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Rothe, Peggie, Anna-Liisa Sarasoja, and Christopher Heywood. "Short-distance corporate relocation: the employee experience." Facilities 33, no. 1/2 (February 2, 2015): 38–60. http://dx.doi.org/10.1108/f-05-2013-0037.
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Purpose – This paper aims to examine short-distance firm relocations, the most frequent form of relocation, to better understand how employees as individuals experience those relocations. Design/methodology/approach – This study was a multiple-case study with five organisations that had relocated within the same metropolitan area during the previous 18 months. To understand why and how the relocation was carried out, 15 semi-structured interviews were conducted with company representatives who were actively involved in making decisions and executing the relocation of their organisation. Subsequently, to study the employees’ experience and perception of the process, 17 employees who did not have an assigned role in the process were also interviewed. Findings – The findings show that even within the same organization, people experience relocation differently; therefore, the employees should not be treated as one object of change but as several individuals who experience change. Further, it was identified that relocation included both location and workplace change aspects. Research limitations/implications – The study is of qualitative nature and, therefore, the findings should not be generalized to individuals outside of the context of study. Instead, the value lies in the description and the themes developed in the specific context. The findings show that emphasis needs to be put on how the relocation process is managed, and that relocation change management efforts should include both location and workplace changes. Originality/value – This study provides new insight on how individual employees experience the relocation process and augments the previous body of knowledge on employee experiences and satisfaction with various elements in the work environment and/or with new ways of working, and the previous studies on relocation that focus on comparing employees’ experiences of the old office with the new one.
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Rothe, Peggie, Chris Heywood, Matti Christersson, and Anna-Liisa Sarasoja. "Office relocation management in Finland – challenges and service opportunities." Property Management 33, no. 4 (August 17, 2015): 348–66. http://dx.doi.org/10.1108/pm-04-2014-0019.
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Purpose – The purpose of this paper is to increase the understanding of the management of office relocations in Finnish organisations with a focus on the use of, and need for, external advisory services. Design/methodology/approach – The study used a sequential mixed method approach. First, the use of relocation-related services, and organisations’ perception of the need for them, was assessed through a questionnaire sent to all organisations with more than 50 employees in the Helsinki Metropolitan Area (HMA). The data includes 83 responses. Subsequently, service experiences, perceived service needs, and the challenges that organisations face in relocation are studied through thematic interviews with 15 organisations that have recently relocated. Findings – The findings show that, despite facing many challenges when relocating, many organisations do not consider using external service providers. Most organisations do not acknowledge the complexity of the process until afterwards, and they also lack knowledge of the availability of relocation-related services. Research limitations/implications – The main limitation is the population size of the questionnaire. A larger population would have allowed for more generalisations, but the results do provide insight into the organisations’ issues in managing their relocations. Practical implications – In order to facilitate the better organisational relocation experiences, and to develop the market for relocation-related services, service providers need to begin educating organisations of the challenges and opportunities of relocation, and successively increase the awareness of the availability of services. Originality/value – Relocation, when it is considered in the literature, is most often construed as being about location, or site selection. This study approaches the phenomenon from the organisations’ perspective and considers relocation a process that needs to be managed.
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Lin, Biyue, Shoukat Iqbal Khattak, and Bei Zhao. "To Relocate Or Not to Relocate: A Logit Regression Model of Factors Influencing Corporate Headquarter Relocation Decision in China." SAGE Open 11, no. 3 (July 2021): 215824402110326. http://dx.doi.org/10.1177/21582440211032678.
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China’s 21st-Century Maritime Silk Road Project (involving USD1 trillion) is one of the most ambitious projects in human history. Although this trans-continental project presents tremendous development opportunities for businesses and cities within and outside China, there is nascent progress in some cities, for example, Quanzhou. With limited development prospects, enterprises are considering partial or total relocation to central cities to overcome bottlenecks and exploit future opportunities. Past relocation literature offers limited and contrasting insight into enterprise relocation’s antecedents and outcomes, especially for China. This article has attempted to fill this gap by exploring the factors affecting relocation decisions in Quanzhou using a sample of 441 employee self-reports. The logit regression model indicated that employees and cadre groups consider four factors before headquarter relocation, including preferential policies and industry environment (e.g., subsidies and tax), management resources (e.g., standardized management), intelligence and software resources (e.g., brand awareness), and international communication and market space (e.g., market openness). The intelligence and software resources were the least prioritized relocation factors among all four factors. The article presents important policy implications based on current results.
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Christersson, Matti, Christopher Heywood, and Peggie Rothe. "Social impacts of a short-distance relocation process and new ways of working." Journal of Corporate Real Estate 19, no. 4 (November 13, 2017): 265–84. http://dx.doi.org/10.1108/jcre-02-2016-0008.
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Purpose The purpose of this paper is to investigate the social impacts of short-distance office relocation that also involved a new way of working, as perceived by employees during a relocation process. Relocation is any process of moving business premises and can consist of (often) significant change in locality, building change, workplace change and ways of working. This case study was not influenced by the effect of locality change making it hence a short-distance relocation. Design/methodology/approach The social impacts are analysed based on the perceptions of approximately 15 per cent (nine employees) of the case organization across the relocation process – two months before, one week before and four months after the move. The qualitative data collection is conducted by semi-structured interviews, supplemented by diaries and participatory action research. Findings Before the relocation, the subject organization’s old premises were considered inadequate. Still, employees had concerns during the process about the new open office environment including the adoption of new ways of working. Some employees did experience resistance towards the change, although the amount of engagement possibilities was deemed sufficient and engagement recognized as an important part of the process. After the relocation, adaptation was considered easier than originally anticipated and experiences of improved inter-team collaboration were reported by most while others experienced just the opposite, pointing out to emerging individual differences. Research limitations/implications The limitations of this study arise mainly from the ability to statistically generalize on the basis of a single case study which this paper represents. Furthermore, since the last interviews were made four months after the move, all post-occupancy implications were possibly not yet fully experienced. Originality/value The paper provides information on the social impacts of organizational relocation process, as it identifies individual employee perceptions during a relocation process where locality change is minimal. Moreover, the threefold research approach across the relocation process enables the appearance of possible time-dependent development of adaptation to change in employee perceptions and these perceptions to be analysed in more detail.
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Kichigin, Sergey. "Unreasonably Privileged Position of a Relocated Employee." Bulletin of Kemerovo State University. Series: Humanities and Social Sciences 2019, no. 3 (December 13, 2019): 281–88. http://dx.doi.org/10.21603/2542-1840-2019-3-3-281-288.
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The research features the institution of relocation of an employee to another employer for permanent position. The author compares the legal status of the relocated employee and the employee with a labor contract. According to the Labor Code of the Russian Federation, an employee relocated to a full-time job is placed in an unreasonably privileged position in comparison with those who resigned and were routinely hired for a new job. Resignation and relocation do not have significant substantive differences, as well as the routine employment procedure and relocation. However, the law establishes two significant advantages for the relocated employee. First, the new employer is obliged to sign a labor contract with the relocated employee within one month from the date of dismissal. Second, the position is reserved for the relocated employee, even if it is still occupied by another employee who is in the process of dismissal. Therefore, the law denies the resigning employee the right to withdraw the application. This situation is unacceptable as it violates the rights of employees, because the artificially allocated category of relocated employees gets unjustified privileges from the employer. As a result, there is a discrimination of the overwhelming number of employees hired in the general manner, including those who signed a contract with a delayed start date. The author proposes to exclude from the Labor Code of the Russian Federation the norm on relocation of an employee to a permanent job to another employer, as well as the related norms in Articles 64, 70, and 77. The norms do not fit into the current socio-economic conditions and comply neither with international nor with Russian laws. In order to stimulate the parties to pre-register an employment contract, the author proposes to establish job guarantees that are currently applied to relocated workers for those with a labor contract with a postponed date.
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Popa, Diana Mariana. "The Flying Dutch Job. Jobs that Migrate from the Netherlands to Romania." Studia Universitatis Babes-Bolyai Sociologia 6, no. 1 (June 1, 2015): 83–102. http://dx.doi.org/10.1515/subbs-2015-0004.
