Journal articles: 'Employee policies'

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Holt, Grady Lynn. "Employee facial hair versus employer respirator policies." Applied Industrial Hygiene 2, no. 5 (September 1987): 200–203. http://dx.doi.org/10.1080/08828032.1987.10390238.

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Rute Cardoso, Ana, and Chiara Monfardini. "Compensation policies within firms: evidence from linked employer‐employee data." International Journal of Manpower 29, no. 1 (March 21, 2008): 4–7. http://dx.doi.org/10.1108/01437720810861976.

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Foote, David A., Scott J. Seipel, Nancy B. Johnson, and Michelle K. Duffy. "Employee commitment and organizational policies." Management Decision 43, no. 2 (February 2005): 203–19. http://dx.doi.org/10.1108/00251740510581920.

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Fusilier, Marcelline, and Charlie Penrod. "University Employee Sexual Harassment Policies." Employee Responsibilities and Rights Journal 27, no. 1 (October 7, 2014): 47–60. http://dx.doi.org/10.1007/s10672-014-9255-0.

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T J, Ramya. "The Impact of Internal Mobility Policies on Employee Performance at Private Banks Mysore." International Journal for Research in Applied Science and Engineering Technology 9, no. VII (July 31, 2021): 3714–23. http://dx.doi.org/10.22214/ijraset.2021.37164.

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The banking industry has tremendous growth in Indian market .The entrance of new policies in banking sector has bought changes in employee performance. Retaining employees in private banks has lot of challenges. Employee retention and employee performance is a contemporary approach for the development of private banks. The private banks has initiated news ways to implement internal mobility policies to retain employees . This paper presents an novel employee internal mobility survey in the private banks in Mysore . The research study is based on the following criteria, internal mobility policies, employee satisfaction towards internal mobility, factors influencing employee satisfaction, internal mobility policies towards employees’ retention. The target population for the study is employees of private banks .Required analysis will be done to measure the impact of internal mobility on employee performance. The current study focuses on impact of internal mobility on employee performance in the organization, and also the factors which has impact on internal mobility policies on employee performance. For the persistence of study primary data and secondary data is used. The research results impact of internal mobility on employee performance in private banks Mysore.

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Laarman, Linda M. "Employee benefits perspective: Individual freedoms and employer policies and benefit practices." Employment Relations Today 19, no. 3 (September 1992): 353–58. http://dx.doi.org/10.1002/ert.3910190313.

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Mishra, Vinod, and Russell Smyth. "Workplace policies and training in China: evidence from matched employee-employer data." International Journal of Manpower 36, no. 7 (October 5, 2015): 986–1011. http://dx.doi.org/10.1108/ijm-10-2013-0249.

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Purpose – The purpose of this paper is to examine the extent to which workplace policies and practices are related to participation in, and frequency and duration of, workplace training, controlling for worker and workplace characteristics. Design/methodology/approach – The authors regress variables depicting participation, frequency and duration of workplace training on workplace policies and control variables. In the case of participation in training, the dependent variable is binary; hence, the authors use a logit model. To examine the number of times which employees participate in training and the number of days they spend training the authors use a Tobit model. The Lewbel (2012) method is used to examine whether there is a causal relationship between workplace policies and the frequency, and duration, of training. Findings – The findings suggest that about half of the workplace policies considered are positively correlated with the incidence and breadth of workplace training. There is also some support for the view that bundling of policies is positively correlated with the provision of workplace training. The Lewbel (2012) results suggest a causal relationship between a bundle of workplace policies and the frequency, and duration, of workplace training. There is, however, no evidence that workplace policies designed to devolve responsibilities to workers and incentivize staff polarizes skills through resulting in more training for professional staff over others. Originality/value – The authors use matched employer and employee cross-sectional data for Shanghai in China. To this point most studies that have examined the determinants of training use data for Europe or the USA. There are few studies of this sort for countries in other regions and, in particular, developing or transition countries. There are no studies at all on the relationship between workplace policies and practices designed to promote organizational performance and training in developing or transitional countries. This study addresses this gap in the understanding of the factors related to on-the-job training in transitional countries, such as China.

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Hacker, Kenneth L., Blaine Goss, Charles Townley, and Valerie J. Horton. "Employee Attitudes Regarding Electronic Mail Policies." Management Communication Quarterly 11, no. 3 (February 1998): 422–52. http://dx.doi.org/10.1177/0893318998113004.

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Murphy, Kevin R., and George C. Thornton. "Characteristics of employee drug testing policies." Journal of Business and Psychology 6, no. 3 (March 1992): 295–309. http://dx.doi.org/10.1007/bf01126767.

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Patro, Chandra Sekhar. "A Study on the Impact of Employee Retention Policies on Organisation Productivity in Private Sector." International Journal of Asian Business and Information Management 5, no. 3 (July 2014): 48–63. http://dx.doi.org/10.4018/ijabim.2014070104.

