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Relevant bibliographies by topics / Employee management

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Academic literature on the topic 'Employee management'

Author: Grafiati

Published: 4 June 2021

Last updated: 31 July 2024

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Journal articles on the topic "Employee management"

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Rishabh Bajpayi. "Employee Management System." International Journal for Modern Trends in Science and Technology 6, no. 12 (December 13, 2020): 225–34. http://dx.doi.org/10.46501/ijmtst061242.

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Employee management system is an application based system, having two applications developed, one for employers to manage employee details and another for employees to mark their attendance. Every organisation whether government or private uses an information system[2.] to store data of their staff. However, in India it is found that many small scale industries use pen and paper to keep a record. However, there are many advanced technology systems available that can do this work but they all are costly for these low level industries. This paper discusses making a system for solving problems for them at a cheaper cost. This system will mark attendance of each employee and calculate the salary of them at the end of month. It also calculates overtime and total working hours of each employee. As in small scale each company has their own holidays preference and variable week off for employees, so all this power is given to the employer to manage holidays and week days of each employee separately. It saves lots of time and has no error in pay calculation hence preventing clashes between HR Team and employees. So that both employer and employee can focus on their work to develop their company.

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Stanfield, Charles R. "Employer management of employee health plans." American Journal of Health-System Pharmacy 47, no. 9 (September 1, 1990): 2053–55. http://dx.doi.org/10.1093/ajhp/47.9.2053.

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Kunerth, Bernard, and Richard Mosley. "Applying employer brand management to employee engagement." Strategic HR Review 10, no. 3 (April 19, 2011): 19–26. http://dx.doi.org/10.1108/14754391111121874.

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Mohanty, Sourav. "Individualized employee engagement or collaborative employee relations: insights on leadership strategies to manage employees in the UK market." Problems and Perspectives in Management 16, no. 3 (September 7, 2018): 366–76. http://dx.doi.org/10.21511/ppm.16(3).2018.29.

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Leadership can be defined as the ability of an individual to lead or guide other people, teams or organizations. There have been many theories related to this topic including the characteristics of leaders, their situational communication, purpose, performance, authority, vision and mission, charm and presence of mind. The main types of employee engagement discussed in this study are individualized employee engagement and collaborative employee engagement in the context of the UK. This study mainly seeks to investigate the insights of employees and leaders on different leadership strategies to manage employees in the UK-based MNCs. Descriptive and inferential analysis was performed so as to ascertain the influence of two different leadership strategies – Individualized Employee Engagement (IEE) and Collaborative Employee Relations (CER) – on effective employee management. It was validated from findings in this study that employees and leaders both prefer and believe that individualized employee engagement leads to better and effective employee management.

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Van Buren, Harry J., and Michelle Greenwood. "Enhancing Employee Voice: Are Voluntary Employer–Employee Partnerships Enough?" Journal of Business Ethics 81, no. 1 (September 27, 2007): 209–21. http://dx.doi.org/10.1007/s10551-007-9489-y.

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Walker, Bernard, and Robert T. Hamilton. "Employee-Employer Grievances: A Review." International Journal of Management Reviews 13, no. 1 (January 21, 2011): 40–58. http://dx.doi.org/10.1111/j.1468-2370.2010.00283.x.

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Dr. C. Swarnalatha, Dr C. Swarnalatha, and T. S. Prasanna T. S. Prasanna. "Performance Management and Employee Engagement." Indian Journal of Applied Research 2, no. 3 (October 1, 2011): 132–36. http://dx.doi.org/10.15373/2249555x/dec2012/40.

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Holtzhausen, Lida, and Lynnette Fourie. "Employees' perceptions of company values and objectives and employer‐employee relationships." Corporate Communications: An International Journal 14, no. 3 (August 7, 2009): 333–44. http://dx.doi.org/10.1108/13563280910980104.

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Pulce, Ramona. "The employer/employee win/win partnership." Nurse Leader 3, no. 5 (October 2005): 10–11. http://dx.doi.org/10.1016/j.mnl.2005.08.002.

