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Khan, Nasreen, and Sofia Khurshid. "Workplace Stress and Employee Wellbeing: Case of Health Care Staff in UAE." European Scientific Journal, ESJ 13, no. 5 (February 28, 2017): 217. http://dx.doi.org/10.19044/esj.2017.v13n5p217.
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Workplace stress is a world-wide concern and has been a subject of researchers, academicians, authorities and decision makers’ interest. It has evidently been considered to be causing poor performance, reduced employee morale, lack of autonomy, job insecurity and to greater extent the employee's wellbeing. Employees in healthcare and hospitality sector work in 24*7 work schedule due to the demanding nature of the industry. Empirical evidences have indicated that employee experience high stress on account of work overload and long working hours taking a toll on their mental and physical well-being. The purpose of this study was to investigate the impact of workplace stress on employee well-being among staff employees in the health care sector and hospitals in UAE. A total of 150 employees working at staff level in health care centers and hospitals in UAE were surveyed. The results showed that workplace has negative impact on employee well-being and the impact was found to be weak. The findings of the study suggest that an increase in workplace stresses will reduce wellbeing of employees. The researchers recommend that in order to reduce the impact of stress on employee well-being organizational support, family support and social support is essential.
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Counsell, Colleen M. "Inspiring Support Staff Employees." JONA: The Journal of Nursing Administration 32, no. 3 (March 2002): 120–21. http://dx.doi.org/10.1097/00005110-200203000-00001.
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Begolli, Gent. "CULTURAL MANAGEMENT AND STAFF COMMITMENT IN ORGANIZATION." Knowledge International Journal 28, no. 5 (December 10, 2018): 1553–56. http://dx.doi.org/10.35120/kij28051553g.
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The paper aims to present the importance of managing culture and employee engagement in productivity and contribution to the organization's success. Engaged employees express themselves physically, mentally and emotionally in carrying out their roles in the organization. There has been extensive dissemination and extensive literature support for results that strongly support the idea that engaged employees have a positive impact on the organization's performance and sustainability.Organizations traditionally relying on financial measures such as profitability, revenue, and spending control are raising interest in so-called "soft" human capital measures such as employee attitudes, turnover, level of engagement or non-engagement of employees as determinants organization's efficiency and timely sustainability of competitiveness advantages.Employee engagement and its culture in the organization is defined as a positive attitude and attitude towards work and being fulfilled, characterized by a high level of energy, dedication and absorption.Definition and understanding of employee engagement often seems to overlap concepts such as job engagement, civic organizational behavior, and commitment to the organization. However, academic literature has been defined as a clear and unique construct that consists of cognitive and emotional components of behavior and that are associated with performance of an individual role.Assessing employee engagement rates determines employee productivity and is key to improving the productivity of the company. Employees are committed when organizations have a working culture and communication practices are healthy when they work in an organization where strategies are developed to express their concerns and find opportunities to grow and develop their potential. Competitors today can be measured by the performance of the service they offer but they can not repeat perfectly the energy, dedication and absorption of their employees at work.By increasing passion, dedication and alignment with the organization's strategies and goals, they will enable the achievement of new heights of excellence for their organizations. Engaged employees will demonstrate increased confidence in their organization and will be driven by a sense of loyalty in a competitive environment. The positive environment through engaging and energizing employees in the organization will affect business growth and provide a competitive edge.
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Tahir, Muhammad. "ANALYSIS OF REWARD PRACTICES AND THEIR INFLUENCE ON EMPLOYEE ENGAGEMENT AMONG SOFTWARE DEVELOPMENT FIRMS IN PAKISTAN." International Journal of Management & Entrepreneurship Research 1, no. 3 (June 21, 2020): 140–50. http://dx.doi.org/10.51594/ijmer.v1i3.19.
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The current study is based on investigation of current reward practices of the software development firms in Pakistan, employee’s preference for different type of reward offered, and influence of reward practices on employee’s work engagement. The design of the study is cross-sectional and explanatory, and it is based on quantitative approach and survey method. Primary data is collected from staff of 10 selected software development firms located in the city of Islamabad (n=160). Our results indicate that in monetary reward category, employees prefer reward such as enough payments, overtime payments, and transportation allowances which are not adequately provided by the employers. Similarly, in non-monetary reward category, employees prefer reward such as social security, and appreciation and recognition which are not adequately addressed by the employers. Furthermore, results indicate that both monetary reward as well as non-monetary reward has positive and significant effects on employee engagement. Both type of reward explains 66.9% change in the employee engagement level. Our results imply that software development firms in Pakistan should review their reward practices and give attention to both type of reward.
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Arbidane, Iluta, Dairis Arbidāns, Ēvalds Višķers, and Iveta Graudiņa. "STAFF MOTIVATION PROBLEMS IN SMALL ENTERPRISES." Journal of Regional Economic and Social Development 1, no. 12 (November 17, 2020): 40. http://dx.doi.org/10.17770/jresd2020vol1.12.5399.
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One of the challenges a company manager constantly faces is employee motivation. According to the authors' empirical experience, in small enterprises, an entrepreneur often has limited opportunities to hire a large number of employees, so the existing ones have to perform not only direct job responsibilities within their position or profession, but also other additional duties. The aim of the research is to study the problems and opportunities of employees motivation in small enterprises. Two surveys were conducted to achieve the aim. The survey of entrepreneurs examines the motivation of employees from the point of view of entrepreneurs, while the second survey examines the opinion of employees on motivation in small enterprises. As a result, the motivators are ranked from both points of view and compared.
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Chajduga, Tomasz, and Manuela Ingaldi. "Hiring Disable People to Avoid Staff Turnover and Enhance Sustainability of Production." Sustainability 13, no. 19 (September 24, 2021): 10577. http://dx.doi.org/10.3390/su131910577.
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Companies struggle with maintaining staff turnover at a low and sustainable level. Hiring a new employee means costs for the company, such as recruitment, medical examinations, and training, etc. In addition, new employees must learn to perform their tasks properly and quickly, which can take up to several months. Disabled employees change jobs less frequently due to the fact that it is difficult for them to find a new one. For employers, such an employee, if they have the same skills as a fully functional employee, can therefore be very valuable, for example, in relation to the reduction of costs associated with frequent employment of new employees. In addition, employing people with disabilities also brings social benefits related to counteracting social exclusion and the possibility of independent living by such people. The human factor is an element that greatly influences sustainable production. The objective of the research was to verify the potential of hiring disabled employees in order to reduce staff turnover. In other words, the analysis has been designed to understand if hiring disabled staff, making expenditures to prepare the workplace and training for them could be potentially efficient in terms of obtaining a higher level of sustainability of the employment in the company. The research has the form of direct (in-depth) interviews in the case of representatives of the companies involved, and a paper questionnaire for the disabled subjects (employees). It took place from September to December 2020 and was the basis for the statistical hypothesis testing. The conducted research was based on a statistical U Mann–Whitney test and fi Yule index calculation. The results showed that people with disabilities remain employed by the same employer longer in comparison to “able-bodied” employees, meaning it may be worthwhile to make extra expenditures to hire disabled persons who could become loyal employees for years. Moreover, it has been statistically proven that the key factor influencing the attractiveness of a given job for a disabled person depends on the type of disability they have.
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Dewi, Putu Elsa Oktavia, I. Ketut Astawa, Ni Made Ernawati, and I. Ketut Suarta. "The Impact of Hotel Staff Appraisal to Career Development." International Journal of Green Tourism Research and Applications 1, no. 1 (December 23, 2019): 73–84. http://dx.doi.org/10.31940/ijogtra.v1i1.1632.
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The purpose of this research is to analyze the impact of staff appraisal to the employee career development and how to manage employee career development at a 5-star hotel ini Nusa Dua, Bali. The data used in this research are quantitative data and qualitative data obtained from passive participation observations, obviously or disguised observations, interview, documentation, literature review, and secondary data named Performance Management Objectives. After obtaining the data then tested the validity test and reliability test used SPSS 17. From the 391 employees were taken 198 samples respondents (hotel employees) using Slovin method. The data analysis technique used is Descriptive Statistics Analysis and Qualitative Descriptive Analysis. The results reveal that staff appraisal gave a positive impact to the employee career development. It is because the staff appraisal assists in employee career development and it can be used by the employees as a reference of their performance. Thus, the staff appraisal using Performance Management Objectives has an impact on employee career development through the promotion process which is 12 employees of the hotel are doing promotion in 2019.