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During the last decade, employee retention has become a most critical issue for all private sector organisations as a result of the shortage of skilled labor, economic growth and employee turnover. Retention of employees is an important function of the Human Resource Management. Employees are the assets of any organization. The organizations have to strive to retain the talents of the employees by implementing effective retention strategies. These strategies would subsequently have an impact on productivity and sustainability of the organization. Employee retention refers to the various policies and practices which let the employees stick to an organization for a longer period of time. Organisations use different HR techniques for retention. In this paper a brief overview of literature from various research findings are employed using a descriptive study technique. The present study is an attempt to identify the various retention policies practiced in different private sector organisations and evaluate the effectiveness of these policies on productivity and sustainability of the organisation.

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OBENG, ANTHONY FRANK, PRINCE EWUDZIE QUANSAH, ERIC COBBINAH, and STEPHEN ABIAM DANSO. "Organizational Climate and Employee Performance: Examining the Mediating Role of Organizational Commitment and Moderating Role of Perceived Organizational Support." International Journal of Human Resource Studies 10, no. 3 (August 31, 2020): 238. http://dx.doi.org/10.5296/ijhrs.v10i3.17395.

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Engaging employees and being supportive in enhancing their well-being in an organization is very paramount. Past studies show that these practices and policies are beneficial to the commitment level of the employer and the employee in the attainment of employee performance. This study was then conceptualized to examine the moderating effect of perceived organizational support on the relationships between organizational climate and organizational commitment and organizational commitment and employee performance. Also, the mediating effect of organizational commitment in the relationship between organizational climate and employee performance. Drawing on employees from the power generation companies in Ghana, a systematic sampling method was employed in choosing 371 respondents for the study. Hierarchical regression in SPSS software (version 23) was employed to analyze the hypotheses. It was observed that organizational commitment partially mediated the relationship between organizational climate and employee performance. However, perceived organizational support had no moderation effect on the relationship between organizational climate and organizational commitment. Furthermore, perceived organizational support had no moderation effect on the relationship between organizational commitment and employee performance. These results suggest that with an effective organizational climate, organizational support does little to strengthen or weaken employee performance. The practical implication is also discussed.

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

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

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Pearce, Clarissa. "Balancing Employer Policies and Employee Rights: The Role of Legislation in Addressing Workplace Alcohol and Drug Testing Programs." Alberta Law Review 46, no. 1 (November 1, 2008): 141. http://dx.doi.org/10.29173/alr241.

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Workplace alcohol and drug policies create tension between employer safety interests and employee privacy rights. Despite numerous legal challenges, the appropriate balance between employer and employee interests has not yet been decided. This lack of clarity is apparent in the various policies of employers, human rights commissions, and the rights asserted by affected employees. The article examines “model” policies of the petroleum and construction sectors and analyzes jurisprudence surrounding various forms of alcohol and drug testing, keeping the distinction between union and non-union approaches. It points to a lack of cohesion in jurisprudence and alcohol and drug testing policy models, and urges the implementation of legislation for greater certainty in the field.

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Kumari, Neeraj. "Impact of Employee Welfare Facilities on the Job Satisfaction." Journal of Business Theory and Practice 8, no. 4 (October 29, 2020): p1. http://dx.doi.org/10.22158/jbtp.v8n4p1.

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Employee welfare entails everything from services, facilities and benefits that are provided or done by an employer for the advantage or comfort of an employee. It is undertaken in order to motivate employees and raise the productivity levels. The study aims to find out how job satisfaction depends on employee welfare at Hema Engineering Limited. The descriptive research design has been used to find out whether the employees are aware about the welfare policies of the organization and their opinion on various welfare policies, which they like the most and which they want to get changed for their better future. A survey was conducted with the help of a structured questionnaire at HEL. Data analysis has been done on SPSS. The sample size was 57. Non-Probability Sampling technique has been used. HEL management understands the importance of welfare in the life of the employees and therefore provides them with lots of allowances, high pay scale and other employee benefits. This in return helps HEL to get best out of their employees. HEL has integrated processes which are followed for availing the welfare benefits by the employees. HEL provides a lot of benefits to the employees even after they get separated from the organization. Thus the employees and their families feel secure and motivated. Most of the employees are satisfied and happy with most of the policies at the workplace, especially medical benefits and child allowance. HEL is capable of attracting the best pool of talent and is also able to retain them through their attractive welfare policies.

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Zardasht, Prusha, Sewa Omed, and Shadi Taha. "Importance of HRM Policies on Employee Job Satisfaction." Black Sea Journal of Management and Marketing 1, no. 1 (August 25, 2020): 49–57. http://dx.doi.org/10.47299/bsjmm.v1i1.15.