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Dwivedi, Dr Savita. "Employee Performance Management." International Journal for Research in Applied Science and Engineering Technology 9, no. VIII (August 5, 2021): 8–19. http://dx.doi.org/10.22214/ijraset.2021.37198.

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Dissertations / Theses on the topic "Employee management"

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Lundstedt, Melissa. "The evolution of employer/employee relationships." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1995. http://www.kutztown.edu/library/services/remote_access.asp.

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Kanchev, Kancho. "Employee Management System." Thesis, Växjö University, School of Mathematics and Systems Engineering, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-1048.

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This report includes a development presentation of an information system for managing the staff data within a small company or organization. The system as such as it has been developed is called Employee Management System. It consists of functionally related GUI (application program) and database.

The choice of the programming tools is individual and particular.

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Holtzhausen, Lida. "Employee perceptions of symbolic corporate identity elements and employer-employee relationships at Lonmin Platinum / L. Holtzhausen." Thesis, North-West University, 2007. http://hdl.handle.net/10394/769.

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Large multi-national corporations experience more and more pressure to maintain good relationships with their stakeholders, including employees. Concurrent with this, the focus of Corporate Communication management has shifted from pure communication management to relationship management. Lonmin Platinum, a mining company within the South African mining and minerals sector is no exception in this regard. In fact, due to the apartheid legacy and government regulations that are aimed at safety and equity, it is especially difficult to manage employee relationships in the mining industry. Apart from historical and environmental factors, Lonmin Platinum's task is further complicated by its diverse work-force. At the time of the study the work-force of approximately 20 000 employees consisted of literate, semiliterate and illiterate employees. In addition, the company comprised five business units, each with their own corporate identity. In order to manage relationships effectively, a company needs to understand the nature and quality of its relationships as well as which factors might influence its stakeholder relationships. Studies have already indicated that a company's corporate identity can contribute to the stakeholders' images of the company. Over time, the image impacts on the company's reputation and consequently on the stakeholders' relationships with the company. In the case of a company such as Lonmin Platinum, with an endorsed corporate identity, it can be expected that corporate identity will also play a role in the nature and quality of relationships, including employee relationships. Previous studies have investigated the link between corporate identity and relationships focussing on communication, and on behaviour elements of identity. Up until now, no examples of research of the possible influence of symbolic corporate identity elements on relationships in the South African mining industry could be traced. Against this background, the following research question was asked: What is the relationship between employees' perceptions of symbolic corporate identity elements and employer-employee relationships at Lonmin Platinum? Semi-structured interviews, focus group interviews and quantitative questionnaires were applied as data collection methods. The results confirmed that Lonmin Platinum did not have a good relationship with its employees in general. The lack of trust was seen as one of the most apparent problems. It also seemed that the employees did not understand the company's endorsed corporate identity. They, for example, did not understand the company structure and identified themselves more with the symbolic corporate identity of their respective business units than with the company itself. With regard to the correlation between symbolic corporate identity and relationships, this study indicated a relationship between employees' perceptions of how effective the company reached it objectives and the quality of its employee relationships. Company objectives, such as a safe working environment, a healthy working environment, socioeconomic empowerment and accountability, as well as a company that unites its workforce and creates a family feeling amongst the employees impacted most on employee relationships.
Thesis (Ph.D. (Communication Studies))--North-West University, Potchefstroom Campus, 2008.

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Karsnia, Elizabeth J. "Best practices for employee engagement." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009karsniae.pdf.

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Pinet-Eve, Alexander. "Employee-share-ownership : Human Resources Management and employees behavioural outcomes." Thesis, Umeå universitet, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-182865.

