Relevant bibliographies by topics / Employee recognition

Contents

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

Academic literature on the topic 'Employee recognition'

Author: Grafiati
Published: 4 June 2021
Last updated: 4 February 2022

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Journal articles on the topic "Employee recognition"

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Larsen, Ann K. "Employee Recognition." AORN Journal 57, no. 4 (April 1993): 909–12. http://dx.doi.org/10.1016/s0001-2092(07)69092-9.

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Blumberg, Susan. "Foodservice Employee Recognition Programs." Journal of the American Dietetic Association 105, no. 7 (July 2005): 1055–56. http://dx.doi.org/10.1016/j.jada.2005.05.070.

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Seeger, Jan. "Communicating employee recognition at MDOT." Strategic HR Review 4, no. 6 (September 2005): 12–13. http://dx.doi.org/10.1108/14754390580000829.

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

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This study seeks to contribute in the field of the ideal employer, by determining the Employer Brand of Choice and its core components. In doing so, a pilot study was initially conducted to delineate these components. Evidence from 896 working adults that participated in a field study support the multi-dimensionality of the construct Employer Brand of choice, highlighting the role of “Remuneration”, “Relationships”, “Opportunities for Self Development”, “Recognition”, and “Corporate Image”. These findings not only offer a concrete and holistic theoretical base of Employer Brand of Choice, but they can also serve as a managerial guide towards enhancing companies’ ability to attract, retain and motivate talented individuals.
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White, Paul. "Improving staff morale through authentic appreciation." Development and Learning in Organizations: An International Journal 28, no. 5 (July 29, 2014): 17–20. http://dx.doi.org/10.1108/dlo-05-2014-0034.

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Purpose – This paper aims to address the increasingly low levels of staff morale found in workplaces and the challenges managers have. Employees tend to view employee recognition programs cynically and the reasons for these reactions are explained, along with the negative results which follow. The concept of authentic appreciation is discussed, and the core components necessary for employees to feel truly valued and practical steps that can be taken are outlined. Design/methodology/approach – The paper reports lessons learned through the author’s experiences of applying the concepts to workplaces over the past several years. Findings – Job satisfaction and employee engagement are declining in spite of the proliferation of employee recognition programs. Employees perceive much employee recognition activity as being disingenuous, leading to apathy and sarcasm. There are structural issues that need to be corrected for employee recognition to be perceived as authentic – making recognition less generic, more individualized and communicated regularly in the manner that is valued by the recipients. Practical implications – Traditional approaches to employee recognition (awards and rewards) need to be re-evaluated. Continuing these activities may actually increase the negativity within a work environment. Learning what each individual employee values and then communicating appreciation to them in ways that are perceived as authentic is critical to having a positive result. Originality/value – The paper challenges the current (and growing) trend of impersonal employee recognition programs and examines the factors that contribute to recognition being perceived as inauthentic. The author then provides an alternative approach and methodology that facilitates the ability to communicate authentic appreciation.
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London, Calvin, and Kim Higgot. "An employee reward and recognition process." TQM Magazine 9, no. 5 (October 1997): 328–35. http://dx.doi.org/10.1108/09544789710178587.

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Hansen, Frederick, Michele Smith, and Ries B. Hansen. "Rewards and Recognition in Employee Motivation." Compensation & Benefits Review 34, no. 5 (September 2002): 64–72. http://dx.doi.org/10.1177/0886368702034005010.

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Masri, Nadine El, and Abubakr Suliman. "Talent Management, Employee Recognition and Performance in the Research Institutions." Studies in Business and Economics 14, no. 1 (April 1, 2019): 127–40. http://dx.doi.org/10.2478/sbe-2019-0010.

