secondly, the employee is exempt from payment of judicial expenses. Thirdly, the employee may apply to the State Labour Inspectorate and the Prosecutor´s Office. Thus, the employee does not need the mediation procedure. It is more useful for employers, but employers have little knowledge about mediation. Foreign experience shows that for successful implementation of mediation in practice it is necessary to introduce the concept of mediation in labour legislation.

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Fulda, Joseph S. "THE ENTREPRENEURIAL EMPLOYEE." Economic Affairs 28, no. 3 (September 2008): 70–71. http://dx.doi.org/10.1111/j.1468-0270.2008.00850.x.

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Dewi, Putu Elsa Oktavia, I. Ketut Astawa, Ni Made Ernawati, and I. Ketut Suarta. "The Impact of Hotel Staff Appraisal to Career Development." International Journal of Green Tourism Research and Applications 1, no. 1 (December 23, 2019): 73–84. http://dx.doi.org/10.31940/ijogtra.v1i1.1632.

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The purpose of this research is to analyze the impact of staff appraisal to the employee career development and how to manage employee career development at a 5-star hotel ini Nusa Dua, Bali. The data used in this research are quantitative data and qualitative data obtained from passive participation observations, obviously or disguised observations, interview, documentation, literature review, and secondary data named Performance Management Objectives. After obtaining the data then tested the validity test and reliability test used SPSS 17. From the 391 employees were taken 198 samples respondents (hotel employees) using Slovin method. The data analysis technique used is Descriptive Statistics Analysis and Qualitative Descriptive Analysis. The results reveal that staff appraisal gave a positive impact to the employee career development. It is because the staff appraisal assists in employee career development and it can be used by the employees as a reference of their performance. Thus, the staff appraisal using Performance Management Objectives has an impact on employee career development through the promotion process which is 12 employees of the hotel are doing promotion in 2019.

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Tanwar, Karnica, and Asha Prasad. "Employer brand scale development and validation: a second-order factor approach." Personnel Review 46, no. 2 (March 6, 2017): 389–409. http://dx.doi.org/10.1108/pr-03-2015-0065.

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Purpose The purpose of this paper is to conceptualise, develop and validate a scale to measure the employer brand from the perspective of existing employees. Design/methodology/approach The methodology entailed the compilation of a literature review and conduction of qualitative interviews to generate items. Five employer brand dimensions have been derived through exploratory factor analysis and further validated through confirmatory factor analysis by using a separate data of 313 employees. Also, the employer brand has been specified as a second-order factor that is determined by five first-order factors. Findings A final 23-item EB scale covering five dimensions of the employer brand has been developed. The dimensions identified are: a healthy work atmosphere, training and development, work-life balance, ethics and corporate social responsibility, and compensation and benefits. Also, the higher order measurement model suggests that employer brand is most influenced by the “healthy work atmosphere” dimension. These dimensions reflect the perceptions of existing employees regarding their organisation. The scale is found to be psychometrically sound for measuring the employer brand. Practical implications The scale is useful for both researchers and practitioners. A deeper insight into the dimensions may help managers to identify their impact on organisational outcomes like employee satisfaction, employee retention, commitment and productivity. Also, organisations can measure the perceptions of employees for identifying improvement gaps and developing effective attraction and retention strategies. The scale also provides researchers with a sought-after conceptualisation of employer brand. Originality/value The authors believe that the study is the first of its kind wherein the employer brand has been modelled as a second-order factor from the perspective of the existing employees.

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Crane, Bret, and Christopher J. Hartwell. "Developing Employees’ Mental Complexity: Transformational Leadership as a Catalyst in Employee Development." Human Resource Development Review 17, no. 3 (June 14, 2018): 234–57. http://dx.doi.org/10.1177/1534484318781439.