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Employee share ownership (ESO) is widely defended as a competitive organisational structure to increase organisational productivity through higher labour performance. Research on the relationship between ESO and labour performance produced mixed results when looking at the commitment and labour turnover. With more than 50% of all companies in Europe providing ownership to their employee, this research studies how ESO influence the labour performance building from previous research on Human Resource Management and employees’ behavioural outcomes. This study uses a quantitative design to analyse French workers' labour performance and compare the results between employees' owners and non-owners. Extrinsic and instrumental satisfaction resulting from HRM policies were considered to influence employees’behavioural outcomes. Finally, these satisfaction indicators were tested for moderation between ESO and the behavioural outcomes.This research finds a significant relationship between ESO and commitment. Moreover, extrinsic, and instrumental satisfaction predicted commitment. Only extrinsic satisfaction resulted in a decrease in employee's intention to turnover. Results show that instrumental satisfaction moderates the relationship between ESO and commitment, such as employees in an organisation with ESOwill exhibit more significant commitment as their employers increase their ability to be autonomous and participate in decision-making. However, the results defend that extrinsic satisfaction is a more significant predictor for turnover and instrumental satisfaction for commitment than ESO. These results suggest that ESO cannot systematically explain increased commitment and lower intention to turnover, as the behavioural outcomes change depending on how the organisation supports their employee’s satisfaction and that the employees' values and beliefs are different in ESO compared to employees in traditional organisations.

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Hall, Marvin D. "Relationship between Employee Development, Employee Burnout, and Employee Turnover Intentions." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6571.

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Employee turnover is a concern for the highway maintenance leaders in the construction industry because employees with turnover intentions may exhibit decreased commitment and increased cynicism towards the organization, which may affect business profits. The purpose of this correlational study was to examine the relationship between employee development, employee burnout, and employee turnover intentions in highway maintenance organizations in the United States. Hobfoll's conservation of resources theory was the framework for this study. A convenience sampling of participants, which included a target audience who accessed the paper-based surveys from 6 field offices and the central office building within the northwestern region of Pennsylvania, returned 68 useable surveys for a response rate of approximately 33%. The data from the 68 participants were analyzed using multiple linear regression analysis. The population for the study consisted of supervisors, foremen, executive staff, and full-time management personnel. Results of the multiple linear regression analysis indicated a statistically significant relationship between employee development and employee turnover intentions (p < 0.05, Î² = 0.360) and between employee burnout and employee turnover intentions (p < 0.05, Î² = 0.512). The results of this study may contribute to positive social change by reducing employee turnover in the construction industry, keeping skilled employees within local communities, and helping employees accomplish career goals while increasing economic value. Highway maintenance leaders could use the money saved from turnover to invest in employee development and employee wellness programs.

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Boyd, Jesse J. "Voluntary Employee Turnover: Retaining High-Performing Healthcare Employees." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3931.

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Voluntary employee turnover in the healthcare industry is one of the most expensive and disruptive business problems that healthcare organizations encounter. Healthcare organizations can expect employee replacement costs to represent up to 150% of a departing employee's annual salary in new employee acquisition and decreased productivity. Guided by the leader-member exchange theory, the purpose of this single case study was to explore the strategies healthcare managers used to retain high-performing healthcare employees. Using semistructured interviews, the targeted population encompassed 6 healthcare managers from a healthcare organization in Central Texas who have demonstrated successful strategies for retaining high-performing healthcare employees by maintaining a 90% retention rate for a 12-month period. Organizational documents were reviewed, including reports of managers' retention rates and number of employees per manager, for a 12-month period. Data were coded, analyzed into themes via Yin's 5-step method, triangulated, and then subjected to member checking to bolster the trustworthiness of interpretations. Two major themes were revealed: employee engagement and leadership style. Participants noted that their employees were their priority and practiced participatory leadership to gain trust, loyalty, and commitment. The findings may promote positive social change by providing healthcare managers with information on successful strategies for retaining high-performing healthcare employees, which could reduce unemployment rates, stabilize families, and improve employees' work-life balance outside their organizations.

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Marchington, M. P. "The management of employee relations." Thesis, University of Manchester, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.493153.

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Karas, Melissa M. "Recruitment and retention from a to z variables for all organizations to consider /." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 2005. http://www.kutztown.edu/library/services/remote_access.asp.

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Thesis (M.P.A. )--Kutztown University of Pennsylvania, 2005.
Source: Masters Abstracts International, Volume: 45-06, page: 2945. Typescript. Abstract precedes thesis as 1 leaf ( iii ). Includes bibliographical references (leaves 70-72 ).

