Journal articles: '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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Itam, Urmila, and Nitu Ghosh. "Employee Experience Management." International Journal of Human Capital and Information Technology Professionals 11, no. 2 (April 2020): 39–49. http://dx.doi.org/10.4018/ijhcitp.2020040103.

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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.

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Johnson, Keith. "Employee management standards." International Journal of Hospitality Management 4, no. 4 (January 1985): 185–86. http://dx.doi.org/10.1016/0278-4319(85)90060-x.

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Kirilina, T. Yu, and O. I. Panina. "Employee Motivation Management." Contemporary problems of social work 3, no. 3 (June 27, 2017): 66–73. http://dx.doi.org/10.17922/2412-5466-2017-3-3-66-73.

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Maqfirah, Siti, M. Shabri Abd Majid, and Teuku Roli Ilhamsyah Putra. "The Influence of Talent Management And Employer Branding on Employee Retention with Employee Engagement as a Mediating Variable at Prima Inti Medika Hospital North Aceh." International Journal of Scientific Research and Management (IJSRM) 12, no. 07 (July 2, 2024): 6770–78. http://dx.doi.org/10.18535/ijsrm/v12i07.em06.

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The purpose of this study is to examine how talent management and employer branding impact employee retention, focusing on the role of employee engagement. The study involved 168 participants, who were all employees of Prima Inti Medika Hospital in North Aceh. Data was collected through questionnaires and analyzed using Structural Equation Modeling (SEM) with AMOS, as well as the Sobel Test. The results indicate that neither talent management nor employer branding directly and significantly affects employee retention. However, both talent management and employer branding do significantly influence employee engagement. Additionally, employee engagement has a noteworthy impact on employee retention. These findings suggest that talent management and employer branding indirectly affect employee retention through their influence on employee engagement. To improve employee retention, it is recommended that the management of Prima Inti Medika Hospital, North Aceh, focuses on promoting positive relationships, mutual support, and motivation among colleagues to enhance performance and reduce turnover intentions.

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Dhanabhakyam, Dr M., and Monish P. "Role of Employee Grievance Management on Job Commitment and Organizational Justice." Mediterranean Journal of Basic and Applied Sciences 06, no. 01 (2022): 45–50. http://dx.doi.org/10.46382/mjbas.2022.6105.

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Employee grievance management is considered as the most significant human resource strategy for improving organizational effectiveness and commitment. Dissatisfied employees are critical for every organizations. This dissatisfaction would leads to employee employer conflicts, job burnout and employee turnover. Hence it is essential to design effective grievance management strategies in companies. Information technology employees have been facing many challenges and problems in their workplace. Such challenges lead to reporting of employee grievances. Management should take care of those grievances and redress it within a short time span. This paper made an attempt to measure the perception of information technology employees on grievance management strategies and analyzed the role of grievance management on job commitment and organizational justice. Findings proved that employee grievance management made a significant impact on job commitment and organizational justice.

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Abiwu, Lawrence, and Martins Isabel. "The Fusion of Talent Management and Knowledge Management: An Odd Couple or Happy Nuptial." European Conference on Knowledge Management 24, no. 1 (September 5, 2023): 779–89. http://dx.doi.org/10.34190/eckm.24.1.1595.

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The purpose of this paper is twofold, firstly, to explore the factors that affect the retention of knowledge workers in South African higher education institutions; secondly, to show how talent management can benefit knowledge management practices. The mixed-methods design was employed to collect and analyse the quantitative and qualitative data. Stratified and purposive sampling techniques were used to select 347 respondents from three South African universities. Questionnaires and interviews were used to collect the data from 277 participants. The Statistical Package for the Social Sciences was used to analyse the quantitative data, while the qualitative data was analysed using NVivo (version 12.0). The quantitative and qualitative findings confirmed that work-life balance, promotion and employer-employee relationship positively impact the retention of knowledge workers in South African higher education institutions. This study provides a deeper understanding of how universities could leverage employee promotion, employer-employee relationship and work-life balance to retain knowledge workers in the competitive business environment. The study demonstrates that factors of talent management such as promotion, employer-employee relationship and work-life balance, are viable tools for retaining knowledge workers to position higher education institutions at the cutting edge. These factors can benefit knowledge management practices. The study expands on the limited research on employee retention strategies, talent management and knowledge management.

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Hana Angelica Daniella Mantow and B. Medina Nilasari. "The Effect of Knowledge Management and Talent Management on Employee Performance." Jurnal Manajemen 26, no. 1 (February 28, 2022): 51–66. http://dx.doi.org/10.24912/jm.v26i1.837.

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Research objective are to see the impact of knowledge management and talent management on employee performance mediated by employee development. The sample of research is 225 employees who work in the field of information technology in the Jakarta area. Data analysis method using Structural Equation Model. The study showed that knowledge management and talent management have an impact on employee performance, the employee development variable is proven to be a mediation between knowledge management and employee performance, but the employee development variable cannot mediate between talent management and employee performance. Companies should provide knowledge management such as providing company web facilities as a place where employees can share their knowledge, and also develop talent management with training and development programs that will improve employee performance.

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Pawar, Avinash, Rira Nuradhawati, Atik Rochaeni, and Indra Kristian. "BUSINESS SIGNIFICANCE OF EMPLOYEE VALUE PROPOSITION TOWARDS EFFECTIVE WORKFORCE MANAGEMENT." Jurnal Academia Praja 6, no. 1 (February 14, 2023): 1–20. http://dx.doi.org/10.36859/jap.v6i1.1421.