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AbstractThis paper aims to provide insight into talent management and employee recognition variables, in an effort to understand if these management practices are, in a way, implemented in the Research Institutions in Qatar. It also aims to examine the link of these two constructs to employee performance and to suggest a pathway to improve the current practices, if any, in order to enhance the work performance. The sample of the study consisted of 180 full time employees who were randomly selected and surveyed using an online personalized questionnaire. The results of the empirical research uncover that talent management and employee recognition can significantly affect the level of employee performance, as well contributing to the organizational success and positioning. This study also found that talent management and employee recognition are interrelated variables that affect employee performance. Talent Management and employee performance are seen as strategic tools to implement strategic objectives and to enhance employees and organization’s performance. The study concludes with a set of recommendations for both practitioners and researchers working in Qatar and beyond. The results of the study emphasize the importance of managing employee recognition in shaping work performance. It seems to be individuals’ need for recognition, esteem and social status continues to be a higher order need irrespective of time and context. This paper is the first paper in Qatar and the Middle East that examines the role of talent management and employee recognition in shaping employee performance in the context of research institutions.
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Konovalova, Valeriya. "Employee Recognition Programs: Experience and New Reality." Management of the Personnel and Intellectual Resources in Russia 10, no. 3 (July 22, 2021): 25–30. http://dx.doi.org/10.12737/2305-7807-2021-10-3-25-30.

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The article is devoted to the problems of using tools for employee recognition in modern practice. The main and forms of recognition, their advantages and disadvantages are considered. It summarizes research evidence supporting both the positive effects of recognition on variables such as employee productivity and retention, morale, motivation, job satisfaction, happiness and positive mood, organizational and professional commitment and engagement, and the impact of lack of recognition on employee burnout. The factors that determine the increasing importance of justifying the strategy and programs of employee recognition, as well as trends in their development, including the desire to harmonize recognition programs, alignment with business goals, talent management processes are highlighted. An analysis of the reasons for the insufficient effectiveness of employee recognition programs is presented. Recognition programs have been shown to fail due to a lack of structure for employees to recognize each other, difficulty in choosing people to express recognition, lack of clarity about the goals of recognition programs, insufficient attention to age and perceptions of recognition, and the state of organizational culture. (Leaders declare certain values, but no one in the organization gains recognition in realizing these values; competitive cultures often suppress people's desire to recognize and praise their colleagues). Recommendations for improving the effectiveness of employee recognition programs are presented.
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Kurniawan, Rahma, and Rina Anindita. "Impact of Perceived Supervisor Support and Rewards and Recognition Toward Performance Through Work Satisfaction and Employee Engagement in Employee Marketing Banks." Business and Entrepreneurial Review 21, no. 1 (May 27, 2021): 171. http://dx.doi.org/10.25105/ber.v21i1.9280.

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<p><em>The company as an organization has a dependency on individuals within the company itself. Employees as individuals in the company are part of the organizational structure that has a major role in determining the achievement of company goals. In the perspective of employees, direct supervisors' attitudes and actions can increase employee engagement or even create an atmosphere where an employee becomes disengaged (feeling not part of the company/organization). In addition to marketing employees, rewards and recognition are generally used as the main motivation to improve their performance.</em></p><p><em>For this reason, the purpose of this study is to determine the role of perceived supervisor support, rewards, and recognition, employee engagement on performance mediated by job satisfaction. The study was conducted with a survey using a questionnaire where respondents used 170 marketing employees in the banking industry in Tangerang. Data were analyzed using Structural Equation Model (SEM). The results showed there was a relationship between rewards and recognition of employee engagement, there was a relationship between rewards and recognition of performance, there was not a relationship between perceived supervisor support for performance. Employee engagement mediates the relationship between rewards and recognition of job satisfaction. Job satisfaction mediates the relationship between employee engagement on performance.</em></p>
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Dissertations / Theses on the topic "Employee recognition"

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Smith, Charlotte Lucy. "Employee recognition at work : a study of employee experiences." Thesis, University of York, 2014. http://etheses.whiterose.ac.uk/8024/.