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Johnson-Hoffman, Vernessa Lashawn. "Employer Strategies for Improving Employee Work-Life Balance." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7304.

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Senior leaders who fail to implement work-life balance strategies may experience reduced profits and sustainability challenges. This single case study explored employers' strategies for improving employee work-life balance. The population for the study included 4 senior leaders of a hospice care agency in North Carolina who successfully implemented employee work-life balance strategies. Data were collected from semistructured interviews and from the review of company documents, website, and social media pages. The conceptual framework for the study was the transformational leadership theory. The trustworthiness of interpretations was supported by member checking. Four themes emerged from inductive analysis of the data: a supportive work environment promotes employee work-life balance, leadership trust is key to the success of employee work-life balance, work-life balance programs minimize stress and improve employee job satisfaction, and flexibility and remote work options increase employee work-life balance. Implementing work-life balance strategies in an organization may increase employee morale, employee productivity, and quality of work life. The application of the findings of this study may contribute to positive social change by providing insights for senior leaders on the implementation of strategies to achieve work-life balance to increase workplace sustainability and meet the physiological and psychological needs of employees as well as contribute positively to the communities and the organizations served.

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Books on the topic "Employee management"

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House, Commerce Clearing, ed. Employee benefits management. Chicago, Ill. (4025 W. Peterson Ave., Chicago 60646): Commerce Clearing House, 1990.

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MacDorman, Littleton C. Transit employee attendance management. Washington, D.C: Urban Mass Transportation Administration, 1988.

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1931-, Torrington Derek, and Institute of Personnel and Development., eds. Employee resourcing. London: Institute of Personnel and Development, 1991.

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Voth, Eric R. The new owner: Making the transition from employee to employer. Homewood, IL: Business One Irwin, 1993.

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DeCenzo, David A. Employee benefits. Englewood Cliffs, N.J: Prentice Hall, 1990.

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Anderson, Neil, and Ute Hülsheger. Employee Selection and Performance Management. 1 Oliver's Yard, 55 City Road, London EC1Y 1SP United Kingdom: SAGE Publications Ltd, 2008. http://dx.doi.org/10.4135/9781446261507.

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Fahy, Majella. Quality management and employee relations. Dublin: University College Dublin (Centre for Quality & Services Management), 1995.

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Georgiades, Stavros. Employee Engagement in Media Management. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-16217-1.

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Health, Manitoba Manitoba. Effective performance management: Employee guide. [S.l.]: Manitoba Health, 1986.

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Charnov, Bruce H. Management report: Appraising employee performance. Westbury, N.Y: Caddylak Pub., 1985.

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Book chapters on the topic "Employee management"

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Brewster, Chris. "Management." In Employee Relations, 19–34. London: Macmillan Education UK, 1989. http://dx.doi.org/10.1007/978-1-349-20139-6_2.

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Brewster, Chris. "Management Policies." In Employee Relations, 146–59. London: Macmillan Education UK, 1989. http://dx.doi.org/10.1007/978-1-349-20139-6_9.

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Pawłowska, Anna. "New employer-employee relations." In Flexible Human Resource Management and Vocational Behaviour, 32–46. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003329930-4.

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Graskemper, Joseph P. "Employee Management." In Professional Responsibility in Dentistry, 171–77. West Sussex, UK: John Wiley & Sons, Ltd., 2013. http://dx.doi.org/10.1002/9781118785584.ch23.

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Henderson, John. "Employee Management." In The Facility Manager’s Guide to Safety and Security, 183–96. Boca Raton : Taylor & Francis, CRC Press, 2016.: CRC Press, 2017. http://dx.doi.org/10.1201/b21641-15.

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Kurec, Anthony S. "Employee Selection." In Clinical Laboratory Management, 293–308. Washington, DC, USA: ASM Press, 2014. http://dx.doi.org/10.1128/9781555817282.ch15.

