Relevant bibliographies by topics / Employee participation

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Employee participation'

Author: Grafiati
Published: 4 June 2021
Last updated: 30 July 2024

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Journal articles on the topic "Employee participation"

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Cressey, Peter. "Employee Participation." Work, Employment & Society 9, no. 1 (March 1, 1995): 187–90. http://dx.doi.org/10.1177/0950017095009001012.

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Cressey, Peter. "Employee Participation." Work, Employment and Society 9, no. 1 (March 1995): 187–90. http://dx.doi.org/10.1177/095001709591011.

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DeMaria, Alfred T. "Employee Participation Programs." Management Report for Nonunion Organizations 41, no. 6 (June 2018): 3–5. http://dx.doi.org/10.1002/mare.30397.

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Sherman, Bruce W., and Carol Addy. "Association of Wage With Employee Participation in Health Assessments and Biometric Screening." American Journal of Health Promotion 32, no. 2 (May 23, 2017): 440–45. http://dx.doi.org/10.1177/0890117117708607.

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Purpose: To understand differences in health risk assessment (HRA) and biometric screening participation rates among benefits-enrolled employees in association with wage category. Design: Cross-sectional analysis of employee eligibility file and health benefits (wellness and claims) data. Setting: Data from self-insured employers participating in the RightOpt private exchange (Conduent HR Services) during 2014. Participants: Active employees from 4 companies continuously enrolled in health insurance for which wage data were available. Measures: Measures included HRA and biometric screening participation rates and wage status, with employee age, sex, employer, job tenure, household income, geographic location, and health benefits deductible as a percentage of total wages serving as covariates. Analysis: Employees were separated into 5 groups based on wage status. Logistic regression analysis incorporated other measures as covariates to adjust for differences between groups, with HRA and biometric screening participation rates determined as binary outcomes. Results: Participation rates for HRA and biometric screening were 90% and 87%, respectively, in the highest wage category, decreasing to 67% and 60%, respectively, among the lowest wage category. Conclusion: Employee wage status is associated with significant differences in HRA and biometric participation rates. Generalizing the results generated by modest participation in these offerings to entire populations may risk misinterpretation of results based on variable participation rates across wage categories.
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Dominic Suta, Damas. "Exploring the Relationship among Employee Participation and Job Satisfaction, Employee Commitment and Employee Performance." International Journal of Science and Research (IJSR) 12, no. 10 (October 5, 2023): 762–68. http://dx.doi.org/10.21275/sr231008004659.

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Zwick, Thomas. "Employee participation and productivity." Labour Economics 11, no. 6 (December 2004): 715–40. http://dx.doi.org/10.1016/j.labeco.2004.02.001.

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Little, Anna, Russell Wordsworth, and Sanna Malinen. "Workplace exercise programmes – how organizational factors influence employee participation." Development and Learning in Organizations: An International Journal 34, no. 6 (December 19, 2019): 37–39. http://dx.doi.org/10.1108/dlo-10-2019-0252.

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Purpose Past research identifies many positive outcomes associated with workplace exercise initiatives. Realizing these outcomes is, however, dependent on securing sustained employee participation in the initiative. This study examines how organizational factors influence employee participation in workplace exercise initiatives. Design/methodology/approach The study utilizes data from 98 employees who were provided with the opportunity to participate in a workplace exercise initiative. Data were collected via an online survey as well as semi-structured interviews. Findings The paper shows that organizational, rather than individual-level, factors had the greatest impact on employee participation in workplace exercise initiatives. Leadership support for well-being was particularly important and had a significant effect on participation frequency. This relationship was moderated by employee perceptions of employer intentions, such that the more genuine and caring an employer’s intentions were perceived to be, the more likely employees were to participate. Our findings also show that perceived employer intentions have a significant direct effect on employee participation. Research implications We extend research on employee participation in well-being initiatives by considering the influence of organizational, rather than individual-level, factors. Practical implications This research is of practical significance as it highlights the importance of positive leadership in fostering physical well-being in the workplace. It reinforces that sustained participation in workplace exercise initiatives requires deliberate planning, promotion and support from organizational leaders. Originality/value Most studies of workplace exercise and well-being initiatives focus on individual barriers to participation. Our study highlights the important role of leadership support and perceived intentions as organizational influences on employee participation.
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Triantafillidou, Eleni, and Theodore Koutroukis. "Employee Involvement and Participation as a Function of Labor Relations and Human Resource Management: Evidence from Greek Subsidiaries of Multinational Companies in the Pharmaceutical Industry." Administrative Sciences 12, no. 1 (March 9, 2022): 41. http://dx.doi.org/10.3390/admsci12010041.

