Academic literature on the topic 'Relationship between company and employee'
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Journal articles on the topic "Relationship between company and employee"
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Kolibáčová, Gabriela. "The Relationship Between Competency and Performance." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 62, no. 6 (2014): 1315–27. http://dx.doi.org/10.11118/actaun201462061315.
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The aim of this paper is to describe the relationship between the competencies of employees and their performance in one particular company. Semi-structured interviews and analysis of internal documents of the company took place between 2010 and 2011 and led to the characterisation of the competency and performance evaluation system. The tools of evaluation used by the company are described. The evaluation of competency and performance of 110 employees made by 22 evaluators is an input to quantitative research. Calculations include data on the evaluation of all employees who met the following conditions: (1) the employment lasted throughout the test period from 2007 to 2009, (2) employee’s performance was evaluated regularly in the given period, (3) employees’ competencies were assessed in 2007. Null hypothesis, which has not been accepted, says that there is no relationship between competency and employee’s performance. The results of the research suggest that when the competency rate of one employee is a unit higher than the competency rate of another employee, it can be assumed that his performance rate is 7 to 12.5% higher.Recommendations for improving of the evaluation system of the company, which can be used in any company where employees’ performance and competencies are evaluated, are formulated in the discussion.This study contributes to the management literature by enriched sources of information about the relationship between employee’s competency and employee’s performance. From the practical point of view, the result supports investing of time and money in staff development, aimed at enhancing their competencies in order to achieve higher performance of individuals, hence the whole company.
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BIN FAUZAN, MUHAMAD FIKRI. "A STUDY ON EFFECT OF LEADERSHIP STYLES ON EMPLOYEES PERFORMANCE IN LOCAL COURIER COMPANY: THE CASE OF “POS LAJU†IN Malaysia." Journal of Public Value and Administration Insights 1, no. 1 (2018): 14–20. http://dx.doi.org/10.31580/jpvai.v1i1.138.
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Leadership ability have a great impact in organization where it need an effective approach in managing the employee. In courier service company, the excellent of a company is based on the act of a leader where the interactions between employers and employees will determine the direction whether the company will achieve the organization goal or otherwise. This study presents a capable visionary leader influence on employee’s performance where the analysis for the employee’s performance was conducted to measure the affection on visionary styles. To perform this task Statistical Package for Social Science (SPSS) programs was used to make the analysis.to get the relationship between the visionary leader and employees performance. The result indicates that visionary styles have a positive relationship on employees performance. The analysis finding shows that the job satisfaction, employee engagement and employee attitude have a positive relationship with the visionary leader but only two variable in employee performance is accepted. From the point, we will find that this company have a capable leadership style that can influence employees in Pos Laju Company. The courier services company Pos Laju higher management should use this visionary leadership ability that could influence on their employees to ensure a better affection toward employees performance.
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Linda, Dian Rosa, Puji Astuti, and Satriya Wijaya. "THE RELATIONSHIP BETWEEN DISCIPLINE AND EMOTIONAL INTELLIGENCE TOWARDS EMPLOYEE PERFORMANCE." Jurnal Administrasi Kesehatan Indonesia 7, no. 2 (2019): 12. http://dx.doi.org/10.20473/jaki.v7i1.2019.11-15.
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Background: One of problems in an organization or company is poor performance of employees. For instance, they do not complete tasks or finish their job responsibilities on time. The preliminary data taken from one of companies in Surabaya showed that 184 employees did not come to work without any explanations, and 288 employees worked late.Aim: This study analyzed the relationships between discipline and emotional intelligence towards employee performance at the company.Method: The design of this research was analytical using a cross sectional approach. The population of this study was employees at Production and Maintenance Section of one company in Surabaya comprising of 155 people. Out of 155 employees, 89 respondents were taken as samples using a stratified random sampling technique. Then, the data were collected through a questionnaire and analyzed using Spearman’s rank correlation test with a significance level of α 0.05.Results: This study showed that most of the respondents were very highly disciplined (94.4%) and had a highly emotional intelligence (74.2%). Lastly, most of them perform satisfyingly (50.6%). The results of the analysis test with Spearman’s rank correlation yielded p-value of 0.002 <α 0.05. It means there was a correlation between discipline attitude and employee performance. The p-value 0.001 which was less than α-value of 0.05 showed that there was a correlation between emotional intelligence and employee performance.Conclusion: Discipline and emotional intelligence are prominent to determine employee performance at PT X. In order to improve the discipline and intelligence in the performance of the employees, the company should provide rewards based on employee’s achievements in the workplace. Key words: Emotional intelligence, Employee performance, Discipline.
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Linda, Dian Rosa, Puji Astuti, and Satriya Wijaya. "THE RELATIONSHIP BETWEEN DISCIPLINE AND EMOTIONAL INTELLIGENCE TOWARDS EMPLOYEE PERFORMANCE." Jurnal Administrasi Kesehatan Indonesia 7, no. 2 (2019): 12. http://dx.doi.org/10.20473/jaki.v7i2.2019.12-16.
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Background: One of problems in an organization or company is poor performance of employees. For instance, they do not complete tasks or finish their job responsibilities on time. The preliminary data taken from one of companies in Surabaya showed that 184 employees did not come to work without any explanations, and 288 employees worked late.Aim: This study analyzed the relationships between discipline and emotional intelligence towards employee performance at the company.Method: The design of this research was analytical using a cross sectional approach. The population of this study was employees at Production and Maintenance Section of one company in Surabaya comprising of 155 people. Out of 155 employees, 89 respondents were taken as samples using a stratified random sampling technique. Then, the data were collected through a questionnaire and analyzed using Spearman’s rank correlation test with a significance level of α 0.05.Results: This study showed that most of the respondents were very highly disciplined (94.4%) and had a highly emotional intelligence (74.2%). Lastly, most of them perform satisfyingly (50.6%). The results of the analysis test with Spearman’s rank correlation yielded p-value of 0.002 <α 0.05. It means there was a correlation between discipline attitude and employee performance. The p-value 0.001 which was less than α-value of 0.05 showed that there was a correlation between emotional intelligence and employee performance.Conclusion: Discipline and emotional intelligence are prominent to determine employee performance at PT X. In order to improve the discipline and intelligence in the performance of the employees, the company should provide rewards based on employee’s achievements in the workplace. Key words: Emotional intelligence, Employee performance, Discipline.
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Pramelani, Pramelani, and Ayu Lestari. "Program Employee Gathering “Satukan Hati Selaraskan Tujuan” Dalam Menjalin Hubungan Baik Karyawan." Jurnal Komunikasi 10, no. 1 (2019): 42–47. http://dx.doi.org/10.31294/jkom.v10i1.5096.