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Steele, John C. H. "Employee Needs." In Clinical Laboratory Management, 232–42. Washington, DC, USA: ASM Press, 2014. http://dx.doi.org/10.1128/9781555817282.ch9.

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Wessling, Harry. "Employee Relationship Management." In Network Relationship Management, 75–142. Wiesbaden: Gabler Verlag, 2002. http://dx.doi.org/10.1007/978-3-322-82384-7_3.

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Schweizer, Lars, and Eva Maria Katharina Koscher. "Employee Downsizing." In Encyclopedia of Sustainable Management, 1313–16. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-25984-5_362.

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Odriozola, María D., Ignacio Llorente, and Elisa Baraibar-Diez. "Employee Engagement." In Encyclopedia of Sustainable Management, 1317–25. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-25984-5_1126.

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Conference papers on the topic "Employee management"

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Xia, Huang, and Liu Yang. "The Employer Branding and Employee Performance." In 2010 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2010. http://dx.doi.org/10.1109/iciii.2010.609.

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Widyana, Suci Fika, Tjutju Yuniarsih, Eeng Ahman, and Disman. "Employer Branding Strategy to Increase Employee Engagement." In 5th Global Conference on Business, Management and Entrepreneurship (GCBME 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210831.118.

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Kulachai, Waiphot, Piya Narkwatchara, Pralong Siripool, and Kasisorn Vilailert. "Internal communication, employee participation, job satisfaction, and employee performance." In 15th International Symposium on Management (INSYMA 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/insyma-18.2018.31.

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"The Role of Employee Relations Management in Improving Employee Performance." In 20th European Conference on Knowledge Management. ACPI, 2019. http://dx.doi.org/10.34190/km.19.267.

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Liu, Suxia, Qiang Mei, Bin Shen, and Zanzan Zhang. "Games on Production Safety between Employer and Employee without and with Government Regulation." In 2009 International Conference on Information Management, Innovation Management and Industrial Engineering. IEEE, 2009. http://dx.doi.org/10.1109/iciii.2009.55.

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Gričnik, Ana Marija, Matjaž Mulej, and Simona Šarotar Žižek. "Sustainable Human Resource Management." In 7th FEB International Scientific Conference. University of Maribor, University Press, 2023. http://dx.doi.org/10.18690/um.epf.3.2023.35.

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Sustainable HRM (SHRM) is a new approach to people management, focusing on long-term HRM, regeneration, and renewal. It helps firms attract and retain high-quality employees: by integrating SHRM practices into their employee value proposition, firms establish unique, attractive employer brands. Socially Responsible HRM, Green HRM, Triple Bottom Line HRM, and Common Good HRM are types of SHRM. Especially these characteristics of SHRM matter: Long-term orientation, care for employees, environment, profitability, employee participation and social dialogue, employee development, external partnership, flexibility, compliance beyond labor regulations, employee cooperation, fairness, equality. SHRM is based on sustainable HR policies, such as management of employment relationships, prevention, health and safety at work, training and continuous development, diversity and equal opportunities, fair remuneration and social benefits, communication, transparency, social dialogue, attraction, and retention of employees, work–family balance. The paper presents a possible requisitely holistic model of SHRM.

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Robak, Elżbieta. "Employee well-being versus remote work – opinions of the Generation Z employees." In 12th International Conference on Management 2023. Czestochowa: The Publishing Office of Czestochowa University of Technology, 2023. http://dx.doi.org/10.17512/cut/9788371939563/37.

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An, Lu. "Management of knowledge employee performance." In 2nd International Conference on Management Science and Industrial Engineering (MSIE 2013). Paris, France: Atlantis Press, 2013. http://dx.doi.org/10.2991/msie-13.2013.129.

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Haney, Samuel, Ashwin Machanavajjhala, John M. Abowd, Matthew Graham, Mark Kutzbach, and Lars Vilhuber. "Utility Cost of Formal Privacy for Releasing National Employer-Employee Statistics." In SIGMOD/PODS'17: International Conference on Management of Data. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3035918.3035940.