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The Employee Value Proposition (EVP) represents the perceived overall deal between employer and employee. The employer offers the employee and expects contributions from the employee in return. The inducements and contributions consist of mutual obligations and promises. Inducements typically concern career progression, organisational support, fair and transparent performance management and more tangible things such as pay and holiday entitlements. Contributions related to working hours, being an employer advocate within and outside the organisation, bringing skills, enthusiasm and entrepreneurship to productive work. Importantly, within the overall deal, nested deals are operating at different organisation levels, such as the tailored, workable arrangements forged between the team leader and team members. These reflect opportunities available for employees to shape their work experience. Top-performing companies create a sustainable EVP and total rewards strategy based on the needs, demographics and preferences of their workforce. Employee value Proposition refers to the rewards and benefits an employee receives in return for his performance at the organisation's workplace. The characteristics of the EVP need to be reflected in the corporate and employer brands. This paper takes reviews the concept of employee value proposition along with the business significance of human resource management.

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Townsend, Keith. "Management culture and employee resistance: investigating the management of leisure service employees." Managing Leisure 9, no. 1 (January 2004): 47–58. http://dx.doi.org/10.1080/1360671042000194952.

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Ahn, Ji-Young, and Shilu Huang. "Types of employee training, organizational identification, and turnover intention: evidence from Korean employees." Problems and Perspectives in Management 18, no. 4 (December 28, 2020): 517–26. http://dx.doi.org/10.21511/ppm.18(4).2020.41.

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Many organizations are willing to increase human capital investment through various employee training programs. This study empirically examines a proposed model that explains the relationship between the different types of employee training, including general and firm-specific training and employee turnover in Korean firms. This study used a survey sample of 10,069 employees in 467 publicly traded firms in South Korea. 78% of participating companies provided training programs to the employees. This study conducted quantitative cross-sectional regression analyses to test the hypotheses. The study suggests empirical evidence that general training and firm-specific training reduce employee turnover intention. Moreover, the magnitude of firm-specific training on turnover intention is much higher than general training. Furthermore, employee organizational identification has a partial mediating effect on training and turnover intention. However, the study found no substantial evidence of the moderating effect of employees’ justice perception of receiving training opportunities. Based on the human capital theory and social exchange perspective, the results indicate that both types of training programs help employee retention, and cultivating employee organizational identification can be critical in the training-turnover process.

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PINGKAN, KATARINA, COKORDA GEDE PUTRA YUDISTIRA, and UPAYANA WIGUNA EKA SAPUTRA. "ANALISIS KNOWLEDGE MANAGEMENT DAN TALENT MANAGEMENT TERHADAP EMPLOYEE ENGAGEMENT." GANEC SWARA 17, no. 3 (September 2, 2023): 955. http://dx.doi.org/10.35327/gara.v17i3.533.

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Employees who feel engaged to the company will work optimally and are committed. Therefore, the company must optimize the available human resources. The purpose of this research is to analyze and explain the partial and simultaneous effect of knowledge management and talent management on employee engagement at the Holiday Inn Resort Bali Nusa Dua and to find out the efforts to increase employee engagement. The population of this study is 115 employees (contract and permanent). The sample used is 90 people using the Isaac and Michael formula. This study used a quantitative approach with multiple linear regression analysis methods. The results of this study indicate that knowledge management and talent management, has a significant positive effect on employee engagement at the Holiday Inn Resort Bali Nusa Dua. Knowledge management and talent management simultaneously have a significant positive effect on employee engagement at the Holiday Inn Resort Bali Nusa Dua. Knowledge management has a dominant influence on employee engagement. Knowledge management contributes 32.6% to employee engagement while talent management contributes 19.8% to employee engagement. Employee engagement can be explained by 38.8% knowledge management and talent management variables, the rest is explained by other factors or variables outside of this research

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Holtzhausen, Lida, and Lynnette Fourie. "The relationship between corporate identity-management constructs and relationship-management constructs." Communicare: Journal for Communication Studies in Africa 32, no. 1 (October 17, 2022): 58–83. http://dx.doi.org/10.36615/jcsa.v32i1.1613.

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This article investigates the relationship between corporate identity-management constructs andthe quality of employer-employee relationships at the North-West University. Internal stakeholderssuch as employees are not so much concerned about how the organisation is visually representedas about the behavioural aspects of the organisation.Companies are continually finding themselves in positions where they are encouraged to managetheir corporate identities with a view to managing their reputations so as ultimately to strengthenand maintain good relationships with their stakeholders. The realisation that employees formpart of the external corporate identity of a company has shifted the focus of corporate identitymanagement inwards towards employees as an internal stakeholder group. Although it isassumed that good corporate identity management leads to good relationships, little researchhas been done on the direct link between the two concepts. Research in this regard has found arelationship between employees’ perceptions of how effectively the company upholds its values(as part of the non-visual corporate identity) and the quality of its employee relationships.

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Mokhira, Ulugova. "Economics And Management." American Journal of Management and Economics Innovations 3, no. 06 (June 10, 2021): 126–29. http://dx.doi.org/10.37547/tajmei/volume03issue06-19.