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White, Paul. "Improving staff morale through authentic appreciation." Development and Learning in Organizations: An International Journal 28, no. 5 (July 29, 2014): 17–20. http://dx.doi.org/10.1108/dlo-05-2014-0034.
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Purpose – This paper aims to address the increasingly low levels of staff morale found in workplaces and the challenges managers have. Employees tend to view employee recognition programs cynically and the reasons for these reactions are explained, along with the negative results which follow. The concept of authentic appreciation is discussed, and the core components necessary for employees to feel truly valued and practical steps that can be taken are outlined. Design/methodology/approach – The paper reports lessons learned through the author’s experiences of applying the concepts to workplaces over the past several years. Findings – Job satisfaction and employee engagement are declining in spite of the proliferation of employee recognition programs. Employees perceive much employee recognition activity as being disingenuous, leading to apathy and sarcasm. There are structural issues that need to be corrected for employee recognition to be perceived as authentic – making recognition less generic, more individualized and communicated regularly in the manner that is valued by the recipients. Practical implications – Traditional approaches to employee recognition (awards and rewards) need to be re-evaluated. Continuing these activities may actually increase the negativity within a work environment. Learning what each individual employee values and then communicating appreciation to them in ways that are perceived as authentic is critical to having a positive result. Originality/value – The paper challenges the current (and growing) trend of impersonal employee recognition programs and examines the factors that contribute to recognition being perceived as inauthentic. The author then provides an alternative approach and methodology that facilitates the ability to communicate authentic appreciation.
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Muturu, Elizabeth Mumbi, and Dr Thomas Mose. "EFFECT OF WORK PLACE ENVIRONMENT ON EMPLOYEE RETENTION IN SELECTED SUPERMARKETS IN KENYA." Human Resource and Leadership Journal 4, no. 1 (May 21, 2019): 13. http://dx.doi.org/10.47941/hrlj.295.
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Purpose: The purpose of the study was to establish the effect of work place environment on employees’ retention in selected supermarkets in Kenya. The study specifically sought to determine the effects of job satisfaction, employee relations, employees occupational health and safety and working conditions on employees’ retention in selected supermarkets in Kenya.Methodology: The study will adopt a descriptive research design. The study was undertaken in three selected supermarkets in Kenya notably; Tuskys supermarkets; Naivas supermarkets and Choppies supermarkets. The target population comprised of a total of 1500 staff working in the three selected supermarkets in Kenya. These included; 640 staff at Tuskys supermarkets 560 staff at Naivas supermarkets and 300 staff at Choppies supermarkets. The study adopted a stratified random sampling technique to select 316 respondents as the sample size for the study. Questionnaires were used as the main data collection instruments and a pilot study was conducted to pretest questionnaires for reliability. Descriptive statistics and multiple regression analysis were used to analyze the gathered data and the results were presented on tables, figures and graphs.Results: The study findings indicated that, job satisfaction, employee relations, employees’ occupational health and safety and working conditions were the key effects of work place environment that affected employees’ retention in selected supermarkets in Kenya. The study concluded that, commitment, employees’ motivation and rewards are key aspects of employee job satisfaction which influences employee turnover rates in supermarkets. The study further concluded that job satisfaction the key factor that affects employee’s retention most in supermarkets, followed by occupational health and safety, then working conditions with and lastly employee relations.Contribution to policy and practice: The study recommended that to improve on the level of employee job satisfaction, the supermarket management should offer the employee with good remuneration packages, recognize and reward the high performing employees. The supermarket management should adopt effective employee relations strategy through application of effective communication channel, use of effective conflict resolution methods, encouraging team building activities and providing better working conditions. The supermarket management should implement effective work safety procedures, increase the level of compliance with health and safety policies, implement effective work hazards and risks control methods and implement safety measures to avoid employee exposure to illness and accidents. The finally recommended that the supermarkets management should provide employees with favorable hours of work, provide flexible work schedule, increase on the employee work life balance and provide good work facilities.
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Dangol, Pooja. "Role of Performance Appraisal System and Its Impact on Employees Motivation." Quantitative Economics and Management Studies 2, no. 1 (January 7, 2021): 13–26. http://dx.doi.org/10.35877/454ri.qems119.
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The general objective of the study is to determine the role of performance appraisal and its impact on employee. The study is guided by the following specific objectives: to establish the extent to which performance appraisal process affects employee motivation, to determine the extent to which appraisers affect staff motivation and to determine the challenges in appraising employee performance. The study adopted descriptive research design. The population of interest consists of 120 employees of Service Industry in Nepal. Data is collected using structured questionnaires and additional qualitative data is collected using the reference from the questionnaire and the objectives of the study. The data is analysed using statistical tools such as frequency distribution, percentages and Pearson correlations. Data is presented using tables and charts. The research findings suggest that regular assessment of performance leads to employee motivation. Performance appraisal rating can be considered as a technique that has a positive effect on work performance and employee motivation. Employees may be motivated if the appraisal process is based on accurate and current job descriptions. On the challenges of performance appraisal on employee motivation established that some managers tend to be liberal or strict in their rating of staff which may affect the employees’ motivation. The manager’s ability to address the skills gaps can have a significant impact on the employee’s motivation. Regular ratings may affect the performance and motivation of the employees. Fair assessment of the employee’s performance may enhance their motivation.
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Kotov, D. V., and R. T. Vakhitov. "IMPROVEMENT OF STAFF ASSESSMENT METHOD IN OIL AND GAS INDUSTRY." Bulletin USPTU Science education economy Series economy 2, no. 32 (2020): 111–21. http://dx.doi.org/10.17122/2541-8904-2020-2-32-111-121.
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The problem of human resource management is becoming more and more urgent every year, since highly qualified personnel, a well-organized labor process ultimately directly affect the competitiveness of products, their low cost and high quality. The proper use of human resources is one of the factors determining the effectiveness of an organization. But, before using it, you need to properly evaluate it. The aim of this work is to study the theoretical principles and develop practical recommendations for improving the personnel assessment system for the oil and gas industry using the example of Bashneft-Retail. An annual mass assessment of personnel will be conducted to assess the effectiveness and value of the work of the organization’s employees. The bonus component and promotion of the employee’s career ladder will depend on the result of the assessment. It will improve the efficiency and effectiveness of the employee’s work, will give an impetus to his development and unlocking potential. As a result of the annual mass assessment of employees, the organization can obtain objective data on the available human resources, and will be able to build a clear and focused training and development system individually for each employee. Each employee will be able to get feedback and see the prospects for their further development, while significantly increasing their motivation. The introduction of the proposed model for improving the personnel performance evaluation system increases the interest of employees in the results of their work and the effectiveness of the organization as a whole. This article analyzes the effectiveness of the annual mass assessment of personnel, the mechanism for its implementation, as well as the practical use and analysis of the expected effect after applying the proposed procedure. A theoretical analysis was carried out, the rationale for the use of the annual mass assessment of personnel and suggestions for its improvement in relation to the oil and gas industry. It analyzes the theoretical foundations of personnel assessment and the study of its key methods, as well as the existing methods for the effectiveness of employees of Bashneft.
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Kotov, D. V., and R. T. Vakhitov. "IMPROVEMENT OF STAFF ASSESSMENT METHOD IN OIL AND GAS INDUSTRY." Bulletin USPTU Science education economy Series economy 2, no. 32 (2020): 111–21. http://dx.doi.org/10.17122/2541-8904-2020-2-32-111-121.