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Employee performance is a key factor in the organizations for productivity. Besides, highly performing employees promote the quality of customer relationship. Because of its positive impact on the internal and external success of the organization, scholars and practitioners are investigating its antecedents and consequences increasingly in the recent years. Therefore, the current paper has aimed to search HRM policies’ impact on employee job satisfaction in the Kurdistan Region of Iraq. The results have revealed that rewarding and motivation was the most significant indicators of employees’ job satisfaction. Secondly, empowerment was an important subject for the employees which makes them satisfied with their jobs. Lastly, communication and motivation were the significant indicators which affected the job satisfaction of employees.

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MacDonald, Scott, and Stephen Dooley. "Employee Assistance Programs: Emerging Trends." Canadian Journal of Community Mental Health 9, no. 1 (April 1, 1990): 97–105. http://dx.doi.org/10.7870/cjcmh-1990-0007.

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Ninety-one Employee Assistance Program (EAP) policies were examined to assess factors associated with temporal changes and union endorsement. It was found that recent policies and policies with union participation were significantly more likely to: (a) emphasize mechanisms for promoting voluntary referral, (b) contain more procedures to protect confidentiality, and (c) mention the importance of informing employees about the EAP.

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Rocereto, Joseph F., Joseph B. Mosca, Susan Forquer Gupta, and Stuart L. Rosenberg. "The Influence Of Coaching On Employee Perceptions Of Supervisor Effectiveness And Organizational Policies." Journal of Business & Economics Research (JBER) 9, no. 6 (May 24, 2011): 15. http://dx.doi.org/10.19030/jber.v9i6.4375.

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This study investigates the effects of the use of coaching as a management style on supervisor effectiveness and key employee-related organizational policies. Specifically, we examine the direct effects of coaching on employee perceived supervisor effectiveness and organizational work-family balance support, as well as the impact of supervisory effectiveness on employee perceived effectiveness of organizational rewards programs. Ordinal regression was used to test the hypotheses, and data from 134 undergraduate and graduate business students enrolled in a Northeast university who indicated that they were currently employed on a full-time basis support these relationships. Results show that the degree to which employees view their supervisor as acting as a coach positively influences perceived supervisor effectiveness and organizational work-family balance support. Additionally, results support the notion that organizational work-family balance support also leads to perceived supervisor effectiveness which, in turn, positively influences employee perception regarding the effectiveness of organizational rewards programs.

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Parish, Colin, and Joanna Clarke-Jones. "Employee-friendly policies delayed by huge workload." Nursing Standard 18, no. 21 (February 4, 2004): 9. http://dx.doi.org/10.7748/ns.18.21.9.s12.

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Staudenmeier, William J. "Context and Variation in Employer Policies on Alcohol." Journal of Drug Issues 17, no. 3 (July 1987): 255–71. http://dx.doi.org/10.1177/002204268701700303.

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The last decade has seen the widespread adoption by employers of occupational alcoholism programs designed to address the alcohol problems of employees. This innovative pattern of alcohol-related employer policy has received considerable attention in the scientific literature while other, traditional employer policies persist with relative inattention. This paper frames a broad perspective on employer alcohol policy by looking at four current patterns of policy: 1. Drinking on the Job, 2. Dry on the Job, 3. Employer Prohibition, and 4. Occupational Alcoholism Programs (including Employee Assistance Programs). The author explores the systematic variation among employers in their alcohol policies and emphasizes the relationship among alcohol-related culture, policy and practice. The existence of conflicting cultural positions on alcohol makes the United States an especially interesting case for this analysis.

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Yorker, Bea, and Elizabeth F. Mistretta. "Environmental Hazards in the Workplace: Legal and Safety Considerations." AAOHN Journal 40, no. 8 (August 1992): 398–400. http://dx.doi.org/10.1177/216507999204000807.

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Both the employer and the employee must work together to provide the best possible work environment. The occupational health nurse can facilitate the interaction and communication between these groups to protect the employer and the employee. The company must follow legal guidelines related to hazardous materials, and the employees must understand and adhere to the established policies and procedures developed for their safety. The nurse can help assure that each is protected.

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Medlin, Bobby, Kenneth W. Green, and Alan D. Wright. "Comprehensive management practices and policies performance model." Industrial Management & Data Systems 116, no. 5 (June 13, 2016): 1043–60. http://dx.doi.org/10.1108/imds-07-2015-0283.

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Purpose – The purpose of this paper is to assess the impact of a specific set of management practices and policies and policies (organizational behavior modification, the management principles, and the management process) on human resource outcomes and on individual employee performance. A comprehensive management practices and policies performance model is theorized and empirically assessed. Design/methodology/approach – Data collected from a sample of full-time employees working in the Southern USA are analyzed using a partial least squares/structural equation modeling methodology. Findings – Considering the direct and indirect links among the constructs the authors conclude the following: organizational behavior modification, the management principles, and the management process combine to improve organizational commitment and job satisfaction; organizational commitment and job satisfaction combine to improve employee engagement and workplace optimism; and employee engagement and workplace optimism combine to enhance individual performance. Research limitations/implications – The model tested reflects the synergy created though the implementation of the management practices and policies and policies and the impact of that synergy on human resource outcomes and individual employee performance. This is the first assessment of this comprehensive model. Replication and verification of the model are suggested. Practical implications – Practitioners are provided with a framework for assessing the synergistic impact of the management practices and policies on human resource outcomes and individual employee performance. The theorized model and results provide practicing managers with a blueprint for the systematic implementation of the management practices and policies. Originality/value – A comprehensive management practices and policies performance model is proposed and empirically assessed. The results support the proposition that implementation of the management practices and policies leads to improved human resource outcomes and individual employee performance.