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As organizations grapple with greater complexity in the competitive business environment, more work is needed to understand how to create a human capability equal to the challenge. Research on adult learning suggests that increasing mental complexity, an individual’s system for processing information and making sense of their environment, can be a valuable way to help individuals become more adaptive in a complex environment and enhance performance. While there is evidence that this human capability can grow over time, individual growth does not come without considerable effort, and such growth can be facilitated by the right contextual factors. In this article, we examine the role of leaders in employee development. Synthesizing literature from adult learning and transformational leadership, we lay out a theoretical framework for why transformational leadership and its corresponding behaviors can serve as a mechanism to encourage developmental movement within an employee and increase mental complexity. We discuss the implications for human resource development.

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Xiao, Hongjun, Ying Shi, and Arup Varma. "The effects of employee stock ownership plans on career development in a new era." Career Development International 24, no. 5 (September 9, 2019): 453–74. http://dx.doi.org/10.1108/cdi-05-2018-0126.

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Purpose China’s workforce is currently experiencing increased career-related stress. Employee stock ownership plans (ESOPs) may be used to help employees overcome these challenges. Little is known about how ESOPs affect employee career development. The purpose of this paper is to investigate the relationship between ESOPs and employee career sustainability and provide guidance for corporate management. Design/methodology/approach The authors employed a multiple linear regression model using a sample of 614 companies that implemented ESOPs between July 2014 and September 2017. Findings Employees’ career development benefited when ESOP funds originated from employee compensation and self-raised funds, and when the plan’s stock came from a source other than the secondary market. Career development also improved when employees and senior executives held a higher proportion of a firm’s total shares. In addition, the benefits to employee career development were greater in manufacturing enterprises, non-state-owned enterprises, and in Southern China. Research limitations/implications This study combined individual and organization research using person–organization fit theory and demonstrated that well-designed ESOPs are beneficial for career stability and sustainability. This work was based on data from Chinese companies; future studies could usefully investigate the effects of ESOPs in other countries and their particular impact in technology-intensive industries. Practical implications Decision makers in firms or government can use ESOPs to address employees’ career-related stress and challenges, especially during industry transformation. Originality/value The paper fills a gap in ESOPs research by showing the positive effects of ESOPs on career development.

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Nwali, Ndidi, and Moses Adekunle. "Does Training and Development Impact the Employee Performance or another Ritual." Applied Journal of Economics, Management and Social Sciences 2, no. 1 (August 21, 2021): 42–48. http://dx.doi.org/10.53790/ajmss.v2i1.11.

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Today’s competitive business environment requires that for organizations to survive the fierce competition in the business environment, the organization must invest heavily on human resources training and development to stay up-to-date on the best industry business practices across the globe. One such way to improve and increase the available skill sets, knowledge, and capabilities of the employee to meet all the important needs of the organization customers is through training and development. Thus, this study evaluates the impacts of training and development on employee performance using quantitative research methods. To achieve the objectives of the study, the research a quantitative research design was employed, and a questionnaire research instrument was used in collecting relevant data from either owners or managers of 260 Small and Medium Scale Enterprises in Lagos Nigeria. The study concludes that both off-the-job and on-the-job training are effective towards improving employee performance and that training and development not only improves the skill set of the employees but also a source of motivation for the employees.

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Kuftyrev, I. G. "Employee Development as Social and Economic Precondition of Russia’s Transition to Innovation-based Type of Development." MGIMO Review of International Relations, no. 3(30) (June 28, 2013): 205–11. http://dx.doi.org/10.24833/2071-8160-2013-3-30-205-211.

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The article’s focus is the employee development as an economic category viewed simultaneously as a result and a precondition of becoming innovation-based economy. A quantitative criterion based on the economies of working time and defining social and economic efficiency of innovations is introduced. The author suggests that the investments into the human capital is a critical factor of employee development and a milestone of a new paradigm of partnership between an employer and an employee

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Ye, Qingyan, Zhu Yue, Chang Li, Weize Huang, Yongyue Wang, Jiangpei Xie, and Yanghua Jin. "The Influence of Perceived Investment in Employee Development on Employee Entrepreneurship." Academy of Management Proceedings 2020, no. 1 (August 2020): 15347. http://dx.doi.org/10.5465/ambpp.2020.15347abstract.