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Despite evidence of its increasingly widespread use within organisations and a significant body of practitioner and “popular” literature on the subject, employee recognition has received relatively little empirical study by academic researchers. As a result, there are significant gaps in our knowledge, particularly around how recognition schemes actually operate in organisations and the ways in which they impact upon individuals and organisations. This thesis responds to these knowledge gaps through presenting empirical evidence collected through in-depth interviews with employees drawn from two organisations, an insurance company and a local council, about their experiences of recognition in the workplace. Taking an inductive thematic approach to the analysis of the employees’ accounts, I identify some of the key factors influencing employees’ experiences of recognition, thus contributing to knowledge about how recognition schemes are experienced and understood by employees. In particular, I highlight the importance of the social and organisational context in which recognition is given and received in influencing the meanings which individuals assign to recognition. I also discuss the ways in which further factors such as the recognition scheme design and implementation, including the way in which recognition is delivered to recipients, can mediate individuals’ experiences of recognition. Drawing upon theories of gift giving, I offer interpretations of employees’ accounts of their recognition experiences which identify three main important social functions fulfilled by employee recognition: the communication of information about the perceptions and intentions of individuals involved in the process of recognition, the development and maintenance of social exchange relationships between individuals in the workplace, and the promotion of a sense of solidarity and unity within the organisation. Furthermore, whilst offering insights into its possible positive social functions and implications, this thesis contributes to knowledge about employee recognition by drawing attention to its possible dysfunctional consequences. The findings of this thesis are useful for practitioners responsible for designing and implementing employee recognition schemes, as well as for academic researchers seeking to understand the underlying dynamics of employee recognition as a human resource management practice.
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Schouten, Theresa Lynn. "The impact recognition has on employees in the Human Resource Department at Bemis Company, Inc." Menomonie, WI : University of Wisconsin--Stout, 2006. http://www.uwstout.edu/lib/thesis/2006/2006schoutent.pdf.

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Wimbush, James C. "A longitudinal examination of public recognition and employee absenteeism: an exploratory study." Thesis, Virginia Tech, 1988. http://hdl.handle.net/10919/44696.

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The study extended the Scott et al. (1985) research by examining the influence of public recognition on employees' attitudes and perceptions toward absenteeism. The main focus was on why the public recognition program was effective in reducing employee absenteeism.

To better understand the effectiveness of recognition in reducing absenteeism, a model of the absenteeism/recognition relationship was developed. The model was based on the integration of the need, expectancy, reinforcement, and goal setting theories. It implies that the influence of recognition on attendance behavior is a function of an employee's (1) desire for recognition; (2) belief that attendance is related to recognition; (3) personal attendance goal setting which is a function of an employee's(a)perceived congruency between individual and management's attendance goals, (b) perceived reasonableness of management's attendance goals, and (c) perceived ability to attend in order to meet goals; and (4) recognition award.

It was concluded that even though recognition programs have been shown to yield greater reductions in absenteeism than other approaches (e.g., lotteries, financial incentives, etc.), the reasons for its effectiveness are still not known.


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Osborne, Schrita. "Employee Engagement and Organizational Profitability." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3194.

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Disengaged employees typically cost U.S. corporations $350 billion annually. The purpose of this case study was to explore strategies that some communication business leaders used to engage their employees that resulted in increased profits. The target population consisted of 4 communication business leaders located in Jackson, Mississippi who possessed at least 1 year of successful employee engagement experience. The self-determination theory served as the study's conceptual framework. Semistructured interviews were conducted and the participating company's archived documents were gathered. Patterns were identified through a rigorous process of data familiarization, data coding, and theme development and revision. Interpretations from the data were subjected to member-checking to ensure trustworthiness of the findings. Based on the methodological triangulation of the data collected, prominent themes emerged from thematically analyzing the data: rewards and recognition, empowering employees, and building a bond between leaders and employees. The implications for positive social change include the potential to improve employee engagement. Enhanced employee engagement could create social innovation and foster goodwill among employees, customers, and community members.
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Bloch, Alexandra Christel. "Exploring employee recognition as a managerial tool : a consideration of the effects of team efficacy, goal commitment and performance monitoring /." [St. Lucia, Qld.], 2006. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe19200.pdf.

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Roberts, Roshan Levina. "The relationship between rewards, recognition and motivation at an insurance company in the Western Cape." Thesis, University of the Western Cape, 2005. http://etd.uwc.ac.za/index.php?module=etd&amp.