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Ginglinger, Edith, William Megginson, and Timothée Waxin. "Employee ownership, board representation, and corporate financial policies." Journal of Corporate Finance 17, no. 4 (September 2011): 868–87. http://dx.doi.org/10.1016/j.jcorpfin.2011.03.005.

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Glass, Jennifer L., and Lisa Riley. "Family Responsive Policies and Employee Retention Following Childbirth." Social Forces 76, no. 4 (June 1998): 1401. http://dx.doi.org/10.2307/3005840.

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Glass, J. L., and L. Riley. "Family Responsive Policies and Employee Retention Following Childbirth." Social Forces 76, no. 4 (June 1, 1998): 1401–35. http://dx.doi.org/10.1093/sf/76.4.1401.

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Song, Xiaochuan, Master Thomas M. English, and Marilyn V. Whitman. "Exploring Organizational Smoking Policies and Employee Vaping Behavior." Journal of Occupational and Environmental Medicine 59, no. 4 (April 2017): 365–68. http://dx.doi.org/10.1097/jom.0000000000000963.

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Young, Kimberly. "Policies and procedures to manage employee Internet abuse." Computers in Human Behavior 26, no. 6 (November 2010): 1467–71. http://dx.doi.org/10.1016/j.chb.2010.04.025.

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Randall, Donna M. "Fetal protection policies: A threat to employee rights?" Employee Responsibilities and Rights Journal 1, no. 2 (June 1988): 121–28. http://dx.doi.org/10.1007/bf01385041.

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Sumathi, K., Rina Khanum, and G. K. Supriya. "Employee Job Satisfaction at Organized Retails - An Analysis." Shanlax International Journal of Management 7, no. 4 (April 1, 2020): 36–43. http://dx.doi.org/10.34293/management.v7i4.2150.

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Employee job satisfaction is speaking about the happiness of employees towards their job. In the present competitive business scenario, the organizations are considered as a major strategy to attract and retain the employees. However, employee job satisfaction is very important to the service sector industry like organized retails, as the employees are regularly in touch with the customers. Moreover, many of the factors affect employee job satisfaction. Therefore the present study is an attempt to analyze policies and practices framed by the organized retail organizations to make their employees satisfied and the level of satisfaction of employees regarding those policies and practices. Also, the study exhibits the relationship between the demographic profile and job satisfaction of employees in the retail sector in the study area.

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Goldstein, Adam O., Jean E. Kincade, George Gamble, and Rachel S. Bearman. "Policies and Practices for Improving Influenza Immunization Rates Among Healthcare Workers." Infection Control & Hospital Epidemiology 25, no. 11 (November 2004): 908–11. http://dx.doi.org/10.1086/502318.

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AbstractObjective:To determine the attitudes, policies, and barriers for requiring annual versus voluntary influenza vaccinations for the staff of healthcare institutions in North Carolina.Methods:Five different types of institutions serving at-risk elderly populations throughout North Carolina were chosen for study, including hospitals, home health agencies, nursing homes, dialysis centers, and assisted living facilities. Infection control managers completed a 45-question telephone survey on policies for annual influenza vaccinations for employees, incentives to encourage immunizations, support for mandatory influenza vaccinations for workers, barriers to employee vaccinations, and support for a state law to mandate influenza immunizations for employees with patient care contact.Results:Of 312 institutions, 268 (86%) participated in the study. Only 38% of institutions reported having formal written employee influenza vaccination policies, and only 2% actually mandated annual employee vaccinations. Reported barriers to increasing healthcare worker annual influenza vaccinations included “fear of side effects” and “perceived ineffectiveness of the flu vaccine.” Almost half of the respondents would support mandating influenza vaccinations for all healthcare workers with direct patient contact.Conclusion:A state-wide survey of the receptivity, policies, and implications of mandated employee influenza vaccinations among healthcare institutions serving the elderly in North Carolina found written policies uncommon and most of the mechanisms used to increase vaccinations voluntary. Efforts should be tailored to individuals, institutions, and healthcare systems to dramatically increase employee immunization rates.

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Riccucci, Norma M., and Gary R. Wheeler. "Positive Employee Performance: An Innovative Approach to Employee Discipline." Review of Public Personnel Administration 8, no. 1 (September 1987): 49–63. http://dx.doi.org/10.1177/0734371x8700800104.