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Employees do not just perform in accordance with their own pay but also the pay of their peers. Pay inequality can act as a disincentive, reducing employee output and attendance by a significant amount. It is irrelevant whether they have a higher or lower salary than that of their co-workers. Pay disparity also lowers the ability of employees to work in their own interests and cooperate with other workers effectively. Pay inequality may have no discernible effect if an employee is aware that a peer with a higher salary produces a greater output than them.

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Arubayi, Olusoji Damaro. "Influence of Engagement Strategies on Employee Retention in Nigeria." European Journal of Business and Management Research 7, no. 5 (October 28, 2022): 250–54. http://dx.doi.org/10.24018/ejbmr.2022.7.5.1683.

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This study seeks to assess the influence of engagement strategies on employee retention in Nigeria. Three (3) engagement strategies (meritocracy, employer branding, and succession planning) were assessed on employee retention. The descriptive survey design and primary data (questionnaires) were employed. The questionnaire was administered to 300 employees of oil and gas firms and data obtained were analyzed using both descriptive (mean) and inferential (Spearman Rank Correlation) statistical tools. Findings showed that the meritocracy strategy is the most ranked factor influencing employee retention; this implies that employees in the organization are rewarded on the basis of their contributions and value to the firm, which in turn influences their decision to stay with the organization. More so, while meritocracy is ranked the most significant factor affecting employee retention, it was found that engagement strategies (like employer branding and succession planning) significantly influence employee retention. On the basis of the findings, it was recommended that organizations can adopt meritocracy, employer branding, and succession planning as engagement strategies. For the sake of lucidity, management must communicate their succession planning to the employees and must constantly reward employees on the basis of their contributions to the firm.

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Holtzhausen, Lida, Lynette Fourie, and Annelie Naudé. "Employees’ perceptions of symbolic corporate identity elements and employer-employee relationships at Lonmin Platinum." Communicare: Journal for Communication Studies in Africa 27, no. 1-2 (October 20, 2022): 19–40. http://dx.doi.org/10.36615/jcsa.v27i1-2.1740.

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Apart from historical and contextual factors complicating the mining industry, Lonmin Platinum’smanagement of employee relationships was further complicated by its diverse workforce ofapproximately 20 000 employees consisting of literates, semi-literates and illiterates. In addition,the company comprised five business units, each with their own corporate identity. Within thiscontext it was expected that Lonmin’s relationship with its employees would take some strain.While the relationship between corporate image and stakeholder management has been debated,the impact of symbolic corporate identity elements on specific relationship dimensions has not yetbeen investigated and is addressed in this article by means of the following research question:What is the relationship between employees’ perceptions of symbolic corporate identity elementsand employer-employee relationships at Lonmin Platinum? This study indicated a relationship between employees’ perceptions of how effectively the company reached it objectives, specifically a safe working environment, a healthy working environment,socio-economic empowerment and accountability, and the quality of its employee relationships.

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Staniec, Iwona, and Magdalena Kalińska-Kula. "Internal employer branding as a way to improve employee engagement." Problems and Perspectives in Management 19, no. 3 (July 27, 2021): 33–45. http://dx.doi.org/10.21511/ppm.19(3).2021.04.

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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.

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Umana, Etebong Attah, and L. C. Okafor. "Employee/Management Sabotage Effects on Organizational Output." Journal of Management and Strategy 10, no. 3 (March 27, 2019): 37. http://dx.doi.org/10.5430/jms.v10n3p37.

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This study examines how employee sabotage affects organizational output in First Bank Plc, Calabar. The purpose was to identify the causes of employee sabotage, to examine how employee sabotage destroys the image and reputation of the organization, to examine how employee insubordination thwart the achievement of team work accomplishment and organizational effectiveness, to examine how employee refusal to produce product/service affect organizational output and to determine how employee sabotage reduce the security strength of the organization. The study employed survey design and used questionnaire to gather data from sampled respondents. Data was analyzed using simple percentage method. Based on the findings, it was revealed that sabotage at workplace by employee can damage the property, image and reputation of an organization. It was also revealed that employee insubordination thwart the achievement of team work accomplishment and organizational effectiveness. It was equally shown that employee sabotage reduces the security strength of the organization, thus expose the organization to competitive thread and that sabotage by employee leads to waste of resources in the organization, thus low organizational output. It was thus recommended that organizations should do a thorough background checks to know the type of employee that has been hired. Also, organizations should reinforce codes of conduct which will add weight to disciplinary response (court claim) to regulate employees’ behaviours if the employee abuses the rules.

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Maya, Maya, and Etika Kristiani. "Effect of Facilities Management and Work Discipline on Employee Performance." Jurnal Ekonomi, Bisnis & Entrepreneurship 17, no. 1 (May 27, 2023): 169–82. http://dx.doi.org/10.55208/jebe.v17i1.314.

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The problem addressed in this research is the existence of employees who lack understanding of their duties, functions, and responsibilities, resulting in delayed completion of tasks. Furthermore, the level of employee discipline is low, as seen from the high rate of absenteeism. The employees' performance is also suboptimal, and the office lacks adequate facilities. This study aims to investigate the influence of facility management on employee performance, discipline on employee performance, and the combined effect of facility management and discipline on employee performance. The population of this research is employees of a regional company in Medan city, consisting of 50 respondents. The data collection technique used in this research is saturated sampling, and the data sources are primary and secondary data. Quantitative analysis and multiple linear regression analysis are employed in data analysis. The results of the multiple regression analysis show that facility management and discipline have a positive and significant effect on employee performance. The partial test results show that facility management has a positive and significant effect on employee performance, while the discipline variable also has a positive and significant effect on employee performance. The coefficient of determination is 0.525 or 52.5%. This indicates that 52.5% of the dependent variable, which is employee performance, can be explained by the facility management and discipline variables in the model, while the remaining 47.5% is influenced by other variables outside the model.