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Schrag, Brian. "The Moral Significance of Employee Loyalty." Business Ethics Quarterly 11, no. 1 (January 2001): 41–66. http://dx.doi.org/10.2307/3857868.

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Abstract:Expectations and possibilities for employee loyalty are shifting rapidly, particularly in the for-profit sector. I explore the nature of employee loyalty to the organization, in particular, those elements of loyalty beyond the notion of the ethical demands of employee loyalty. I consider the moral significance of loyalty for the employee and whether the development of ties of loyalty to the work organization is in fact a good thing for the employee or for the employer. I argue that employees have a natural inclination to extend loyalty to the organization and that organizations consequently have an obligation to make clear to employees the degree to which the organization will recognize and reward employee loyalty.

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Murphy, Anthony, and Eric Strobl. "Employer and Employee Ignorance in Developing Countries: The Case of Trinidad and Tobago." Review of Development Economics 12, no. 2 (May 2008): 339–53. http://dx.doi.org/10.1111/j.1467-9361.2008.00446.x.

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Park, Chol-Jung, Soo-Yong Kim, and Minh V. Nguyen. "Fuzzy TOPSIS Application to Rank Determinants of Employee Retention in Construction Companies: South Korean Case." Sustainability 13, no. 11 (May 21, 2021): 5787. http://dx.doi.org/10.3390/su13115787.

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Employee retention is becoming a major concern in organizational management. To maintain business’ competitive advantages, companies need to keep employees working for their organizations. Thus, many firms are trying to find out how to retain their employees. This study aims to investigate determinants of employee retention of South Korean construction employees. From the review of the literature and discussions with industrial practitioners, eight significant determinants affecting employee retention in South Korean construction firms are identified. The fuzzy technique for order of preference by similarity to ideal solution (TOPSIS) is employed to prioritize the identified determinants. The fuzzy TOPSIS analysis shows that personal characteristics, personal development, promotion opportunities, and work-life balance are the four most critical determinants. Construction firms are suggested to focus on these determinants to improve employee retention rates within their companies and achieve sustainable development.

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Akhtar, M. Ramzan. "An Islamic Framework for Employer-Employee Relationships." American Journal of Islam and Society 9, no. 2 (July 1, 1992): 202–18. http://dx.doi.org/10.35632/ajis.v9i2.2555.

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IntroductionIslamic teachings envisage a balanced society achieved through thefunctioning of Islamic institutions. This paper visualizes three main institutions:ukhiwah, ‘adl, and ihsan. Ukhuwah (brotherhood) promotes the bonds ofbrotherhood, and ‘adl (justice) enforces a system of individual and socialobligations. Islam stresses the importance of meeting one’s obligations, becauseeach obligation has its corresponding right. Thus, an individual’s effort to meethidher obligations leads to the fulfillment of everyone’s rights. This does notmean that Islam forbids one from demanding hidher rights, even though thisdemand does pose a problem related to human nature: an individual wants his/herrights and also some part of another person’s rights. Therefore, one group’sdemand for its rights tends to encroach upon the rights of another group, whichcauses social friction and disorder. The institution of ihsan (benevolence) goesone step further: it exhorts individuals to forego their rights for the sake of others,which is considered an act of piety.This paper will study employer-employee relationships in the light of thethree institutions mentioned above. A framework for conducting employer-employeerelationships is formulated and is then used to determine, from theIslamic point of view, the proper wages. The findings of this paper show thatan economically efficient and equitable wage structure can evolve within thisframework and that such a wage structure would promote the parties’ mutualrelationships which, in turn, would lead to industrial peace.The body of the paper is organized as follows: a review of the existingliterature on the subject, the development of an Islamic framework for employer-employeerelationships, a discussion of the Islamic approach to wagecompensation, and some concluding remarks ...