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Abstract In the present article I discuss the migration of work from the West towards the East, making direct references to this kind of work relocation between the Netherlands and Romania. More specifically, this article focuses on the Dutch language based activities relocated or outsourced to Romania, a situation which puts customers in contact with “brains without bodies” or “invisible work-migrants”. In order to highlight the trend of migrating jobs I take a look at the evolution of job advertisements for Dutch speakers in Romania. Then, I investigate the impact that the international relocation of back-office and front-office business activities has both on the employees who take over the activity and on the customer’s satisfaction. Factors such as linguistic similarity, cultural practices, and attitudes towards customers’ complaints shape the outcomes of such relocations. Given that the otherness between employees and customers can be faster noticed in the direct, “voice-to-voice” interaction, the situation of call-centres deserves special attention for the analysis. Call-centres clearly feature the characteristics of non-places, where the employee must assume a similar identity to that of the customer.
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Pierce, Jennifer, and Brian L. Delahaye. "Snakes and Ladders: Relocation and the Dual Career Couple." Journal of Management & Organization 2, no. 2 (March 1996): 1–10. http://dx.doi.org/10.1017/s1833367200006064.
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AbstractThe dual career couple is a contemporary and growing phenomenon in western industrialised nations. There are numerous human resource management issues associated with the dual career couple. The focus of this paper is on just one of these issues — employee relocation. The research reported here found that dual career employees are concerned about their partner's career prospects and unless current career levels can be maintained for the trailing partner, organisations may experience relocation resistance. Of specific interest in the Australian context is that organisations with operations in country areas may be particularly affected, since country areas are less likely to offer desirable career opportunities for trailing partners. Further, organisational mobility expectations frequently force couples to decide which partner's career will take precedence. Historically it has been the male partner's career, even in dual career relationships. The findings from this study suggest that such decisions are becoming more complex, with couples placing greater emphasis on economic and quality of life concerns. Traditionally, organisations have relied on employee mobility as a career development strategy. However, greater emphasis on long-term human resource planning is advocated to facilitate career development strategies which are less reliant on geographical relocation. Further, if organisations are to retain their dual career employees, relocation assistance packages may need re-assessment to reflect the needs of those employees who are unwilling to sacrifice their partners' careers for the sake of their own.
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Pierce, Jennifer, and Brian L. Delahaye. "Snakes and Ladders: Relocation and the Dual Career Couple." Journal of the Australian and New Zealand Academy of Management 2, no. 2 (March 1996): 1–10. http://dx.doi.org/10.5172/jmo.1996.2.2.1.
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AbstractThe dual career couple is a contemporary and growing phenomenon in western industrialised nations. There are numerous human resource management issues associated with the dual career couple. The focus of this paper is on just one of these issues — employee relocation. The research reported here found that dual career employees are concerned about their partner's career prospects and unless current career levels can be maintained for the trailing partner, organisations may experience relocation resistance. Of specific interest in the Australian context is that organisations with operations in country areas may be particularly affected, since country areas are less likely to offer desirable career opportunities for trailing partners. Further, organisational mobility expectations frequently force couples to decide which partner's career will take precedence. Historically it has been the male partner's career, even in dual career relationships. The findings from this study suggest that such decisions are becoming more complex, with couples placing greater emphasis on economic and quality of life concerns. Traditionally, organisations have relied on employee mobility as a career development strategy. However, greater emphasis on long-term human resource planning is advocated to facilitate career development strategies which are less reliant on geographical relocation. Further, if organisations are to retain their dual career employees, relocation assistance packages may need re-assessment to reflect the needs of those employees who are unwilling to sacrifice their partners' careers for the sake of their own.
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Stroh, Linda K. "Does Relocation Still Benefit Corporations and Employees?" Human Resource Management Review 9, no. 3 (September 1999): 279–308. http://dx.doi.org/10.1016/s1053-4822(99)00022-4.
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Nappi, Ingrid, Gisele de Campos Ribeiro, and Nicolas Cochard. "The interplay of stress and workspace attachment on user satisfaction and workspace support to labour productivity." Journal of Corporate Real Estate 22, no. 3 (February 14, 2020): 215–37. http://dx.doi.org/10.1108/jcre-05-2019-0026.
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Purpose The purpose of this study is to evaluate how the relationship between employees’ workspace satisfaction and their respective perceptions of workspace support to labour productivity interacts with two emotional experiences as follows: workspace attachment and job stress. Design/methodology/approach Web-based surveys conducted before and after a company’s short-distance relocation. Study 1 concerned 66 employees and was conducted a few weeks before the relocation. Study 2 concerned 84 employees and was conducted six months after the relocation. Ordinary least squares regression, moderation and mediation analysis were performed. Findings After the relocation, the employees experienced greater job stress, less workspace satisfaction, and they felt less attached to their workspaces. However, the evaluations of workspace support to labour productivity did not change. Contrary to expectations, employees’ workspace satisfaction is not related to their evaluation of this workspace as supporting labour productivity. Instead, this relationship is moderated by job stress. The hypothesis that workspace attachment mediates the relationship between workspace satisfaction and respective evaluation of this workspace as supporting labour productivity was not verified. Practical implications Corporate real estate managers and any manager leading short-distance relocation projects should consider incorporating change management in the projects to maintain employees’ positive attitudes and emotional bonds with their workspace. Originality/value This research improves the knowledge of how employees perceive the workspace as supporting their work duties.
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Andresen, Maike, and Jil Margenfeld. "International relocation mobility readiness and its antecedents." Journal of Managerial Psychology 30, no. 3 (April 13, 2015): 234–49. http://dx.doi.org/10.1108/jmp-11-2012-0362.
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Purpose – International relocation for work reasons implies uncertainty and stress, resulting in high expatriate failure rates. Hence, organizations should consider employee’s international relocation mobility readiness (IRMR) in selection processes. The purpose of this paper is to identify personal as well as social antecedents of IRMR. Design/methodology/approach – Data were gathered by an online survey (n=273 German employees) and analyzed using SEM. Findings – SEM results indicate that attitudinal (boundaryless mindset), biographical (previous international work experience) and social variables (the perceived social endorsement of international relocation mobility) are positively related to IRMR. The positive relationship between personality variables (uncertainty tolerance, proactive personality) and IRMR is mediated by boundaryless mindset. Research limitations/implications – The sampling method applied limits the generalization of the results. Practical implications – Results can be applied in personnel selection to find employees with a strong IRMR. Thus, expatriate failure rates could be reduced. Originality/value – This is the first study that addressed personal as well as social antecedents of IRMR.
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Krausz, Moshe, Aharon Bizman, and Shaul Fox. "Factors affecting post‐relocation adaptation in a case of an entire plant relocation." Journal of Managerial Psychology 17, no. 2 (March 1, 2002): 80–94. http://dx.doi.org/10.1108/02683940210417021.
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Pre‐relocation measures as well as measures collected subsequent to it were used to predict employees’ post‐relocation adaptation in a case where an entire plant relocated its premises. The distance between the old and the new site did not require home relocation, with the result that the change was deemed less of a “family issue” than an essentially work and organizational change. The sample consisted of 176 employees, for whom matched before and after questionnaires were available. Pre‐relocation measures included demographics, justification of management’s decision to relocate, and positive and negative emotional reactions to the move. In addition, measures of perceived changes were taken after the move. The three post‐relocation adaptation measures were work satisfaction, loyalty to the organization, and relocation satisfaction. Findings are discussed in the light of previous findings, although most of that research dealt with individual as opposed to plant relocation, and of very few studies dealing with post‐relocation variables.
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Brendel, Alfred Benedikt, Sascha Lichtenberg, Christoph Prinz, and Bernd Herrenkind. "Increasing the Value of Shared Vehicles: Insights from an Implementation of User-Based Relocation in Station-Based One-Way Carsharing." Sustainability 12, no. 21 (October 23, 2020): 8800. http://dx.doi.org/10.3390/su12218800.
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New digital technologies are a driving force behind many pivotal changes in our modern world. For example, the carsharing business model has improved drastically through the adoption of technologies for online booking, instant access, vehicle monitoring, and automated billing. However, the challenge of vehicle supply and demand management hinders carsharing from reaching its full potential and mainstream application. The current norm of relocating vehicles via employees is expensive and unsustainable, counteracting the environmental benefits of carsharing. To engage this problem, a new concept called user-based relocation has emerged in recent years. For user-based relocation, customers are requested to return rented vehicles at undersupplied locations. However, research and practice lack knowledge on how to implement user-based relocation in a real-world carsharing system. This study employs an iterative research approach, including the implementation of user-based relocation in a real-world carsharing system. During the development and evaluation process, novel requirements and challenges for user-based relocation were discovered, providing valuable knowledge for its implementation and future research.