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Nguyen, Duc Dung, and Huu Huynh Nguyen. "Green Human Resources Management: Review from Theory to Empirical Research." Journal of Economic and Banking Studies 4, no. 1 (June 2024): 49–63. http://dx.doi.org/10.59276/jebs.2024.06.2615.

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This study aims to provide a comprehensive understanding of green human resource management by examining, analyzing, and synthesizing findings from 109 empirical studies conducted worldwide. These studies were pub lished between 2017 and July 2023. The findings of this study revealed that the examination of green human resource management predominantly revolves around two perspectives: business assessment and employee assessment. When viewed from a business perspective, research in green human resource management encompasses the following categories of factors: (i) Environmental impact; (ii) Business operations impact; and (iii) Corporate efficiency impact. On the other hand, when approached from the employee perspective, it focuses on factors such as: (i) Employee environmental behavior; (ii) Employee performance; (iii) Miscellaneous factors. Quantitative research methods were commonly employed in these studies, with a primary focus on surveying employees. The findings from this research play acrucial role in providing future researchers with a comprehensive overviewof the green human resource management field. Furthermore, we suggest potential avenues for future research in this area.

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Niraula, Ganesh Prasad, Shreekrishna Kharel, and Bhawani Prasad Mainali. "Human Resource Management and Employee Engagement in Nepalese Commercial Banks." Journal of Nepalese Business Studies 16, no. 1 (December 31, 2023): 44–58. http://dx.doi.org/10.3126/jnbs.v16i1.62380.

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Employee Engagement is mainstream attention for any type of organizations in the current business scenario. The aim of this study is to examine the relationship between employee engagement and HRM components among employees of various commercial banks in Nepal. The workplace, values, motivation, and attitude are among the independent variables in the study. Employee engagement is the study's dependent variable. Descriptive research design is the one employed in this study. The study's population consisted of 46,508 employees, and 396 employees were randomly chosen from 11 commercial banks using a simple random sampling technique. A standardized Likert scale questionnaire was used to collect the data, with 1 denoting a strong disagreement and 5 denoting a strong agreement. The data were analyzed using regression analysis, correlation, and descriptive statistics. Cronbach's Alpha has been used to measure reliability. With an average Chronbach's Alpha rating of 0.79, reliability has been considered acceptable. The study has concluded that employees' attitude, motivation and value have a favorable and significant relationship with employee engagement, Workplace has a positive but insignificant impact on employee engagement. The main emphasis of this study is the need for proactive, comprehensive strategies to human resource management techniques in order to guarantee coherence with company goals and prioritize employee engagement.

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Chico, Amelie L., Irene B. Dela Torre, Aprilyn N. Garcia, and Joseph Andrew A. Lopez. "Total Quality Management and Employee Job Performance among WADECOR Employee Agrarian Reform Beneficiaries Multi-Purpose Cooperative Employees." International Journal of Research and Innovation in Social Science VIII, IIIS (2024): 879–87. http://dx.doi.org/10.47772/ijriss.2024.803060s.

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This study aimed to determine the relationship between total quality management and employee job performance in WADECOR Employee Agrarian reform beneficiary multipurpose employees. The indicators used in this study are leadership, people management, customer focus, planning, and process management. The independent variable has an overall mean of 4.11 with descripted equivalent depicted as high, this indicates with an attribute response to the effectiveness indicators that are focused on speed, cost, and waste reduction, with process management extending innovation that affect the performance of creative thinking inside an organization and the dependent variable has overall mean of 4.17 described as high, this implies that WADECOR beneficiaries may sometimes vary from perspective and employees outlook. The researchers used quantitative non-experimental design, with fifty (50) employees among WADECOR Employee Agrarian reform beneficiaries multipurpose to analyze the relationship between total quality management and employee job performance. The statistical methods used in this study depicts a weighted mean and Pearson-r. The computed r-value is 0.01 and is associated with p-value of 0.000, less than 0.05. as a result, the null hypothesis is rejected this emphasize that the human factor influences corporate culture and employee performance in addition to environmental and organizational features, that results to TQM techniques will help to improve employee performance. Therefore, there is significant relationship between total quality management and employee job performance among WADECOR Employee Agrarian reform beneficiaries that affects the reputation and success of the organization.

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Chico, Amelie L., Irene B. Dela Torre, Aprilyn N. Garcia, and Joseph Andrew A. Lopez. "Total Quality Management and Employee Job Performance among WADECOR Employee Agrarian Reform Beneficiaries Multi-Purpose Cooperative Employees." International Journal of Research and Scientific Innovation XI, no. V (2024): 160–68. http://dx.doi.org/10.51244/ijrsi.2024.1105009.