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The problem of human resource management is becoming more and more urgent every year, since highly qualified personnel, a well-organized labor process ultimately directly affect the competitiveness of products, their low cost and high quality. The proper use of human resources is one of the factors determining the effectiveness of an organization. But, before using it, you need to properly evaluate it. The aim of this work is to study the theoretical principles and develop practical recommendations for improving the personnel assessment system for the oil and gas industry using the example of Bashneft-Retail. An annual mass assessment of personnel will be conducted to assess the effectiveness and value of the work of the organization’s employees. The bonus component and promotion of the employee’s career ladder will depend on the result of the assessment. It will improve the efficiency and effectiveness of the employee’s work, will give an impetus to his development and unlocking potential. As a result of the annual mass assessment of employees, the organization can obtain objective data on the available human resources, and will be able to build a clear and focused training and development system individually for each employee. Each employee will be able to get feedback and see the prospects for their further development, while significantly increasing their motivation. The introduction of the proposed model for improving the personnel performance evaluation system increases the interest of employees in the results of their work and the effectiveness of the organization as a whole. This article analyzes the effectiveness of the annual mass assessment of personnel, the mechanism for its implementation, as well as the practical use and analysis of the expected effect after applying the proposed procedure. A theoretical analysis was carried out, the rationale for the use of the annual mass assessment of personnel and suggestions for its improvement in relation to the oil and gas industry. It analyzes the theoretical foundations of personnel assessment and the study of its key methods, as well as the existing methods for the effectiveness of employees of Bashneft.
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Zakaria, Noorul Huda, Muhazita Alias, and Norhamimah Rani. "EMPLOYEE’S PRODUCTIVITY: THE MOST DOMINANT FACTORS." International Journal of Entrepreneurship and Management Practices 3, no. 9 (March 10, 2020): 01–13. http://dx.doi.org/10.35631/ijemp.39001.
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An employee is the most important element in the success of a company. In order to achieve the optimum productivity of goods or services, the underlying factors of employee performance are very crucial to be identified. Employers should provide a conducive working environment to ensure that the employees can perform well and satisfactorily towards the success of the company. This paper, therefore, was conducted to determine the most influencing factor of employee’s productivity. The aim is also to investigate the relationship between employee’s productivity and three identified factors which are motivation, working environment and job satisfaction. Besides, the study also aims to examine the strategies to improve the productivity of employees. The respondents were 80 staff of Elektro Serve (M) Sdn. Bhd. (ESMSB) which is based in Paka, Terengganu. In ensuring the stability of information generated, cross-sectional data was conducted using a self-administered questionnaire. Correlation and regression analysis were conducted in analysing the data gathered. The finding shows that motivation is the most influencing factor of employee productivity followed by job satisfaction. Thus, it can be concluded that motivation and job satisfaction are the most dominant factors that contribute to the employee’s productivity.
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Suyono, Joko, and Sri Wiwoho Mudjanarko. "Motivation Engineering to Employee by Employees Abraham Maslow Theory." JETL (Journal Of Education, Teaching and Learning) 2, no. 1 (March 31, 2017): 86. http://dx.doi.org/10.26737/jetl.v2i1.141.
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Among many existing motivational theories, perhaps Maslow's Hierarchy of Needs Theories are widely known. This theory passes a message to us that once a person passes a certain level of need, he is no longer motivated by the level of motivation below. This provides an understanding that a manager or leader or motivator in the organization should know what is needed by subordinates. The need of a daily production worker with staff of managerial staff is different. To provide motivation that can improve performance to both, a motivator must provide different treatment according to their needs.
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Hidayat, Fajri Nur. "PENGARUH IKLIM ORGANISASI TERHADAP KINERJA DENGAN MOTIVASI KERJA SEBAGAI VARIABEL INTERVENING." Jurnal Ekonomi dan Bisnis Airlangga 29, no. 2 (September 30, 2020): 94. http://dx.doi.org/10.20473/jeba.v29i22019.94-107.
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Introduction: Division of research and development to produce performance played a central role in the form of technological innovation cultivation of sugar cane and innovation performance of the global industrial competition. Required organizational climate that support performance improvement and business development research staff. Mutual support and encouragement in every settlement between management and employees work will provide a comfortable atmosphere in the performance of employees. High motivation for staff to be able to grow a maximum potential and competence of employees wants to work hard to realize the company's strategic objectives.Methods: To examine these issues, a questionnaire distributed to 35 staff in research and development of PTPNXI (Persero). The collected data were analyzed using SPSS analysis techniques. Results: The results showed that the significant effect of organizational climate on employee performance. Thus a good organizational climate will cause the employee improve performance. Good organizational climate and always oriented employment relationship in shaping the behavior of employees can motivate employees that will result in optimal performance of employees at work.Conclusion and suggestion: Managerial advice to do is apply organizational climate in PTPN XI (Persero) staff research and development efforts should be made clear again that the work climate that is able to adapt to the situation and condition of the employee. The next suggestion, leaders continue to increase employee motivation by not ignoring the rights and interests of employees as provide promotional opportunities, improved employee supervision system, increase confidence in the leadership, and maintain harmonious relationships between colleagues.
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Rahim, Ramita Abdul, Noor Azrin Mohammad Nasir, Marlita Mat Yusof, and Nor Lela Ahmad. "Reward and Employee's Creativity: Case of Manufacturing Organization." Global Journal of Business and Social Science Review (GJBSSR) Vol. 1(4) 2013 1, no. 4 (October 15, 2013): 10–17. http://dx.doi.org/10.35609/gjbssr.2013.1.4(2).
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Objective - The main objective of this study is to investigatestrategic reward systems that are intrinsic and extrinsic reward for employees. The rewards address four areas that consist of compensation, benefits, recognition and appreciation. This study discussed whether the reward system gives more benefit to the organization and employees such as improving the employee level of creativity or vice versa. Methodology/Technique - This study is a correlational study where the researchers examined the relationship between reward system and employee's creativity among administrative support personnel in the manufacturing industries. This study focused on five (5) selected manufacturing organization involved in electronic field located in Shah Alam Selangor. The total population is one hundred and sixty (160) staff. Findings - The research findings show that rewards are contributing factors to the employees' creativity or ideas among administrative support personnel in the manufacturing industries in Shah Alam. By providing employees with extrinsic rewards is relatively straightforward and usually built into performance and particularly useful in the short-term for creativity and motivating employees to work towards one specific organizational goal. Novelty - The finding of this study would enhance understanding of the issues of reward system among employers in manufacturing organizations which can influence the effectiveness of employee creativity. It also will be beneficial to the management in puttingsuch efforts to increase employees' creativity. Type of Paper - Empirical Paper Keywords : Extrinsic Reward; Intrinsic Reward; Employee Creativity; Manufacturing Organization.
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Waruwu, Fotuho. "Analisis tentang Pengaruh Motivasi Intrinsik dan Motivasi Ekstrinsik terhadap Kinerja Karyawan. Studi Kasus: di Rumah Sakit Rajawali dan Stikes Rajawali Bandung (Yayasan Kemanusiaan Bandung Indonesia)." Jurnal Manajemen Maranatha 16, no. 2 (May 11, 2017): 203. http://dx.doi.org/10.28932/jmm.v16i2.390.
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In order to improve the performance of an employee of an organization, such as managers and supervisors should give more attention to the motivation level of their subordinates. The managers should be pay attention to their employee’s wants and needs, the strength of his subordinates and set goals in order to satisfy their own needs. Representation of employees' interests in RS Rajawali and STIKES Rajawali believed to encourage employee’s motivation to work harder and better so that it can optimize any potential. The aim of this study is to determine the effect of intrinsic and extrinsic motivation either partially or simultaneously on the employee's performance in RS Rajawali and STIKES Rajawali. Object of this study were all employees works in RS Rajawali, 122 people from a variety of occupations such as doctors, nurses, to the non-medical staff in STIKES Rajawali, 28 people consist of lecturers and administrative staff. This type of research is descriptive quantitative research, research on the data collected and expressed in the form of numbers, although the form of qualitative data as well as supporting, such as the words or phrases that are arranged in the questionnaire, the results sentences of consultation or the interview between researcher and informant. The results showed that intrinsic motivation (82,20%) and extrinsic motivation (83,56%) has an influence on the performance of employees (76,42%) in RS Rajawali and STIKES Rajawali Bandung. However from both motivations, the most responses which give an affect of the employee’s motivation are reward or salary. Keywords: Extrinsic; Intrinsic; Motivation; Performance
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White, Paul. "Appreciating your staff makes sound business sense." Human Resource Management International Digest 23, no. 2 (March 9, 2015): 31–33. http://dx.doi.org/10.1108/hrmid-01-2015-0014.