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Employee involvement and participation is part of Labor Relations and Human Resource Management. This study is to identify how and to what extent employee involvement and employee participation mechanisms are used in the Greek subsidiaries of multinational companies in the pharmaceutical industry. The issues examined in this study are the design of employee involvement and participation practices, the similarities and differences of employee participation practices in the group of companies internationally, corporate employee communication and consultation mechanisms, corporate policy towards trade unions and the EWC nature and agreements. The research method is qualitative with semi-structured interviews conducted with management executives, human resource management executives and the selected organizations participating in the study are active in the pharmaceutical industry and fall within the scope of Directive 2009/38/EC/16.5.2009 on the right of employees to information and consultation at Community-scale companies and groups of companies. The findings indicate that most of the participant companies when designing employee involvement and participation practices, consider a formal model of best practices that has been codified for all multinational companies. Regarding the global company’s policy on consultation and employee involvement most of the participant companies state that they provide a little more than the institutional framework requires. Nevertheless, management receives information about the activity and meetings of the EWC systematically at the time of EWC meetings. Increasing employee participation requires both management attention and initiatives on the part of employees.
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Baran, Krzysztof W. "PROTECTION OF THE EMPLOYMENT RELATIONSHIP OF EMPLOYEE REPRESENTATIVES IN THE ACT ON CROSS-BORDER TRANSFORMATIONS, MERGERS AND DIVISIONS OF COMPANIES." Roczniki Administracji i Prawa 4, no. XXIII (December 31, 2023): 327–34. http://dx.doi.org/10.5604/01.3001.0054.2705.

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The mechanisms of employee participation in companies established as a result of trans-border transformation, merger or split of companies are one of the dimensions of the empowerment of employees as part of the European participation model. Exercising their participation rights by the employee community poses a threat of the emergence of conflict between the employer and employee representatives. Their consequences may affect the existence of the employment relationship of employee representatives, especially those who show dedication and are uncompromising in performing their participation-related functions. The principles of protecting employee representatives are regulated by Art. 51 of the Act. This provision establishes various planes of protection, starting from the subjective one, through objective, to the temporal plane. This article presents all those planes in the dogmatic aspect.
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Roelofs, Erwin R. "Shelf SEs and Employee Participation." European Company Law 7, Issue 3 (June 1, 2010): 120–27. http://dx.doi.org/10.54648/eucl2010023.

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The SE Directive provides some rules on employee participation after the formation of an SE. In this contribution, Roelofs describes the role of employees when a shelf SE is activated and when it employs employees.
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Dissertations / Theses on the topic "Employee participation"

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Au, Ellena. "Employee involvement and participation." Thesis, University of Manchester, 2017. https://www.research.manchester.ac.uk/portal/en/theses/employee-involvement-and-participation(b7f28a22-4a9f-414d-ac12-f2dfd845c051).html.

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The focus of this research is on advancing understanding of EIP at work in China. It sets out to examine the extent of practice adoption, and inquire the management intention, employee perception and the challenges from the internal and external environment in relation to the practice adoption. It also tries to understand the applicability of EIP practice in innovation and quality enhancement industries. The research methodology adopted is qualitative case study approach, with 20 respondent organisations including Chinese global enterprises, central state-owned enterprises, listed and small medium enterprises.
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Henry, Markanthony. "Factors Motivating Employee Participation in Employer-Sponsored Health Awareness Programs." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1517.