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This study aimed to determine the relationship between total quality management and employee job performance in WADECOR Employee Agrarian reform beneficiary multipurpose employees. The indicators used in this study are leadership, people management, customer focus, planning, and process management. The independent variable has an overall mean of 4.11 with descripted equivalent depicted as high, this indicates with an attribute response to the effectiveness indicators that are focused on speed, cost, and waste reduction, with process management extending innovation that affect the performance of creative thinking inside an organization and the dependent variable has overall mean of 4.17 described as high, this implies that WADECOR beneficiaries may sometimes vary from perspective and employees outlook. The researchers used quantitative non-experimental design, with fifty (50) employees among WADECOR Employee Agrarian reform beneficiaries multipurpose to analyze the relationship between total quality management and employee job performance. The statistical methods used in this study depicts a weighted mean and Pearson-r. The computed r-value is 0.01 and is associated with p-value of 0.000, less than 0.05. as a result, the null hypothesis is rejected this emphasize that the human factor influences corporate culture and employee performance in addition to environmental and organizational features, that results to TQM techniques will help to improve employee performance. Therefore, there is significant relationship between total quality management and employee job performance among WADECOR Employee Agrarian reform beneficiaries that affects the reputation and success of the organization.

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Razak, Indra Miftahul, and Yuddy Giovanna Priscilla. "FACTORS AFFECTING EMPLOYEE PERFORMANCE IN BANK EMPLOYEES BATAM CITY." Jurnal Ilmiah Bisnis dan Ekonomi Asia 18, no. 2 (June 25, 2024): 183–92. http://dx.doi.org/10.32815/jibeka.v18i2.2007.

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The study examines the influence of Talent Management, knowledge management, career development, motivation, and competence on employee performance. The object of this research is an employee at a bank in Batam City. The data used was primary data and using Google Forms and collected as many as 233 respondents through the dissemination of questionnaires. The application of SPSS (Statistical Product and Service Solutions) is used as a test tool and the results of research show that talent management and knowledge management have significant and acceptable bets, while on motivation, career development, and competence have insignificant or unacceptable results after the test. This research recommends that this study be developed with the added variables and is expected to support the improvement of employee performance in order to create more potential human resources to create corporate competitiveness.

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Bibi, Munaza. "Impact of Talent Management Practices on Employee Performance." SEISENSE Journal of Management 2, no. 1 (December 23, 2018): 22–32. http://dx.doi.org/10.33215/sjom.v2i1.83.

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Purpose- The purpose of this study was to determine the effect of talent management practices on employee performance among employees working in healthcare organizations of Pakistan. Design/Methodology- This study employed a cross-sectional design and quantitative approach. To select the sample from the population convenience sampling was utilized. The sample of the study was comprised of 364 employees working in healthcare organizations to determine the performance of employee because of talent management practices. Questionnaire was used for collection of data. Findings- The outcomes of the study revealed a significantly positive effect of talent management practices i.e. recruitment and selection for talent attraction, coaching and mentoring for learning and development of talent, compensation for retention of talent on employee performance. Practical Implications- The results of study might help human resource management department of health care organizations through executing practices to manage talented employees can help them to motivate employee to perform effectually to meet the organizational objectives. Health care organizations should develop strategies and practices to manage the talent to be able to embrace changes through attracting, developing and retaining the talented employees to tackle the current and future needs of organization.

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M.P, Bhavya P., and M. P. Somashekar. "A Study on Reward System on Employee Performance (With Special Reference to KPR Cars PVT LTD Volkswagen Mysore)." Interdiciplinary Journal and Hummanity (INJURITY) 2, no. 10 (October 31, 2023): 861–65. http://dx.doi.org/10.58631/injurity.v2i10.131.

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Rewards and incentives are “important aspect in today’s competitive environment. As the role of rewards has grown, a lot of changes have been taking place in the reward system, so while making a reward strategy, a type of industry and their involvement is considered.” In earlier times, the manager faces a problem of huge turnover of employees due to which an employee never has a bond with his employer. So, a manager decided to retain their highly talented employee by motivating them so that the quality of work would be maintained. Employee reward is one of the methods of motivating employees increasing employee performance, which benefit the organization. Reward involves the management of expectations in which both employer and employee except from each other. The employer wants the maximum contribution of their employer, and employees want their effort to be matched with their pay in return of their pay. Then, of reward management takes place which involves the strategy and policies related to pay

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Campbell, Pamela, James W. Hensel, Pam Hudson, Stuart E. Schwartz, and Karen Sealander. "The Successfully Employed Worker with a Handicap: Employee/Employer Perceptions of Job Performance." Career Development for Exceptional Individuals 10, no. 2 (October 1987): 85–93. http://dx.doi.org/10.1177/088572888701000205.

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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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Herr, Raphael M., Luisa Leonie Brokmeier, Joachim E. Fischer, and Daniel Mauss. "The Benefits of an Employee-Friendly Company on Job Attitudes and Health of Employees: Findings from Matched Employer–Employee Data." International Journal of Environmental Research and Public Health 19, no. 15 (July 25, 2022): 9046. http://dx.doi.org/10.3390/ijerph19159046.