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Purpose – Advances the view that showing appreciation to employees makes sound business sense. Design/methodology/approach – Observes that many employee-recognition schemes currently fail to achieve their goal and explains how to rectify this. Findings – Explains that when employees do not feel appreciated, bad things happen in the organization, with higher rates of tardiness, more absenteeism, increased internal theft by employees and managers, higher staff turnover, more internal conflict and stress among team members, a drop in productivity and the quality of work and lower customer-satisfaction ratings. Practical implications – Describes how team members feel appreciated when appreciation is: communicated regularly; given in language and actions important to the recipient; delivered individually and about him or her personally; and viewed as being authentic. Social implications – Highlights how organizations can improve the performance of their employees. Originality/value – Concludes that the key is to communicate authentic appreciation in the ways that are meaningful to team members.
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Agusioma, Nickson Lumwagi. "The Influence of Staff Conflict Resolution on Employee Performance at Public Service Commission in Kenya." International Journal of Current Aspects 3, no. II (March 10, 2019): 1–11. http://dx.doi.org/10.35942/ijcab.v3iii.2.
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Staff conflict within organizations is a regular phenomenon in modern day. Employees are the life blood of the organization and thus staff conflict not resolved on time could be detrimental to organization performance. The objective of the study was to determine the effect of staff conflict resolution on employee performance at Public Service Commission in Kenya. The specific objectives were to assess the mediating role of employee participation on organization performance in the Public Service Commission in Kenya and to evaluate the impact of conflict resolutions on organization performance the Public Service Commission in Kenya. This research adopted descriptive survey research design and mixed mode research approach. The target population in this study comprised of the top, middle and low level managers in the Public Service Commission in Kenya. The study sample size of 141 respondents were selected. The study selected the respondents using stratified proportionate random sampling technique based on the management levels. Data was collected mainly by use of semi structured questionnaires. Path regression analysis was used to achieve the study objectives. The study found that conflict resolution positively and significantly affected employee performance. The study also found partial mediating effect of staff participation on the relationship between employee performances. This implied that staff conflict resolution impacts strongly and positively on performance of employees at public service commission. Staff conflict resolution will therefore be a milestone in employee performance. The study concluded that staff conflict resolution positively and significantly affect employee performance at public service commission. The important aspects of conflict resolution are participation of staff in conflict resolution and conflict resolution. Thus, conflict resolution is crucial in enhancing employee performance and hence organization performance. However, optimal results on conflict resolution cannot be achieved without employee participation. The study recommended that public service commission of Kenya should develop staff conflict resolutions mechanisms. Timely resolution of staff conflicts should be encouraged. Mechanisms of determining conflicts among the staff should be established. This will improve performance of the employees. The success of any organization is directly affected by the performance of the employees within the organization, whether or not those employees are dealing directly with customers.
Key Words: Key Words: Staff Conflict Resolution, Staff Participation, Conflict Resolution, Staff Performance, Public Service Commission in Kenya
This is an open-access article published and distributed under the terms and conditions of the Creative Commons Attribution 4.0 International License, United States unless otherwise stated.
About the Authors:
Nickson Lumwagi Agusioma- Doctor of Philosophy Degree in Human Resource Management, Mount Kenya University, Kenya
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Ashurbekov, R., and E. Valyaeva. "FEATURES OF TRANSFERRING THE ORGANIZATION'S PERSONNEL TO REMOTE WORK." Management of the Personnel and Intellectual Resources in Russia 9, no. 3 (July 23, 2020): 66–69. http://dx.doi.org/10.12737/2305-7807-2020-66-69.
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This article provides a step-by-step plan for transferring an organization's staff to remote work. Due to the epidemiological situation in the country, this problem is now urgent for many employers. The article deals with the main problems that both an employee and an employer may face in the process of changing the work mode. The paper discusses the advantages and costs of transferring employees to remote work for the employer and for the employee. One of the basic problems solved in this article are the proposed solutions to reduce employee anxiety as a result of switching to remote mode of operation and options for monitoring remote employees. The paper also provides technical solutions for organizing the transfer of employees to work outside the office.
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Lee, Yee Ming, and Erol Sozen. "Who knows more about food allergies – restaurant managerial staff or employees?" British Food Journal 120, no. 4 (April 3, 2018): 876–90. http://dx.doi.org/10.1108/bfj-07-2017-0387.
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Purpose The purpose of this paper is to compare restaurant managerial staff and employees’ attitudes toward food allergies, their food allergy knowledge and food allergy-related training. Design/methodology/approach An online questionnaire was administered through a market research company (Qualtrics® Inc.). A total of 110 managerial staff and 229 restaurant employees completed this questionnaire. Findings Most restaurants were willing to modify recipes for customers with food allergies. Respondents felt that the customers should be responsible for expressing their food allergy needs. Both groups were able to identify certain symptoms of allergic reactions to food but lacked knowledge of allergen-handling practices. The managerial staff and employees had knowledge differences about how to respond to an allergic reaction (p<0.001) and how to identify peanut derivatives on food labels (p<0.000). In total, 70 percent of the managerial staff indicated that they provided employee food allergy training but only 40 percent of employees indicated receiving such training. The managerial staff identified a lack of employee commitment and interest as barriers to training provision. However, the employees identified different reasons (i.e. it is unnecessary and not beneficial). Practical implications Restaurants should have policies in place to accommodative customers with food allergies and make sure food allergy-related information is communicated to their customers via different outlets (i.e. restaurants’ websites and printed menus). Food allergy training should be designed based on the areas that need improvement, as knowledge may differ based on the position in the restaurants (managerial staff vs employees) and types of the restaurants (quick service vs casual dining). Pragmatic strategies need to be identified to better encourage and motivate restaurant employees to attend a food allergy training. Originality/value Understanding the similarities and differences in attitudes, knowledge and training on food allergies between restaurant managerial staff and employees would help restaurants to plan and implement policies and training that best fit both managerial staff and employees.
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Poningsih, Poningsih. "Sistem Pendukung Keputusan Penentuan Ranking Kenaikan Gaji Staff Dan Karyawan." J-SAKTI (Jurnal Sains Komputer dan Informatika) 3, no. 2 (September 13, 2019): 167. http://dx.doi.org/10.30645/j-sakti.v3i2.136.
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Currently AMIK and STIKOM Tunas Bangsa have approximately 100 employees (staff and employees). Each employee has a different and varied salary. Every year, AMIK and STIKOM Tunas Bangsa management provide salary increases to their employees. But the number of increases is very diverse. This decision support system will later provide recommendations to management in the form of employee performance ranking. There are several factors used in this decision support system, including work period, education and performance. The method used is Multi-objective Optimization on The Base of Ratio Analysis (MOORA). Where the advantages of MOORA are having a good level of selectivity because it can determine the objectives of the conflicting criteria.
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Sirai, Sylvia, Esther Tawarar, and Victor Aliata. "INFLUENCE OF RECRUITMENT AND SELECTION ON RETENTION OF TEACHERS SERVICE COMMISSION SECRETARIAT STAFF IN BUSIA COUNTY, KENYA." Journal of Human Resource and Leadership 6, no. 2 (December 8, 2021): 1–9. http://dx.doi.org/10.47604/jhrl.1425.
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Purpose: Employee retention has been a key source of competitive advantage as well as achievement of business goals and objectives. Employee turnover can have a detrimental influence on the implementation of business strategies and eventually lead to productivity reduction. The secretariat staff labour turnover at the Teachers Service Commission (TSC) has for years increased and this has affected the overall performance at the TSC since qualified employees with experience leave the TSC yearly. For example, in 2018, the recorded turnover of employees was at 20% and the efficiency of TSC fell by 5%. The purpose of the study was to establish the influence of recruitment and selection on retention of Teachers Service Commission secretariat staff in Busia County, Kenya.
Methodology: Human Capital and Motivation theories served as the foundation for this study. In this study, a descriptive research design was used. The target population was115 employees working at the TSC in Busia County as secretariat staff. The sample size was 115 according to Slovins, (1980).
Findings: The findings revealed that recruitment and selection had a positive significant effect on retention (β=.408, p<.05). The study concluded that HRM practices have a positive influence on employee retention.
The output of the research may be utilized by the Department of HRM practices at the TSC Kenya, by employers, academicians, employees, trade unions, HR practitioners, Ministry of Labour in the formulation of a systematic process of ensuring employee retention at work places. The outcome may also lead to efficient and effective service delivery as well as proper utilization of resources by all the departments at the TSC offices in Kenya.
