Academic literature on the topic 'Management-employee relations'

Purpose – The purpose of this paper is to investigate the job satisfaction in relation to managerial attitudes towards employees and firm size using the linked employer-employee survey results in Britain. Design/methodology/approach – The authors first investigate the management-employee relationships and the firm size using maximum likelihood probit estimation. Next various measures of job satisfaction are related to the management-employee relations via maximum likelihood ordered probit estimates. Four measures of job satisfaction that have not been used often are considered. They are satisfaction with influence over job; satisfaction with amount of pay; satisfaction with sense of achievement and satisfaction with respect from supervisors. Findings – Main findings indicate that management-employee relationships are less satisfactory in the large firms than in the small firms. Job satisfaction levels are lower in large firms. Less satisfactory management-employee relationships in the large firms may be a major source of the observed lower level of job satisfaction in them. Practical implications – These results have important policy implications from the point of view of the firm management while achieving the aims of their organizations in particular in the large firms in the area of management-employee relationships. Improving the management-employee relations in large firms will increase employee satisfaction in many respects as well as increase productivity and reduce turnover. Originality/value – The nature of the management-employee relations with firm size and job satisfaction has not been investigated before.

Purpose The purpose of this paper is to examine the impact of organizational justice and conflict management on employee relations (ER) through the mediating role of climate of trust. Design/methodology/approach This study was conducted with a sample of 331 employees working in a power transmission unit of Odisha. Data were collected by administering a structured questionnaire and analyzed using structural equation modeling (AMOS 20). Findings The results reveal that climate of trust plays the role of a partial mediator between organizational justice and ER and conflict management and ER. Also, it was found that organizational justice, conflict management and climate of trust are the positive and significant predictors of ER. Research limitations/implications The study was confined to a single state-owned power transmission unit of an Indian state, which restricts its generalizability. The research would benefit from exploration in alternative units. Practical implications This scholarly work may encourage managers and decision makers to develop trust building climate by focusing on organizational justice and conflict management to flourish an environment of harmonious ER, furthermore to formulate effective strategies for cultivating facilitative work environment to enhance positive attitude among the employees to challenge future goals. Originality/value The research is exclusive in determining the influence of organizational justice and conflict management on ER through the mediator of climate of trust in the new perspective of the power sector that provides empirical evidence to the extant literature.

Kemfarm Indonesia is a company engaged in the field of agribusiness knew that employee relationship becomes important thing for the progress of the company. This study aims to determine the process of employee relationship management in PT Kemfarm Indonesia. The method used is descriptive with qualitative data. The research data was collected by observation, structured interview and literature study. The results show that HRD PT Kemfarm Indonesia acts as an internal PR managed relationships between companies, from processes, organizing, monitoring, evaluation and development program. In the process of planning, organizing, and program evaluation, the communications channel has not been optimal. From the results of this study, the suggestions provided are companies that do mapping the situation specifically on the process of planning, organizing and evaluation by using an effective communication channel on every program implementation so that the main goal of the program can be achieved.

As a hotel with an occupancy rate above 50% every year, U Paasha Seminyak in its operations certainly does not escape complaints. Based on recorded data, the number of complaints has increased in the past year. This indicates that the quality of employee performance has decreased, and employee discipline is still lacking in relation to absenteeism and working time so that management seeks to increase employee motivation to improve employee productivity and discipline through employee relations. The aims of this study was to determine the application of employee relations and their influence significantly on employee work motivation. Data collection techniques used were observation, interviews, questionnaires, literature study and documentation. The sampling technique uses proportional stratified sampling with a sample of 80 respondents. The data is processed using SPSS 24. Data analysis techniques are validity, reliability, simple regression analysis, and t-test with a significant level of 5 percent. Employee relations programs implemented to improve employee motivation include the Education and Training Program, the Award Program, Special Program Programs, the Employee Communication Program, the Profit Share, and the Employee Attitude Survey. Hypothesis test results state that the employee relations variable has a positive and significant effect on employee work motivation variables because a significance value of 0,000 <0.05 is obtained, a regression coefficient of 0.626 is positive and the t value is greater than t table 9.726> 1.991. Therefore the employee relations program needs to be implemented because it has succeeded in increasing the work motivation of employees at U Paasha Seminyak. Keywords :Employee Relation, Employee Motivation, Hotel