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Employees are company assets. Therefore employees are needed for the growthof a company. Therefore, every employee must be able to work together, compact so that work productivity can increase. Establishing good relationships between employees, always maintained for each company. To further strengthen this relationship, the company needs to hold an employee gathering program intended for all workers in the company. In addition to being able to refresh themselves but also can build compactness in work the better. Thus, the researcher wants to know about the employee gathering program conducted by PT Kurnia Mitra Selaras in establishing good employee relations with the theme "Unite Hearts in harmony with Goals". The method used is descriptive qualitative. And the results of the research stated that the employee gathering program "Unite Hearts in harmony with the Goals" in establishing employee relations held on Saturday - Sunday, 3-4 February 2018 at Villa Teratai, Lembang, Bandung can run successfully where the program is in accordance with the event rundown participants felt happy to have a good effect on employee relations where the length of time they rarely communicate among fellow employees because of their respective work activities. Keywords: employee gathering, employee relations
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von Bonsdorff, Monika E., Le Zhou, Mo Wang, Sinikka Vanhala, Mikaela B. von Bonsdorff, and Taina Rantanen. "Employee Age and Company Performance: An Integrated Model of Aging and Human Resource Management Practices." Journal of Management 44, no. 8 (2016): 3124–50. http://dx.doi.org/10.1177/0149206316662314.
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This study investigated the relationships among company average age, company work ability, and company performance by examining (a) the effects of employee average use of selection, optimization, and compensation (SOC) personal strategies and high-involvement work practices (HIWPs) on employee work ability; (b) the buffering effects of both employee average use of SOC and HIWPs on the negative relationship between company-level average age of employees and employee work ability; and (c) the link between company average age and company performance as mediated by company work ability. Analysis was conducted on data from 70 Finnish companies in the retail and metal industries and their 889 employees. Results showed that company average age was negatively related to company work ability, which in turn was positively related to company performance assessed by company managers. HIWPs were positively related to company work ability. Employee average use of SOC strategies buffered the negative effect of company average age on company work ability. Theoretical and practical implications of these findings are discussed.
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Lipka, Anna. "Model of Long Term Loyalty Relationships Between Employee and Organization – Proposition." Kwartalnik Ekonomistów i Menedżerów 23, no. 1 (2012): 86–101. http://dx.doi.org/10.5604/01.3001.0009.5771.
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The paper, inspired by a long-term client-company relationship model, highlights the components of a model of loyalty relationships between an employee (an internal client) and an organisation. The study aims to present a relatively complete specification of antecedents (the first component of the model), i.e. the determinants of an effective relationship, understood as a long-term bond benefiting both parties. The antecedents include the type of loyalty strategy applied by the company, the drivers behind loyalty and the spread of multi-loyalty among employees. Next, the paper identifies the determinants of the relationship (the second component of the model), including, e.g. the type of employees’ loyalty. The third component of the model looks at the results of the relationship, such as the level of loyalty risk in the organization and its implications, e.g. in the form of (incomplete) employee buy-in and productivity losses. Empirical verification of the model would be advantageous.
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Liang, Huai-Liang, and Tsung-Kai Yeh. "The effects of employee voice on workplace bullying and job satisfaction." Management Decision 58, no. 3 (2019): 569–82. http://dx.doi.org/10.1108/md-01-2019-0112.
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Purpose Employee voice is seen as a double-edged behavior in organizations. This study considers individuals’ evaluations of various features of their work situations. In particular, leader–member exchange (LMX) mediates the influence of voice behavior on workplace bullying and employee job satisfaction. The purpose of this paper is to examine a model in which employee voice positively affects workplace bullying and job satisfaction through LMX. Design/methodology/approach A total of 447 employer–employee dyads from a large manufacturing company and public organizations in Taiwan were surveyed. Two-wave data demonstrated a significant positive relationship between employee voice and its outcomes, mediated by LMX relationship. Findings The results reveal significant relationships between voice behavior and workplace bullying and between employee voice and job satisfaction. Additionally, LMX is an important mechanism in the relationships between employee voice and workplace bullying and employee voice and job satisfaction. Research limitations/implications Although this study obtained data from employer–employee dyads, practical constraints prevented complete consideration of issues in the work domain, such as colleagues, which might influence employees’ job satisfaction and workplace bullying. Practical implications Employee voice refers to an employee providing challenging advice to contribute to the success of an organization. Voicing employees who speak up to change the status quo and challenge the current circumstances in an organization may become the target of bullying. Therefore, it is suggested that leaders should address the advice offered by employees and provide suitable support when employee voice benefits the company. Originality/value The findings have implications for the understanding of employees’ conditions and its associations with social issues in the workplace.
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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 (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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Jigjiddorj, Sarantuya, Altanchimeg Zanabazar, Tsolmon Jambal, and Buyankhishig Semjid. "Relationship Between Organizational Culture, Employee Satisfaction and Organizational Commitment." SHS Web of Conferences 90 (2021): 02004. http://dx.doi.org/10.1051/shsconf/20219002004.
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Organizational culture is an important human resource management issue that affects the success and sustainability of a company. In organizational settings, culture describes what is unique about an organization, as expressed by the shared beliefs and values established by the founders and communicated through different ways. This shapes employees´ perceptions and behaviour, as well as the principles that apply to members of an organization. Job satisfaction refers to an employee´s feelings about their job and is frequently studied in relation to organizational culture and other variables, such as job commitment, performance and organizational commitment. Organizational commitment refers to whether an employee wishes to continue working for an organization or leave it. Employees tend to be attracted to those organizations with a culture that values their work and focuses on organizational wellbeing. There is a positive relationship between organizational culture, job satisfaction and the organizational commitment of employees.
Dissertations / Theses on the topic "Relationship between company and employee"
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Sauls, Lucretia. "The relationship between employee engagement and performance in a South African bottling company." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1021171.
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Employee engagement is emerging as a critical organisational issue especially as organisations are recovering from the trauma of the global recession and constant change. Employee engagement has been an area of interest among many researchers and it has received even greater recognition among consulting firms. Therefore, there is a need for academic research on this theory to ascertain the claims of the human resource consulting firms as well as to add to the existing knowledge of employee engagement in the literature. The main aim of the research was to establish whether there is a relationship between employee engagement and performance. The methodology was based on secondary research by means of statistics for employee engagement and performance scores obtained of permanent employees from the organisation under study. A structured survey for employee engagement was used and compared over a two year period as well as performance scores over a two year period. The empirical findings of this study in terms of the relationship between employee engagement and job performance were evident in that a relationship between the variables was proved; however findings from the qualitative research suggest direct and strong relationship between employee engagement and job performance, whereas the current study has not highlighted a very strong relationship based on the empirical findings.
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Yobe, Kingsley. "The relationship between leadership and employee work performance in a Nigerian courier company." Thesis, Rhodes University, 2013. http://hdl.handle.net/10962/d1006858.