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Background: This study explored the association of an employee-friendly work environment with employees’ job attitudes (engagement, commitment, turnover intentions, and job satisfaction), and health (mental and general health), applying matched employer–employee data. Methods: The German Linked Personnel Panel (LPP; n = 14,182) survey simultaneously captures the data of employees and the human resources (HR) management of companies. A two-step cluster analysis of 16 items of the HR valuation identified relatively more- and less-employee-friendly companies (EFCs). Logistic regressions tested differences between these companies in the assessment of job attitudes and health of their employees. Results: Compared to less-EFCS, more-EFCS had a reduced risk of poorer job attitudes and substandard health of their employees. For example, the risk for higher turnover intentions was reduced by 33% in more-EFCS (OR = 0.683, 95% C.I. = 0.626–0.723), and more-EFCS had an 18% reduced chance of poor mental health reporting of their employees (OR = 0.822, 95% C.I. = 0.758–0.892). Conclusions: More-EFCS have more motivated and healthier employees. The most distinct factors for more-EFCS were: the existence of development plans for employees, opportunities for advancement and development, and personnel development measures.

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Hasan, Halid. "Effect of organizational culture on organizational learning, employee engagement, and employee performance: Study of banking employees in Indonesia." Problems and Perspectives in Management 21, no. 3 (September 4, 2023): 471–82. http://dx.doi.org/10.21511/ppm.21(3).2023.38.

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Banking institutions are still interesting to study, as are the problems of their employees. If, in the past, organizational culture was an ideology that was difficult to change, now it is possible to change it due to various economic, social, and political upheavals. This study aims to examine the effect of organizational culture on organizational learning, employee engagement, and employee performance in the banking sphere of Indonesia, involving 215 cashiers, customer service staff, and security guards. Data were analyzed for direct and indirect effects using SEM PLS, with organizational culture as an independent and organizational learning, employee engagement, and employee performance as dependent variables. It was found that organizational culture indirectly affects employee performance through organizational learning and employee engagement, which produced the most significant effect. This serves as evidence that the administration of personnel in the banking sector must be carried out comprehensively, taking into account the needs of employees and adjusting to organizational needs and capabilities. This study can serve as a valuable point of reference for similar research by providing variations to respondents based on age, bearing in mind that the requirements of employees in the current generation are different from previous generations.

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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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Jena, Lalatendu Kesari, Pratishtha Bhattacharyya, and Sajeet Pradhan. "Employee Engagement and Affective Organizational Commitment: Mediating Role of Employee Voice among Indian Service Sector Employees." Vision: The Journal of Business Perspective 21, no. 4 (October 9, 2017): 356–66. http://dx.doi.org/10.1177/0972262917733170.

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Several studies have conceptualized and tested the relationship between employee engagement and affective organizational commitment. Yet, the mediating mechanism that explains the association between these two constructs was rarely investigated. This article attempts to test the indirect effect of employee voice on employee engagement—affective organizational commitment linkage by drawing responses from 301 executives working in Indian service sector. The finding of the study reported employee voice mediating the association of employee engagement and affective organizational commitment. In conclusion, the implications, limitations of the study and scope for future research are discussed.

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Adamu, Abubakar. "EMPLOYEE LEAVE MANAGEMENT SYSTEM." FUDMA JOURNAL OF SCIENCES 4, no. 2 (July 1, 2020): 86–91. http://dx.doi.org/10.33003/fjs-2020-0402-162.

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Employee leave management system combine number of processes and systems to automate and easily manage employee data, leave request, track and grant leave. In many institution staff are entitled to different types of leave, these leave are granted according to institution policy. Administrative department is mostly responsible for managing and granting leave request. To this end, most institution used conventional method of requesting, granting and managing leave. In conventional method, leave is manually request by writing letter to head of department. The head of department minutes and forward the request to higher staff for approval. This method is time consuming, prone to error, require more paper work and difficult to manage. Hence the need for an automated leave management system that is faster, error free, less paper work and easy to manage. The system was achieved by developing an automated employee leave management system using the three tier software architectural model. The System is implemented using web based technologies which include CSS, JS, HTML, MySQL, PHP and runs on Windows operating system. . The overall functionality of the system shows that it work satisfactory and the result obtained shows that the system is error free, faster and allows staff to request for leave in a timely manner. Hence the system can be used by both academic staff and administrative department of an institution for effective and efficient management of employee leave.

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Ojo, Solomon, and Olumide Muktar Alli. "Influence of Talent Management and Organisational Performance on Employee Retention among First Bank Employees in Osogbo, Osun State." Quest Journal of Management and Social Sciences 6, no. 1 (July 7, 2024): 15–32. http://dx.doi.org/10.3126/qjmss.v6i1.67146.

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Background: This study investigated the influence of talent management and organisational performance on Employee Retention in First Bank Plc, Osun State, Nigeria. Objectives: The study was meant to achieve the following objectives: assess the influence of talent management on employee retention among employees of First Bank Plc, Osun State, Nigeria; determine the influence of organisational performance on employee retention among employees; assess the influence of talent planning on employee retention among employees; investigate the influence of workplace culture on employee retention among employees; assess the influence of talent recruitment and retention on employee retention among employees; determine the influence of talent development on employee retention among employees; investigate the influence of talent development on employee retention among employees; determine the influence of professional advancement and rewarding the employees on employee retention. Methods: The study was a survey in which an Ex-post facto design was employed. A total of 100 bank employees took part in the study. A questionnaire format was used to collect data in the study. Collected data were subjected to both Descriptive and Inferential statistics, with the adoption of Statistical Package for Social Sciences. Results: The results revealed there was a significant influence of talent management on employee retention in First Bank Plc [t(98)=6.73, p<.01]; there was a significant influence of organisational performance on employee retention in First Bank Plc [t(98)=8.65, p<.01]; there was a significant influence of talent planning on employee retention in First Bank Plc [t (98)=4.15, p<.01]; there was a significant influence of workplace culture on employee retention in First Bank Plc [t(98)=3.74, p<.01]; there was a significant influence of talent recruitment on employee retention in First Bank Plc [t (98) =3.75, p<.01]; there was a significant influence of talent development on employee retention in First Bank Plc [t (98) =8.87, p<.01]. Conclusion: Hence, it is concluded that talent management and organisational performance significantly influence employee retention. It was recommended that management teams of Banks ensure that outstanding performance is awarded in the organisations, and employee participation and engagement should be emphasised for talent management to be successfully implemented.