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Increasingly, organisations are realising that they have to establish an equitable balance between the employee&rsquo
s contribution to the organisation and the organisation&rsquo
s contribution to the employee. Establishing this balance is one of the main reasons to reward and recognise employees. Organisations that follow a strategic approach to creating this balance focus on the three main components of a reward system, which includes, compensation, benefits and recognition (Deeprose, 1994). Studies that have been conducted on the topic indicates that the most common problem in organisations today is that they miss the important component of recognition, which is the low-cost, high-return ingredient to a well-balanced reward system. A key focus of recognition is to make employees feel appreciated and valued (Sarvadi, 2005). Research has proven that employees who get recognised tend to have higher self-esteem, more confidence, more willingness to take on new challenges and more eagerness to be innovative (Mason, 2001). The aim of this study is to investigate whether rewards and recognition has an impact on employee motivation. A biographical and Work Motivation Questionnaire was administered to respondents (De Beer, 1987). The sample group (N= 184) consists of male and female employees on post-grade levels 5 to 12. The results of the research indicated that there is a positive relationship between rewards, recognition and motivation. The results also revealed that women, and employees from non-white racial backgrounds experienced lower levels of rewards, recognition and motivation. Future research on the latter issues could yield interesting insights into the different factors that motivate employees. Notwithstanding the insights derived from the current research, results need to be interpreted with caution since a convenience sample was used, thereby restricting the generalisability to the wider population.
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Makoni, Eric. "Employee Engagement Strategies That Healthcare Managers Use to Increase Organizational Performance." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6730.

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The annual cost of low employee engagement in Australian workplaces was $18.7 billion in 2015. Healthcare managers who adopt employee engagement strategies have the potential to achieve robust clinical, operational, and financial results that benefit both the organization and the community as a whole. The purpose of this single case study was to explore effective employee engagement strategies that some healthcare managers used to increase organizational performance. Social exchange theory was the conceptual framework for the study. Data were collected through semi structured interviews with 8 healthcare managers in Queensland, Australia. Participants who implemented successful employee engagement strategies were selected using a snowball sampling technique. Data analysis consisted of generating themes through coding using a deductive approach and reporting emergent themes. Five key themes that emerged from the data analysis were psychological ownership, job resources, leadership, training and development, and rewards and recognition. The process of member checking ensured that findings accurately represented participants' views. Recommendations from the study highlight the need for healthcare managers to implement employee engagement strategies that motivate discretionary efforts, resulting in improved quality patient care and organizational performance. The implications for positive social change include providing healthcare managers with effective employee engagement strategies that could improve patient experiences, operational efficiencies, and quality healthcare provisions in the healthcare industry.
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Proctor-Matos, Peggy Teresa. "Strategies for Reducing Voluntary Employee Turnover in Public Schools." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7719.

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The oversight of systematic approaches to reducing voluntary employee turnover decreases educational institutions’ budgets and performance. In the United States, public schools spend over $2.22 billion annually in voluntary employee turnover costs. The purpose of this qualitative single case study was to explore strategies public school leaders use to reduce voluntary employee turnover. The population consisted of 3 leaders from 1 public school located in Georgia, with successful experience reducing voluntary employee turnover. The conceptual framework for this study was grounded in Vroom’s expectancy theory. The data collection process included semistructured interviews and organizational documents and artifacts. Data were analyzed using a thematic analysis. Three themes emerged from the data collected: building a collaborative and supportive work environment, creating work motivation, and implementing incentives, rewards, and professional development. The implications for positive social change include the potential to reduce the local government’s expenditures associated with the replacement of employees and to increase resources for supporting social initiatives and more effective instruction for students in the community.
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McKnight, Sr Michael John. "Employee Perceptions of Merit Pay and its Influence on Work Performance." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4234.