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Büchele, Julia. ""We live a life in periods" - Perceptions of mobility and becoming an expat spouse." Migration Letters 15, no. 1 (January 1, 2018): 45–54. http://dx.doi.org/10.33182/ml.v15i1.341.
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Deploying organizations strongly support their employees’ relocation with their spouses and children under the premise that families guarantee a social and practical support system (Kraimer et al. 2016). Expat spouses I have interviewed in the course of my qualitative data collection were sure that their migration experience differed significantly from their employed spouses. While for themselves relocation was a (repeated) interruption of the “normal pace of life”, they assumed that their husbands were provided with a “ready-made life” because they started work right away and were thus integrated in a local social setting. This paper explorse different perceptions of expat spouses' mobility and argues that expat spouses learn to be expat spouses through repeated relocations and "mobility work" ( Mense-Petermann and Spiegel 2016).
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Chapa, Olga, and Yong J. Wang. "Oh, the places you’ll go!" International Journal of Organizational Analysis 24, no. 4 (September 5, 2016): 591–614. http://dx.doi.org/10.1108/ijoa-03-2015-0853.
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Purpose The purpose of this study is to explore pre-employment college graduates’ relocation tendencies based on a research framework built upon gender and cultural theories. Design/methodology/approach Relocation decisions were analyzed based on 208 college graduates enrolled in public universities in Texas, USA. Findings The relocation decision-making by college graduates differ from that for corporate employees described in previous research. First, the willingness to relocate increases as the college graduates mature. Second, gender difference in the willingness to relocate is non-significant because of the same expected norms for both genders. Instead, psychological gender affiliation, such as self-perceived masculinity, makes a difference in relocation decisions. Third, family-related variables, such as marital status and parenthood, do not influence college graduates’ relocation decisions. Last, cultural groups do not exhibit any overall significant differences. Research limitations/implications The findings provide new and complementary knowledge over previous relocation studies. Practical implications The findings enhance the understanding of career choices made by college graduates in their early career, offering valuable managerial implications in crafting staffing strategies and improving human resource management for organizations in today’s fast-changing, vibrant multi-cultural environment. Originality/value The study is focused on pre-employment relocation decision-making by college graduates from different demographic backgrounds. The study fills a major research void in relocation studies by clarifying the relocation patterns of new employees graduating from college.
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Zhao, Xu, Chen Chi, Xin Gao, Yuefang Duan, and Weijun He. "Study on the Livelihood Vulnerability and Compensation Standard of Employees in Relocation Enterprises: A Case of Chemical Enterprises in the Yangtze River Basin." International Journal of Environmental Research and Public Health 17, no. 1 (January 5, 2020): 363. http://dx.doi.org/10.3390/ijerph17010363.
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The relocation of chemical enterprises along the Yangtze River a necessary means of ecological protection in the Yangtze River Basin. Vulnerability assessment provides a new idea for the study of livelihood ability and compensation standard of employees after relocation. Based on the framework of “Exposure-Sensitivity-Adaptability” proposed by the Intergovernmental Panel on Climate Change (IPCC) and the survey data of 410 employees of relocation enterprises in the Hubei Province of the Yangtze River Basin, this study firstly constructs a livelihood vulnerability evaluation index system and evaluation model, and analyzes whether the employees of relocation enterprises have the ability to cope with the risk impact brought by the Yangtze River Ecological Restoration policy. Then, we use multiple linear regression model to explore the relationship between the group’s exposure, sensitivity, adaptability and livelihood vulnerability. Finally, we design a new compensation standard calculation method for special groups from the perspective of social cost, to alleviate their livelihood vulnerability and provide a theoretical basis and decision support for the government and enterprises to formulate and implement relevant resettlement standards. The results show that: (1) employees of all ages show a certain degree of vulnerability in their livelihood; (2) there are differences in livelihood vulnerability between male and female employees; (3) compared with other positions, the livelihood vulnerability of producers is relatively high, and the vulnerability index is unevenly distributed and internally differentiated; (4) a low family burden ratio, high education, convenient living conditions and complex social network can effectively reduce the vulnerability of employees’ livelihood; (5) the key obstacle factors affecting the sustainable livelihood of families are living convenience, adaptability to relocation, policy understanding, children’s burden ratio, education, and annual income per capita; (6) the alternative opportunity cost method can be used as the basis to determine the compensation standard of the relocated employees, which can better reflect the compensation effect of the opportunity cost in the existing definition of international compensation mechanisms and realize the leap from concept to action.
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Sprumont, François, Ali Shateri Benam, and Francesco Viti. "Short- and Long-Term Impacts of Workplace Relocation: A Survey and Experience from the University of Luxembourg Relocation." Sustainability 12, no. 18 (September 11, 2020): 7506. http://dx.doi.org/10.3390/su12187506.
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Workplace relocation can have a significant impact on commuting trips as well as on the location and number of activities scheduled within the home-work tour. This often exogenous, non-voluntary event affects the entire activity-travel behavior of the employees. As response, employees can adopt several short- and long-term adaptation strategies to cope with such change, the most obvious being commuting mode shifting, acquire new mobility resources (e.g., buying a car) or changing residential location. As workplace relocation can be consequence of national policies aimed at decongesting the city centers or to favor the development of new business areas, undesired macroscopic changes in modal shares and in land developments may be observed. While a decrease in the commuting time after a workplace relocation is, in some cases, observed, an increase in car use for the commuting trip may be observed as well. This paper aims at providing an in-depth understanding of the effect of workplace relocation on travel behavior by reviewing and selecting the relevant scientific literature on the topic, which has in the last years gained popularity. The findings and observations summarized by the literature review are then complemented with the specific example of the relocation of the University of Luxembourg employees. Finally, we indicate potential directions for research, which are currently underexplored.
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Turban, Daniel B., James E. Campion, and Alison R. Eyring. "Factors relating to relocation decisions of research and development employees." Journal of Vocational Behavior 41, no. 2 (October 1992): 183–99. http://dx.doi.org/10.1016/0001-8791(92)90019-v.
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Wei, Zhao. "Perceptions of Job Relocation Among Young Employees in State-Owned Enterprises." Chinese Education & Society 28, no. 3 (May 1995): 75–82. http://dx.doi.org/10.2753/ced1061-1932280375.
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GALINSKY, ELLEN, and PETER J. STEIN. "The Impact of Human Resource Policies on Employees." Journal of Family Issues 11, no. 4 (December 1990): 368–83. http://dx.doi.org/10.1177/019251390011004002.
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Using a number of empirical studies of human resource policies in Fortune 500 companies, this article focuses on (a) the major work/family problems faced by employees, (b) how work/family programs affect productivity, (c) what trends are emerging among companies, and (d) how a subsample of leading scientific companies and universities are responding to work/family issues. The seven major issues employees face are examined: child care, elder care, work time and timing, relocation, job demands and autonomy, supervisory relationships, and organizational culture. The major characteristics of Stage 1 and Stage 2 companies are compared, the later companies having more comprehensive and multifaceted programs that are responsive to employee needs. The research indicates that although some of the leading corporations and universities are responsive to work/family problems, many are still not aware of nor responsive to work/family strain and conflict.
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Stofkova, Zuzana, and Viera Sukalova. "Sustainable Development of Human Resources in Globalization Period." Sustainability 12, no. 18 (September 17, 2020): 7681. http://dx.doi.org/10.3390/su12187681.
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The article deals with human resource management, its theoretical principles, and its use in practice in the era of globalization. The main goal of this paper is to analyze and describe human resource management focused on the process of human resource development and education. The article shows how the principles are applied in a selected Information-Communication Technologies (ICT) company in Slovakia as an attractive employer who is interested in satisfaction, education, and growth of its employees, thus employer branding. The data was collected through a questionnaire survey with employees in the selected company. Secondary data from corporate sources were used, too. The aim of the survey was to point out the human resources management in a selected company and to examine the perception of the impact of employees development on their performance and to design effective approaches to personnel development in a selected company with an impact on employee performance. The aim of the survey was to find out whether there was a dependence between the subjectively perceived performance of the employees and individual aspects, which are the completion of technical training programs, individual evaluation of the employee, relocation of the employee, and the number of completed training activities. A questionnaire survey was used to achieve this goal.