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Meddiah, Munsaka, and Charito Wui. "EFFECTS OF PERFORMANCE MANAGEMENT SYSTEM ON EMPLOYEE PERFORMANCE AND THE MODERATING ROLE OF STAFF DEVELOPMENT: THE CASE OF MINISTRY OF MINES AND MINERALS DEVELOPMENT IN ZAMBIA." Human Resource and Leadership Journal 7, no. 1 (May 27, 2022): 21–44. http://dx.doi.org/10.47941/hrlj.877.
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The main aim of this paper is to investigate the effects of Performance Management System on Employee Performance in the Civil Service, specifically the Ministry of Mines and Minerals Development (MMMD) in Zambia. The research consists of four main parts: The effects of Performance Management System on Employee Performance; The effects of Performance Management System on Staff Development; The relationship between Staff Development and Employee Performance; and the mediating role of Staff Development on the effects of Performance Management System on Employee Performance. A quantitative approach was adopted in this study, with the population of interest consisting 250 employees who were randomly selected from six Departments under MMMD in Lusaka. The data was collected with the aid of structured questionnaires, and analysed using the Statistical Package for Social Sciences (SPSS) and excel. The findings of the research study indicates that Performance Management System: improves employee performance, efficiency and attitude towards work; identifies employee individual strengths and weaknesses; helps in identifying training needs and employee competencies; and also helps align employee qualifications/skills to the job requirements (job specifications). The research concludes that, Performance Management System has effects on Employee Performance and Staff Development. It also concludes that the relationship that exists between Staff Development and Employee Performance is that Staff Development enhances Employee Performance, which in turn improves career progression of employees as they acquire new knowledge and skills of doing their job. Further, the study concludes that Staff Development plays a reconciling role between Performance Management System and Employee Performance. The role played include: assisting employees gain knowledge and understanding of the job requirements, to enable them achieve the set performance standards and goals; facilitates for effective monitoring of employee performance; and helps to bridges gaps between identified employee incompetence and performance requirements.
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Polotniak, I. G. "Formation of the Organizational-Economic Mechanism of Development and Preservation of the Staff of «Kyivstar» JSC." Business Inform 11, no. 514 (2020): 379–84. http://dx.doi.org/10.32983/2222-4459-2020-11-379-384.
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The article is aimed at analyzing both external and internal factors of formation of the organizational-economic development and preservation of the staff of company «Kyivstar»; examining the methods and criteria for assessing the effectiveness of the employees’ performance, recommendations for implementing measures to improve the human resources management system. Today, the telecommunications company «Kyivstar» is one of the most successful Ukrainian employers due to modern approaches to human resources management and creation of favorable conditions for employee development. The main task of human resources management is to combine its effective training, qualification advancing and labor motivation to develop the skills of employees and encourage them to perform top-level work. The peculiarities of personnel policy of Ukrainian telecommunications company «Kyivstar» are considered; the quality staff composition, system of staff development and motivation are analyzed. The factors that have a direct impact on the development of personnel potential of the enterprise, in particular intrasystem and individual ones, are described. Measures are proposed to improve the system of development and preservation of the company’s staff. A further important direction of research in the field of staff development and preservation is the formation of an automated mechanism for the process of assessing the enterprise’s staff. Modern realities of the national economy to ensure the competitiveness of enterprises require the use of the latest management methods and technologies for the development of professional level of employees, new approaches to the formation of an organizational-economic mechanism of staff management, which necessitates further research.
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Polotniak, I. G. "Formation of the Organizational-Economic Mechanism of Development and Preservation of the Staff of «Kyivstar» JSC." Business Inform 11, no. 514 (2020): 379–84. http://dx.doi.org/10.32983/2222-4459-2020-11-379-384.
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The article is aimed at analyzing both external and internal factors of formation of the organizational-economic development and preservation of the staff of company «Kyivstar»; examining the methods and criteria for assessing the effectiveness of the employees’ performance, recommendations for implementing measures to improve the human resources management system. Today, the telecommunications company «Kyivstar» is one of the most successful Ukrainian employers due to modern approaches to human resources management and creation of favorable conditions for employee development. The main task of human resources management is to combine its effective training, qualification advancing and labor motivation to develop the skills of employees and encourage them to perform top-level work. The peculiarities of personnel policy of Ukrainian telecommunications company «Kyivstar» are considered; the quality staff composition, system of staff development and motivation are analyzed. The factors that have a direct impact on the development of personnel potential of the enterprise, in particular intrasystem and individual ones, are described. Measures are proposed to improve the system of development and preservation of the company’s staff. A further important direction of research in the field of staff development and preservation is the formation of an automated mechanism for the process of assessing the enterprise’s staff. Modern realities of the national economy to ensure the competitiveness of enterprises require the use of the latest management methods and technologies for the development of professional level of employees, new approaches to the formation of an organizational-economic mechanism of staff management, which necessitates further research.
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Wadhwa, Shalini, and Krishna Shetty. "Study on Factors Influencing Employee Retention among the Employee of Fashion Institutes in Mumbai." IRA-International Journal of Management & Social Sciences (ISSN 2455-2267) 7, no. 2 (June 9, 2017): 270. http://dx.doi.org/10.21013/jmss.v7.n2.p17.
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<div><p><em>Fashion Designing colleges experienced faculty/staff are always in demand. It becomes difficult for the colleges to retain their experienced staff. This study was conducted to know the impact of the various policies like Training and Appraisal Policy, Reward policy etc. on employees’ retention. Specific objectives of the study cover the measurement of employee’s satisfaction with respect to the Training and Appraisal systems prevalent in the organization and how it impacts retention of employees.<strong></strong></em></p><p><em>The study population was from various fashion institutes of Mumbai. </em><em></em></p><p><em>The study reveals that the staff performance is greatly affected by the Training and Appraisal system, Reward system and career growth opportunities in the Fashion designing colleges. Researcher recommends improving all these policies in order to increase the overall satisfaction of employees which in turn will lead to increased employee retention.</em></p></div>
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Cullinan, John, Margaret Hodgins, Victoria Hogan, Michael McDermott, and Sharon Walsh. "Bullying and Work-Related Stress in the Irish Workplace." Societies 9, no. 1 (February 13, 2019): 15. http://dx.doi.org/10.3390/soc9010015.
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Work-related stress is increasing in prevalence, with important consequences for employees, employers, the economy, and wider society. While previous research has identified a link between work-related stress and bullying, gaps remain in our understanding of the nature of the relationship. This article uses ordered logistic regression and nationally representative data on 5110 employees from Ireland to empirically analyse the distribution of subjective work-related stress and its relationship with bullying (self-reported). We also consider the role and importance of gender and the presence of a formal policy on respect and dignity at work, as well as the degree to which relationships between management and staff and between staff themselves are related to work-related stress. Amongst the main findings are that employees who reported that they were bullied were considerably more likely to report that they were often or always stressed, while bad and very bad relationships between management and staff were also significantly associated with greater stress, particularly for female employees. Overall, our findings have a range of implications for employees, employers, and policymakers.
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Rajagopal, Navaneetha Krishnan, Mankeshva Saini, Rahimunnisa Begum, and Umesh Solanki. "Retaining High-Value Staff to Ensure a Competitive Advantage: Role of HRM." ECS Transactions 107, no. 1 (April 24, 2022): 14355–62. http://dx.doi.org/10.1149/10701.14355ecst.
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The purpose of this research work was to find out how the HRM department of an organization contributes to employee retention in an organization. For this purpose, in this research, Wal-Mart is selected and secondary data was collected. From the secondary data, it was found that Wal-Mart’s HRM department has implemented several incentives and benefits for all the employees working for this organization. These incentives and benefits implemented by the HRM department of Wal-Mart are helping the organization to motivate its employees. This employee motivation is helping the organization to retain its existing employees. Therefore, from this research, it is found that the HRM department of an organization triggers employee motivation and that motivation encourages them to remain in the organization for a longer amount of time.
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Pritchard, Kate. "Using employee surveys to attract and retain the best talent." Strategic HR Review 13, no. 2 (February 4, 2014): 59–62. http://dx.doi.org/10.1108/shr-10-2013-0100.