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Positive discipline is a disciplinary process which replaces the use of punishment as a way to modify undesirable employee behaviors. This article addresses the application of this almost exclusively private-sector disciplinary tool to the Pinellas County, Florida labor force. A preliminary examination of its operation indicates that supervisors support the use of positive discipline because of its efficacy in addressing and responding to disciplinary problems. Positive discipline appears to be part of a larger trend that favors participative management and progressive disciplinary policies as responses to the changing values of the American work force.

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Kiser, Angelina I. T., Timothy Porter, and David Vequist. "Employee Monitoring and Ethics." International Journal of Digital Literacy and Digital Competence 1, no. 4 (October 2010): 30–45. http://dx.doi.org/10.4018/jdldc.2010100104.

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More advanced technologies that make it possible to monitor employees in the workplace have led to controversies on both legal and ethical grounds. Employers can now easily monitor emails, Internet usage and sites visited, and keystrokes, as well as use GPS systems to track employees’ movements throughout the day. At one end of the spectrum is the employer who claims that monitoring not only improves productivity but is a legal necessity that assists in keeping the company from becoming legally liable for employees’ misuse of technology. Employees, on the other hand, want their privacy protected, and many believe that it is more a matter of them not being trusted. In this paper, an examination is presented that describes various forms of workplace surveillance and monitoring, viewpoints of both employers and employees, policies that companies have implemented, and the ethical and legal implications of such policies.

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Suminski, Richard R., W. S. C. Poston, and Melissa L. Hyder. "Small Business Policies Toward Employee and Community Promotion of Physical Activity." Journal of Physical Activity and Health 3, no. 4 (October 2006): 405–14. http://dx.doi.org/10.1123/jpah.3.4.405.

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Background:Basic information is needed to develop strategies for promoting physical activity (PA) in small business. This preliminary study described small business policies encouraging PA.Methods:Interviews were completed at 98 small businesses (5–100 employees) in 2003. Business policies encouraging PA participation by employees and the public were assessed. Stage of Change was used to describe intentions to develop such policies.Results:A total of 53 PA policies (12 employee; 41 public) existed. The most common employee policy was incentives for gym memberships (41.7%). The most popular public policy was sport team sponsorships (60.1%). Most businesses (60.2%) were not thinking about creating a policy for PA while 33.7% had a policy in place (20.4% > 6 months).Conclusion:Small businesses have few PA policies and most are not thinking about such policies. Research should determine why this is the case and what approaches could stimulate the development of PA policies.

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Valentine, Sean, and Lynn Godkin. "Ethics policies, perceived social responsibility, and positive work attitude." Irish Journal of Management 35, no. 2 (December 30, 2016): 114–28. http://dx.doi.org/10.1515/ijm-2016-0013.

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AbstractEmployers that emphasise ethics often encourage a variety of positive work-related outcomes, yet the manner inwhich different ethics policies and corporate social responsibility (CSR) enhance employee attitudes is still subject toinvestigation. Consequently, this study explored how ethics training and an ethics code work with perceived social responsibility to encourage positive feelings about work. Using survey data collected from 781 individuals employed in an education-based health science centre, the results indicated that hours of ethics training and a shared ethics code operated through perceived social responsibility to enhance a positive work attitude, measured as job satisfaction and an intention to stay. Creating an ethical environment and emphasising socially responsible business practices should encourage employees to respond more favourably to the workplace. In particular, companies should use ethics codes and training to emphasise CSR, thus enhancing employees’ work attitudes.

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Sabil, Sabil, Mohamad Syamsul Maarif, Edie Toet Hendratno, and Widarto Rachbini. "WAGE POLICY IMPACT ON EMPLOYEE PERFORMANCE IN INDUSTRY AREAS BEKASI DISTRICT." Journal of Accounting and Finance Management 1, no. 2 (November 12, 2020): 286–300. http://dx.doi.org/10.38035/jafm.v1i2.32.

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In the last few years, employee performance has decreased because the wages received are considered insufficient to meet the needs of a decent life. The purpose of this study was to examine and analyze those influencing wage policies and employee performance in companies in the Bekasi Regency industrial area. The study population was employees of companies in the industrial area of Bekasi Regency. In accordance with structural equition modeling (SEM), a sample of 285 respondents was selected through a purposive sampling technique. Data analysis was applied by applying government regulation theory, trade union theory, labor productivity theory, wage policy theory and employee performance theory. Hypothesis testing was carried out using SEM with the Lisrel Version 8.80 application. The results showed that the direct effect of government regulations, labor unions, work productivity and living costs has a significant effect on wage policies and government regulations, labor unions, wage policies have a significant effect on employee performance and indirect effects. government regulations, labor unions, work productivity, cost of living, have a significant effect on employee performance through wage policies.