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

The Portfolio and accompanying Commentary explore the dynamics of the labour process in manufacturing industry. This is done by means of a series of case studies from the UK and the US exploring the evolving workplace relations from the late 1970s to the present day. Management -employee relations are explored in terms of a triangulation, the three corners of which are, management, unions and employees. The major questions revolve around the conditions, limits and possibilities of labour- management co-operation. Whilst employing Labour Process theory, the work addresses some of its limitations. It attempts to present an analysis which is more sensitive both to situational and historical factors, as well as to qualify some of its theoretical limitations. These include its overly deterministic nature and the tendency to portray aspects of the employment relationship in terms of false dichotomies. The concept of "dualism" is thus central to the analysis, and the concepts of "dual commitment" and "incorporation" are also employed in order to help explain the inter-relationships between management, union and employees. The longitudinal perspective also allows examination of the extent to which the agendas of "Thatcherism" have led to the demise of collectivism, changed attitudes towards management, created new expectations of the union, and hence implications for the strategies of the latter. The work has implications for union and management policies, particularly with respect to their mutual engagement in the context of the UK acceding to the Social Chapter, and the potential for "social partnership".

The aim of this research is to examine how employee relations enables and improves environmental management in the workplace. The objective is to understand the dynamics around the relationship between existing HR practices, individual and collective employee relations and environmental management, as well as to explore the opportunities for management-union partnership working and mutual gains. This research employs a mixed methods approach in which qualitative and quantitative data were collected in six public and private sector organisations in local government, health, higher education, transport and energy in Scotland. To establish context and identify key employee relations processes under investigation, the research design incorporated extensive fieldwork, such as selective semi-structured interviews and focus groups involving eighty-seven HR managers, environmental managers, line managers, union representatives and employees. My contribution to the field of human resource management (HRM) is to demonstrate the importance of employee relations in supporting environmental management, and to show that partnership working and mutual gains can be a feature of a sustainable workplace. The evidence from this thesis shows that high-quality employee-manager relations and active engagement involving managers, employees and trade union representatives can influence environmental outcomes in the workplace. This thesis indicates a strong association between the implementation of sustainability initiatives and employee involvement and participation (EIP). Methodological contributions are made by adopting a mixed methods approach, including focus groups, to gather data from multiple stakeholders to understand how employee relations influence environmental management in the workplace. Empirical contributions are made to the nascent body of Green Human Resource Management (GHRM) research relating to the drivers of and barriers to change, the unintended consequences arising from some HR practices, and the potential for mutual gains in a sustainability strategy. This thesis provides an alternative approach to much mainstream GHRM research, in that it is more inclusive for it gives voice to all workplace stakeholders.

Bibliography: leaves 261-276. Electronic publication; full text available in PDF format; abstract in HTML format. This thesis is about the role that shop floor workers play in organisational change. In particular, it investigates the manner in which a distinct group of worker-level leaders and change agents affected the generation and implementation of change and helped to shape the change process in an organisation undergoing planned change. The data for the thesis were obtained from a three-year, longitudinal case-study of organisational change in a medium-sized automotive components manufacturer, Moving Metals Limited (MML). Electronic reproduction.[Australia] :Australian Digital Theses Program,2001.

Recent events (COVID -19 pandemic, the Ukrainian war) not only have an impact on the business operations of organizations, but have also a broader impact on individual work processes in organizations. One of these is strategic human resource management, which includes the connection of personnel management with the policy of the organization. The article represents an scientific explanatory study, developed on the information collected from the literature from journals and books related to strategic human resources management. It tries to discover connections and relations between strategic HR management and employee performance, engagement, and communication. The conclusion of the literature review is, that employee performance, as the key element of strategic human resources management, cannot be analyzed without a thorough knowledge of communication and employee engagement.

Рассматриваются новые правовые положения о внедрении в сферу трудовых отношений электронного документооборота на основании изменений в Трудовом кодексе Российской Федерации, внесённых Федеральным законом от 22 ноября 2021 года № 377-ФЗ. Подчёркивается объективная обусловленность указанных новаций активным развитием цифровой экономики и расширением применения в деятельности хозяйствующих субъектов цифровых технологий. Показываются появляющиеся возможности взаимодействия сторон трудовых отношений - работодателя и работника с дополнительным использованием необходимого документооборота в электронном виде. New legal provisions on the introduction of electronic document management into the sphere of labor relations are being considered on the basis of amendments to the Labor Code of the Russian Federation introduced by Federal Law No. 377-FZ of November 22, 2021. The objective conditionality of these innovations by the active development of the digital economy and the expansion of the use of digital technologies in the activities of economic entities is emphasized. The emerging opportunities for interaction between the parties to labor relations - the employer and the employee with the additional use of the necessary document flow in electronic form are shown.