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Employers adopt worksite health promotions to reduce the incidence of preventable diseases, reduce healthcare costs, reduce absenteeism and presenteeism, and improve productivity. The purpose of this qualitative phenomenological study was to explore the motivational factors affecting employee participation in employer-sponsored health awareness programs. The theory of planned behavior grounded the study and formed the conceptual framework. Data collection occurred through semistructured interviews with 24 participants in the northeastern United States with lived experiences in worksite health promotion. Participants answered open-ended interview questions regarding the motivations for engaging in health promotions. Data were transcribed and coded for trends and themes. During data analyses, 4 themes emerged, which included program recruitment and notification, employer commitment, employee motivations, and incentives and rewards. The implications for positive social change include the potential for employers incorporating the results to instigate enhanced employee participation in employer-sponsored health awareness programs. Higher employee rates of participation may aid employers in achieving the established benefits of worksite health promotion and may contribute to improving the health of employees.
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Berube, Wendy-Jo. "Profiling Employees Participation in Employer Sponsored Fitness Programs in Maine." Fogler Library, University of Maine, 2003. http://www.library.umaine.edu/theses/pdf/BerubeWJ2003.pdf.

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LaDuca, Michael Christopher. "Employer offering and employee participation in long-term care health insurance." Honors in the Major Thesis, University of Central Florida, 2004. http://digital.library.ucf.edu/cdm/ref/collection/ETH/id/338.

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This item is only available in print in the UCF Libraries. If this is your Honors Thesis, you can help us make it available online for use by researchers around the world by following the instructions on the distribution consent form at http://library.ucf.edu/Systems/DigitalInitiatives/DigitalCollections/InternetDistributionConsentAgreementForm.pdf You may also contact the project coordinator, Kerri Bottorff, at kerri.bottorff@ucf.edu for more information.
Bachelors
Health and Public Affairs
Health Services Administration
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Ramos, Louís Moura. "Essays on employee's financial participation : employee ownership in the US and profit sharing in Portugal /." Florence : European University institute, 1998. http://catalogue.bnf.fr/ark:/12148/cb37004278s.

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Neal, Heather A. "Barriers to employee participation in wellness/health promotion programming." Virtual Press, 1999. http://liblink.bsu.edu/uhtbin/catkey/1164843.

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A major goal when conducting worksite health promotion activities is to reach a high percentage of employees. Participation rates vary, especially between blue and white-collar workers. This study investigated perceived barriers to participation in both participants and non-participants, as identified by Support, Professional and Auxiliary Service employees (which include blue and white-collar) at Ball Memorial Hospital in Muncie Indiana. A questionnaire was sent through interoffice mail to a random sample of employees. It included five barrier categories: perceived physical barriers, lack of perceived self-efficacy, perceived psychological barriers, convenience factors and presence of social support. The categories were subjected to an F test and results in 3 of the 5 supported the research hypothesis that there would be a significant difference in the perceived participation barrier scores. For four of the five barrier categories the mean value was highest for Professional Service employees.
Fisher Institute for Wellness and Gerontology
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Kolacz, Nicole Marie. "Factors Influencing Employee Participation and Nonparticipation in a Rural Hospital's Employer-Sponsored Wellness Program." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/465.

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Employer-sponsored wellness programs are important tools for keeping employees healthy, reducing an organization's healthcare expenses, mitigating risk factors, and promoting health and well-being. Little research is available on the factors associated with employees' participation in wellness programs in rural hospitals. Pender's health promotion model was used to determine how employees who participated in a rural hospital's wellness program differed from those who did not participate in terms of demographics, perceptions of personal health, general health behaviors, health locus of control, self-motivation, and situational barriers. A descriptive, correlational replication with the Hallion and Haignere questionnaire was used to survey employees. Of the survey's 186 participants, 29% participated in the wellness program. The reasons for not participating were scheduled program times (n = 51, 33.6%) and lack of interest (n = 31, 20.4%). As shown by logistic regression analysis, overall employee wellness and employee payment status were statistically significant predictors of participation. The Pearson chi square showed a statistically significant difference between program participants and nonparticipants in terms of responsibility for children/elders (p = .047) and shift worked (p = .016). These findings suggest that, when developing and implementing a comprehensive wellness program, the characteristics and needs of employees, along with organizational culture, must be considered. The successful implementation and engagement of staff in an employer sponsored wellness plan improve health through lifestyle change and risk reduction, thus promoting positive social change and leading to healthier communities. The findings of the study were incorporated into the recommendations for the hospital's wellness program.
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King, Jennifer Marie. "Employee participation in organizationally-maintained knowledge sharing activities." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2001. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp05/mq62883.pdf.