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Tikson, Shinta Dewi Sugiharti. "Human Resource Policies and Work Culture: A Case of Starbucks." JBMI (Jurnal Bisnis, Manajemen, dan Informatika) 15, no. 1 (August 2, 2018): 1–12. http://dx.doi.org/10.26487/jbmi.v15i1.1773.

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This paper discusses the human resource management policies and work culture at Starbucks. Starbucks view their employees as company assets that must be managed correctly in order to maintain the most valuable human resources in the business. This company also understand the relationship between positive human resource management policies and work culture and employee motivation. Therefore, the company take great care in selecting the right kind of people and make an effort to retain them. For that reason, the company’s human resource policies reflected its commitment on its employees.Keywords: Human resource policies and practice, work culture, Starbucks, employee motivation.

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Hieu, Dao Trong, and Nguyen Hoai Phuong. "Employee Motivation in Vietnamese State-Owned Commercial Banks." Business and Management Horizons 9, no. 2 (August 12, 2021): 1. http://dx.doi.org/10.5296/bmh.v9i2.18935.

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Understanding the important of employee motivation in enhancing human resource quality as well as organization effectiveness, Vietnamese State-Owned commercial banks (SOCB) have applied different employee motivational policies. However, these policies haven’t been highly effective and effeciency cause of lacking understanding about factors affecting employee motivation. This study aims to identify and measure factors influencing employee motivation in Vietnamese SOCB applied expectancy theory and suggest recommendations to enhance their employee motivation. Data were collected from sending questionnaires to 4 biggest Vietnamese SOCBs. Cronbach’s alpha, Exploratory Factor Analysis (EFA), Linear regression were employed for analyzing and processing data. The results show that Expectation (E); Intrinsic rewards (INI); the employee anticipated satisfaction with intrinsic rewards (VI) have positive impact on employee motivation in SOCB. Based on the findings, some recommendations are proposed for SOCBs to improve employee motivations.

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ter Hoeven, Claartje L., Vernon D. Miller, Bram Peper, and Laura den Dulk. "“The Work Must Go On”." Management Communication Quarterly 31, no. 2 (December 26, 2016): 194–229. http://dx.doi.org/10.1177/0893318916684980.

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The Netherlands is characterized by extensive national work–life regulations relative to the United States. Yet, Dutch employees do not always take advantage of existing work–life policies. Individual and focus group interviews with employees and managers in three (public and private) Dutch organizations identified how employee and managerial communication contributed to acquired rules concerning work–life policies and the interpretation of allocative and authoritative resources for policy enactment. Analyses revealed differences in employees’ and managers’ resistance to policy, the binds and dilemmas experienced, and the coordination of agreements and actions to complete workloads. There are also differences between public and private contexts in the enactment of national and organizational policies, revealing how national (e.g., gender) and organizational (e.g., concertive control) mechanisms play out in employee and managerial communication that determine the use of work–life policies.

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Case, John, and Michael Quarrey. "Turning employees into owners." Journal of Participation and Employee Ownership 2, no. 3 (December 9, 2019): 202–11. http://dx.doi.org/10.1108/jpeo-09-2019-0022.

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Purpose The purpose of this paper is to review and analyze policies where employee share ownership might be relevant to the inequality debate in the USA. Design/methodology/approach Description and analysis of policy alternatives designed to increase the prevalence of employee ownership in the USA economy. Findings Since 1974, Congress has passed many provisions to encourage employee ownership, all with widespread bipartisan support. Additional policies would have an even greater impact. Congress could “level the playing field” for corporate divestitures and sales of companies by private equity firms; create Employee Ownership Investment Corporations, modeled after Small Business Investment Corporations, to provide capital for sales to employees; and create an Employee Equity Loan Program to guarantee loans for employee-ownership transactions. Such measures would have no budgetary impact. It could also create tax incentives to encourage corporate and private-equity sales to employees and establish regulations to ensure that employee-owned companies are eligible for the full benefit of recent opportunity zone legislation. Legislation could also encourage publicly traded companies to offer stock to employees at a discount and require companies that receive various forms of special treatment from the government to establish employee stock-ownership programs. Originality/value The academic journal literature has virtually no policy analyses on employee share ownership.

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Hee, Ong Choon, and Koh Rui Jing. "The Influence of Human Resource Management Practices on Employee Performance in the Manufacturing Sector in Malaysia." International Journal of Human Resource Studies 8, no. 2 (April 4, 2018): 129. http://dx.doi.org/10.5296/ijhrs.v8i2.12826.

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The purpose of this study is to examine the relationship between Human Resource Management (HRM) practices (Compensation and Benefits, Work-life Policies, Performance Appraisal and Training and Development) and employee performance. Data was collected through questionnaire from 161 employees of a manufacturing company in Johor, Malaysia. The results of the multiple regression analysis showed that performance appraisal and training and development were significantly related to employee performance. The findings suggested that training and development is the most important factor that positively influences employee performance followed by performance appraisal. Compensation and benefits and work-life policies were found to be not significant in predicting employee performance. In relation to these findings, human resource department shall have designed suitable training plan with comprehensive and consistent performance appraisal system for the employees.