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Cobaleda Cordero, Antonio, Maral Babapour, and MariAnne Karlsson. "Feel well and do well at work." Journal of Corporate Real Estate 22, no. 2 (June 3, 2019): 113–37. http://dx.doi.org/10.1108/jcre-01-2019-0002.
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Purpose This paper aims to investigate employee well-being in relation to office landscapes in a post-relocation context. The aims are to identify spatial attributes of the office landscape that influence employee well-being and underlying contextual factors that explain employee well-being post-relocation. Design/methodology/approach A mixed-method approach was adopted. The data collection involved 16 semi-structured interviews with employees, an interview with the leading architect of the office renovation, study of a dossier on the renovation project and observations. Findings Most of the informants experienced the new office landscape positively despite few shortcomings. Spatial attributes were identified that influenced the informants’ well-being positively in terms of affects, satisfaction, social relations and environmental mastery. Conversely, negative influences on well-being were also reported regarding affects, satisfaction and environmental mastery. Conflicting views on some of the spatial attributes and contextual factors related to the planning process and the former office landscape were identified. Originality/value The value of this paper lies in investigating the office landscape at the spatial attributes level, despite office type, and their influence on hedonic and eudaimonic components of employee well-being. The research approach adopted proved its usefulness for in-depth studies of the interrelations between office landscapes and employee well-being.
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Schlepphorst, Susanne, Elizabeth C. Koetter, Arndt Werner, Christian Soost, and Petra Moog. "International assignments of employees and entrepreneurial intentions: the mediating role of human capital, social capital and career prospects." International Journal of Entrepreneurial Behavior & Research 26, no. 6 (July 15, 2020): 1259–79. http://dx.doi.org/10.1108/ijebr-11-2019-0637.
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PurposeDrawing on human capital (HC) and social capital (SC) as well as the Jack-of-all-trades theory, this paper aims to clarify the relationship between international assignments (IAs) of employees and their entrepreneurial intentions. The study proposes that such IAs provide specific environmental features which may enable employees to build up diverse skills and network relations conducive to entrepreneuship.Design/methodology/approachThe authors collected data using an online survey, targeting professionals and managers in Germany and Switzerland. They used 223 complete responses. Before data collection, they ensured the suitability of their questionnaire by employing well-tested scales and consulted independent experts in survey design and methodology. They tested their hypotheses by applying multiple mediation modeling.FindingsAs hypothesized, the authors find empirical evidence that diverse skills and network relationships as well as poor career prospects, positively mediate the relationship between IAs and entrepreneurial intentions of employees.Research limitations/implicationsWe applied simple random and the snowball sampling method. Our approach involved the use of headhunters, international employers and relocation companies as multipliers.Practical implicationsOur results have practical implications for employees and employers. Employees on international assignments can proactively pursue opportunities in order to utilize the acquired experiences and resources for taking up entrepreneurial activities. Employers can try to retain these employees to facilitate (international) corporate entrepreneurship.Originality/valueTo the best of our knowledge, this is the first empirical study to highlight the entrepreneurial ambitions of international assignees. It thus provides initial insights into this topic.
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Wijk, Katarina, Eva L. Bergsten, and David M. Hallman. "Sense of Coherence, Health, Well-Being, and Work Satisfaction before and after Implementing Activity-Based Workplaces." International Journal of Environmental Research and Public Health 17, no. 14 (July 21, 2020): 5250. http://dx.doi.org/10.3390/ijerph17145250.
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Activity-based workplaces (ABWs) are implemented with possible implications for health, well-being, and work satisfaction in the workplace. Drawing on the theoretical framework, i.e., sense of coherence (SOC), the aim was to investigate how indicators pf SOC—meaningfulness, manageability and comprehensibility—are associated with, or function as barriers or facilitators for, health, well-being and work satisfaction during relocation to an ABW. We followed the implementation of ABWs at the Swedish Transport Administration (2018–2019). Questionnaires were administered before (n = 536), 3 months (n = 409) and 9 months (n = 373) after relocation. Focus group interviews (15) were conducted before and after. Data were analyzed using repeated measures ANOVA and content analysis. Relocation to an ABW was associated with a reduced work satisfaction (physical p < 0.001; psychosocial p < 0.001), and minor changes in health and occupational well-being during relocation (p > 0.001). The reduction in work satisfaction was smaller among employees with high meaningfulness in the relocation process (p < 0.001). All SOC indicators were positively associated with overall health, well-being and work satisfaction (p < 0.001). Interviews suggested that meaningfulness was facilitated by participation in the presented activities and that communication before relocation was crucial. The results indicate that organizations implementing ABWs should promote perceived meaningfulness in the process to mitigate possible declines in satisfaction with the physical and psychosocial work environment.
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Herbert, Brynne. "Moving employee talent key to competitive edge." Strategic HR Review 15, no. 2 (April 11, 2016): 65–69. http://dx.doi.org/10.1108/shr-01-2016-0005.
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Purpose The purpose of this paper is to focus on the current transformation occurring in the global workforce due to changing demands from employees and how they stay engaged in the workplace. Companies realize that appealing to talent with benefits and good pay is no longer enough, and it is time to embrace new tactics to attract and retain personnel. Design/methodology/approach CEO Brynne Herbert of MOVE Guides, a leading company in relocation management, looks at how companies have leveraged talent mobility to engage employees and the fragmented, manual processes they use that are no longer suitable for global organizations looking to streamline relocation and offer employees a simpler, more powerful approach. Findings The author explores how companies can use technology, like Software as a Service (SaaS), to take aim at optimizing their talent mobility programs and eradicate their inefficient and time-consuming manual operations. Using survey data, a case study from international bank Société Générale and other findings, Brynne discusses how the financial juggernaut was able to implement a cloud-based SaaS platform that updated their HR, finance and payroll and management. Originality/value Leveraging technology to attract and engage talent will be ever important in today and tomorrow’s global landscape. Therefore, the companies that move the fastest – and the most strategically – to get the right talent to the right place at the right time will have the competitive edge.
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I.B., GRISHUTIN, GREKOVA K.A., and KOTKINA A.G. "Tools Used for Monitoring and Analyzing the Process of Relocation of Residents Under the Renovation Program." Zhilishchnoe Stroitel'stvo, no. 11 (2020): 16–23. http://dx.doi.org/10.31659/0044-4472-2020-11-16-23.
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The article is devoted to the main principles of organizing a system for monitoring the process of relocation of residents when implementing the Renovation Program in Moscow. The purpose of creating the system for monitoring the process of resettlement of residents is to increase the speed of implementation of the Program and the effectiveness of management decisions adopted with the use of algorithms developed by the employees of LLC SPC «City Development». The process of creating and using algorithms for timely updating and presenting attribute data is described. The algorithms are based on the principle of consolidation, which involves obtaining consolidated reports for each relocated and inhabited object with the inclusion of key indicators in them. Based on the obtained data, presentation materials containing the minimum necessary attribute set for tracking the progress of relocation process and making management decisions are generated. Keywords: renovation program, relocation monitoring, data analysis, key indicators, visual forms, equivalent housing, evicted houses, inhabited houses, new buildings, process automation.
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Öhrn, Maria, Viktoria Wahlström, Mette S. Harder, Maria Nordin, Anita Pettersson-Strömbäck, Christina Bodin Danielsson, David Olsson, Martin Andersson, and Lisbeth Slunga Järvholm. "Productivity, Satisfaction, Work Environment and Health after Relocation to an Activity-Based Flex Office—The Active Office Design Study." International Journal of Environmental Research and Public Health 18, no. 14 (July 18, 2021): 7640. http://dx.doi.org/10.3390/ijerph18147640.