Abstract Trinidad and Tobago has the oldest petroleum industry in the world. The activities of this industry have historically impacted the environment and newly drafted environmental rules and regulations of Trinidad and Tobago will require sound environmental management systems by all operating companies in the industry. In order to meet the challenges of these new regulations, the Petroleum Company of Trinidad and Tobago Limited (Petrotrin) is currently pursuing the development and implementation of an Environmental Management System within its Exploration and Production operations in accordance with the ISO 14001 Standard. This project was initiated in October 1999, and is expected to terminate in December 2001 with international certification. Petrotrin, realizing the competitive advantages that can result from the integration of an Environmental Management System into its operating systems, has placed the implementation of the EMS as a company strategic goal. The project was categorized into three main stages: Development, Implementation and Audit/Certification. To date, the Development Stage has been completed and the implementation stage initiated, with the following successes: • Allocation of manpower resources in the formation of the Steering and Executive Management Committees, and an EMS Project Team; • Training of project personnel in ISO 14001/10/11/12 Standards; • Revision of the company Environmental Policy statement; • Conducting the Gap Analysis Study; • Development of the Implementation Plan based on the results of the Gap Analysis; • Initiated the development of the EMS manual and drafted initial procedures as outlined in the Implementation Plan; • Collection and analysis of data for identification of Significant Environmental Aspects and impacts for Exploration and Production activities. The Development and Implementation of an Environmental Management System in accordance with the world renowned ISO 14001 is expected to derive many benefits to Petrotrin such as reduced operating costs, improved financial performance, increased access to markets, improved environmental performance, improved community relations, improved customer relations and employee involvement and education.

In a number of real-life situations, organisations are confronted with taking decisions to adopt different human resource management policies and practices in order to meet the challenges of dynamic business environment. In the case of Pharma, changing business environment and the associated challenges have necessitated the initiation of some HR-related actions. Some of the policies and decisions to meet the market dynamics are likely to affect the employment relationships in Pharma site, because the circumstances have forced the organisation to pursue employee head count reduction measures and implement flexible work designs. Pharma site considers introducing flexible work patterns which are expected to have serious implications like evolution of conflicts within the workplace affecting functional employment relations within the Pharma site. This is likely to lead to breach or violation of psychological contract in the organisation. In order to cope up with the change, Pharma site needs to consider implementation of HR strategies that would help in reducing workplace conflicts and bring back harmony in employment relationships by mitigating the adverse impact of any breach or violation in psychological contract. The work also evaluates possible implications of head count reduction and flexibility strategies on employment relationships and details the courses of action for restoring effective functional employment relationships in the Pharma site.

At the present stage of modernization of state power and development of Ukraine the role of ethics and rules of conduct for public servants are important factors that must ensure the proper functioning of public authorities. Today, it is not enough to be a professionally trained employee for effective performance of state and regional tasks, to have the necessary knowledge and sufficient work experience; it is also necessary to be able to establish business relations with consumers of management services and to avoid prejudgment or excess of official powers, and it is only possible only on condition of constant observance of rules of ethical behavior, availability of public servants and officials of local self-government of stable ethical beliefs, understanding of principles, understanding ability to act in good faith. In the people’s imagination, a public servant is not an ordinary specialist; it is a person who acts within the limits of the powers conferred on him on behalf of the state or territorial community...

Recent engineering education research has suggested that most engineering curricula does not promote attainment of many characteristics desired in practicing engineers [1][2]. One such characteristic is effective communication with workers in other disciplines. A method to attain improved communication is simulation of workplace situations in the educational environment [3][4]. In an effort to improve communication between trades and to foster a higher appreciation for the other field, a project simulating the working relationship between engineers and machinists was implemented via a joint semester project coupling a Computer Numerical Control (CNC) machining course and an engineering design course. A significant body of knowledge exists regarding multidisciplinary education for engineering students. Nearly all of the multidisciplinary projects involve one discipline of engineering working with another engineering discipline (i.e. mechanical engineering students working with electrical engineering students). The multidisciplinary work between different disciplines of engineering students has documented benefits; however, the two groups of students are on a similar communication level. By coupling junior and senior level bachelor degree-seeking engineering students with students primarily pursuing a 1 year CNC machining certificate, many communication barriers are encountered that are not seen in typical university multidisciplinary projects. The students from the engineering class were tasked with designing a simple assembly that performs a specified function. The engineering student was responsible for generating a complete set of manufacturing prints. Each engineering student was matched with a group of two or three CNC machining students, who were responsible for manufacturing the parts designed by the engineering student. This type of collaboration closely simulates the design engineer working with the manufacturing shop floor employee in determining how a part is best produced and taking the project to completion by manufacturing and assembly of that part. Data collection methods included student surveys and instructor observations. Primary student outcomes appeared to be; 1) an appreciation for the importance of communication and, 2) greater understanding of the complete process needed to produce a product. The primary difficulties the students encountered were due to communication issues and project management breakdowns. Efforts to address these issues and other lessons learned will be discussed.

Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-engineer its safety management systems. A special Discovery Team was chartered by DuPont senior management to determine the “best practices’ for safety and health being used in DuPont best-performing sites. A summary of the findings is presented, and five of the practices are discussed. Excellence in safety and health management is more important today than ever. Public awareness, federal and state regulations, and enlightened management have resulted in a widespread conviction that all employees have the right to work in an environment that will not adversely affect their safety and health. In DuPont, we believe that excellence in safety and health is necessary to achieve global competitiveness, maintain employee loyalty, and be an accepted member of the communities in which we make, handle, use, and transport products. Safety can also be the “catalyst” to achieving excellence in other important business parameters. The organizational and communication skills developed by management, individuals, and teams in safety can be directly applied to other company initiatives. As we look into the 21st Century, we must also recognize that new organizational structures (flatter with empowered teams) will require new safety management techniques and systems in order to maintain continuous improvement in safety performance. Injury costs, which have risen dramatically in the past twenty years, provide another incentive for safety and health excellence. Shown in the Figure 1, injury costs have increased even after correcting for inflation. Many companies have found these costs to be an “invisible drain” on earnings and profitability. In some organizations, significant initiatives have been launched to better manage the workers’ compensation systems. We have found that the ultimate solution is to prevent injuries and incidents before they occur. A globally-respected company, DuPont is regarded as a well-managed, extremely ethical firm that is the benchmark in industrial safety performance. Like many other companies, DuPont has re-engineered itself and downsized its operations since 1985. Through these changes, we have maintained dedication to our principles and developed new techniques to manage in these organizational environments. As a diversified company, our operations involve chemical process facilities, production line operations, field activities, and sales and distribution of materials. Our customer base is almost entirely industrial and yet we still maintain a high level of consumer awareness and positive perception. The DuPont concern for safety dates back to the early 1800s and the first days of the company. In 1802 E.I. DuPont, a Frenchman, began manufacturing quality grade explosives to fill America’s growing need to build roads, clear fields, increase mining output, and protect its recently won independence. Because explosives production is such a hazardous industry, DuPont recognized and accepted the need for an effective safety effort. The building walls of the first powder mill near Wilmington, Delaware, were built three stones thick on three sides. The back remained open to the Brandywine River to direct any explosive forces away from other buildings and employees. To set the safety example, DuPont also built his home and the homes of his managers next to the powder yard. An effective safety program was a necessity. It represented the first defense against instant corporate liquidation. Safety needs more than a well-designed plant, however. In 1811, work rules were posted in the mill to guide employee work habits. Though not nearly as sophisticated as the safety standards of today, they did introduce an important basic concept — that safety must be a line management responsibility. Later, DuPont introduced an employee health program and hired a company doctor. An early step taken in 1912 was the keeping of safety statistics, approximately 60 years before the federal requirement to do so. We had a visible measure of our safety performance and were determined that we were going to improve it. When the nation entered World War I, the DuPont Company supplied 40 percent of the explosives used by the Allied Forces, more than 1.5 billion pounds. To accomplish this task, over 30,000 new employees were hired and trained to build and operate many plants. Among these facilities was the largest smokeless powder plant the world had ever seen. The new plant was producing granulated powder in a record 116 days after ground breaking. The trends on the safety performance chart reflect the problems that a large new work force can pose until the employees fully accept the company’s safety philosophy. The first arrow reflects the World War I scale-up, and the second arrow represents rapid diversification into new businesses during the 1920s. These instances of significant deterioration in safety performance reinforced DuPont’s commitment to reduce the unsafe acts that were causing 96 percent of our injuries. Only 4 percent of injuries result from unsafe conditions or equipment — the remainder result from the unsafe acts of people. This is an important concept if we are to focus our attention on reducing injuries and incidents within the work environment. World War II brought on a similar set of demands. The story was similar to World War I but the numbers were even more astonishing: one billion dollars in capital expenditures, 54 new plants, 75,000 additional employees, and 4.5 billion pounds of explosives produced — 20 percent of the volume used by the Allied Forces. Yet, the performance during the war years showed no significant deviation from the pre-war years. In 