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Maagaf, Aziza. "Employee involvement and participation in Libyan oil Companies." Thesis, University of Manchester, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.509837.

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This thesis provides an examination of the theory and practice of Employee Involvement and Participation in the Libyan context. It consists of three case studies of multinational oil companies operating in Libya. Additionally, a detailed discussion is also provided about the Libyan oil regulatory agency - the National Oil Corporation (NOC) - and its influence on multinational oil companies operating in Libya. The empirical work involved, interviews with management and employees and a survey of employees as the main data collection tools within the three companies, and analysis of corporate documents. The results suggest that the three multinational companies i.e. Italian Eni-Gas, German Wintershall, and British Expro, share a similar approach to Employee Involvement and Participation, exhibiting popular downward communication, weak upward problem-solving techniques, and a lack of financial participation and nominated representative participation. Most of the similarities among these case studies are attributed to the strong influence of the NOC. Various differences were also observed in many respects, being explained by contextual factors such as technology, the style of management, and some small influence from the parent foreign company. This study also suggests that employee participation in decision-making is generally at the infonnative level, with consultation featuring at the bottom of ladder. The scope of EIP programmes was found to be tactical rather than strategic. Due to 'spiritless' initiatives of EIP programmes, their implementation was largely in the hands of individual managers. The effects of employee involvement and participation were also varied such as high levels of commitment, organisational performance and improve employee attitudes. It was confirmed that employee trust in their nominated representatives was minimal, and that more trust was placed in managers.
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Cable, John. "Employee participation and enterprise performance : an economic analysis." Thesis, University of Warwick, 1986. http://wrap.warwick.ac.uk/34798/.

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This study investigates the relationship between employee participation in decision-making within production enterprises and their economic performance. Alternative forms of employee involvement such as profit sharing and employee ownership are also considered. A theoretical framework is developed in which the firm's structural and performance characteristics are seen as the outcome of a strategic game in which employers and workers can either seek to impose unilateral control or cooperate to maximise joint welfare. Two new theoretical insights are gained. The first is that a latent 'prisoners dilemma' may be inhibiting more widespread adoption of participatory production. The second involves an important distinction between two conceptually separate ways in which the hypothesized participation-performance relationship might operate. Problems of measuring the key, participation variable in empirical work are raised and solved. A test procedure is devised and applied to arbitrarily-weighted participation indexes of the kind used in previous econometric work. In all cases tested the indices are found to rest on unacceptably restrictive assumptions. This calls into question previous results and appears to present a barrier to further work. However alternative, Guttman scales of participation are proposed anfound statistically valid for samples of firms in the West German and UK engineering industries. Incidentally these tests provide support for an existing hypothesis in the literature concerning the pattern of development of participation within the firm. When applied to subsamples of participatory and non-participatory firms in the West German database, significance tests of subsample means and discriminant analysis reveal no statistically significant differences in productivity. However significant differences in technology and labour-force characteristics are found, in particular indicating greater human capital development in participatory firms. OLS and 2SLS estimates of augumented production functions in general confirm these results. Implications for public policy measures to promote greater industrial democracy and profit-sharing are briefly considered.
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Books on the topic "Employee participation"

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Hyman, Jeff. Employee Voiceand Participation. New York : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315172880.

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Hadwiger, Felix. Contracting International Employee Participation. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-71099-0.