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Implementation of activity-based flex offices (AFOs) are becoming increasingly common. The aim of this study was to evaluate the effects of an AFO on perceived productivity, satisfaction, work environment and health. Questionnaire data from the longitudinal, quasi-experimental Active Office Design Study was used. The study evaluates a public organization relocating staff to either an AFO or to cell offices. Measures from baseline, 6 and 18 months after relocation, were analyzed. Employees in the AFO experienced a decreased productivity and satisfaction with the office design. Lack of privacy as well as increased noise disturbance, less satisfaction with sit comfort and work posture were reported. Employees in the AFO with work tasks requiring a high degree of concentration experienced lower productivity while those with a high proportion of teamwork rated productivity to be continually high. No significant group differences were found between the two office types in general health, cognitive stress, salutogenic health indicators or pain in the neck, shoulder or back. The study highlights the importance of taking work characteristics into account in the planning and implementation process of an AFO. Flexible and interactive tasks seem more appropriate in an AFO, whereas individual tasks demanding concentration seem less fit.
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Feldman, Daniel C., and Mark C. Bolino. "Moving on out: when are employees willing to follow their organization during corporate relocation?" Journal of Organizational Behavior 19, no. 3 (May 1998): 275–88. http://dx.doi.org/10.1002/(sici)1099-1379(199805)19:3<275::aid-job840>3.0.co;2-s.
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Hippler, Thomas. "Why do they go? Empirical evidence of employees' motives for seeking or accepting relocation." International Journal of Human Resource Management 20, no. 6 (June 2009): 1381–401. http://dx.doi.org/10.1080/09585190902909889.
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Berthelsen, Hanne, Tuija Muhonen, and Susanna Toivanen. "What happens to the physical and psychosocial work environment when activity-based offices are introduced into academia?" Journal of Corporate Real Estate 20, no. 4 (November 12, 2018): 230–43. http://dx.doi.org/10.1108/jcre-06-2017-0017.
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PurposeThere is an increased interest for introducing activity-based offices at universities. The purpose of this study is to contribute to the knowledge about the importance of the built environment for the psychosocial work environment within academia by analyzing how staff at a large Swedish university experienced the physical and psychosocial work environment before and after moving to activity-based offices.Design/methodology/approachA Web-based survey was distributed to all employees at two faculties at a university three months before (2015,n= 217, response rate 51 per cent) and nine months after (2016,n= 200, response rate 47 per cent) relocation to a new activity-based university building.FindingsIn the new premises, a vast majority (86 per cent) always occupied the same place when possible, and worked also more often from home. The social community at work had declined and social support from colleagues and supervisors was perceived to have decreased. The participants reported a lower job satisfaction after the relocation and were more likely to seek new jobs. No aspects in the physical or psychosocial work environment were found to have improved after the relocation.Research/limitations implicationsThe study had a two-wave cross-sectional design, which does not allow establishing causal relations.Practical implicationsThere is reason to be cautious about relocation to activity-based offices at universities. The potential savings in costs for premises may lead to may be followed by an increase in other costs. The risk that staff cannot concentrate on their work in activity-based university workplaces and lose their sense of community with colleagues are factors, which in the long run may lead to decreased efficiency, more conflicts and poorer well-being.Originality/valueThis paper contributes with new knowledge concerning changes in the physical and psychosocial work environment when relocating from cell offices to activity-based offices in a university setting.
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Suheli, Lili. "Pengaruh Kebijakan Relokasi Terhadap Tingkat Kepuasan Pegawai Negeri Sipil : Studi pada Direktorat Jenderal Perbendaharaan Kementerian Keuangan Republik Indonesia." Indonesian Treasury Review Jurnal Perbendaharaan Keuangan Negara dan Kebijakan Publik 2, no. 4 (July 12, 2018): 49–63. http://dx.doi.org/10.33105/itrev.v2i4.40.
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For public institutions such as government institutions, managing Human Resources is a key to provide a better public service. Therefore, investigating the factors which could affect the job satisfaction of the employees is needed to ensure the goal achievement. This study aims to investigate the factors related to the satisfaction level of the employees regarding the job relocation policy, a policy which is considered necessary to be implemented by Directorate General of Treasury for some reasons. A sample of 178 respondents of DG of Treasury employees utilized. Questionnaires were employed as a quantitative measurement to determine the relationship between job relocation factors and job satisfaction levels. The factors are future career enhancement, compensation and organizational support, location preference, family consideration and socio-culture problem. The findings showed that compensation and organizational supports has a salient effect on the job satisfaction level, while location preference and socio-culture statistically significant affect the job satisfaction in a moderate level. Hence, this study has significant implication on how to formulate a proper job relocation policy, especially for public institutions. Abstrak Bagi organisasi publik seperti institusi pemerintahan, mengatur Sumber Daya Manusia adalah kunci untuk mewujudkan pelayanan kepada masyarakat yang lebih baik. Oleh karena itu, menginvestigasi faktor-faktor apa saja yang dapat mempengaruhi kepuasan kerja para pegawai diperlukan untuk memastikan tercapainya tujuan organisasi yang diinginkan. Penelitian ini bertujuan untuk mengidentifikasi faktor-faktor yang dapat mempengaruhi tingkat kepuasan pegawai terkait kebijakan relokasi kerja, salah satu kebijakan dalam pengelolaan kepegawaian yang dilaksanakan oleh Direktorat Jenderal Perbendaharaan (DJPb). Sample dari 178 responden pegawai DJPb digunakan. Kuesioner digunakan sebagai alat metode pengukuran kuantitatif untuk mengukur hubungan antara faktor-faktor terkait relokasi kerja serta tingkat kepuasan pegawai. Faktor – faktor tersebut antara lain : peningkatan karir, kompensasi dan dukungan organisasi, preferensi lokasi, pertimbangan keluarga serta sosialkulutral. Hasil penelitian menunjukan bahwa kompensasi dan dukungan organisasi merupakan faktor terpenting dalam menentukan tingkat kepuasan kerja, sedangkan preferensi lokasi dan aspek sosialkultural secara statistik mempengaruhi kepuasan kerja pada tingkat yang “moderat”. Selanjutnya, penelitian ini dapat berdampak pada bagaimana memformulasikan kebijakan relokasi kerja yang tepat, terlebih lagi bagi institusi pemerintahan.
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Sangeetha, Mrs, and R. Arun. "An Improved Energy-Efficient Hybrid Framework Eehf – Algorithm for Green Cloud Computing." Journal of University of Shanghai for Science and Technology 23, no. 06 (June 1, 2021): 180–85. http://dx.doi.org/10.51201/jusst/21/05206.
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This paper deals with the relocation of multi-target Virtual Machines (VMs) in a cloud server farm. The proposed VM movement technique at the cloud server farm meanders VMs from underutilized to full capacity Physical Machines (PMs) to energy-efficient Physical Machines (PMs). Furthermore, the multi-target VMs relocation technique not only reduces the forced use of PMs and switches but also confirms the essence of administration by preserving the SLA at the cloud server farm. A novel energy-efficient hybrid (EEHF) system for enhancing the proficiency of electrical energy usage in data centers is carried out and evaluated in this paper. Instead of focusing on only one approach as in previous related works, the proposed system is truly based on solicitation preparation and worker booking. Until managing the preparation, the EEH system sorts the errand clients’ requests according to their time and force requirements. It has a booking system that takes power use into account when making planning decisions. It also has a precise calculation that determines if under burdened employees should be rested or dozed in overburdened workers, virtual machines that should be floated, and workers that will receive moved virtual machines VMs. When compared to other strategies, our proposed VMs development strategy may find a great balance among three conflict goals. Furthermore, the shroud-based cloud sim test results show that our proposed multi-target VMs relocation strategy outperforms best-in-class VMs movement strategies like the Random VMs relocation system in terms of energy efficiency and SLA penetration at the cloud server farm.
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Tarquini, Matteo, Michela Di Trani, and Luigi Solano. "Effects of an expressive writing intervention on a group of public employees subjected to work relocation." Work 53, no. 4 (April 15, 2016): 793–804. http://dx.doi.org/10.3233/wor-162259.
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Sagie, Abraham, Moshe Krausz, and Yehuda Weinstain. "To move or not to move: Factors affecting employees' actual relocation when an entire plant moves." Journal of Occupational and Organizational Psychology 74, no. 3 (September 2001): 343–58. http://dx.doi.org/10.1348/096317901167398.