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A number of authors have portrayed leadership as a vital factor in the success or failure of an organization. Hence Bass (1994; 1997) believes that excellent organizations begin with excellent leadership and organisations reflect their leadership (Maritz, 1995). Therefore, successful organisations reflect their leadership (Maritz, 1995). In an attempt to investigate the aim of this research, various performance and leadership concepts and theories were investigated: the trait concept, behavioural approaches and situational/contingency approaches. Every one of these theories gave a different explanation to leadership. Furthermore, transactional, and transformational leadership were also discussed. The difference between these two models according to Bass and Avolio (1994) is that the work performance of the followers of transformational leadership is usually beyond expectations, while transactional leadership, at best, leads to expected performance. In terms of performance, it is argued that employee work performance can lead to a successful organisational performance. This is because several organisations attribute their business success to the work performance of their employees. According to Collis and Montgomery (1995) employee work performance has a major positive influence on organisational performance. Nevertheless, the accomplishment of an organisation is dependent on the leader’s ability to enhance human resources; hence “effective organisations require effective leadership” (Maritz, 1995). Transformational leadership was identified as the effective leadership style that can motivate workers to improve on their performance by instilling trust and confidence in them. Transformational leadership is superior to both transactional and non-transactional leadership because it makes workers loyal to the mission and vision of their organizations. Bass (1990) states “that the leadership research over the years has proved that loyalty is more powerful than tangible inducements.” Furthermore, non- transactional leaders avoid decision making, allowing their subordinates to take charge of the work process (Bass 1990). This research focuses on the relationship between leadership and employee work performance in a Nigerian Courier Company. In addressing this aim, a Nigerian Courier company was selected as the research context because of its success in the Nigerian turbulent business environment that is plagued by the country’s economic, social, and political troubles (McKern, Meza, Osayande and Denend, 2010). The research hypothesis of this research was generated to investigate leadership and employee performance. Leadership and performance were also identified as the research independent and dependent variables. Thus the research hypotheses were as follows: Hypothesis 1. Null Hypothesis: There is no significant positive linear relationship between employee performance and transformational leadership Alternative Hypothesis: There is significant positive linear relationship between employee performance and transformational leadership Hypothesis 2. Null Hypothesis: There is no significant positive linear relationship between employee performance and transactional leadership Alternative Hypothesis: There is significant positive linear relationship between employee performance and transactional leadership Hypothesis 3. Null Hypothesis: There is no significant positive linear relationship between employee performance and non-transactional leadership. Alternative Hypothesis: There is significant positive linear relationship between employee performance and non-transactional leadership. The general methodology included the use of a valid and reliable instrument known as the Multifactor Leadership Questionnaire (MLQ) and the company’s performance appraisal process. These instruments were used to collect information about employee work performance. The validity and reliability of the MLQ is not in doubt because it was formulated from the full range leadership development theory of Bass and Avolio (1997) and has been used extensively worldwide (Bass and Avolio, 1997). The research data was analysed using Statistica (StatSoft, 2011). Once the data was imported the necessary leadership factors were calculated as per the MLQ scoring key. From the eight factors a further three factors were generated namely transformational, transactional and nontransactional leadership. The data was checked and described using frequency tables and descriptive statistics, followed by correlation matrices coupled with their corresponding scatter plots. The research data was tested for consistency and reliability. Sekaran (2000) states that in order to determine the reliability of a measure one needs to test for both consistency and stability. For this research, linear correlation and regression analysis was used. The outcome of the first investigated hypothesis confirmed that there is a strong significant, positive linear relationship between employee performance and transformational leadership (ρ<0.0001). However, the findings on the null hypothesis, states that transformational leadership has no significant positive linear relationship with employee performance. The null hypothesis is REJECTED, because the model is significant at ρ<.0001. Thus, the alternative hypothesis is ACCEPTED because it concludes that there is sufficient evidence, at the 5% level of significance, that there is significant positive linear relationship between employee performance and transformational leadership. The second hypotheses found that with 5% level of significance there is no significant positive linear relationship between transactional leadership and employee performance (ρ =0.317). It must be noted that since the correlation is not significant the null hypothesis which states that there is no significant positive linear relationship between employee performance and transactional leadership was NOT REJECTED. The outcome of the third hypotheses support the null hypothesis, because the negative linear relationship between employee performance and non-transactional leadership is not significant (ρ = 0.6718). This informed the conclusion that at the 5% level of significance, there is no positive linear relationship between non-transactional leadership and employee performance. The findings of this research favour the conclusion drawn by Brand, Heyl and Maritz (2000) that suggested a more significant relationship between transformational leadership and employee performance, than any other leadership style. Evidence put together in the retail and manufacturing sector of South Africa, and the armed forces of the United States of America, Germany and Canada, point in the direction of the strong, positive effects of transformational leaders (Brand, et al., 2000). Again the effectiveness of transformational leadership can be reinforced by the research directed by Ristow, Amos and Staude (1999), which resolved that the effectiveness of transformational leadership was greater in a South African cricketing environment. Hayward, Davidson, Pascoe, Tasker, Amos and Pearse (2003) conducted research in a pharmaceutical organisation and found a positive linear relationship between transformational leadership and employee work performance. These research outcomes clarify the investigation by Pruijn and Boucher (1994) which established “that transformational leadership is an extension of transactional leadership” (Bass, 1997). The difference between these two models according to Bass and Avolio (1994) is that the work performance of supporters of transformational leadership is usually beyond expectation, while the behaviour of the supporters of transactional leadership, at best, leads to anticipated work performance. This research will be used to improve the relationship between the leaders and employees of the courier company under investigation. It will be useful for the placement of individuals to leadership positions in the company. It will also impact on how future leadership training will be conducted by the company, and of course add to the body of knowledge. This is supported by research conducted in the service sector which states that “transformational leadership affects performance over and above transactional leadership” (Geyery and Steyrer, 1998).
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Saunders, John. "An assessment of the relationship between organisational climate and organisational commitment within the IT department of a telecommunications company." Thesis, Rhodes University, 2009. http://hdl.handle.net/10962/d1003849.
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The main objective of this study was to assess the relationship between organisational climate and organisational commitment within the Information Technology department of a South African Telecommunications company. Firstly, the research considered the organisational climate from a qualitative perspective. Research interviews that were based on organisational climate literature were performed with 4 members of the relevant department. Qualitative data analysis revealed several themes. The themes highlighted include: perceived ineffective structure and decision-making; lack of mistake tolerance; risk aversion by employees; recognition and reward systems perceived to be inadequate; performance management is perceived to be ineffective and inadequate; Employee Share Options Program (ESOP) perceived to have a negative influence on employee behaviours; the nature of the social environment perceived to be unfriendly; low level of knowledge and skills sharing; inadequate human resource management practices; These findings highlight the importance of certain aspects within the environment that influence employee perceptions. Organisational climate literature suggests that organisational climate has various behavioral influences and its consideration is essential in the effective functioning of the organisation. Secondly, the research considered the relationship between organisational climate and organisational commitment within the relevant department. The Patterson et al. (2005) Organisational Climate Measure (OCM®) and Meyer and Allen (1991) Organisational Commitment Questionnaire (OCQ) were used to assess the relationship between organisational climate and organisational commitment, respectively. Significant correlations were found between integration, pressure to produce, innovation, supervisory support, reflexivity, clarity, involvement, autonomy, welfare and tradition, and both affective and normative commitment, Training was only significantly correlated to affective commitment. No significant correlations were found with continuance commitment.