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Knudsen, Herman. Employee participation in Europe. London: SAGE Publications, 1995.

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Baehr, Jerzy. Companies with employee participation. Warsaw: Friedrich Ebert Stiftung, 1993.

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Psēmmenos, Iordanēs. Globalisation and employee participation. Aldershot, Hants, England: Ashgate, 1997.

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Centre, Irish Productivity. Submission on employee participation. Dublin: Stationery Office, 1992.

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Koch, Karl. Employee participation: The European experience. London: European Institute,South Bank University, 1996.

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Power, Susan Mary. Employee participation in decision-making. Dublin: University College Dublin, 1991.

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Ireland. Dept. of Labour., ed. Case studies in employee participation. [Dublin: Dept. of Labour, 1989.

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Pendleton, Andrew. Employee Ownership, Participation and Governance. London: Taylor & Francis Group Plc, 2003.

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Book chapters on the topic "Employee participation"

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Cressey, Peter. "Employee participation." In The Social Dimension, 85–104. London: Macmillan Education UK, 1993. http://dx.doi.org/10.1007/978-1-349-23062-4_5.

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Cressey, Peter. "Employee Participation." In Employment Policy in the European Union, 139–59. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-137-10650-6_7.

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Saggese, Sara. "Employee Participation/Ownership." In Encyclopedia of Sustainable Management, 1–5. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-02006-4_210-1.

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Saggese, Sara. "Employee Participation/Ownership." In Encyclopedia of Sustainable Management, 1325–30. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-25984-5_210.

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Blyton, Paul, and Peter Turnbull. "Employee involvement and participation." In The Dynamics of Employee Relations, 217–44. London: Macmillan Education UK, 1998. http://dx.doi.org/10.1007/978-1-349-14314-6_8.

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Bratton, John, and Jeffrey Gold. "Communications and Employee Participation." In Human Resource Management, 249–81. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23340-3_10.

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Silva, Titus De. "SP 048 Employee Participation." In Integrating Business Management Processes, 430–32. New York, NY : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9781003042846-117.

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Hadwiger, Felix. "Introduction." In Contracting International Employee Participation, 1–8. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-71099-0_1.

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Hadwiger, Felix. "Conclusions: Future Regulatory Potential of Global Framework Agreements and Implications for the Economic Analysis of the Internationalization of Law." In Contracting International Employee Participation, 201–13. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-71099-0_10.

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Hadwiger, Felix. "The Internationalization of Law: The Evolution of Labor Standards in Response to Globalization." In Contracting International Employee Participation, 11–20. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-71099-0_2.

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Conference papers on the topic "Employee participation"

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Li, Jianduan. "Research on Employee Participation System." In 3rd International Symposium on Social Science (ISSS 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/isss-17.2017.12.

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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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Mayer, Christina, Marisa Schirmer, Thushayanthini Sivatheerthan, Susanne Mütze Niewöhner, and Verena Nitsch. "Participative leadership in healthcare: Which situational contextual factors influence managers’ decision to involve employees?" In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002232.