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Jensen, Johan Høy, Jens Peter Bonde, Esben Meulengracht Flachs, Janne Skakon, Naja Hulvej Rod, and Ichiro Kawachi. "Work-unit organisational changes and subsequent prescriptions for psychotropic medication: a longitudinal study among public healthcare employees." Occupational and Environmental Medicine 76, no. 3 (January 7, 2019): 143–50. http://dx.doi.org/10.1136/oemed-2018-105442.
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ObjectivesWe examined exposure to different types of organisational changes at work as risk factors for subsequent prescription for psychotropic medication among employees.MethodsThe study population included 15 038 public healthcare employees nested within 1284 work units in the Capital Region of Denmark. Multilevel mixed-effects parametric survival models were developed to examine time to prescription for psychotropic medications (anxiolytics/hypnotics/sedatives/antidepressants) during the 12-month interval following exposure to organisational changes relative to no change from January to December 2013. Data on work-unit level organisational changes (including mergers, split-ups, relocation, change in management, employee lay-offs and budget cuts) were collected from work-unit managers (59% response).ResultsAny organisational change versus no change was associated with a higher risk of psychotropic prescription (HR: 1.14, 95% CI: 1.02 to 1.26), especially change in management (HR: 1.23, 95% CI: 1.07 to 1.41). Splitting the 12-month follow-up period into two halves yielded particularly high rates of psychotropic prescription in the latter half of the follow-up, for example, any change (HR: 1.25, 95% CI: 1.11 to 1.41), change in management (HR: 1.42, 95% CI: 1.22 to 1.65), mergers (HR: 1.26, 95% CI: 1.06 to 1.50), employee lay-off (HR: 1.23, 95% CI: 1.03 to 1.46) and budget cuts (HR: 1.13, 95% CI: 1.00 to 1.41). The associations did not vary by sex.ConclusionsOrganisational changes in the workplace, especially change in management, may be associated with increased risk of psychotropic prescription among employees regardless of sex.
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S.S., MINAKOV, and GREKOVA K.A. "Application of Balance Models for Choosing the Optimal Option for Relocating Residents to New Buildings Being Built Under the Renovation Program." Zhilishchnoe Stroitel'stvo, no. 11 (2020): 10–15. http://dx.doi.org/10.31659/0044-4472-2020-11-10-15.
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The article is devoted to the basic principles of the organization of the system for calculating the reserve of houses occupied during the implementation of the Renovation Program in Moscow. The purpose of creating a system for calculating the reserves of inhabited houses is to increase the speed and accuracy of obtaining data when taking into account real (not calculated) relocation and the effectiveness of management decisions made using algorithms developed by employees of LLC SDC «City Development». The process of creating and using algorithms for timely updating and providing attribute data is described. The algorithms are based on a variative balance model constructed in the form of a system of equations and representing balance ratios characterized by the equality of the available resource of inhabited houses and the available resource of the resettled fund. Based on the data obtained, tabular data, containing the minimum necessary attribute set for making important management decisions, are generated. Keywords: renovation program, relocation monitoring, variative balance model, apartment reserves, search for optimal solutions, housing under construction, resettled fund, reporting forms, summary tables, data generation algorithms.
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Kerr, Sari Pekkala, and William R. Kerr. "Immigration and Employer Transitions for STEM Workers." American Economic Review 103, no. 3 (May 1, 2013): 193–97. http://dx.doi.org/10.1257/aer.103.3.193.
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The firm is almost entirely absent from models of immigration, and yet firms play a central role for high-skilled immigration. The H-1B visa program, for example, is a firm-sponsored entry where firms are responsible for every stage: from identifying the immigrant, to employing them, to filing for permanent residency on behalf of the immigrant. This central role of firms for high-skilled immigration suggests the traditional lens for evaluating the impact of immigration on natives through local area labor markets or national age-education approaches may miss important dynamics. We analyze the employment and wage trajectories of high-skilled workers born in America when a high-skilled immigrant arrives at their work site. We use linked employer-employee data during the 1995-2008 period from the Census Bureau for this exercise, which identifies the immigration status and country-of-birth of workers. We follow the subsequent career path of workers after high-skilled immigration occurs to the employee's work site both within firms (e.g., changes in employee salary, relocation to other sites) and across firms (e.g., movements to new jobs or out of workforce, long-term salary adjustments). The richness and depth of the Census Bureau data allow for multiple comparison points: selection on observables (e.g., age, tenure, salary levels and recent growth), varying immigration treatments across different work sites for the same firm for otherwise comparable employees, and (for a subset of cases and short time period at the end of our sample) randomization in H-1B admission lotteries.
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Waibel, Stine, Tim Aevermann, and Heiko Rueger. "International mobility and well-being of public sector expatriates." Journal of Global Mobility: The Home of Expatriate Management Research 6, no. 2 (June 11, 2018): 158–77. http://dx.doi.org/10.1108/jgm-10-2017-0043.
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Purpose The purpose of this paper is to examine the health-related well-being of public sector expatriates paying particular attention to the family situation. Design/methodology/approach A cross-sectional survey was conducted among the entire staff of the German Foreign Service (GFS), resulting in a response rate of 35.5 percent (analytical sample n=1,390). Partnership status, childlessness, and experiences of partnership break-ups were analyzed by gender and by age. Using OLS regression, the authors examine how gender and individual perceptions of conflict between international relocation and family stability and formation contribute to subjective well-being. Findings The results show that females are significantly over-represented among GFS employees who experience partnership instability as well as among single and childless employees. Yet barriers to partnership and family formation appear to be increasing for younger cohorts of male employees. Practical implications Unstable families can jeopardize the well-being of employees highlighting that expatriates’ relationship and family needs are insufficiently met in high mobility contexts. Originality/value The focus on family formation challenges in non-corporate expatriation makes a novel contribution to the literature and practice of expatriate management, as the system-wide rotational staff mobility of public service institutions has received minor attention.
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Ženka, Jan. "Risk of gelocalization of manufacturing industry in Czechia: Regional aspects." Geografie 113, no. 1 (2008): 1–19. http://dx.doi.org/10.37040/geografie2008113010001.
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This paper examines international relocation determinants of Czech manufacturing companies in order to estimate the probability of potential delocalizations. The research is based on statistical evaluation of "internal keep-factors" (particular company features strengthening the location inertia of manufacturing), which are divided into three main groups - capital intensity, complexity of value chain and business sophistication. Keep-factors, represented by six financial indicators, were examined on the company level. The sample covers 692 Czech manufacturing companies (foreign owned) with one hundred or more employees. The main goal is to identify regions threatened by delocalization, which is caused by high-level concentration of "footloose" companies.
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Derrick-Mills, Teresa M. "Incentives at the Eligibility Threshold: An Examination of Child Care Financial Assistance Policies." Policy Perspectives 16, no. 1 (May 6, 2009): 3. http://dx.doi.org/10.4079/pp.v16i1.4239.
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For families with children, employment comes at a price. They must subtract from their wages the cost of someone else caring for their child. Their wage minus the costs of obtaining child care, transportation, and other expenses that may be generated by employment is generally referred to as the effective wage. The Child Care Development Fund (CCDF) child care subsidy voucher, the Earned Income Tax Credit (EITC), and the Child and Dependent Care Credit (CDCC) are all intended to increase the effective wage of parents to support them entering and staying in the workforce. This paper explores the trade-offs between employment and effective wage that parents must make through the lens of three hypothetical North Carolina families facing promotion, bonus, and employer relocation opportunities. Through their eyes we understand why it would be rational to turn down these opportunities due to the potential loss of thousands of dollars in benefits. These situations demonstrate the weaknesses of the current system, where the needs of employers and employees become increasingly opposed as families approach the income eligibility threshold and the portability threshold. This paper proposes a policy to better align the needs of employers and employees by restructuring the incentive system to phase out benefits gradually, guarantee help to anyone who is eligible, make support sensitive to regional changes in child care prices, and administer it through the tax system rather than local social services offices throughout the country. While this paper focuses on the child care benefit system, the framework used to explore the issues of reversed incentives at the eligibility threshold can be applied to any social policy with income eligibility requirements.
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Jensen, Johan Høy, Esben Meulengracht Flachs, Janne Skakon, Naja Hulvej Rod, and Jens Peter Bonde. "Dual impact of organisational change on subsequent exit from work unit and sickness absence: a longitudinal study among public healthcare employees." Occupational and Environmental Medicine 75, no. 7 (May 14, 2018): 479–85. http://dx.doi.org/10.1136/oemed-2017-104865.