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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&.
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Increasingly, organisations are realising that they have to establish an equitable balance between the employee&rsquo<br>s contribution to the organisation and the organisation&rsquo<br>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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Samuel, Glen. "The relationship between leadership and internal customer satisfaction within a motor manufacturing company in Gauteng." Thesis, Rhodes University, 2005. http://eprints.ru.ac.za/151/.
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Sha, Nadine. "A study of the relationship between job satisfaction and procedural justice experienced by employees in a brick manufacturing company and their organisational citizenship behavior." Thesis, University of the Western Cape, 2007. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_8294_1257933416.
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<p>The purpose of this study is to investigate and review literature that examines whether job satisfaction and procedural justice have a positive relationshipwith employees organisational citizenship behaviour in a brick manufacturing industry</p>
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Pienaar, Yvette. "The relationship between talent mindset, organisational energy and work wellness of employees." Thesis, University of Pretoria, 2012. http://hdl.handle.net/2263/30825.
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Background and Aim:
Most organisations today operate in a globally complex environment that is dynamic, highly competitive and extremely unpredictable (Tarique & Schuler, 2010). Other than the external circumstances, these authors further maintain that organisations are facing various global challenges: talent exiting organisations, managing older mature workers versus managing younger workers and a scarcity in the required competencies for the specific requirements of the positions within the organisation. As mentioned by Bersin (2011) “We are entering a new era of unparalleled talent scarcity which will put a brake on economic growth around the world, and fundamentally change the way we approach workforce challenges.” The challenge arguably presented to many organisations is that they have to think globally and at the same time manage their human capital in a systematic manner in an attempt to gain and sustain future competitive advantage (Tarique & Schuler, 2010).
The Talent Mindset of leaders plays an important role in the effective implementation of Talent Management practices. Talent management is a construct that evolves around the concept of leadership mindset (McArdle & Ramerman, 2008). Talent management involves the implementation of integrated human resource strategies to attract, develop, retain and productively utilize employees “with the required skills and abilities to meet current and future business needs” (Kontoghiorges & Frangou, 2009). It is a culture that contributes to and unleashes passion, commitment, and performance of people which in turn contributes to the organisation achieving its mission, vision, and business goals (McArdle & Ramerman, 2008). This means that the leaders of an organisation need to apply a talent mindset and the outcomes thereof on employees and the organisation as a whole.
According to Schiuma, Mason and Kennery (2007) leaders have the task of unleashing organisational energy which in turn can have a significant impact on the well-being of employees (Derman, 2009). Managing talent and organisational energy thus means managing the sources of energy dynamics and creating a thriving work environment in which individuals will experience both a sense of vitality and a sense of learning at work (Schiuma et al., 2007; Spreitzer et al. 2005). Individuals who feel a sense of vitality and aliveness are more likely to be mentally and physically healthy (Keyes cited in Spreitzer et al. 2005).
The overall purpose of this study was to determine the relationship between Talent Mindset, Organisational Energy and Work Wellness of employees in a multi-national company. This study aimed to describe, explore and understand the concepts Talent Mindset, Organisational Energy and Work Wellness and the interrelationships between them.
Research Method:
A quantitative approach was used to gather the data by means of three questionnaires namely the Talent Mindset Index (TMI), the EnergyScapes Profile (ESP) and the Shirom – Melamed Vigour Measure (SMVM). The questionnaires were distributed among a convenience sample of employees (N=485) in a South African multi-national company operating in the financial industry. The data were analysed by means of descriptive statistics, and factor analysis, which were followed by multiple regressions and Manovas/ Anovas to test each hypothesis.
Results: The regression analysis conducted showed that talent mindset is a significant predictor of organisational energy and work wellness. Organisational energy is a significant predictor of work wellness and organisational energy mediates the relationship between talent mindset and work wellness.
The results showed a statistically significant difference between age and the Talent Mindset dimensions but there was no statistically significant difference between gender, home language, race, years in the company, job level and basis of employment. The results further indicated that there is no statistically significant difference between organisational energy and the different biographical variables. It also indicated a statistically significant difference between gender and the SMVM dimensions, but not between marital status, home language, age, years in the company, geographical region, job level and basis of employment.
Practical Relevance:
This research highlighted the importance of a leader’s Talent Mindset and the impact thereof on individual outcomes such as organisational energy and individual well-being. This research clearly showed that Leaders who apply Talent Management practices sufficiently in organisations enhances employees’ perceptions of organisational energy which in turn have a positive impact on their wellness in the workplace.<br>Thesis (PhD)--University of Pretoria, 2012.<br>Human Resource Management<br>Unrestricted
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Fouche, Erica. "The relationships between engagement, burnout and performance in an e-commerce retail company." Thesis, Stellenbosch : Stellenbosch University, 2015. http://hdl.handle.net/10019.1/96792.
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Thesis (MComm)--Stellenbosch University, 2015.<br>ENGLISH ABSTRACT: It is the role of the Industrial Psychologist and the Human Resources function within a company to contribute positively to an organisation’s competitive advantage. Human capital should be viewed and managed as a critical success factor within this context. The probability of attaining success over competitors could be addressed through focussing on the impact of employee performance on competitive advantage. With reference to the organisational life cycle, the e-commerce industry in South Africa seems to be in its infancy. It is in this stage when attaining high levels of performance from employees is of critical importance. In this lies the key for building and growing a competitive advantage that would set one organisation apart from the other – where one organisation would survive the infancy stage and another would drown in the quest to match the demands posed by the relevant industry and its customers.
There is minimal Industrial or Organisational Psychology research that has tested hypotheses in the e-commerce industry. This contributed to the decision to implement this research in the e-commerce industry. The e-commerce industry is growing rapidly, and performance therefore is a key factor for success in any e-commerce company in South Africa.
The focus of this study was to review the Job Demands Resources model (JD-R model) within the e-commerce retail industry in South Africa in order to add to the knowledge base regarding human behaviour at work, with specific reference to engagement, burnout and performance.
The research question of the study was formulated regarding which “state of wellbeing” would increase performance. The JD-R model makes provision for evaluating this question in a structured manner. The JD-R model indicates that performance is influenced by work engagement/burnout (wellbeing). It also indicates that there are certain job demands, job resources and personal resources that will influence wellbeing.