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Purpose – This feature seeks to demonstrate the importance of organizations understanding how they are perceived externally as an employer, and how regularly tracking the opinions of staff can ensure the best talent are engaged and stay with an organization. Design/methodology/approach – ORC International is an expert in employee engagement research. This article incorporates findings from its global HR survey “HR Reflections”, and includes two case studies that demonstrate how regular tracking and deep analysis of staff opinions can help organizations to boost their employer brand and retain their best talent. Findings – Advanced analysis of employee surveys can predict how employees are feeling to help organizations retain their most valuable staff. Practical implications – This is a practical paper designed to give ideas and good practice to readers facing similar situations. Originality/value – The paper combines findings from a global survey with case study content to help employers to understand how to improve engagement and retention of staff through effective use of regular employee surveys.
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Tyugaev, Aleksey Romanovich. "Creation of staff involvement as part of the strategic human resource management in a company." Laplage em Revista 6, Extra-B (December 24, 2020): 256–60. http://dx.doi.org/10.24115/s2446-622020206extra-b668p.256-260.
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Based on the analysis of the literature, the system of strategic effective management of the company was studied. It is noted that the implementation of the strategic goals by an organization can only be achieved through forming a common goal for all participants and staff involvement. Tools for the formation of employee engagement are proposed. Thanks to SPMS, employees and managers understand mutual expectations, thus reducing the number of conflict situations and ambiguous understanding of everyone's job responsibilities. The decrease in staff turnover, the growth of the customer satisfaction index, and the active participation of employees in a store’s projects make it possible to assess staff involvement. SPMS allows establishing the relationship between the strategic goals of the company with the daily functional responsibilities of staff, involving employees in the phased implementation of the strategy, giving importance to the work of each employee, and determining their contribution to the implementation of strategic goals.
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Witherspoon, Kelsey, Michael Haden, Justin Smyer, Jennifer Flaherty, Heather Smith, Nora Colburn, Christina Liscynesky, James Allen, and Shandra Day. "A Cluster of Coronavirus Disease 2019 (COVID-19) Cases on an Inpatient Hospital Unit Involving Multiple Modes of Transmission." Antimicrobial Stewardship & Healthcare Epidemiology 1, S1 (July 2021): s2—s3. http://dx.doi.org/10.1017/ash.2021.5.
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Background: The Ohio State University Wexner Medical Center identified a cluster of coronavirus disease 2019 (COVID-19) cases on an inpatient geriatric stroke care unit involving both patients and staff. The period of suspected severe acute respiratory coronavirus virus 2 (SARS-CoV-2) transmission and exposure on the unit was December 20, 2020, to January 1, 2021, with some patients and staff developing symptoms and testing positive within the 14 days thereafter. Methods: An epidemiologic investigation was conducted via chart review, staff interviews, and contact tracing to identify potential patient and staff linkages. All staff who worked on the unit were offered testing regardless of the presence of symptoms as well as all patients admitted during the outbreak period. Results: In total, 6 patients likely acquired COVID-19 in the hospital (HCA). An additional 6 patients admitted to the unit during the outbreak period subsequently tested positive but had other possible exposures outside the hospital (Fig. 1). One patient failed to undergo COVID-19 testing on admission but tested positive early in the cluster and is suspected to have contributed to patient to employee transmission. Moreover, 32 employees who worked on the unit in some capacity during this period tested positive, many of whom became symptomatic during their shifts. In addition, 18 employees elected for asymptomatic testing with 3 testing positive; these were included in the total. Some staff also identified potential community exposures. Additionally, staff reported an employee who was working while symptomatic with inconsistent mask use (index employee) early in the outbreak period. The index employee likely contributed to employee transmission but had no direct patient contact. Our epidemiologic investigation ultimately identified 12 employees felt to be linked to transmission based on significant, direct patient care provided to the patients within the outbreak period (Fig. 1). In addition, 3 employees had an exposure outside the hospital indicating likely community transmission. Conclusions: Transmission was felt to be multidirectional and included employee-to-employee, employee-to-patient, and patient-to-employee transmission in the setting of widespread community transmission. Interventions to stop transmission included widespread staff testing, staff auditing regarding temperature and symptom monitoring, and re-education on infection prevention practices. Particular focus was placed on appropriate PPE use including masking and eye protection, hand hygiene, and cleaning and disinfection practices throughout the unit. SARS-CoV-2 admission testing and limited visitation remain important strategies to minimize transmission in the hospital.Funding: NoDisclosures: None
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Панова, Александра, Alyeksandra Panova, Татьяна Лустина, and Tatyana Lustina. "Impact of staff loyalty on the formation of customer loyalty." Services in Russia and abroad 10, no. 1 (May 16, 2016): 165–73. http://dx.doi.org/10.12737/19179.
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The article discusses the satisfaction of employees, which affects customer satisfaction
through quality service, which ultimately leads to higher financial results.
Currently, in most cases, attraction of new customers is more expensive than retaining
old ones, therefore the formation of loyalty has become an important task of each organization.
The success of the organization depends not only on customer loyalty, but loyalty of staff and,
moreover, one is connected with other. The employee, loyal to his company always strives to
present the organization with the best hand; he is more involved in the proposed product or
service. Accordingly, the consumer, feeling such commitment and sincerity towards the company
from its employees, receives at least positive feelings from communication, and a maximum more
quickly decides to purchase, and encourages the organization and the employee his friends and,
most importantly, becomes more loyal.
Satisfaction and loyalty of employees are the main factors that affect a customer loyalty
and, consequently, the overall effectiveness of the organization. It starts from the assumption
that the employees have the same characteristics as the customers (satisfaction, involvement,
loyalty), and the company, as in the case with customers, interested in long-term relationships
with them. In this case, employees spread values of the organization in the external environment,
interacting not only with existing customers of the company, but also engaging new customers.
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Mao, Nan. "The Role of Music Therapy in the Emotional Regulation and Psychological Stress Relief of Employees in the Workplace." Journal of Healthcare Engineering 2022 (January 29, 2022): 1–7. http://dx.doi.org/10.1155/2022/4260904.
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With the increasing global attention to the problem of staff stress, scholars in the fields of sociology, psychology, and medicine are seeking effective solutions. Music therapy has entered the field of vision of scholars with its unique advantages and is used to maintain the mental health of workers in various industries and improve work efficiency. To solve the problem of employees’ psychological pressure, ordinary psychotherapy is mainly done through conversation. At present, the psychological pressure generated by employees in the workplace is obviously unable to be treated by ordinary psychological treatment methods. Music therapy can play its role in this situation. This article collects a large amount of data through surveys to obtain the job satisfaction data of medical care, education, and restaurant staff for the corresponding occupations, analyzes the data, and considers the role of music therapy in this type of industry to relieve the psychological pressure of relevant staff. In the end, it is concluded that music therapy can stimulate employees’ creative inspiration, eliminate employee fatigue, and eliminate some potential unfavorable factors. It can also enhance the friendship between employees, improve employee work efficiency and employees’ sense of corporate identity, and reduce employee pain sense. In general, music therapy can have a positive impact in many areas, especially in corporate applications, which can have a positive impact on employees in many aspects in the workplace.
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Strydom, Nadia, Cecile Schultz, and Adele Bezuidenhout. "Staff perceptions on talent management and retention: A case of a labour organisation in Gauteng." African Journal of Employee Relations (Formerly South African Journal of Labour Relations) 38, no. 2 (February 20, 2019): 27–47. http://dx.doi.org/10.25159/2520-3223/5890.
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As high turnover is costly and disruptive, all organisations aim to retain talented employees. Talented employees give organisations a competitive advantage in the complex business environment of today. The aim of this article is to report on the employees’ perceptions of talent management retention at a labour organisation in Gauteng. The population comprised 317 permanent staff members, and a convenience sample of 162 was used. A principal factor analysis was employed to determine the main factors, namely, dedication to staff and dedication of staff. Descriptive statistics were used to determine the perceptions of staff members on these two factors. In conclusion, recommendations are offered to labour relations practitioners on how human resource practices can contribute to the fair treatment and retention of talented employees in an organisation.
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Zhang, Rui, and Shi Long Dong. "Research on Brain Drain of Energy Environmental Protection Enterprises Based on Evolutionary Game Model." Applied Mechanics and Materials 602-605 (August 2014): 3620–25. http://dx.doi.org/10.4028/www.scientific.net/amm.602-605.3620.