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ObjectivesWe investigated work-unit exit, total and long-term sickness absence following organisational change among public healthcare employees.MethodsThe study population comprised employees from the Capital Region of Denmark (n=14 388). Data on reorganisation at the work-unit level (merger, demerger, relocation, change of management, employee layoff or budget cut) between July and December 2013 were obtained via surveys distributed to the managers of each work unit. Individual-level data on work-unit exit, total and long-term sickness absence (≥29 days) in 2014 were obtained from company registries. For exposure to any, each type or number of reorganisations (1, 2 or ≥3), the HRs and 95% CIs for subsequent work-unit exit were estimated by Cox regression, and the risk for total and long-term sickness absence were estimated by zero-inflated Poisson regression.ResultsReorganisation was associated with subsequent work-unit exit (HR 1.10, 95% CI 1.01 to 1.19) in the year after reorganisation. This association was specifically important for exposure to ≥3 types of changes (HR 1.52, 95% CI 1.30 to 1.79), merger (HR 1.29, 95% CI 1.12 to 1.49), demerger (HR 1.41, 95% CI 1.16 to 1.71) or change of management (HR 1.24, 95% CI 1.11 to 1.38). Among the employees remaining in the work unit, reorganisation was also associated with more events of long-term sickness absence (OR 1.15, 95% CI 1.00 to 1.33), which was particularly important for merger (OR 1.31, 95% CI 1.00 to 1.72) and employee layoff (OR 1.31, 95% CI 1.08 to 1.59).ConclusionsSpecific types of reorganisation seem to have a dual impact on subsequent work-unit exit and sickness absence in the year after change.
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Guðmundsdóttir, Svala, and Linda M. Lundbergsdóttir. "Onboarding self-initiated expatriates." Journal of Workplace Learning 28, no. 8 (October 10, 2016): 510–18. http://dx.doi.org/10.1108/jwl-06-2016-0050.
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Purpose The purpose of this paper was to explore how Icelandic employees experienced the onboarding process when they started working for the Nordic co-operation. Design/methodology/approach A case study methodology was performed, where semi-structured interviews with Icelandic expatriates working for the Nordic co-operation were conducted, along with an open-ended questionnaire to the human resource manager. Relevant internet sites were analyzed along with job postings. Findings The results indicate that the Nordic co-operation could do better in relation to onboarding their new employees, particularly, in relation to the practical aspect of relocation. The expatriates reported to be satisfied with the work related onboarding and found a value in having a mentor or assigned individual who would take responsibility of introducing the new employee to work-related aspects. Research limitations/implications The number of interviews may be considered small when compared to other expatriate studies. Further, the results can only be considered as a first step in a longer process of mapping the ideal onboarding process for international assignees. Practical implications Based on the results, it was recommended that the Nordic co-operation should re-examine their onboarding, particularly, in relation to sharing practical information, and incorporating the spouse into the program, as suggested by a number of studies. Social implications By understanding the challenges self-initiated expatriates (SIE) face when taking up a new job in a new country, human resource departments will be in a better position to assist the assignee and family for a smoother transition. Originality/value In recent years, research on global carriers has been dominated by expatriate managers who are sent abroad on behalf of their company. However, far less is known about SIE and their onboarding process from the perspective of employee.
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Kumar, Ajit. "RECENT HR PRACTICES: A TRANSITION TOWARDS ORGANISATIONAL TRANSFORMATION." International Journal of Research -GRANTHAALAYAH 4, no. 8 (August 31, 2016): 18–31. http://dx.doi.org/10.29121/granthaalayah.v4.i8.2016.2557.
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Today the world of work is rapidly shifting. Human Resource Management (HRM), as a part of organization, must be prepared to deal with effects of varying world of work. Thus, for the HR people it is all about comprehending the ramification of globalization, corporate downsizing, changing skill requirements, the contingent work force, work-force diversity, continuous improvement initiatives, decentralized work sites, re-engineering and employee involvement. Companies today are having a global mix of the employees which requires understanding of the employees and their mindset as it is a tough task for HRD. Human Resource Management is a course of bringing people & organization together, so that the objectives of each other are met. The organizations in Indian are witnessing a change in systems, management cultures and philosophy due to the global alliance of Indian Organization. As globalization has been a challenging concern for the organization because IHRM (International Human Resource Management) has placed significant stress on number of functions & responsibilities, such as orientation, relocation, translation services to help employees adapt to new and different milieu outside their own country. Hence forth, the essential attention must be taken by HR Managers in devising procedures, maintaining the relationship, policies, motivational strategies, and stressing on value in administration. HR people need to do a lot of things in this regard. At the end HRD plays a vital role as a planner, initiator and executor in every organization. The paper thus discusses few emerging concepts, trends and practices of the HRM like tapping skills anytime & anywhere, managing people as a workforce of one, the rise of the extended workforce, HR driving the agile organization, reconfiguring the global talent landscape, workforce on demand, HR and people analytics, data driven and social media recruiting, HR technology solutions as enabler etc. The paper highlights on few of the most key HR initiatives and trends which the HRM function has to take care so as to make an organisation sustainable and gain success.
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Cahyani, Rahma Dwi, and Hendrik Setyo Utomo. "Implementasi Aplikasi Manajemen Mess (AMM) Berbasis Web." Ultima InfoSys : Jurnal Ilmu Sistem Informasi 12, no. 1 (June 29, 2021): 21–25. http://dx.doi.org/10.31937/si.v12i1.1574.
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The guesthouse management process of PT PPA is done conventionally, the Group Leader (GL) and the admin coordinate face to face for data collection or changes in employee data on the homestead dwellers. Temporary data collection is done by paper, then entered by MS. Excel. Reporting on homesteads is done by MS. Excel. If there is a change in data, then the reporting of the guest house is invalid. The researcher's goal is to implement a guesthouse management application to accommodate real-time data collection by the Group Leader. Reporting on the residents of the guesthouse can be done based on the date of the guesthouse management transaction. Testing is done by black-box testing and user acceptance test (UAT). All test results are functionally successful, and the test is carried out by the IT department. Based on the UAT test, the mes management application has an attractive appearance, is very easy to use, is very helpful for room relocation, is very in accordance with the proposed design, is very well organized by employees' rooms, is very suitable for the data entered and passwords can be hidden very well.
Index Terms—guesthouse; homesteads; management; reporting; User Acceptance Test (UAT)
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Weisheit, Jil. "Should I stay or should I go? A systematic literature review about the conceptualization and measurement of international relocation mobility readiness." Journal of Global Mobility: The Home of Expatriate Management Research 6, no. 2 (June 11, 2018): 129–57. http://dx.doi.org/10.1108/jgm-01-2018-0003.
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Purpose Employees’ readiness to relocate abroad plays a crucial role for the success or failure of expatriate assignments. Hence, companies should consider employees’ international relocation mobility readiness (IRMR) when selecting candidates for international postings. However, past research has conceptualized and measured IRMR heterogeneously, hampering the interpretation and comparability of IRMR research results. Hence, the purpose of this paper is to provide a new conceptualization of IRMR and to give recommendations for its measurement. Design/methodology/approach Based on the business, psychological and sociological literature, this paper reviews and categorizes how IRMR has been conceptualized and measured. To structure the findings, a directed content analysis was applied. The sample comprises 88 journal articles. Findings The results reveal that studies seldom provide a conceptualization of IRMR. While the authors often find a misfit between the studies’ explicit conceptualization and the actual measurement of IRMR, most scales actually measure willingness (i.e. usually a predictor of risky and spontaneous behavior). Research limitations/implications Based on the results and the Rubicon model of action phases (Heckhausen and Gollwitzer, 1987), the authors recommend future research to conceptualize IRMR as a dynamic multidimensional construct, covering the different phases of an individual’s decision to relocate internationally. Future, IRMR measurements should also cover the complexity of IRMR, e.g. regarding specific location characteristics. Practical implications Companies should consider the whole decision-making process regarding IRMR to apply specific measures at the best possible time. Originality/value This paper investigates IRMR scales according to their scientific validity and hence provides the basic ground for future scale development studies.