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Li, Wenwu. "On D Enterprise Employee Relations." In 8th International Conference on Education, Management, Information and Management Society (EMIM 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/emim-18.2018.55.

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Reports on the topic "Employee management"

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Mondak, Christine. Multi-State Dairy Employee Management Workshops. Ames (Iowa): Iowa State University, January 2011. http://dx.doi.org/10.31274/ans_air-180814-947.

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Saxby, Peter. Non-financial incentives and their application to enhance motivation and productivity in mining industry employees. Edited by Ernesto Bonafé. University of Dundee, 2024. http://dx.doi.org/10.20933/100001307.

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The mining industry is experiencing challenges in attracting and retaining sufficient skilled employees to meet strategic aims and production objectives, despite offering relatively high financial incentives. Human resources management theory indicates that many factors contribute to employee motivation and job satisfaction, and that these in turn influence performance and employee turnover. Although financial rewards are recognised as major motivating factors in mining employee job satisfaction, non-financial motivators are also desired. This paper examines the use of non-financial incentives to improve performance and productivity in mine operational employees and identifies incentives that could achieve these goals. With few studies focusing on non-financial methods of improving personnel performance in mining, studies from other industries are considered and applied to the mining industry. The paper finds non-financial incentives are likely to increase the motivation of employees in the mining industry, and that incentives which improve the employee’s workplace experience are particularly desired.

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Hoffman, Mitchell, and Steven Tadelis. People Management Skills, Employee Attrition, and Manager Rewards: An Empirical Analysis. Cambridge, MA: National Bureau of Economic Research, February 2018. http://dx.doi.org/10.3386/w24360.

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Turner, Andie Louise, and Evelena Ornelas Valencia. Challenges in the Employee Knowledge Transfer Lifecycle: A Knowledge Management Perspective. Office of Scientific and Technical Information (OSTI), June 2019. http://dx.doi.org/10.2172/1524357.

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Hofmann, Patrick, and David Matusiewicz. New Corporate Health Management und Employee Health Protection im Kontext von COVID-19. MWV Medizinisch Wissenschaftliche Verlagsgesellschaft, July 2020. http://dx.doi.org/10.32745/wcfm-5.

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Gosnell, Greer, John List, and Robert Metcalfe. The Impact of Management Practices on Employee Productivity: A Field Experiment with Airline Captains. Cambridge, MA: National Bureau of Economic Research, February 2019. http://dx.doi.org/10.3386/w25620.

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Willson, Stephanie, and Kristen Miller. Cognitive interview Evaluation of Demographic Questions for the US Department of State Global Employee Management System. Hyattsville, MD: National Center for Health Statistics (U.S.), January 2023. http://dx.doi.org/10.15620/cdc/150786.

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Friebel, Guido, Matthias Heinz, Mitchell Hoffman, and Nick Zubanov. What Do Employee Referral Programs Do? Measuring the Direct and Overall Effects of a Management Practice. Cambridge, MA: National Bureau of Economic Research, June 2019. http://dx.doi.org/10.3386/w25920.

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Taylor, Morgan. Human Energy in the Workplace: An Investigation of Daily Energy Management Strategies, Job Stressors and Employee Outcomes. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.7497.

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Clement, Michael, Johnathan Broderick, Byron Garton, and Jack Pan. Discover ERDC 101 and 201 training modules user’s guide. Engineer Research and Development Center (U.S.), November 2023. http://dx.doi.org/10.21079/11681/47918.

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Discover ERDC is a web-based tool that functions as a knowledge management hub by enabling employees of the US Army Engineer Research and Development Center (ERDC) to access valuable resources such as detailed employee profiles, organizational details, and links to other knowledge stores. This document covers the update of the ERDC 101 and 201 video player systems, the addition of a training component to those modules, and the integration of the systems into Discover ERDC. The updated video systems contain a collection of onboarding video presentations that give new employees critical information about their careers at ERDC. In addition, Discover ERDC 101 and 201 provide progress-tracking mechanics for asynchronous learning, as well as the ability to certify that employees have completed the training modules. This document serves as a user guide for these tools, providing an overview of the content and functionality.

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