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Due to the special nature of energy environmental protection industry, staff loss is very common in energy environmental protection enterprises, especially in the middle-high level class. Through building evolutionary game model based on the problem of employee turnover between employees and enterprises, we find out that the reason of the flow of talents in energy environmental protection enterprises is that the payment and promotion prospects after resign is better than before. In order to prevent the excessive flow of the talents, energy environmental protection enterprises should moderately improve the remuneration of its staffs, develop employees' promotion space and improve the breach penalty of those initiative employees.
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M.K, Manaswini, and Ms Aruna A.R. "A study on the Effects of staff separation on employees." International Journal of Psychosocial Rehabilitation 24, no. 04 (February 28, 2020): 2833–37. http://dx.doi.org/10.37200/ijpr/v24i4/pr201392.
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Skorobogac, V. A., and A. B. Karpov. "Strategizing life cycle of employees’ labour productivity and motivation." Russian Journal of Industrial Economics 13, no. 2 (July 2, 2020): 149–57. http://dx.doi.org/10.17073/2072-1633-2020-2-149-157.
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The article deals with the most frequently used means of stimulating employees to increase their productivity. The authors raise the actual question of how effective these methods are and how they influence the staff costs. The article points out that it is extremely important to study the stimulation of employees and to implement the method of analysis of motivation and productivity based on the employee’s life cycle for industrial enterprises. It explores modern research of existence of cyclicity both in organizational development and in employees’ labour activity. The submitted data about the changes in involvement and productivity of employees of the pharmaceutical company which depended on their work experience allowed assuming that an employee’s labour productivity and motivation must have a certain life cycle. The authors made a graph of how labour productivity varies at the different stages of the employee’s life cycle according to the period of work in the company. They adduce a detailed description of each stage of the life cycle, variations of the employee’s work behavior and the direction of his motivation. They suggest recommendations to reveal his professional potential and increase his labour productivity depending on the employee’s position on a certain stage of his life cycle. The authors point out that it is highly important for a company’s top manager to understand and define the stage of his employees’ life cycle correctly. Implementing the method of defining work potential will let top managers solve the key tasks in working with their staff: increasing labour productivity, employees’ involvement and work motivation, maintenance and enhancement of the most prospective employees, providing optimal conditions for realization of each employee’s abilities and potential and decreasing staff turnover in the company.
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Dolgalova, O., and T. Remesnik. "Application of foreign methods of labor motivation at Ukrainian enterprises." Galic'kij ekonomičnij visnik 70, no. 3 (2021): 140–47. http://dx.doi.org/10.33108/galicianvisnyk_tntu2021.03.140.
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This paper is devoted to the investigation of the motivation concept, study and analysis of foreign experience in motivating employees and the selection of elements that can be adapted in Ukrainian enterprises. The theoretical foundations of the staff motivation concept are considered in this paper. It is found that the staff motivation has significant impact on the staff and enterprise efficiency. The main tasks of employee motivation are determined. They are as follows: the formation of understanding of the employees motivation system, the establishment of psychological climate in the team; creating democratic approaches to personnel management. The main types of staff motivation are identified as tangible and intangible. The main means of material and intangible employees motivation are considered. Since without the staff interest it is impossible to solve the enterprise problems, motivation becomes an important task for the enterprise. In order to increase the material and moral interest of employees, to develop and improve the incentive mechanism the experience of developed countries in this area is taken into account in this paper. Foreign experience is considered to identify the optimal model of employee motivation at Ukrainian enterprises. Motivation systems of such leading countries as Japan, France, USA and Germany are studied. The ways of motivating employees in such leading companies as Google, Zappos, Huffington Post, Procter & Gamble, Apple, IBM and AT&T, Nihon Shokken are considered. Elements of French, German, American and Japanese motivation systems are generalized. The main elements of these foreign systems of employee motivation are identified: individualization of wages; incentives for staff training, arrangement of recreation areas, motivational monitoring, etc. From foreign experience, we can seen that motivation makes it possible to solve the problems related to the improvement of employee productivity. Therefore, the elements that can be adapted to national traditions of personnel management and used in Ukrainian enterprises for effective human resource management are highlighted in this paper.
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Poole, Stacey L., Johnetta Blakely, Cheryl Crouse, Pam Colangelo, and Natalie R. Dickson. "The effect of COVID-19 on revenue cycle staff." Journal of Clinical Oncology 38, no. 29_suppl (October 10, 2020): 42. http://dx.doi.org/10.1200/jco.2020.38.29_suppl.42.
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42 Background: The COVID-19 pandemic caused a public health emergency declaration in March 2020. A safer at home order was issued by the Tennessee governor on March 12 urging non-essential employees to stay at home. The decision was made to offer telecommuting to employees at Tennessee Oncology (TO) who could effectively work from home. 90% of the revenue cycle staff (RCS) began working remotely within a week of the decision. Methods: TO had been conducting a telecommuting pilot involving 20 RCS. This pilot was expanded within a week to accommodate 130 RCS including billing, credentialing, collections, financial counseling, analysts, authorization and benefit specialists. Employees signed telecommuting agreements and provided equipment based on IT recommendations. IT installed software which allowed secure connection through a Citrix gateway. Surveys were later conducted to measure work-from-home satisfaction. Less than 10 RCS remained onsite to perform essential duties. Results: Compared to the prior year there was an 80% reduction in turnover and an 82% reduction in unscheduled absences for telecommuting employees vs in-office employees. 92% reported an improved work/life balance. Productivity metrics by team are displayed below: Key financial metrics including payer turnaround, days in AR and patient payments improved over prior months. Payer turnaround dropped by 3 days and days in AR decreased by 3.9 compared to February. Patient payments were up 14% compared to the prior year. Conclusions: COVID-19 has been a challenging time in healthcare but it has taught us some valuable lessons. Telecommuting could be the wave of the future showing positive financial return in the form of employee retention, reduction of non-productive time (including unplanned absences) and increased employee satisfaction. Data shows these factors lead to higher producing team members who yield superior results. [Table: see text]
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Osita-Njoku, Agnes, Okechukwu Anyaoha, and Odochi Kamalu. "INTERNAL CORPORATE SOCIAL RESPONSIBILITY AND EMPLOYEE PERFORMANCE: A STUDY OF NIGERIA NATIONAL PETROLEUM CORPORATION, (NNPC)." European Journal of Sociology 3, no. 1 (November 16, 2020): 45–58. http://dx.doi.org/10.47672/ejs.428.
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Purpose: The purpose of this study was to examine the impact of internal corporate social responsibility on employee’s performance in Nigeria National Petroleum Corporation.Methodology: This study was descriptive, to satisfy the objective of the study two hypotheses were formulated. Sample for the study was 301 staff of NNPC. The methodology involved the use of simple random sampling and proportionate stratified sampling techniques. Data was gathered through the questionnaire and secondary sources. The data was presented using simple percentage and tables, while the hypotheses was tested using the chi–square statistical tool. Findings: The findings reveal that the provision of healthcare services have significantly reduced employees’ absenteeism and training of employees has led to employees’ effectiveness in NNPC.Unique Contribution to policy and Practice: The study recommended that organizations should prioritize their social responsibilities to the staff by evolving plans and programmes that are staff oriented. Training of staff should be done constantly to sharpen their knowledge on the job task and that Organizations should evolve policies that allow for periodic health check and evaluation of the staff. The study showed that internal corporate social responsibility is essential in encouraging employee’s performance.
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Juchnowicz, Marta. "Impact of Managerial Staff on Creativity of Public Sector Employees." Kwartalnik Ekonomistów i Menedżerów 46, no. 4 (October 19, 2017): 55–67. http://dx.doi.org/10.5604/01.3001.0011.6456.
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Creativity of employee is a prerequisite of efficiency of public sector. To a significant extent its level is determined by the model of organizational management. Therefore, inspiring are the ways of creativity building in public sector institutions. In the opinion of the Author, management style plays a significant part in supporting the development of the competence of creativity. Thus, the article presents the analysis of the influence managers have on shaping creativity of their employees in public sector in Poland. Researching the opinions of 346 employees of public sector has been the basis of drawing conclusions that enable both evaluation and identifications of impediments to the impact of managers on creativity of employees.
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Krajewski, Marcin. "Staff Representation Rights Related to The Creation Of Employee Capital Plans (PPK)." Acta Universitatis Lodziensis. Folia Iuridica 95 (March 30, 2021): 123–33. http://dx.doi.org/10.18778/0208-6069.95.11.