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The work performance of employees remains a vital factor both in an organization's viability as well as in the prosperity of its employees. Merit pay can influence employee performance and is one of the most frequently used monetary reward incentives for motivating employees to achieve a higher level of performance. The problem is the limited knowledge on how state employees in a southern state perceive merit pay and how those perceptions may influence employee work performance. Using a conceptual framework built from elements of various motivational theories including Maslow's hierarchy of needs and Herzberg's 2 factor theory, the purpose of this case study was to understand how fifteen employees at a state department in the southern part of the United States perceived how merit pay influenced their work performance. Data were collected through face-to-face interviews and transcribed, coded, and subjected to a thematic analysis procedure using NVivo10. A key theme emerging from this study suggesting that participants were not motivated to perform based on merit pay; rather, performance was viewed to be the result of personal determination. This determination sets the stage for state agency leadership to initiate action toward enhancing and implementing a formal recognition program to motivate and engage employees. Findings of the study revealed that the 15 workers were motivated by their current individual personal need level, as Maslow delineated in his hierarchy of needs theory. The positive social change implications stemming from this study include recommendations to policymakers and state department leaders to consider nonmonetary rewards for employee recognition as a motivational tool in order to improve or maintain work performance.
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Ladson, Deniqua Arshay. "Strategies for Increasing Employee Morale and Mitigating Turnover in the Banking Industry." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7689.

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Bank leaders who fail to implement effective leadership strategies experience low employee morale and high employee turnover. The estimated failure rate of bank industry leadership to attain some organizational targets such as desired levels of employee morale, employee retention, and profitability is as high as 60%. The purpose of this single case study was to explore strategies bank leaders implemented to improve employee morale and mitigate employee turnover. The population for this study included 4 bank leaders in the United States who successfully applied effective leadership to improve morale and mitigate employee turnover for more than 5 years. Data were collected from semistructured interviews with bank leaders and from artifacts such as the company website. The transformational leadership theory guided this research as the conceptual framework. Data triangulation was employed. Data were analyzed using Yin’s 5 steps of data analysis. Three themes emerged from analysis of the data: adopting motivational leadership techniques, applying open and transparent communication skills, and applying recognition or rewards. The application of findings from this study could contribute to positive social change because society may benefit from an improved banking intermediation system to support employment retention and the improvement of citizens’ livelihoods.
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Books on the topic "Employee recognition"

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Drizin, Marc. Designing Employee Recognition Programs. Scottsdale, Arizona?: WorldatWork, 2009.

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District, United States Internal Revenue Service Chicago. Our stars of employee recognition. [Chicago, Ill.?]: Chicago District, [Internal Revenue Service, 1987.

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Ventrice, Cindy. Make their day!: Employee recognition that works. 2nd ed. San Francisco, Calif: Berrett-Koehler Pubhlishers, 2009.

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Secrets of a successful employee recognition system. Portland, Or: Productivity Press, 1995.

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Recognition: The quality way. New York, NY: Quality Resources, 1995.

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Townsend, Patrick L., and Patrick L. Townsend. Recognition, gratitude & celebration. Menlo Park, CA: Crisp Publications, 1997.

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Jeffries, Rosalind. 101 recognition secrets: Tools for motivating and recognizing today's workforce. Chevy Chase, Md: Performance Enhancement Group, 1996.

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Association, American Compensation, ed. Maximizing the impact of recognition: An approach to rewarding employee contributions. Scottsdale, AZ: American Compensation Association, 1998.

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F, Maehling Rita, ed. Recognition redefined: Building self-esteem at work. Exeter, N.H: Monochrome Press, 1993.

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Pitts, Colin. Motivating your organization: Achieving business success through reward and recognition. London: McGraw-Hill Book Co., 1995.

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Book chapters on the topic "Employee recognition"

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Saunderson, Roy. "Employee recognition: Perspectives from the field." In The psychologically healthy workplace: Building a win-win environment for organizations and employees., 181–98. Washington: American Psychological Association, 2016. http://dx.doi.org/10.1037/14731-009.

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Scarborough, David, and Mark John Somers. "Using neural networks in employee selection." In Neural networks in organizational research: Applying pattern recognition to the analysis of organizational behavior., 101–22. Washington: American Psychological Association, 2006. http://dx.doi.org/10.1037/11465-007.