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Today’s technological and societal developments are creating new possibilities for designing an economical, flexible and human-oriented work organization e.g. by facilitating more agile management concepts. Research has been concerned with participative leadership styles for many decades, and these have recently been gaining renewed relevance in meeting the demands placed on leadership in modern management settings. Therefore, existing concepts of participative leadership need to be put to test for today’s work organization.An established concept of participative leadership is the model by Vroom (2000, based on Vroom & Yetton, 1973 and Vroom & Jago, 1988), which distinguishes between different degrees of employee participation in decision-making processes depending on situational contextual factors. Empirical studies show that managers who use a participative decision-making style consistent with the model by Vroom have more productive and satisfied employees as well as higher decision quality (e.g. Paul & Ebadi, 1989, Pasewark & Strawser, 1994). Because this model outlines clear implications for employee participation in decision-making based on if-then operations, it can help young managers in particular to structure decision-making processes and to reflect on how to involve employees depending on specific situational contextual factors.As in other sectors, healthcare is affected by the challenges of today's work organization. As far as leadership is concerned, managers usually learn leadership behavior implicitly and there is a high demand of leadership development and the teaching of useful leadership models (McAlearney, 2006). Therefore, this study focuses on the application of the model on employee participation in decision-making processes in healthcare context and poses the following research question: Which situational contextual factors influence managers’ decision to involve employees?As a first step, literature and semi-structured interviews with healthcare managers were used to identify relevant situational contextual factors in decision-making for healthcare: time pressure, information availability, employee acceptance, employee expertise and employee engagement.In a second step, assumptions about the degree of participation depending on given situational factors in healthcare were formulated, based on empirical findings on the model by Vroom.In a third step, healthcare managers (N=30) were asked to complete a questionnaire indicating what level of participation they would choose for different combinations of the given situational contextual factors in decision-making. Following assumptions regarding participation depending on situational contextual factors were confirmed by the healthcare managers: -If there is time pressure, the manager would make decisions without employee participation. -If employee acceptance is important, there would be a group decision-making process. -If an employee has more knowledge or expertise on a decision problem than the manager, the person would be involved in the decision-making process. -If employees share the organization's goals, they can participate in the decision-making process.The findings show consistency with the decision-making model by Vroom and support the relevance of participative leadership in healthcare. Possibilities for the next step of developing a decision tree that links situational factors with if-then operations and lead to a recommended level of employee participation in decision-making processes in the healthcare context are discussed.
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McClory, J., P. Grogin, and K. Creek. "286. Benefits from Employee Participation in Personal Exposure Sampling." In AIHce 2001. AIHA, 2001. http://dx.doi.org/10.3320/1.2765815.

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Chiu, Teng-Chu Steve. "The Impact of Training Investment and Employee Communication on Innovation: The Mediation of Employee Participation." In 2015 Third International Conference on Robot, Vision and Signal Processing (RVSP). IEEE, 2015. http://dx.doi.org/10.1109/rvsp.2015.31.

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JAACOB, ZULNAIDI. "THE EFFECT OF EMPLOYEE TRAINING AND PARTICIPATION ON CUSTOMER SATISFACTION." In QUALITY AND LEADING INNOVATION´2014. Gaudeamus Hradec Kralove, 2014. http://dx.doi.org/10.12776/qali.v1.1.

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Raphael, Ashiru Adegbenga, Anifowose Kamaldeen Jide, and Mohammed Ismail Oladunni. "Evaluation Of Strategies for Employee Participation by Nigerian Construction Organisations." In 5th International Conference of Contemporary Affairs in Architecture and Urbanism – Full book proceedings of ICCAUA2020, 11-13 May 2022. Alanya Hamdullah Emin Paşa University, 2022. http://dx.doi.org/10.38027/iccaua2022en0183.

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Viddal, A. H. "Harnessing Information Technology and Employee Participation for Improved Risk Management." In SPE International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production. Society of Petroleum Engineers, 1998. http://dx.doi.org/10.2118/46850-ms.

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Zhao, Yufei. "The Effect of Employee Behavior on Customer Participation��A Model Construction." In 2nd International Conference on Applied Social Science Research (ICASSR 2014). Paris, France: Atlantis Press, 2014. http://dx.doi.org/10.2991/icassr-14.2014.8.

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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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Reports on the topic "Employee participation"

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Clark, Robert, Jennifer Maki, and Melinda Sandler Morrill. Can Simple Informational Nudges Increase Employee Participation in a 401(k) Plan? Cambridge, MA: National Bureau of Economic Research, October 2013. http://dx.doi.org/10.3386/w19591.

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Kruse, Douglas, Joseph Blasi, and Rhokeun Park. Shared Capitalism in the U.S. Economy? Prevalence, Characteristics, and Employee Views of Financial Participation in Enterprises. Cambridge, MA: National Bureau of Economic Research, August 2008. http://dx.doi.org/10.3386/w14225.