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Tabouli, Esmael M. A., Nasser Ahmed Habtoor, and Mohammad Nashief S. "The Impact of Human Resources Management on Employee Performance: Organizational Commitment Mediator Variable." Asian Social Science 12, no. 9 (August 25, 2016): 176. http://dx.doi.org/10.5539/ass.v12n9p176.

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<p>This study aims to examine the impact of the human resource management (HRM) policies on the organizational commitment and the performance of the employees at Jumhoruia bank in Libya. The study encompasses the policies factor as an independent variable and the factor of employee performance as a dependent variable. This study also intends to investigate the role of “organizational commitment” as a mediator variable between the polices of (HRM) and the performance of the employee, and to achieve these aims, the researchers have used the descriptive analytical method (quantitative) which represented using (CFA) in order to verify the structural truth of the study factors reaching to use (SEM-AMOS). The study is targeting all employees working in Jumhoruia bank, the headquarters and the branches in the capital city of Libya, Tripoli The study has concluded with many results, and one of the most important results is that, there is a positive relationship between the (HRM) and the employees’ performance. The study also found that there is an indirect positive effect to the (HRM) through the organizational commitment with a percentage higher than the direct impact. the researchers recommends that all policy makers of (HRM) should pay more concern on policies and practices related to the employees which results into developing the employees’ performance, also policy makers inside the bank should concentrate on emotional aspects of the employees which in turn result into a higher positive influence on their performance compared with the direct impact on their performances.</p>

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Kitterlin, Miranda, Lisa Moll, and Gabriela Moreno. "Foodservice employee substance abuse: is anyone getting the message?" International Journal of Contemporary Hospitality Management 27, no. 5 (July 13, 2015): 810–26. http://dx.doi.org/10.1108/ijchm-11-2013-0522.

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Purpose – The purpose of this study is to investigate foodservice industry employees’ experiences and perceptions related to substance abuse prevention measures in the workplace. Design/methodology/approach – A qualitative approach was used for this foundational study, and data collection occurred by conducting in-depth interviews with 30 foodservice employees. Findings – Participants reported that, in their perceptions, substance abuse prevention measures were virtually non-existent at their places of employment. The few participants that were aware of such policies indicated that they had never seen the policy actually enforced. Practical implications – The results of this exploratory study suggest that foodservice employees may not be receiving adequate messages about workplace substance abuse prevention policies nor are they developing an adequate awareness of such policies. Further, where such policies are in place, they may not being adequately enforced, implying negligent business practices. Failure to display a presence and communication of workplace substance abuse policies and prevention efforts for this potentially high-risk population is both organizationally and socially irresponsible. Suggestions for the implementation of such harm reduction strategies are also provided, as is a call for further research conducted in a quantifiable method to offer more generalizable results. Originality/value – No previous study has investigated employee awareness of substance abuse policies and prevention measures or harm reduction strategies in the foodservice workplace. This study provides a step toward understanding foodservice employee substance abuse and prevention that was previously lacking in the literature.

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Izza, Ismiyatul, Budhi Setianto, and Inge Dhamanti. "Pengaruh Internal Service Quality (INTQUAL) terhadap Kepuasan Karyawan di RS Islam Ahmad Yani Surabaya." Jurnal Manajemen Kesehatan Indonesia 9, no. 2 (August 3, 2021): 78–86. http://dx.doi.org/10.14710/jmki.9.2.2021.78-86.

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The job satisfaction that employees get at the organization depends on whether or not the employee's needs are met. Employee needs that can be met will provide job satisfaction. The greater the employee's needs that can be met, the higher the employee's job satisfaction. Meanwhile, if the employee's needs are not met, the employee will have dissatisfaction. Objective: To identify the influence of internal service quality (intqual) on employee satisfaction at RSIAS. Methods: This study analyses an employee satisfaction survey conducted in 2020 using a cross-sectional study design. Population of this research is all employees in RSIAS. The sample of this study is also all employees in RSIAS, which is 421 people. The satisfaction survey is filled in using a score of 1 to 5, then averaged so that a score is obtained to determine the category of each aspect. The data obtained were analyzed based on the theory of internal service quality and employee satisfaction, then tested using a multiple linear regression statistical test model to determine the effect of internal service quality (intqual) on employee satisfaction at RSIAS. Results: The results of statistical tests showed that the value of p = 0.000, meaning that internal service quality has an effect on employee job satisfaction because the value of p <0.05. Several aspects of internal service quality affect job satisfaction, namely the aspects of tools, policies and procedures, management support, goal alignment, effective training and reward and recognition.