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Nelson, Bob. "You get what you reward: A research-based approach to employee recognition." In The psychologically healthy workplace: Building a win-win environment for organizations and employees., 157–79. Washington: American Psychological Association, 2016. http://dx.doi.org/10.1037/14731-008.

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Moore, Sian, Sonia McKay, and Sarah Veale. "Challenging Recognition — The Legitimacy of Employer Behaviour." In Statutory Regulation and Employment Relations, 110–41. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137023803_5.

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Maher, Katie. "Recognition of the Skills and Knowledge of Indigenous Employees." In Workforce Development, 93–111. Singapore: Springer Singapore, 2013. http://dx.doi.org/10.1007/978-981-4560-58-0_6.

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Sreejith, S. S., and Muthu Mathirajan. "MCDM-Based Modeling Framework for Continuous Performance Evaluation of Employees to Offer Reward and Recognition." In Big Data Analytics Using Multiple Criteria Decision-Making Models, 269–302. Boca Raton : Taylor & Francis, CRC Press, 2017. | Series: The operations research series: CRC Press, 2017. http://dx.doi.org/10.1201/9781315152653-11.

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Smith, Charlotte Lucy. "Employee recognition." In The Routledge Companion to Reward Management, 262–72. Routledge, 2018. http://dx.doi.org/10.4324/9781315231709-27.

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Cohen, Elaine. "Employee reward and recognition." In CSR for HR, 79–92. Routledge, 2017. http://dx.doi.org/10.4324/9781351278607-8.

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Shields, John, and Sarah Kaine. "Individual recognition plans." In Managing Employee Performance and Reward, 280–90. Cambridge University Press, 2015. http://dx.doi.org/10.1017/cbo9781139197120.018.

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Pandita, Deepika. "Drivers of Employee Engagement and Engagement Value Proposition." In Advances in Human Resources Management and Organizational Development, 99–108. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7799-7.ch006.

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This chapter will focus on the drivers of employee engagement and will define the engagement proposition for the employees in the organization. It is important for the human resource systems in companies to be effectively clubbed with new processes to make employee engagement an end-to-end practice. Employers know that engaged employees are more productive, and therefore, every organization needs to analyze the drivers of employee engagement. There are many drivers to employee engagement. This chapter will discuss a few engagement drivers, namely meaningful work, workplace environment, and recognition.
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Conference papers on the topic "Employee recognition"

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Cahyono, Ferry, Wirawan Wirawan, and Reza Fuad Rachmadi. "Face Recognition System using Facenet Algorithm for Employee Presence." In 2020 4th International Conference on Vocational Education and Training (ICOVET). IEEE, 2020. http://dx.doi.org/10.1109/icovet50258.2020.9229888.

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"Employee-Client Service Management Evaluation Based on Facial Recognition." In 2018 the 8th International Workshop on Computer Science and Engineering. WCSE, 2018. http://dx.doi.org/10.18178/wcse.2018.06.099.

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Wang, Ting, Wei Wang, Yutong Li, and Guoxing Zhang. "Research on Enterprise Employee Demand Recognition Model Based on Kano and QFD." In 2017 3rd International Conference on Humanities and Social Science Research (ICHSSR 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/ichssr-17.2017.40.

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Rožman, Maja, and Katja Crnogaj. "MULTIDIMENSIONAL MODEL OF EMPLOYEE INTRAPRENEURSHIP AND WORK ENGAGEMENT: THE CASE OF SLOVENIAN COMPANIES." In 4th International Scientific Conference – EMAN 2020 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/eman.s.p.2020.101.