The study was facilitated through the use of an ex post facto correlational research design. A sample of 117 workers was chosen from the e-commerce retail industry to participate in the study. Participation was voluntary, the data was collected specifically for the purpose of this study, and all responses were treated confidentially. The measurements that were used included key performance indicators (KPIs), the Utrecht Work Engagement Scale (UWES), the Maslach Burnout Inventory – General Survey (MBI-GS), the Job Characteristics Scale, and the HEXACO model. The literature review formed a logical argument that culminated in a theoretical Stellenbosch University https://scholar.sun.ac.za
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model as well as a set of hypotheses with reference to the various dimensions in the JD-R model. The results showed that:
a) Engagement has a significant positive influence on performance.
b) Job resources (advancement, personal growth and organisational support) have a significant positive influence on engagement.
c) Job resources (advancement, personal growth and organisational support) have a significant negative influence on burnout.
d) Personal resources (extraversion) have a significant negative influence on burnout.
e) Personal resources (conscientiousness) have a significant positive influence on engagement.
f) Personal resources (agreeableness) have a significant negative influence on burnout.
The following hypotheses were not supported:
a) Burnout has a significant negative influence on performance.
b) Personal resources (extraversion) have a significant positive influence on engagement.
c) Personal resources (emotionality) have a significant positive influence on engagement.
d) Personal resources (emotionality) have a significant negative influence on burnout.
e) Personal resources (conscientiousness) have a significant negative influence on burnout.
f) Personal resources (agreeableness) have a significant positive influence on engagement.
g) Job demands (job overload) have a significant negative influence on engagement.
h) Job demands (job overload) have a significant positive influence on burnout.
i) Job demands (job insecurity) have a significant negative influence on engagement.
j) Job demands (job insecurity) have a significant positive influence on burnout.
Attention was also paid to future research considerations, recommendations to the managers of employees and to the limitations of the study.<br>AFRIKAANSE OPSOMMING: Dit is die rol van die Bedryfsielkundige en die Menslike Hulpbronne funksie in maatskappye om 'n positiewe bydrae tot 'n organisasie se mededingende voordeel te maak. Menslike kapitaal moet beskou en bestuur word as ‘n kritiese sukses faktor in hierdie konteks. Die waarskynlikheid om sukses bo die kompetisie te behaal kan aangespreek word deur om fokus te plaas op die impak wat werknemersprestasie het op mededingings voordeel. Met verwysing na die organisatoriese lewenssiklus blyk die e-handelbedryf in Suid-Afrika om in sy beginstadium te wees. Dit is in hierdie stadium waar die bereiking van hoë vlakke van prestasie van werknemers van kritieke belang is. Hierin lê die sleutel vir die vordering en groei van 'n mededingende voordeel van een maatskappy bo ‘n ander - waar die een organisasie die beginstadium sou oorleef en die ander onder die druk van die versoeke/eise van die betrokke bedryf en sy kliënte sou swyk.
Daar is ‘n beperkte hoeveelheid navorsing wat gevind kon word in die veld van Bedryfsielkunde wat hipoteses in die e-handelbedryf toets. Hierdie bevinding het bygedra tot die besluit om hierdie navorsingstudie oor die e-handelbedryf voort te sit. Die e-handelbedryf toon vinnige groei, en prestasie is dus tans 'n belangrike faktor vir sukses in enige e-handelmaatskappy in Suid-Afrika.
Die fokus van hierdie navorsingstudie was om die “Job Demands Resources model (JD-R model)” in die e-kleinhandelbedryf in Suid-Afrika toe te pas om sodoende by te dra tot die huidige kennis beskikbaar ten opsigte van menslike gedrag by die werk, met spesifieke verwysing na werksbegeestering, uitbranding en prestasie.
Die navorsingsvraag van die navorsingstudie is geformuleer rondom die aanname dat die "toestand van welsyn" prestasievlakke sal verhoog. Die primêre doel van die navorsingstudie was om deur middel van die toepassing van die JD-R model in die e-kleinhandelbedryf, by te dra tot die beskikbare kennis ten opsigte van menslike gedrag by die werk, met spesifieke verwysing na werksbetrokkenheid, uitbranding en prestasie. Die JD-R model maak op 'n gestruktureerde wyse voorsiening vir die evaluering van hierdie verhoudings. Die JD-R model dui aan dat prestasie beïnvloed word deur werksbetrokkenheid/uitbranding (welsyn). Dit dui ook dat daar sekere werksvereistes, werkshulpbronne en persoonlike hulpbronne is wat welstand beïnvloed. Stellenbosch University https://scholar.sun.ac.za
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Die navorsingstudie is gefasiliteer deur die gebruik van 'n ex post facto korrelasie-ontwerp. 'n Steekproef van 117 werkers is uit die e-kleinhandelbedryf gekies om aan die studie deel te neem. Deelname was vrywillig, die data is spesifiek ingesamel vir die doel van hierdie navorsingstudie en alle data is as vertroulik hanteer. Die volgende metingsinstrumente is gebruik: kern prestasie aanwysers (KPA’s), die Utrecht Work Engagement Scale (UWES), die Maslach Burnout Inventory – General Survey (MBI-GS), die Job Characteristics Scale, en die HEXACO model. Die literatuuroorsig vorm 'n logiese argument wat lei tot 'n teoretiese model, sowel as 'n stel hipoteses met verwysing na die verskillende dimensies soos gevind in die JD-R model. Die resultate toon:
a) Werksbetrokkenheid het ‘n beduidende positiewe invloed op prestasie.
b) Werkshulpbronne (bevordering, persoonlike groei en organisatoriese ondersteuning) het ‘n beduidende positiewe invloed op werksbetrokkenheid.
c) Werkshulpbronne (bevordering, persoonlike groei en organisatoriese ondersteuning) het ‘n beduidende negatiewe invloed op uitbranding.
d) Persoonlike hulpbronne (ekstroversie) het ‘n beduidende negatiewe invloed op uitbranding.
e) Persoonlike hulpbronne (pligsgetrouheid) het ‘n beduidende positiewe invloed op werksbetrokkenheid.
f) Persoonlike hulpbronne (eenstemmigheid) het ‘n beduidende negatiewe invloed op uitbranding.
Die volgende hipoteses was nie aanvaar nie:
a) Uitbranding het ‘n beduidende negatiewe invloed op prestasie.
b) Persoonlike hulpbronne (ekstroversie) het ‘n beduidende positiewe invloed op werksbetrokkenheid.
c) Persoonlike hulpbronne (emosionaliteit) het ‘n beduidende positiewe invloed op werksbetrokkenheid.
d) Persoonlike hulpbronne (emosionaliteit) het ‘n beduidende negatiewe invloed op uitbranding.
e) Persoonlike hulpbronne (pligsgetrouheid) het ‘n beduidende negatiewe invloed op uitbranding.
f) Persoonlike hulpbronne (eenstemmigheid) het ‘n beduidende positiewe invloed op werksbetrokkenheid. Stellenbosch University https://scholar.sun.ac.za
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g) Werksvereistes (oorlading) het ‘n beduidende negatiewe invloed op werksbetrokkenheid.
h) Werksvereistes (oorlading) het ‘n beduidende positiewe invloed op uitbranding.
i) Werksvereistes (werkonsekerheid) het ‘n beduidende negatiewe invloed op werksbetrokkenheid.
j) Werksvereistes (werkonsekerheid) het ‘n beduidende positiewe invloed op uitbranding.