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Muhammad Shafique and Dr. Muhammad Zia-ur-Rehman. "Impact of Talent Management on Employees’ Work Outcomes." sjesr 4, no. 1 (March 16, 2021): 405–15. http://dx.doi.org/10.36902/sjesr-vol4-iss1-2021(405-415).

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The study focuses on empirically examining the relationship of talent management (TM) on employee performance and quit intention. Further, by taking into account business strategy, the research also culls out the sequential mediation effect of talent management and employee engagement on employee work-related outcomes in the banking sector of Pakistan. Data were analyzed by employing Smart PLS (v.3.2.7) to empirically examine the conceptual model on 1095 talented employees, which were part and parcel of the Banking Sector of Pakistan. The core findings of the research paper are that the talent management practices have a positive impact upon the working of employees as well as quit intentions. Additionally, the study deduced that engagement at employees’ level might contribute partially as a mediation role in between employee work outcomes and talent management. The study employed cross-sectional one-time data collection, therefore its generalizability is suggested as limited with its scope. Human Resource personnel and OB practitioners can create a positive workplace culture in the organization by implementing talent management practices. The study makes value addition in the existing literature of talent management and explore new variable, which is affected by talent management.

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Oladimeji, Kazeem Adebayo, Abdulrazaq Kayode Abdulkareem, and Abdulrasaq Ajadi Ishola. "Talent Management, Organizational Culture and Employee Productivity: The Moderating Effect of Employee Involvement." Journal of Human Resource Management - HR Advances and Developments 2023, no. 1 (August 9, 2023): 43–56. http://dx.doi.org/10.46287/dpkf9953.

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Aim - This study investigates the influence of talent management and organi-zational culture on employee productivity in the public sector, also it assessed the moderating effect of employee involvement in the relationship. Methodology- The study employed a quantitative approach in data collection and analysis. Data was collected through a structured questionnaire disributed among 158 purposively sampled permanent senior staff in University of Ilor-in, Nigeria. The analysis was conduucted using Partial Least Square Strcutural Equation Modelling. Findings- The findings indicate several significant relationships between tal-ent management, employee commitment, employee productivity, and em-ployee satisfaction. Limitations- First is the small sample size of only 158 respondents from the public service. This small sample size may not accurately represent the views and experiences of employees from other industries or sectors and may limit the generalizability of the findings. Second, the study was conducted with a specific population of public service employees which may not be applicable to other sectors or organizations. Third is that the study relied on self-reported data from a survey, which may be subject to bias. Participants may have provided responses that they believed were socially desirable, rather than accurate reflections of their true beliefs and experiences. Practical implications- Public sector organizations should focus on imple-menting effective talent management practices, fostering a positive organisa-tional culture, and involving employees in shaping the culture in order to improve employee commitment and satisfaction. Further, the findings high-light the importance of focusing on employee commitment and improving employee productivity. More so, the rate at whihc employees are involved in the organization has an impact on the relationship between the organizational culture and employees’ productivity. Originality/value- The study contributes to literature by exploring how talent managment influences employee productivity, while investiating the critical moderating role of employee involvment.

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AlShowair, Rowa M., and Mona Alkhattabi. "Impact of a Web-Based Application for Employee Performance Management (EPMS) on Employee Performance: Employees’ Opinions." International Journal of u- and e-Service, Science and Technology 8, no. 4 (April 30, 2015): 37–50. http://dx.doi.org/10.14257/ijunesst.2015.8.4.05.

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MB, Kavyashree, Sridevi Kulenur, Nagesh P, and Nanjundeshwaraswamy TS. "Relationship between Human Resource Management Practices and Employee Engagemen." Brazilian Journal of Operations & Production Management 20, no. 1 (November 17, 2022): 1331. http://dx.doi.org/10.14488/bjopm.1331.2023.