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The main objective of this paper is to analyze the employee intrapreneurship and work engagement in the case of companies in Slovenia. Structural equation modelling has been proven to be useful in exploring the links between these five constructs. The main survey involved 50 companies in Slovenia, and from each company, up to 15 employees participated in our research. Thus, 637 employees responded to the questionnaire. The results show that employee satisfaction, employee motivation and leadership have a positive effect on the employee intrapreneurship and work engagement. The results also show that the employee intrapreneurship and work engagement have a positive effect on employee innovation. By giving employees the right tools, resources, support, and recognition at the workplace, it is easy to create the culture of intrapreneurship. It makes for happy, satisfied, motivated, engaged employees that are more innovative and make businesses more productive. Intrapreneurship can lend itself to new products, services or even processes.
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Rahmi, Auliah, and Doni Hikmat Ramdhan. "Development of Health Program Using Rapcriec Method in Company X to Reduce Employees Hypercholesterolemia, Hypertriglyceridemia, Hypertension, Obesity, and Hyperuricemia." In The 7th International Conference on Public Health 2020. Masters Program in Public Health, Universitas Sebelas Maret, 2020. http://dx.doi.org/10.26911/the7thicph.04.02.

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ABSTRACT Background: Company X is a company engaged in drilling mud, due to the high intensity of work and an unhealthy lifestyle, occupational health and safety (OHS) becomes a problem. In 2018, employees were facing cholesterol, triglycerides, hypertension, obesity and hyperuricemia problems and in addition, there were three employees experiencing heart attacks, one stroke, two employees experiencing kidney dysfunction, and one employee experiencing gallstones. Meanwhile, the OHS program in the company has not been implemented optimally. There was a decline in the trend of sports programs participation from January 2018 (75%) to January 2019 (25%). It is necessary to improve and develop OHS based on the RAPCRIEC method (Recognition, Analysis, Planning, Communication, Preparation, Implementation, Evaluation, and Continuity) to reduce the percentage of employees who experience cholesterol, triglycerides, hypertension, and obesity. Subjects and Methods: This was a quantitative design carried out at PT X conducted in June-December 2019. The study subjects were all 69 employees of PT X. The independent variable of the study was the health program. The dependent variables of the study were cholesterol levels, triglycerides, hypertension, obesity and employee hyperuricemia. Data on cholesterol, triglycerides, hypertension, obesity and hyperuricemia were obtained from medical check-ups. Data were analyzed using the percentage reduction in the number of employees who experience cholesterol, triglycerides, hypertension, obesity and hyperuricemia. Results: In the results of the medical check-up in 2018, it was found that the most health problems were cholesterol (37%), triglycerides (22%), hypertension (11.5%), obesity (7.5%), and hyperuricemia (7.2%). After the using of RAPCRIEC method, in December 2019 a medical check-up was conducted and showed the decrease health problems percentage among workers. They were experienced cholesterol (21.7%), triglycerides (11.6%), hypertension (7.2%), obesity (5.7%) and hyperuricemia (2.8%). Conclusion: The development of a health program using the RAPCRIEC method at company X has reduced the percentage of employees who experience cholesterol, triglycerides, hypertension, and obesity. Keywords: RAPCRIEC, cholesterol, triglycerides, hypertension, obesity Correspondence: Auliah Rahmi. Masters Program of Occupational Health and Safety, Faculty of Public Health, Universitas Indonesia. Email: auliah.rahmi33@gmail.com. Mobile: 08111082609. DOI: https://doi.org/10.26911/the7thicph.04.02
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Cheng, Chao-Yuan, and Jih-Fu Tu. "Employed the Fingerprint Recognition Technology to Manage Smart Warehouse." In 2019 IEEE International Conference on Computation, Communication and Engineering (ICCCE). IEEE, 2019. http://dx.doi.org/10.1109/iccce48422.2019.9010883.

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Rahman, Munif Faisol Abdul, Vincent, Vito Christian Giovanni, Harco Leslie Hendric Spits Warnars, Gagah Dwiki Putra Aryono, Bayu Megantoro, and Sasmoko. "Facial Recognition Development to Detect Corporate Employees Stress Level." In 2019 IEEE International Conference on Engineering, Technology and Education (TALE). IEEE, 2019. http://dx.doi.org/10.1109/tale48000.2019.9225909.

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Kumar, Ch Aswani, and K. Sumangali. "Performance evaluation of employees of an organization using formal concept analysis." In 2012 International Conference on Pattern Recognition, Informatics and Medical Engineering (PRIME). IEEE, 2012. http://dx.doi.org/10.1109/icprime.2012.6208293.