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Dolado, Juan J., Etienne Lalé, and Hélène Turon. Zero-hours Contracts in a Frictional Labor Market. CIRANO, January 2022. http://dx.doi.org/10.54932/hvdc9170.

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We propose a model to evaluate the U.K.’s zero-hours contract (ZHC) – a contract that exempts employers from the requirement to provide any minimum working hours, and allows workers to decline any workload. We find quantitatively mixed welfare effects of ZHCs. On one hand they unlock job creation among firms that face highly volatile business conditions and increase labor force participation of individuals who prefer flexible work schedules. On the other hand, the use of ZHCs by less volatile firms, where jobs are otherwise viable under regular contracts, reduces welfare and likely explains negative employee reactions to this contract.
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Morris, Jasmine, and Zenobia Ismail. Per Diem Misuse in International Development in Africa. Institute of Development Studies, July 2024. http://dx.doi.org/10.19088/k4dd.2024.031.

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Per diems refer to the daily allowance given to an employee or individual to cover their expenses which relate to an activity or participation performed beyond their typical work conditions (Samb, Essombe & Ridde, 2020). They are used in international development to cover travel and subsistence costs for staff who work on development projects. Some low-income countries like Malawi have a problem with pervasive per diem misuse. This rapid evidence review focuses on per diem misuse in Africa, It finds that there are handful of options for addressing per diem misuse, but to date there are very few interventions that have been implemented to curtail per diem misuse.
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Genoni, María Eugenia, Carmen Pagés, and Paula Auerbach. Social Security Coverage and the Labor Market in Developing Countries. Inter-American Development Bank, September 2005. http://dx.doi.org/10.18235/0010733.

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This paper analyzes the reasons behind the low rates of contribution to social security programs in developing countries. Using a large set of harmonized household surveys from Latin America we compare contribution patterns among wage employees, for whom participation is compulsory, with contribution patterns among self-employed workers, for whom participation is often voluntary. In all countries, contribution rates among salaried workers are similarly correlated with education, earnings, size of the employer, household characteristics and age. In addition, contribution patterns among salaried workers are highly correlated with contribution patterns among the self-employed. Our results indicate that on average more than 30 percent of the explained within-country variance in contributions patterns may be accounted for by individuals low willingness to participate in old-age pension programs. Nonetheless, we also find evidence suggesting that some workers are rationed out of social security against their will.
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Samochowiec, Jakub, Johannes C. Bauer, and Kathrin Neumüller. Strategies for Dealing With the Labour Shortage – An Overview. Gdi-verlag, GDI Gottlieb Duttweiler Institute, June 2023. http://dx.doi.org/10.59986/hcmm6371.