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Alameddine, Mohamad, Rami Yassoub, Yara Mourad, and Hiba Khodr. "Stakeholders’ Perspectives on Strategies for the Recruitment and Retention of Primary Health Care Employees in Qatar: A Qualitative Approach." INQUIRY: The Journal of Health Care Organization, Provision, and Financing 54 (January 1, 2017): 004695801772494. http://dx.doi.org/10.1177/0046958017724943.
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This study explores the recruitment and retention conditions influencing primary health care (PHC) human resources for health (HRH) in Qatar and suggests strategies for their improvement. A qualitative design employing semistructured key informant interviews with PHC stakeholders in Qatar was utilized. Key interviewees were originally recognized, and snowball sampling was used to identify additional interviewees until reaching saturation point. Interview scripts were transcribed and then analyzed thematically using the Nvivo software package. Thematic analysis precipitated a number of themes. Under recruitment, the centrality of enhancing collaboration with academic institutions, enhancing extrinsic benefits, and strengthening human resources recruitment and management practices. Dedicated support needs to be provided to expatriate HRH especially in regard to housing services, children schooling, and streamlining administrative processes for relocation. Findings revealed that job security, continuous professional development, objective performance appraisal systems, enhanced job transparency, and remuneration are key retention concerns. The study provides a number of recommendations for the proper recruitment and retention of HRH. Health planners and decision makers must take these recommendations into consideration to ensure the presence of a competent and sustainable HRH in the PHC sector in the future.
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Rothe, Peggie, and Christopher Heywood. "Demystifying the short-distance relocation process: 5 cases from Finland." Journal of Corporate Real Estate 17, no. 3 (September 14, 2015): 160–77. http://dx.doi.org/10.1108/jcre-11-2014-0029.
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Purpose – The purpose of this paper is to describe different short-distance relocation management approaches applied by organisations in Finland. Corporate short-distance relocation is a significant event in the course of an organisation’s lifetime. While these kinds of relocations happen frequently, they are an infrequent event from the perspective of a single organisation. Therefore, few organisations have experience and knowledge on relocation management, which can result in improvised ways of managing the process. Design/methodology/approach – The paper uses a multiple-case study approach where the relocation management of five organisations is assessed post-relocation. Different aspects of the process, such as process phases and tasks, the organisation involved and employee participation, are scrutinized through 32 interviews with company representatives and documents provided by the organisations. Findings – The study describes five unique relocations that vary based on the level of change from a “routine move” to a “new beginning”. It further identifies four different models of managing the process: “one-man-show”, “orchestra”, “expert taskforce” and “democracy”. Originality/value – While previous studies have focused on either site selection decision-making or design of an already chosen space, the study describes five relocation processes that start from the relocation trigger and end when the organisation has relocated and settled into their new space.
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Hryciuk, Grzegorz. "The “Emigration Commission”: The Chief Representative for the evacuation of the Polish and Jewish population from the Ukrainian Soviet Socialist Republic and the evacuation apparatus: A description." Wrocławskie Studia Wschodnie 24 (May 17, 2021): 69–110. http://dx.doi.org/10.19195/1429-4168.24.4.
Full textAbstract:
The changes of political borders between Poland and the Soviet Union in 1944–1945 were accompanied by a relocation campaign lasting until autumn 1946 and affecting the Polish and Jewish populations of Eastern Galicia, Volhynia and Northern Bukovina. An agreement for mutual resettlement of Poles, Jews and Ukrainians, formally referred to as evacuation, was concluded on 9th September 1944 in Lublin between the Polish Committee of National Liberation and the Ukrainian Soviet Socialist Republic. The organisation of the relocation was entrusted to a special apparatus subordinated to evacuation representatives of both sides. The Chief Representative for the evacuation of the Polish and Jewish population from the Ukrainian Soviet Socialist Republic was based in Lutsk. Initially, he oversaw seventeen and then eighteen regional representatives in larger cities located in the so-called western oblasts of the Ukrainian SSR. Together with representatives of the Ukrainian side they were to carry out a registration campaign and organise transport for the relocated population and its possessions. The relocation apparatus began to be organised by a group of employees who arrived in Lutsk from Lublin in October 1944 with the first Representative, Stanisław Pizło. The process was viewed with distrust and hostility by the Poles, who were reluctant to leave their homeland. The several hundred staff of the resettlement apparatus struggled, similarly to the local population, with numerous problems relating to provisions and subsistence. The Soviet security services saw many officials working for the Representative as individuals hostile to the Soviet authorities. Consequently, Polish officials were quite often arrested, having been accused of collaborating with the Polish independence underground and of sabotaging the resettlement campaign. A lack of a sense of security led to a considerable staff turnover among the resettlement staff. As most of the people entitled to be evacuated from the various resettlement regions left, from the second half of 1945 the staff working for the evacuation apparatus were gradually dismissed. The transfer of population ended in November 1946 and the final protocol closing the post-war resettlements under the agreement of 9th September 1944 concluded between the Polish Committee of National Liberation and the government of the Ukrainian SSR was signed in May 1947.
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Ahmad, Rozila, and Noel Scott. "Fringe benefits and organisational commitment: the case of Langkawi hotels." Tourism Review 70, no. 1 (April 20, 2015): 13–23. http://dx.doi.org/10.1108/tr-11-2013-0065.
Full textAbstract:
Purpose – This paper aims to examine the relationship between fringe benefits (FB) provided to hotel managerial employees as part of their compensation and managers’ organisational commitment (OC). Design/methodology/approach – This empirical study collected quantitative data from 104 managers from three-, four- and five-star hotels in Langkawi Island, Malaysia. Data collected included types of FBs received and three components of OC – affective commitment (AC), normative commitment (NC) and continuous commitment (CC). Findings – Significant relationships were found between types of FBs and component of OC. Relocation allowances, sports and social facilities, birthday celebrations and free laundry services have a greater correlation with AC compared to other types of FB. Most types of FBs have stronger correlation with AC compared to NC and CC. Research limitations/implications – The findings of this study are limited to hotels in Langkawi Island, Malaysia and to three-, four- and five-star hotels. Practical implications – Practitioners can use the information provided in this study to develop effective and competitive FB packages. Social implications – It is of utmost importance to ensure the well-being of all employees (managers and non-managers) in the provision of FB packages. Originality/value – Managers’ FBs are an important component of their salary, but there have been few studies of the effectiveness of FBs on hotel performance. This paper provides empirical evidence for the positive effect of FB on OC.
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Margan, Andrea, and Metoda Dodič-Fikfak. "The Influence of Workers’ Health Status on Employers’ Decision-Making During Personnel Restructuring in a Typical Public Limited Enterprise in Slovenia / Vpliv Zdravstvenega Stanja Delavcev Na Odločanje Delodajalca Med Procesom Kadrovskega Prestrukturiranja Značilne Delniške Družbe V Sloveniji." Slovenian Journal of Public Health 54, no. 3 (September 1, 2015): 175–83. http://dx.doi.org/10.1515/sjph-2015-0025.
Full textAbstract:
Abstract Objectives. Alongside individual indicators of job performance, even workers’ health status could be a criterion for selection. The mechanisms for health selection are a reduction of productivity in relation to illness or certain health behaviour. The aim of the study was to establish how indicators of workers’ health status, which are accessible to the employer, influence the employer’s decision-making on which workers to retain and which to dismiss during personnel restructuring in the enterprise. Methods. Due to a planned closure of a plant, the observed company began personnel restructuring which included a strategic decrease in the number of employees and the relocation of workers within the company. Two nested case control studies were conducted. The cases were divided into two groups and defined as follows: employees who were relocated and employees whose employment contract was terminated. Results. The results show that the disability category and long-time sick leave exert the greatest influence on the employer’s decision on the selection of workers. Workers with work-related disability have lower odds to be relocated to a new workplace (OR=0.5; 95% CI 0.2 to 1.1) and higher odds to be dismissed (OR=6.51; 95% CI 3.33 to 12.72). The workers with a history of a long-time sick leave also have lower odds to be relocated (OR=0.31; 95% CI 0.11 to 0.88) and higher odds to be dismissed (OR=4.32; 95% CI 2.08 to 8.96). Conclusions. Indicators of health which were accessible to the employer actually exerted influence on the employer’s decision-making, which could show a direct form of health selection.