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Zheng, Connie, John Molineux, Soheila Mirshekary, and Simona Scarparo. "Developing individual and organisational work-life balance strategies to improve employee health and wellbeing." Employee Relations 37, no. 3 (April 7, 2015): 354–79. http://dx.doi.org/10.1108/er-10-2013-0142.

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Purpose – Work-life balance (WLB) is an issue of focus for organisations and individuals because individuals benefit from having better health and wellbeing when they have WLB and this, in turn, impacts on organisational productivity and performance. The purpose of this paper is to explore relevant WLB factors contributing to employee health and wellbeing, and to understand the interactive effects of individual WLB strategies and organisational WLB policies/programmes on improving employee health and wellbeing. Design/methodology/approach – Using the data collected from 700 employees located in Queensland, Australia, multiple regression analysis was conducted to examine the variables related to individual WLB strategies and organisational WLB programmes. Several multiple regression models were used to evaluate interrelated relationships among these variables and their combined effects on employee health and wellbeing. Findings – The authors found that employees exercising their own WLB strategies showed better health conditions and wellbeing that those who do not; they were also more capable of achieving WLB. Both availability and usage of organisational WLB programmes were found to help employees reduce their stress levels, but interestingly to have no direct association with WLB and employee health. Several control variables such as age, working hours, education level and household incomes were found to have moderate effects on employee health and wellbeing. Originality/value – Employee health and wellbeing are determined by multiple factors. In distinguishing from prior research in this field, this study discovers an important interface between individual WLB strategies and organisational provision of WLB policies/programmes supplemented by several exogenous factors in addressing overall employee health and wellbeing. The results have implications for organisational delivery of WLB policies and other human resource management practices to support employees.

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Banghart, Scott, Michael Etter, and Cynthia Stohl. "Organizational Boundary Regulation Through Social Media Policies." Management Communication Quarterly 32, no. 3 (April 2, 2018): 337–73. http://dx.doi.org/10.1177/0893318918766405.

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Digital ubiquity and penetration across spatio-temporal boundaries have exacerbated the need for a clearer understanding of where the boundaries of personal, professional, and public communication begin and end. Indeed, boundary specifications have become an iconic problematic for organizational control and employee communication in the age of social media. In response, corporations increasingly issue policies that aim to regulate when, where, how, and what employees communicate in online environments. We argue that these policies are forms of organizational boundary regulation. Drawing on a content analysis of 112 social media policies from the world’s largest corporations, we examine the boundary logics articulated in these policies to delineate corporate spheres of influence. Next, we show how boundary logics relate to directives for employee speech, self-expression, and relational engagement. We discuss how the boundary logic framework contributes to our understanding of the expansion of corporate control across multiple life domains in the digital age.

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Waters, Adele, and Helen Gilbert. "Employee friendly survey reveals dangers of inflexible work policies." Nursing Standard 14, no. 3 (October 6, 1999): 4–5. http://dx.doi.org/10.7748/ns.14.3.4.s4.

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Csiernik, Rick. "Ideas on Best Practices for Employee Assistance Program Policies." Employee Assistance Quarterly 18, no. 3 (June 2003): 15–32. http://dx.doi.org/10.1300/j022v18n03_02.

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Fusilier, Marcelline, and Marcia Denny. "Employee sexual harassment policies and Kuwait transnational higher education." Middle East J. of Management 1, no. 3 (2014): 197. http://dx.doi.org/10.1504/mejm.2014.060519.

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Zilg, Robert J. "AIDS: Implications for employee benefit plans and personnel policies." Employment Relations Today 15, no. 4 (December 1988): 285–93. http://dx.doi.org/10.1002/ert.3910150405.

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Reese, Laura A., and Karen E. Lindenberg. "Employee Satisfaction with Sexual Harassment Policies: The Training Connection." Public Personnel Management 33, no. 1 (March 2004): 99–119. http://dx.doi.org/10.1177/009102600403300108.

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Feeney, Mary K., and Justin M. Stritch. "Family-Friendly Policies, Gender, and Work–Life Balance in the Public Sector." Review of Public Personnel Administration 39, no. 3 (September 27, 2017): 422–48. http://dx.doi.org/10.1177/0734371x17733789.

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Family-friendly policies and culture are important components of creating a healthy work environment and are positively related to work outcomes for public employees and organizations. Furthermore, family-friendly policies and culture are critical mechanisms for supporting the careers and advancement of women in public service and enhancing gender equity in public sector employment. While both policies and culture can facilitate women’s participation in the public sector workforce, they may affect men and women differently. Using data from a 2011 study with a nationwide sample of state government employees, we investigate the effects of employee take-up of leave policies, employer supported access to child care, alternative work scheduling, and a culture of family support on work–life balance (WLB). We examine where these variables differ in their effects on WLB among men and women and make specific recommendations to further WLB among women. The results inform the literature on family-friendly policies and culture in public organizations.

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Journal articles on the topic 'Employee policies'

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