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Purpose: Employee Engagement is mainstream attention for organizations in the current business scenario. The purpose of the current research focused on analysing the relationship between HRM Practices and Employee Engagement considering employees working in various IT industries, especially considering employees working in HR Department. Design/Methodology/Approach: The research was cross-sectional in nature and survey method was employed to collect the data. Exploratory Factor Analysis, Confirmatory Factor Analysis, Structural Equation Modelling were used to analyse the hypothesis. Data was collected among 345 employees employed in the HR department of various private sector organizations. Results: The model fit indices were adequate and acceptable. The model fit indices obtained were: CMIN/DF = 2.909; Goodness of Fit index (GFI) = 0.945; adjusted goodness of fit index (AGFI) = 0.909; incremental fit index (IFI) = 0.976; Tucker-Lewis index (TLI) = 0.981; comparative fit index (CFI) = 0.966; root mean square error of approximation (RMSEA) = 0.06. Findings: The results of the study disclose that HRM practices and Employee Engagement were related to each other. HRM practices in organizations empowered employees and made them more engaged to perform better in their job roles. The study results imply that HRM practices need to be considered as priority in business organizations for the long term success. Research Limitations: Non probabilistic sample method was adopted and it was possible to gather data only from 345 employees working in the HR Department of various private sector organizations. Practical Implications: Business organizations are constantly working towards adopting new strategies and programs in the workplace to empower employees and keep them engaged in their work roles and responsibilities. Therefore, organizations to focus on human resource management practices and implement them effectively to make their employees committed and engaged towards their job. In this context, the present research attempts to analyse the association between human resource practices and employee engagement. The results provide insights for business managers on the importance of having effective Human Resource practices to enhance employees level of engagement towards their work roles. Originality/ Value: Current research contributes to the existing literature on Human Resource Practices and Employee Engagement. While considering the current business scenario, it becomes very important to understand the role of human resource management practices on the engagement level of employees.

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Ahmad Zawawi, Azlyn, Fatimah Wati Halim, Nur Daieyan Abd Khalid, and Nur Hidayah Mohamad Jamil. "ASSESSING THE INFLUENCE OF ORGANIZATIONAL COMMUNICATION AND MANAGEMENT ON HEALTHCARE EMPLOYEE PERFORMANCE: EVIDENCE FROM NORTHERN MALAYSIA." Malaysian Journal of Public Health Medicine 23, no. 2 (August 28, 2023): 79–87. http://dx.doi.org/10.37268/mjphm/vol.23/no.2/art.2082.

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Effective employee performance is crucial for the survival of organizations, especially in the healthcare industry, where employees are responsible for delivering quality healthcare services to patients. The objective of this study was to investigate the impact of organizational factors (namely organizational communication and organizational management) on the performance of healthcare employees in selected private healthcare establishments in Northern Malaysia. A sample of 152 employees was used, and descriptive analysis, correlation, and regression techniques were employed to analyze the relationship between the independent variables (communication techniques, communication barriers, training, and management style) and the dependent variable (employee performance). The results indicated that communication technique was the most critical and influential factor impacting employee performance, while training and management style also had a positive impact. The study recommends that healthcare establishments in Northern Malaysia prioritize effective communication techniques to improve employee performance. In conclusion, this study provides insights into the factors that affect employee performance in the healthcare industry and can inform organizational practices in improving employee performance.

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Arasanmi, Christopher N., and Aiswarya Krishna. "Employer branding: perceived organisational support and employee retention – the mediating role of organisational commitment." Industrial and Commercial Training 51, no. 3 (March 4, 2019): 174–83. http://dx.doi.org/10.1108/ict-10-2018-0086.

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PurposeThe purpose of this paper is to examine the relationship between employer branding attribute of organisational support and employee retention in a government agency in New Zealand.Design/methodology/approachThis study is cross-sectional in design, and an online survey method was used to collect data from 134 research participants. Research participants were recruited from a local council in New Zealand. The Process Macro Regression method was employed to analyse the collected data.FindingsThe main findings from this study are: first, the study shows that perceived organisational support (POS) as an employer branding technique affects employee retention. Second, POS significantly influenced employees’ organisational commitment (OC) as a predictor of employee retention. Third, the relationship between organisational support and employee retention was mediated by OC in this study.Research limitations/implicationsThis study examined POS as an employer branding strategy; the findings have a number of valuable implications for organisations. This study suggests that organisations should develop adequate organisational support mechanisms as a way of acquiring the status of a better employer among different stakeholders.Practical implicationsPrecisely, the findings imply that organisations should focus on increasing organisational support to attract, maintain and retain employees because employees desire conducive and favourable work environments.Social implicationsA well-crafted and efficiently implemented organisational supportive strategies may enhance the reputational status of the organisation as an employer brand among its future job applicants.Originality/valueThis study tested POS as an employer branding attribute in the New Zealand context; research on POS as an employer branding strategy is scarce. The results suggest that organisations that embrace organisational support mechanisms as employer branding strategy succeed in maintaining and retaining their talents for a longer time.

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Adetunji, Omosebi Mayowa, Farin Ponfa Matthew, Awatt Christiana Efiong, Ikpeme Bennyta Bassey, Nkongho Martha Otang, and Bernard Samuel Eventus. "A PPMC Study on Management Development Programs and Employee Job Performance." Frontiers in Management Science 2, no. 6 (December 2023): 1–6. http://dx.doi.org/10.56397/fms.2023.12.01.

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The study examined management development programs on employee job performance. The specific objectives were to; examine the impact of training programs on employee job performance, investigate the impact of seminar programs on employee job performance, assess the impact of conference programs on employee job performance and to determine the impact of workshop programs on employee job performance. The study adopted descriptive design and primary data were sourced from questionnaire. The study employed Pearson Product Moment Correlation analysis to measure the relationship between variables tested in the study. Based on the analysis, the following findings were made thus; there was a significant relationship between training programs and employee satisfaction, there was a significant relationship between seminar programs and the employee satisfaction, there was a significant relationship between conference programs and employee satisfaction and there was a significant relationship between workshop programs and employee satisfaction. The study recommended that training program is effective, but the organization should also consider enabling employees to further their studies to improve their qualifications. Also recommended that management should be involved in planning employee development programmes.

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Journal articles on the topic 'Employee management'

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