Aandag is ook geskenk aan toekomstige navorsings oorwegings, aanbevelings aan die bestuurders van werknemers asook aan die beperkinge van die navorsinstudie.
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Booysen, Candice. "A Study of the relationship between job satisfaction experienced by employees within a retail company and their organisational citizenship behaviour." Thesis, University of the Western Cape, 2008. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_4429_1275424974.
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<p>The term organisational citizenship behaviour (OCB) was first explored by Bateman and Organ (1983) to refer to particular behaviours that may benefit an organisation and gestures that cannot be enforced by means of formal role obligations nor be elicited by contractual guarantee of recompense. Organ (1988) proposes that OCB may have a positive impact on employees and organisational performance. Incumbents who are experiencing satisfaction from performing their jobs are likely to be better ambassadors for the organisation and be committed to their organization (Buitendach, 2005). Silverthorne (2005, p. 171) considers job satisfaction to be important for effective organisations and defines job satisfaction as &ldquo<br>... a pleasurable or positive emotional state resulting from the appraisal of one&rsquo<br>s job&rdquo<br>. Previous research indicates that individuals are most likely to go beyond their formal job requirements when they are satisfied with their jobs or committed to their organisations, when they are given intrinsically satisfying tasks to complete, and/or when they have supportive or inspirational leaders. Research into Organisational Citizenship behaviour (OCB) has primarily focused on the effects of OCB on individual and organisational performance. Several empirical studies report that OCB produces various tangible benefits for employees, co-workers, supervisors and organisations in a variety of industries (Ackfeldt &<br>Leonard, 2005). It essentially refers to prosocial organisational behaviour that goes beyond what is expected in role descriptions. Bolino, Turnley and Niehoff (2004) claim that three basic assumptions have characterised OCB research. Firstly, they argue that OCB research stemmed from non-self-serving motives such as organisational commitment and job satisfaction. Moreover, they maintain that OCB has led to a more effective functioning of organisations and finally that OCB benefited employees by making organisations more attractive to work in. Murphy, Athansou and King (2002) reported positive relationships between OCB and job satisfaction. Chiu and Chen (2005) investigated the relationship between job characteristics and OCB and recommend that managers enhance employees&rsquo<br>intrinsic job satisfaction to promote the display of OCB. Most research studies have investigated OCB as an outcome variable with job satisfaction as one of its antecedents. Although the majority of researchers contend that OCB is an outcome of job satisfaction, some research indicates that the two variables can function as antecedents or consequences or there may well be a reciprocal relationship between the two variables. This study endeavours to elucidate the factors that are postulated to produce job satisfaction and organisational citizenship behaviour, based on a sample of 133 employees in a retail organisation in the Western Cape. The results indicate that there are significant relationships between biographical characteristics and job satisfaction, between the dimensions of OCB and job satisfaction and between the job satisfaction dimensions and OCB.</p>
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Munneke, Antoon Frans, and Manuel Cornu. "The influence of the age difference on trust between young managers and older subordinates : A qualitative study among employees of a Dutch multinational production company." Thesis, Umeå universitet, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-140382.
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An aging population results in retirement ages going up and the age difference between subordinates and managers growing bigger. Despite an extensive literature review on trust within organizations, we have not been able to identify studies related to the influence of age difference between managers and their subordinates. The main purpose of this thesis is to gain a deeper understanding of the influence of age difference on trust in relationships between managers and subordinates, and more specifically how the age difference influences the trust in the relationship with their older subordinates. Our research question has been formulated as follows: How does age difference influence trust between young managers and their older subordinates? Despite studies on trust increasing in popularity over the last years, we identified a research gap since there is no previous studies addressing the influence of age difference on trust between managers and subordinates. Specifically, the influence of the age difference between young managers and older subordinates and the trust between them in their relationship. In order to fulfil the purpose of our thesis we have conducted a qualitative research, where we gathered qualitative data through the use of semi-structured interviews. These interviews were conducted in a Dutch multinational production company employing approximately 25.000 employees. By analysing the data we gathered through our semi-structured interviews and relating it to the theoretical framework we built up from pre-existing literature, we were able to answer our research question. As a theoretical foundation, we have used the key theories on trust: trust, factors of perceived trustworthiness, antecedent of trustworthy behaviour and employee-organisation relationship. The findings demonstrate that the age difference has influence on an individual’s behaviour, employee expectations and factors of trust. We found an influence of the age difference on benevolence as well as for ability. Young managers are perceived to have different values than older subordinates, resulting in an influence on integrity. Factors related to the social exchange influence trust in other ways as interpersonal relationships have been found to influence the age difference. Finally, the age difference does influence individuals and relational factors due to the expectations of young managers being perceived as strengthening trust with their subordinates. Our thesis has contributed to the theory of trust by gaining a deeper knowledge of the influence of age difference on trust between managers and their subordinates. Also we have opened up new areas for research concerning the influence of age difference on trust in other industries or reversed situations. Our thesis has provided management scholars and managers with a deeper understanding of trust in manager-subordinate relationships, providing young managers with theories on how to improve their relationships with their older subordinates.
Books on the topic "Relationship between company and employee"
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Family time & industrial time: The relationship between the family and work in a New England industrial community. University Press of America, 1993.
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Deacy, Claire. An investigation of the relationship between the subsidiary manager and the parent company. University College Dublin, 1997.
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Macfarlane, Elspeth. Is there a relationship between emotional intelligence and performance amongst store managers at company x?. Oxford Brookes University, 2000.
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Bradbury, Cecil E. Ten years in the high Canadian Arctic: Being a personal account of his early life, more particularly his voyages as an employee of the Hudson's Bay Company between the years 1920 and 1930. R.B. Books, 1994.
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The relationship between health care costs and America's uninsured: Hearing before the Subcommittee on Employer-Employee Relations of the Committee on Education and the Workforce, House of Representatives, One Hundred Sixth Congress, first session, hearing held in Washington, DC, June 11, 1999. U.S. G.P.O., 1999.
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Office, General Accounting. Coast Guard: Relationship between resources used and results achieved needs to be clearer : report to the Subcommittee on Oceans, Fisheries, and Coast Guard, Committee on Commerce, Science, and Transportation, U.S. Senate. U.S. General Accounting Office, 2004.
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Krzywdzinski, Martin. Organizational Socialization. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198806486.003.0004.