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The article presents the role of the staff representation under the Act of 4 October 2018 on Employee Capital Plans. Employee Capital Plans (PPK) are the part of third pillar of polish pension system. By creating the PPK, the legislature placed the staff representation and the employer under an obligation to co-decide on the form of the created capital plan. The method of identifying the staff representation, as defined in the Act on Employee Capital Plans, is modelled on the regulation contained in the Act on Occupational Pension Schemes. The Act on Employee Capital Plans states, that an occupational trade union organisation operating within the premises of the company excludes the competence of representation of employees. The legitimacy of the primacy of the trade union over the non-union representation of the staff stems, first of all, from the possibility of guaranteeing the employees’ effective participation in the selection of the financial institution.
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Alhassan, Ibrahim. "A Study of Organizational Cynicism Among Employee Groups in a Multi-Campus Public University in Ghana: Does the Level of Education Matter?" Advances in Social Sciences Research Journal 7, no. 7 (July 13, 2020): 43–51. http://dx.doi.org/10.14738/assrj.77.8533.
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This paper, which was part of a larger study, investigates the relationship between Organizational Cynicism (OC) and the level of education of three employee groups – Teaching Staff (TS), Non-Teaching Staff (NTS), and Senior Staff (SS) – of a multi-campus public University in Northern Ghana. Valid data were collected from 192 employees of the University for Development Studies (UDS) and analysed. A one-way ANOVA and Correlation Analyses were used to respectively determine the cynicism level of the three employee groups; and the relationship between the employees’ level of education and their cynical tendencies in the University. The study found a significant relationship between employees’ cynicism and their level of education; and that the two variables are inversely related. The findings also indicate that the SS group has the highest prevalence of cynicism in the University, followed by the TS, and then the NTS. Some theoretical and managerial implications are discussed.
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Hakimov, Alexey. "Staff management strategies at power engineering companies." Energy Safety and Energy Economy 3 (June 2021): 52–55. http://dx.doi.org/10.18635/2071-2219-2021-3-52-55.
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Staff management strategy includes a plan on how to optimize employee performance within a company. Other than being compensated fairly, employees need to feel valued, be given feedback, and provided with growth opportunities. This paper examines human resources management problems and strategies at power engineering companies. As an example, 220 kV power substation has been reviewed in regards of staff managing methods and possible solutions. Certain employee management methods, i.e. employee surveys, ratings, and certification have been suggested in order to reduce the incidence of electrical violations during the operation of substations and increase workplace wellbeing at power engineering companies.
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Yekimov, Sergey, Nataliia Otroshchenko, Yuliya Voytsekhovska, Svitlana Nakhod, and Tetiana Gavrilko. "Using grading to motivate staff in agricultural enterprises." E3S Web of Conferences 254 (2021): 10006. http://dx.doi.org/10.1051/e3sconf/202125410006.
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In the context of the COVID-19 pandemic and the associated difficulties in the functioning of agricultural enterprises, in our opinion, new approaches are required to improve the efficiency of agricultural enterprises. The economic efficiency of an agricultural enterprise depends to a large extent on the efficiency of its personnel. In our opinion, human resources are one of the most important resources in the agricultural business. In this paper, we considered the use of grading to motivate employees of an agricultural enterprise. In our opinion, this will assist in the formation of a clear and transparent system of payment for work activities for the company’s employees and, in addition, will optimize the size of the company’s employee compensation fund. The system of management of labor resources of the agricultural enterprise should take into account the personality of the employee, knowledge of his features of motivation , and also be combined with the goals and objectives that the enterprise has.
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Tlatlik, Justyna. "Admissibility of a medical staff strike from the employees’, employers’ and social interest perspective." Studenckie Prace Prawnicze, Administratywistyczne i Ekonomiczne 35 (June 10, 2021): 271–85. http://dx.doi.org/10.19195/1733-5779.35.17.
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The aim of the article is to assess the admissibility of a medical staff strike from the perspective of the employees’, employers’, and social interest. The applicable labor law regulations do not give an unambiguous answer to the question whether medical workers have the right to strike, since striking is a special instrumentality for employees to protect their rights. On the one hand, the labor law does not literally deprive medical staff of the right to strike. On the other hand, there are numerous arguments supporting the notion that a strike of medical staff causes a threat to the health and life of patients who are deprived of medical care during a strike. Regulating the issue is therefore of significant importance, not only social, but also to the employment relationship parties.
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Nowlan, Kate. "Supporting staff in hostile environments." Strategic HR Review 13, no. 6 (October 7, 2014): 243–48. http://dx.doi.org/10.1108/shr-08-2014-0047.
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Purpose – This article aims to consider the impact on employees of working in hostile environments. Design/methodology/approach – This paper considers how organisations can best prepare employees for this type of assignment, including pre-assignment training and counselling, as well as on-going post-assignment support and the pivotal role of line managers in trauma management. Findings – The paper utilises the experiences of two organisations, Action Aid International and Concern Worldwide to outline their approach to supporting employees working in hostile environments. Originality/value – This paper responds to a growing debate around the impact of extensive exposure to violence, tragedy and natural disasters for employees of a range of international organisations.
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Nisar, Qasim Ali, Farzana Riasat, and Sobia Aslam. "Do Intrinsic and Extrinsic Rewards influence the Job satisfaction and Job performance? Mediating Role of Reward System." Journal of Management Info 3, no. 3 (September 1, 2016): 6–11. http://dx.doi.org/10.31580/jmi.v11i1.56.
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Now a day’s firms are striving to achieve competitive advantage by using different strategic techniques. As a result of high competitive pressure; firms are making struggle to get competitive edge by utilizing workers’ talent, abilities and proficiency to formulate the accurate exploitation of employees’ works organization offer different benefits, rewards schemes. Satisfied employees becoming more devoted dedicate and attached with their organization as compared to other employees. The main purpose of current study is to determined relationship between Intrinsic and Extrinsic motivation by concentrating the mediating effect of Reward System. Data have been collected by applying the simple random sampling. Questionnaire technique takes on to accumulate data collected from staff in context of their satisfaction and performance. By applying statistical tools CFA and SEM outcome shows that monetary and non-monetary rewards really positively associate with employees’ job satisfaction. Positive correlation lies between intrinsic, extrinsic motivation and employee’s performance and job satisfaction of nursing staff in hospitals. Moreover, results divulged that rewards system significantly and partially mediates the relationship between intrinsic and extrinsic rewards, job performance, and job satisfaction. The research provide deeply appreciative that how institution can encourage employees by delivering valuable rewards and Intrinsic and extrinsic motivation programs.
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Kearney, Treasa, Gianfranco Walsh, Willy Barnett, Taeshik Gong, Maria Schwabe, and Kemefasu Ifie. "Emotional intelligence in front-line/back-office employee relationships." Journal of Services Marketing 31, no. 2 (April 10, 2017): 185–99. http://dx.doi.org/10.1108/jsm-09-2016-0339.
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Purpose This paper aims to undertake a simultaneous assessment of interdependence in the behaviours of front-line and back-office employees and their joint effect on customer-related organisational performance. It also tests for a moderating influence of the emotional intelligence of front-line salespeople and back-office employees. Design/methodology/approach The sample comprises 105 front-line sales employees and 77 back-office employees. The customer-related organisational performance data come from a UK business-to-business (B2B) electronics company. With these triadic data, this study uses partial least squares to estimate the measurement and structural models. Findings Salespeople’s customer orientation directly affects customer-related organisational performance; the relationship is moderated by salespeople’s emotional intelligence. The emotional intelligence of salespeople also directly affects the customer-directed citizenship behaviour of back-office employees. Furthermore, the emotional intelligence of back-office staff moderates the link between the emotional intelligence of salespeople and back-office staff citizenship behaviour. Back-office staff citizenship behaviour, in turn, affects customer-related organisational performance. Originality/value The emotions deployed by employees in interactions with customers clearly shape customers’ perceptions of service quality, as well as employee-level performance outcomes. However, prior literature lacks insights into the simultaneous effects of front-line and back-office employee behaviour, especially in B2B settings. This paper addresses these research gaps by investigating triadic relationships – among back-office employees, front-line employees and customer outcomes – in a B2B setting, where they are of particular managerial interest.