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The Swiss labour market will shrink without immigration. But even with high immigrationnfigures, it will not be possible to maintain the previous growth of the labour market. Employers need to adapt to this situation. This study compiles and arranges different measures for dealing with the labour shortage, with the aim of showing different approaches to deal with the situation. The measures are arranged following the formula: Number of person-hours x efficiency = output The increase in the number of person-hours includes, on the one hand, measures to make employers more attractive. These are relative competitive advantages in the labour market. In a survey, 1,000 employees from German-speaking Switzerland were asked about their satisfaction with different aspects of their work and these areas of satisfaction were compared with their overall satisfaction, loyalty toward their employer and intentions of quitting their jobs. It showed that development opportunities (both personal and in terms of their career) and the appreciation by an employer who matches one’s values are the most important employer attributes for employees, but it is precisely the development opportunities that are often not offered to a satisfactory extent. The increase in the number of person-hours comprises, on the other hand, measures to expand labour market participation, which means that more person-hours are worked in the market. There are many options for this. Where remote working has become the norm, there are not many obstacles to offshoring work abroad. In addition, pensioners are open to working on a project-by-project basis and, if need be, could be recruited via “gig-economy” style platforms for individual tasks. A corporate platform could lower the hurdle for pensioners who worked for that company (in terms of psychology and also the bureaucracy) and create a broad but casual recruitment pool. Furthermore, career and pension advice could encourage women to increase their working hours or at least to not to give up their jobs completely despite high childcare costs. Political measures could also be introduced to lower the latter. It is probable that the labour market of the future will have to cope with fewer people, despite all efforts to increase person-hours. The formula suggests another factor: the increase in efficiency. Automation of work processes is one example of an efficiency measure. In a survey of managers, half of the respondents thought that about 20% of the work could already be automated today. However, there was a lack of competencies (also a consequence of the labour shortage), of a technology-savvy culture and of confidence that quality can be maintained. In addition, respondents to the employee survey also perceive about 20% of the work they do as unnecessary (excessive emails, meetings, administrative tasks, etc.). This is partly attributed to too much in-house bureaucracy and too many managers – which is the occupational group that has grown the most in the swiss labor market since 1991. The connection between wages and value generation seems to be restricted both within companies and in society as a whole. The labour shortage is often also caused by an allocation problem. Even measures to increase efficiency do not necessarily lead to less need for staff. Rather, the consequence of increased efficiency is often an almost automatic expansion GDI Gottlieb Duttweiler Institute 5 of output. In order to cope with the labour shortage, it is necessary to deal with output carefully and to reflect on where output should be expanded, capped or even reduced so that any reduction in output is done in a controlled manner. Especially in the context of an increasing relevance of sustainability, there are services and products in all companies that need to be questioned and the elimination of which would promote the credibility of sustainability strategies and thus also increase the chance that the corporate values match those of young employees. Perhaps other legal forms are necessary in order to avoid the pressures for growth which are linked with a shareholder structure. Alternative models are possible.
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Beshears, John, James Choi, David Laibson, and Brigitte Madrian. The Impact of Employer Matching on Savings Plan Participation under Automatic Enrollment. Cambridge, MA: National Bureau of Economic Research, August 2007. http://dx.doi.org/10.3386/w13352.

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8

Briere, Marie, James Poterba, and Ariane Szafarz. Choice Overload? Participation and Asset Allocation in French Employer-Sponsored Saving Plans. Cambridge, MA: National Bureau of Economic Research, December 2021. http://dx.doi.org/10.3386/w29601.

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9

Cruickshank, Garry. The Participation of Women Employed in Traditionally Male-Dominated Occupations including Plumbing: 1975 – 2013. Unitec ePress, February 2015. http://dx.doi.org/10.34074/ocds.026.

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In 1975 employment in the majority of trades’ areas was dominated by men, and this fact, associated with a significant wage disparity, generated considerable social debate at that time. A number of newspaper articles in New Zealand highlighted the lack of female participation in traditionally male occupations. Using an intensive literature review and statistical analysis of available records, this paper investigates whether the numbers of women employed as plumbers in New Zealand have changed between 1975 and the present day. Having established that the proportion of female plumbers is almost unchanged during this period, this research then compares this information with data gathered from other trades and exposes the widespread nature of this trend across traditionally male dominated industries. This data is also compared to gender-based employment rates in the non-trades professions. The potential causes underlying this tendency are discussed. Finally the paper reflects on what, if anything, could to be done to alter this situation.
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10

Cruickshank, Garry. The Participation of Women Employed in Traditionally Male-Dominated Occupations including Plumbing: 1975 – 2013. Unitec ePress, February 2015. http://dx.doi.org/10.34074/ocds.026.

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Abstract:
In 1975 employment in the majority of trades’ areas was dominated by men, and this fact, associated with a significant wage disparity, generated considerable social debate at that time. A number of newspaper articles in New Zealand highlighted the lack of female participation in traditionally male occupations. Using an intensive literature review and statistical analysis of available records, this paper investigates whether the numbers of women employed as plumbers in New Zealand have changed between 1975 and the present day. Having established that the proportion of female plumbers is almost unchanged during this period, this research then compares this information with data gathered from other trades and exposes the widespread nature of this trend across traditionally male dominated industries. This data is also compared to gender-based employment rates in the non-trades professions. The potential causes underlying this tendency are discussed. Finally the paper reflects on what, if anything, could to be done to alter this situation.
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