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This chapter examines the organizational socialization mechanisms in automotive plants in Russia and China. The empirical analysis starts with selection processes. How do the companies select candidates during recruitment and whom do they select? Are they looking for a certain type of employee? The chapter continues with the analysis of onboarding concepts in China and Russia and then follows the employees within their teams. It analyzes the social relationships in the team, which influence the socialization processes within the company. Finally, overarching company activities intended to promote social integration (team building, competitions) are examined to determine the extent to which they shape work behaviors and generate identification with the company. The analysis shows considerable differences between the Russian and the Chinese plants regarding the intensity and the effects of organizational socialization.
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Brown, Andrew, Christopher T. Flinton, Josh Gibson, et al. Forces Disrupting Relationships at Work: Litigation. Edited by Andrew Brown, Christopher T. Flinton, Josh Gibson, et al. Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780190697068.003.0005.
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This chapter discusses the psychological impact of litigation on workers and the workplace. Litigation disrupts workplace relationships because of the personal nature of the legal process. Employees and management alike experience litigation as a major breach of trust accompanied by anger, fear, shame, and over time, increasing dependency on legal representatives. Defendant companies may retreat behind organizational defenses that arise in response to litigation, including the creation of new policies and procedures, while managers are caught in the middle in negotiating conflict between aggrieved employees and the company. Litigant employees, who often feel that they have performed a positive societal action in revealing workplace deficiencies, may find themselves increasingly isolated by coworkers and managers. All of the emotional responses can create human and financial costs because of dysfunctional workplace behaviors and the resulting mental disorders such as depression, anxiety, and somatic or paranoid symptoms.
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Mendez, Luis Carro. Relationship between job satisfaction and employee commitment to customer service: Evidence from a UK service context. 1997.
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Shuying, Wang, Zhu Yanying, and Liu Zhihong. "Study on the Relationship between Physical Exercise and Health Quotient of Hebei Electric Power Company Employees." In Advanced Technology in Teaching - Proceedings of the 2009 3rd International Conference on Teaching and Computational Science (WTCS 2009). Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-25437-6_98.
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Zhang, Jin-Hua, and Jun-Ho Lee. "Beyond the Hawthorne Research: Relationship Between IT Company Employees’ Perceived Physical Work Environment and Creative Behavior." In Software Engineering Research, Management and Applications. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-24344-9_9.
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Rounds, Jerald, and Robert Segner. "Maintaining the Relationship between the Employee and the Employer." In Construction Supervision. John Wiley & Sons, Inc., 2014. http://dx.doi.org/10.1002/9781118984024.ch6.
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Cartwright, Susan, John Cooper, Dean Patterson, and Philip Gibbs. "Developing Vitality: The Relationship Between Health And Employee Engagement." In Innovations in Stress and Health. Palgrave Macmillan UK, 2011. http://dx.doi.org/10.1057/9780230321007_3.
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Krch, Přemysl. "Relationship Between the Company Size and the Value: Empirical Evidence." In The Impact of Globalization on International Finance and Accounting. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-68762-9_16.
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Morris, Michael H., Jeffrey A. Allen, and Cynthia K. Wagner. "On the Relationship Between Approaches to Marketing Strategy and Company Performance." In Proceedings of the 1995 Academy of Marketing Science (AMS) Annual Conference. Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-13147-4_28.
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Schalk, René, and Kirsten van der Linden. "The Influence of Cultural Differences on the Relationship Between Employee and Supervisor, and Employee Attitudes and Behavior." In The Yin-Yang Military. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-52433-3_12.
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Nimusima, Pereez, and James Francis Tumwine. "Assessing the Relationship Between Employee Motivation and Productivity in Rwanda’s Nyagatare District." In Frontiers in African Business Research. Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-4536-3_13.
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Moldovan, Darie, and Simona Mutu. "Learning the Relationship Between Corporate Governance and Company Performance Using Data Mining." In Machine Learning and Data Mining in Pattern Recognition. Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-21024-7_25.
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Carretero-Gómez, José M., Francisco J. Forteza, and Bàrbara Estudillo Gil. "The Relationship Between Company Survival, Site Risk and Accidents in Construction Industry." In Advances in Intelligent Systems and Computing. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-50946-0_15.
Full textConference papers on the topic "Relationship between company and employee"
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Suherlan, Qonita Amelia, Sri Wahyuni, and Arie Gunawan Hazairin. "Relationship Between Locus of Control and Organizational Commitement (Study on Employee of Multifinance Company PT.X Makassar Branch)." In 8th International Conference of Asian Association of Indigenous and Cultural Psychology (ICAAIP 2017). Atlantis Press, 2018. http://dx.doi.org/10.2991/icaaip-17.2018.49.
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Clark, April, Delya Sommerville, and Richard Heron. "0346 Relationship between psychological stress-job satisfaction and weight change in employees at a global oil and gas company." In Eliminating Occupational Disease: Translating Research into Action, EPICOH 2017, EPICOH 2017, 28–31 August 2017, Edinburgh, UK. BMJ Publishing Group Ltd, 2017. http://dx.doi.org/10.1136/oemed-2017-104636.283.
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Ribič, Timotej, and Miha Marič. "LMX – teorija odnosa med vodjo in zaposlenim." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.58.
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Employees represent a key part of the organization. Their satisfaction has direct effect on co-workers and their productivity. Leader is largely responsible to create general satisfaction in work environment. With organizing, choosing appropriate management concepts and correct approach to his employees, he creates good relationships with colleagues and contributes to the internal culture of the organization. Good interpersonal relationships are thus an important factor in building success in the company and the operation of processes, as they directly affect work performance, organizational climate and organizational culture. Many companies use classic and wellknown leadership styles. Regardless of the chosen style, it is noticed an alienated relationship between the manager and the employee. The issue can be attributed to strict adherence to the set organizational structure and, in connection with this, the expression of the legitimate power of leaders, yet to some extent the problem is in different understanding of leadership, both with individuals and leaders themselves. The newer leadership style, called Leader-member Exchange Theory, focuses on building relationships, mutual respect and trust, and treating employees as co-workers on the same horizontal hierarchical level. The implementation of this style of management can be seen mainly in foreign markets. This approach is not well known or widespread in Slovenia, nevertheless it is noticed in some companies. Based on a case study from the business environment, we studied a company with such leadership in Slovenia.
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Alfisyahri, Kinanti, Arum Etikariena, and Eka Gatari. "The relationship between perceived organizational support and employeers turnover intention through supportive co-worker workshop in division B at Company X." In 1st International Conference on Intervention and Applied Psychology (ICIAP 2017). Atlantis Press, 2018. http://dx.doi.org/10.2991/iciap-17.2018.25.
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Ramčilović Jesih, Alma. "Vpliv epidemije COVID-19 na odpis blaga v podjetju za distribucijo sadja in zelenjave." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.56.