1941, the DuPont Company was 10 times safer than all industry and 9 times safer than the Chemical Industry. Management and the line organization were finally working as they should to control the real causes of injuries. Today, DuPont is about 50 times safer than US industrial safety performance averages. Comparing performance to other industries, it is interesting to note that seemingly “hazard-free” industries seem to have extraordinarily high injury rates. This is because, as DuPont has found out, performance is a function of injury prevention and safety management systems, not hazard exposure. Our success in safety results from a sound safety management philosophy. Each of the 125 DuPont facilities is responsible for its own safety program, progress, and performance. However, management at each of these facilities approaches safety from the same fundamental and sound philosophy. This philosophy can be expressed in eleven straightforward principles. The first principle is that all injuries can be prevented. That statement may seem a bit optimistic. In fact, we believe that this is a realistic goal and not just a theoretical objective. Our safety performance proves that the objective is achievable. We have plants with over 2,000 employees that have operated for over 10 years without a lost time injury. As injuries and incidents are investigated, we can always identify actions that could have prevented that incident. If we manage safety in a proactive — rather than reactive — manner, we will eliminate injuries by reducing the acts and conditions that cause them. The second principle is that management, which includes all levels through first-line supervisors, is responsible and accountable for preventing injuries. Only when senior management exerts sustained and consistent leadership in establishing safety goals, demanding accountability for safety performance and providing the necessary resources, can a safety program be effective in an industrial environment. The third principle states that, while recognizing management responsibility, it takes the combined energy of the entire organization to reach sustained, continuous improvement in safety and health performance. Creating an environment in which employees feel ownership for the safety effort and make significant contributions is an essential task for management, and one that needs deliberate and ongoing attention. The fourth principle is a corollary to the first principle that all injuries are preventable. It holds that all operating exposures that may result in injuries or illnesses can be controlled. No matter what the exposure, an effective safeguard can be provided. It is preferable, of course, to eliminate sources of danger, but when this is not reasonable or practical, supervision must specify measures such as special training, safety devices, and protective clothing. Our fifth safety principle states that safety is a condition of employment. Conscientious assumption of safety responsibility is required from all employees from their first day on the job. Each employee must be convinced that he or she has a responsibility for working safely. The sixth safety principle: Employees must be trained to work safely. We have found that an awareness for safety does not come naturally and that people have to be trained to work safely. With effective training programs to teach, motivate, and sustain safety knowledge, all injuries and illnesses can be eliminated. Our seventh principle holds that management must audit performance on the workplace to assess safety program success. Comprehensive inspections of both facilities and programs not only confirm their effectiveness in achieving the desired performance, but also detect specific problems and help to identify weaknesses in the safety effort. The Company’s eighth principle states that all deficiencies must be corrected promptly. Without prompt action, risk of injuries will increase and, even more important, the credibility of management’s safety efforts will suffer. Our ninth principle is a statement that off-the-job safety is an important part of the overall safety effort. We do not expect nor want employees to “turn safety on” as they come to work and “turn it off” when they go home. The company safety culture truly becomes of the individual employee’s way of thinking. The tenth principle recognizes that it’s good business to prevent injuries. Injuries cost money. However, hidden or indirect costs usually exceed the direct cost. Our last principle is the most important. Safety must be integrated as core business and personal value. There are two reasons for this. First, we’ve learned from almost 200 years of experience that 96 percent of safety incidents are directly caused by the action of people, not by faulty equipment or inadequate safety standards. But conversely, it is our people who provide the solutions to our safety problems. They are the one essential ingredient in the recipe for a safe workplace. Intelligent, trained, and motivated employees are any company’s greatest resource. Our success in safety depends upon the men and women in our plants following procedures, participating actively in training, and identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, management helps establish a mutual respect, and the foundation is laid for a solid safety program. This, of course, is also the foundation for good employee relations. An important lesson learned in DuPont is that the majority of injuries are caused by unsafe acts and at-risk behaviors rather than unsafe equipment or conditions. In fact, in several DuPont studies it was estimated that 96 percent of injuries are caused by unsafe