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Sinaga, Marida, and Setyo Riyanto. "TRAINING AND DEVELOPMENT TO IMPROVE EMPLOYEE PERFORMANCE." ECOBISMA (JURNAL EKONOMI, BISNIS DAN MANAJEMEN) 8, no. 2 (June 21, 2021): 66–71. http://dx.doi.org/10.36987/ecobi.v8i2.2153.

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Human resources (HR) is an important aspect in supporting the sustainability of business activities in the company. A company can increase work productivity if there is good cooperation and a reciprocal relationship between the company's management and its employees. One way is to conduct training and development programs for employees. The achievement of an organization's goals depends on the performance of its employees. If a company wants the advantage of competing through human resources (HR), then it must contain the concept of training and development of human resources on an ongoing basis. Based on several journals and research studied, it can be concluded that training and development conducted by organizations or companies have a positive influence on improving employee performance.Keyword: Human resources, Training, Development, Employee, Performance

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Ali, Muhammad, Muhammad Usman Ghani, and Basharat Raza. "Linking Human Resource Practice with Work Happiness Through Employee Resilience: Evidence from Pakistan." Global Regional Review IV, no. III (September 30, 2019): 82–91. http://dx.doi.org/10.31703/grr.2019(iv-iii).10.

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It is very important for the organization to keep its intellectual resources updated and ready for uncertain situations. This study aimed to explore the direct association between HR practices i.e. (job design, information flow, employee development, and employee benefits) and work happiness, and mediating role of employee resilience as well. The data were collected from 315 employees through self-administered questionnaires working in public and private sector banks of Lahore, Pakistan. The structural equation modeling analysis was employed for hypotheses testing. The result showed that HR Practices i.e. (job design, information flow, employee development, and employees benefits) were positively directly related to work happiness. HR practices also had indirect effect on work happiness through employee resilience. This study provided initial empirical evidence regarding the intervening effect of employee resilience among the association of HR practices and work happiness. The studys future directions and limitations are debated, further industry implications are also discussed.

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Tauba, Mariam, and Andrew Kimwolo. "Development Idiosyncratic Deals and Employee Performance." SEISENSE Journal of Management 4, no. 3 (May 7, 2021): 63–72. http://dx.doi.org/10.33215/sjom.v4i3.628.

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Employee performance has been at the helm of academic research over the years. The changing nature of work has unearthed several antecedents of job performance. The purpose of this study was to examine employee performance through the development of Idiosyncratic deals and Leader-Member-Exchange-quality lens of antecedents. The study is anchored on the social exchange theory. The hypotheses were tested on a sample of 325 employees of ICT firms in Uganda, using a cross-sectional survey. Three hundred two responses were used for analysis after cleaning of data. The direct hypotheses were tested using correlation analysis, while the mediation was tested using the Hayes Process macro model 4. The results supported the relationship between development idiosyncratic deals and employee performance and LMX quality and employee performance. This study found a significant mediating role of LMX-quality on the relationship between development idiosyncratic deals and employee performance. The study made contributions to the literature on idiosyncratic deals, employee performance, leader-member exchange quality as well, as the Social exchange theory. The study recommends adopting good quality LMX relationships to enhance the role of development idiosyncratic deals on employee performance among ICT firms.

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Khan, Sadaf, Shikha Mishra, and S. A. Ansari. "Role of organizational culture in promoting employee development." Linguistics and Culture Review 5, S3 (October 28, 2021): 585–95. http://dx.doi.org/10.21744/lingcure.v5ns3.1630.

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The review paper attempts a review and summarization of the existing literature available on organizational culture and employee development. Employee development is seen as an asset for the organizations, which arises from within the organization and is build by the organizational culture. The paper has shown that a positive and direct relationship exists between organizational culture and development of an employee. Employee development is dependent on the culture of the organization and that organizational culture is instrumental in building mental health of the employees.

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Journal articles on the topic 'Employee development'

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