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The write-off of goods, especially in the fresh food supply chain, represents a significant cost to the company. The purpose of the research is to analyse the impact of the COVID19 epidemic in the fruit and vegetable distribution company and to determine the extent to which the epidemic in 2020 affected the company's operations and the amount of goods written off. Knowing the latter is the first step to improving processes and reducing costs in the company. The analysis was performed using a comparative study of data for 2019 and 2020. The total weight of goods sold in 2020 compared to 2019 fell by 28.6%. Similarly, in 2020 the total value of written-off goods decreased by 31.3%. Furthermore, factors influencing the value of writtenoff goods, such as the purchase value of products, the number of products, the number of orders per day and the number of employees (order preparation and weighting) were studied statistically. We found a relationship between the value of written-off goods and the number of employees and the number of products being prepared. The results represent an insight into the problem and serve as a starting point for optimizing the purchase of goods, the correct turning of stocks and work processes of employees in the warehouse, i.e. optimization of logistics processes in the company. Reducing the quantity of written-off goods is a long-term and demanding process, which significantly improves the company's profit.
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Raewf, Manaf, Yazen Mahmood, and Ali Jaafar. "The Influencing Factors on the Employees' Cooperation of Private Sector." In 3rd International Conference on Administrative & Financial Sciences. Cihan University - Erbil, 2021. http://dx.doi.org/10.24086/afs2020/paper.139.
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This paper focuses on the importance of the employees' cooperation at any workplace, and how the cooperation effects on making a successful or failure organization by examining the relationship between the influencing factors and employees' cooperation, providing recommendations for organization managers, and presenting a theoretical background of the influencing factors and employees' cooperation. The statistical package for social science (SPSS) was used to analyze the data which are obtained from the distributed questioner for 30 employees of Alen Company in Erbil. The researchers conclude that the existence of the team spirit and cooperative leadership help in implementing a cooperative management by the staff even if it is in certain level, and they recommend to the need of strengthening the power and facilities of staff in the term of managing and authority and increasing the cooperative behavior among the staff and the management in term of issues that relate to organization's management.
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Lambić, Ana, Patrik Arh, Evelin Arh, and Miha Marič. "Zaposleni kot deležniki v družbeni odgovornosti organizacij." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.36.
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Successful organizations, both in Slovenia and around the world, are aware of the importance of their stakeholders - all their employees, business partners, customers, society, environment, etc.; consequently, we increasingly encounter the concept of corporate social responsibility. It can be defined as a concept where organizations behave responsibly in everyday business processes and decisions, and where organizations develop a strategy for responsible treatment of employees, suppliers, customers, shareholders, and other stakeholders. Employees in the company are one of the most important stakeholders in the organization, so it is crucial to determine the impact of corporate social responsibility on employees, e.g., perception of the organization, satisfaction, belonging, reputation of the individual, etc. The purpose of this paper is to research the relationship between corporate social responsibility and employees. For the purposes of the research, we used a critical review of secondary sources of literature and based on the synthesis method, we presented our findings. Based on what we have found, we studied the relationship and the impact of corporate social responsibility on employees.
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Tentama, Fatwa, Subardjo Subardjo, Surahma Mulasari, and Novi Ningrum. "Relationship Between Work Satisfaction with Employee Engagement." In Proceedings of the First International Conference on Progressive Civil Society (ICONPROCS 2019). Atlantis Press, 2019. http://dx.doi.org/10.2991/iconprocs-19.2019.42.
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Putri, Salsabila Maharani Surya. "The Relationship Between Employee Motivation And Employee Performance in BPR TASPEN." In International Conference on Management, Education and Social Science (MESS). RSF Press & RESEARCH SYNERGY FOUNDATION, 2020. http://dx.doi.org/10.31098/mess.v1i1.10.
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Sitinikov, Cătălina, Ionela Staneci (Drinceanu), Costinel Cristian Militaru, Mariana Paraschiva Olaru (Staicu), and Ionuț Riza. "MOTIVATION OF HUMAN RESOURCES IN MODERN ORGANIZATIONS." In Economic and Business Trends Shaping the Future. Ss Cyril and Methodius University, Faculty of Economics-Skopje, 2020. http://dx.doi.org/10.47063/ebtsf.2020.0033.
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Human Resources, along with material resources, directly influence the company's activity in its attempt to achieve its objectives. Their quantity and quality, which an enterprise has at its disposal, decisively influence the productivity of the company. Ensuring, maintaining and developing the Human Resources of companies are major concerns in modern management. The way Human Resources work can make a difference when material resources are the same. The choice of high quality Human Resources is a necessary condition for improving the company's performance. However, emphasizing the role of Human Resources does not mean an underestimation of other resources. The systematic design of the company involves the interdependent approach of resources starting from the fundamental objectives to whose achievement they compete together, from the essential connections that exist between them. Motivation is one of the traditional problems of studying organizational behavior and for years has aroused the interest of managers and researchers. In modern organizations, motivation has become even more important. This is due to the need for high productivity in order to become globally competitive. Knowing how to capture the creative and productive energy of the people who make up the enterprise is, in fact, the deep essence of the management of the Human Resources of the enterprise. The basic problem of a leader, in this context, should be how to succeed in influencing the performance of the people who work in the enterprise he leads. The main purpose of this article is to identify the main actions and decisions that determine the nature and content of the relationship between the organization and its employees.
Reports on the topic "Relationship between company and employee"
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Murphy, Lauren. A Macroergonomics Approach Examining the Relationship between Work-family Conflict and Employee Safety. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.214.
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Costa, Ana Cristina. The Effects of Organizational Justice and Exercise on the Relationship between Job Stressors and Employee Health. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.1852.
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Pytlovany, Amy. The Mediating Effects of LMX on the Relationship Between Supervisor and Employee Age Differences, Satisfaction, and Retirement Intentions. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.5261.
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The role of incentives in encouraging workplace HIV/AIDS policies and programs. Population Council, 2004. http://dx.doi.org/10.31899/hiv15.1007.
Full textAbstract:
This brief examines the role of incentives in encouraging companies in Thailand to adopt workplace policies and programs that address AIDS-related stigma and discrimination and respond to the needs of workers for information and services. The research was a collaboration between the Horizons Program, American International Assurance (AIA), the Thailand Business Coalition on AIDS (TBCA), and AusAID. After the initiative was launched (known as the AIDS-response Standard Organization), TBCA staff built relationships with company managers to explain and promote the advantages of joining. Companies agreeing to implement at least three HIV/AIDS workplace policies would receive a reduction of 5–10 percent off group life insurance premiums from AIA, Thailand’s largest insurance provider, if they were AIA clients. As the initiative evolved, TBCA introduced the additional incentive of a certificate endorsed by the government and awarded at a high-profile public ceremony. For each company agreeing to participate, TBCA offered assistance to enhance their activities, including providing educational leaflets, videos, and a mobile exhibition, as well as condoms, peer education training, counseling and referrals to support groups for HIV-positive employees, and assistance with writing company HIV/AIDS policies.