acts. This was particularly revealing when considering safety audits — if audits were only focused on conditions, at best we could only prevent four percent of our injuries. By establishing management systems for safety auditing that focus on people, including audit training, techniques, and plans, all incidents are preventable. Of course, employee contribution and involvement in auditing leads to sustainability through stakeholdership in the system. Management safety audits help to make manage the “behavioral balance.” Every job and task performed at a site can do be done at-risk or safely. The essence of a good safety system ensures that safe behavior is the accepted norm amongst employees, and that it is the expected and respected way of doing things. Shifting employees norms contributes mightily to changing culture. The management safety audit provides a way to quantify these norms. DuPont safety performance has continued to improve since we began keeping records in 1911 until about 1990. In the 1990–1994 time frame, performance deteriorated as shown in the chart that follows: This increase in injuries caused great concern to senior DuPont management as well as employees. It occurred while the corporation was undergoing changes in organization. In order to sustain our technological, competitive, and business leadership positions, DuPont began re-engineering itself beginning in about 1990. New streamlined organizational structures and collaborative work processes eliminated many positions and levels of management and supervision. The total employment of the company was reduced about 25 percent during these four years. In our traditional hierarchical organization structures, every level of supervision and management knew exactly what they were expected to do with safety, and all had important roles. As many of these levels were eliminated, new systems needed to be identified for these new organizations. In early 1995, Edgar S. Woolard, DuPont Chairman, chartered a Corporate Discovery Team to look for processes that will put DuPont on a consistent path toward a goal of zero injuries and occupational illnesses. The cross-functional team used a mode of “discovery through learning” from as many DuPont employees and sites around the world. The Discovery Team fostered the rapid sharing and leveraging of “best practices” and innovative approaches being pursued at DuPont’s plants, field sites, laboratories, and office locations. In short, the team examined the company’s current state, described the future state, identified barriers between the two, and recommended key ways to overcome these barriers. After reporting back to executive management in April, 1995, the Discovery Team was realigned to help organizations implement their recommendations. The Discovery Team reconfirmed key values in DuPont — in short, that all injuries, incidents, and occupational illnesses are preventable and that safety is a source of competitive advantage. As such, the steps taken to improve safety performance also improve overall competitiveness. Senior management made this belief clear: “We will strengthen our business by making safety excellence an integral part of all business activities.” One of the key findings of the Discovery Team was the identification of the best practices used within the company, which are listed below: ▪ Felt Leadership – Management Commitment ▪ Business Integration ▪ Responsibility and Accountability ▪ Individual/Team Involvement and Influence ▪ Contractor Safety ▪ Metrics and Measurements ▪ Communications ▪ Rewards and Recognition ▪ Caring Interdependent Culture; Team-Based Work Process and Systems ▪ Performance Standards and Operating Discipline ▪ Training/Capability ▪ Technology ▪ Safety and Health Resources ▪ Management and Team Audits ▪ Deviation Investigation ▪ Risk Management and Emergency Response ▪ Process Safety ▪ Off-the-Job Safety and Health Education Attention to each of these best practices is essential to achieve sustained improvements in safety and health. The Discovery Implementation in conjunction with DuPont Safety and Environmental Management Services has developed a Safety Self-Assessment around these systems. In this presentation, we will discuss a few of these practices and learn what they mean. Paper published with permission.

The article reveals the features of the state mechanism for regulating labor migration in the Jewish Autonomous Region. It is noted that labor migration is an integral part of the economic development of the region. The purpose of the study is the peculiarities of solving the problems of optimizing the mechanisms for regulating labor migration in the Jewish Autonomous Region (JAO). The practical significance of the study is underscored by the growing resource requirements of the Jewish Autonomous Region. The importance of attracting labor migrants from the widest list of countries, to increase the exchange of experience and improve interethnic relations, the organization of programs to increase the flow of willing workers and promising employers, is highlighted. The scientific novelty of the research is in the designation of the latest methods and state programs aimed at improving the efficiency of the labor migration management mechanism. Every year, the number of migrants illegally staying on the territory of Russia is growing, and the authorities of the Russian Federation are trying to improve the methods of control of foreign citizens entering the country, which makes it easier, but at the same time more effective, to exercise control over migrants and distribute it in. areas such as the patent system, employee-to-employer linkage and simplified taxation.