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Zhang, Xing, Zuomin Dong, and Curran Crawford. "A Novel Method for Driving Condition Recognition Based on Compressed Sensing." In ASME 2013 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/detc2013-13202.

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Much research has been conducted in the area of driving condition recognition, which is adopted in the control system of hybrid electric vehicle (HEV) and driving assistance system of both alternative energy and conventional vehicle. In this manuscript, Compressed Sensing will be firstly used to improve the efficiency of vehicle speed sampling, then Support Vector machine will be employed to classify the results of Compressed Sensing into several driving condition types. Finally, the recognition results will be compared with traditional driving condition recognition methods (without Compressed Sensing) and conclusion can be drawn that Compressed Sensing can not only increase the efficiency of vehicle speed sampling, but also improve the classification accuracy.
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Liu, Decheng, Nannan Wang, Chunlei Peng, Jie Li, and Xinbo Gao. "Deep Attribute Guided Representation for Heterogeneous Face Recognition." In Twenty-Seventh International Joint Conference on Artificial Intelligence {IJCAI-18}. California: International Joint Conferences on Artificial Intelligence Organization, 2018. http://dx.doi.org/10.24963/ijcai.2018/116.

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Heterogeneous face recognition (HFR) is a challenging problem in face recognition, subject to large texture and spatial structure differences of face images. Different from conventional face recognition in homogeneous environments, there exist many face images taken from different sources (including different sensors or different mechanisms) in reality. Motivated by human cognitive mechanism, we naturally utilize the explicit invariant semantic information (face attributes) to help address the gap of different modalities. Existing related face recognition methods mostly regard attributes as the high level feature integrated with other engineering features enhancing recognition performance, ignoring the inherent relationship between face attributes and identities. In this paper, we propose a novel deep attribute guided representation based heterogeneous face recognition method (DAG-HFR) without labeling attributes manually. Deep convolutional networks are employed to directly map face images in heterogeneous scenarios to a compact common space where distances mean similarities of pairs. An attribute guided triplet loss (AGTL) is designed to train an end-to-end HFR network which could effectively eliminate defects of incorrectly detected attributes. Extensive experiments on multiple heterogeneous scenarios (composite sketches, resident ID cards) demonstrate that the proposed method achieves superior performances compared with state-of-the-art methods.
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Reports on the topic "Employee recognition"

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Yaari, Menahem, Elhanan Helpman, Ariel Weiss, Nathan Sussman, Ori Heffetz, Hadas Mandel, Avner Offer, et al. Sustainable Well-Being in Israel. The Israel Academy of Sciences and Humanities, June 2021. http://dx.doi.org/10.52873/policy.2021.wellbeing-en.

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Well-being is a common human aspiration. Governments and states, too, seek to promote and ensure the well-being of their citizens; some even argue that this should be their overarching goal. But it is not enough for a country to flourish, and for its citizens to enjoy well-being, if the situation cannot be maintained over the long term. Well-being must be sustainable. The state needs criteria for assessing the well-being of its citizens, so that it can work to raise the well-being level. Joining many other governments around the world, the Israeli government adopted a comprehensive set of indices for measuring well-being in 2015. Since 2016, the Israel Central Bureau of Statistics has been publishing the assessment results on an annual basis. Having determined that the monitoring of well-being in Israel should employ complementary indices relating to its sustainability, the Ministry of Environmental Protection, the Bank of Israel, the Central Bureau of Statistics, and Yad Hanadiv asked the Israel Academy of Sciences and Humanities to establish an expert committee to draft recommendations on this issue. The Academy's assistance was sought in recognition of its statutory authority "to advise the government on activities relating to research and scientific planning of national significance." The Committee was appointed by the President of the Academy, Professor Nili Cohen, in March 2017; its members are social scientists spanning a variety of disciplines. This report presents the Committee's conclusions. Israel's ability to ensure the well-being of its citizens depends on the resources or capital stocks available to it, in particular its economic, natural, human, social, and cultural resources. At the heart of this report are a mapping of these resources, and recommendations for how to measure them.
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