WorldWideScience

Sample records for employee communications

  1. Internal communications : transforming employees into brand ambassadors

    Energy Technology Data Exchange (ETDEWEB)

    Williams, C [Bruce Power Inc., Toronto, ON (Canada)

    2004-07-01

    Bruce Power Inc.'s internal communications policy was outlined in this presentation. The policy is intended to develop and align employee communication strategies and tactics with overall corporate communication strategies. The importance of all employees contributing to the company business plan was emphasized, as well as the importance of involving senior managers to support and lead initiatives. The company's use of different media to communicate with a variety of audiences include intranet; newsletters; employee information boards; meetings; voice messages; videos; electronic signage; billboards; and training. The importance of safety days and safety meetings was emphasized, as well as ensuring that employees understand current issues and are able to contribute positively to change. In addition, it was suggested that there are significant benefits in informing and educating staff on the potential impact of government regulations as well as the policies, objectives and culture of the organization. Issues concerning the evaluation procedures of internal communications were also discussed. refs., tabs., figs.

  2. Predicting Employee Turnover from Communication Networks.

    Science.gov (United States)

    Feeley, Thomas H.; Barnett, George A.

    1997-01-01

    Investigates three social network models of employee turnover: a structural equivalence model, a social influence model, and an erosion model. Administers a communication network questionnaire to all 170 employees of an organization. Finds support for all three models of turnover, with the erosion model explaining more of the variance than do the…

  3. Individual Differences among Employees Management Communication Style and Employee Satisfaction: Replication and Extension.

    Science.gov (United States)

    McCroskey, James C.; And Others

    Portions of three earlier studies relating differences in employees to employee satisfaction and one study relating management communication style (MCS) to employee satisfaction were replicated across four organizational contexts. Major findings supported the generalizability of the results revealed in the earlier research. The role of…

  4. Communicating with Employees about Pension and Welfare Benefits.

    Science.gov (United States)

    Srb, Jozetta H.

    The purpose of this report is to examine some of the problems of communication with employees about pension and welfare benefits. Issues discussed relate to (1) employees' attitudes toward benefits and benefit communication, (2) the structure of private benefit programs, (3) the case for fair labeling, and (4) the trend toward statutory criteria…

  5. Improving Employees' Interpersonal Communication Competencies: A Qualitative Study

    Science.gov (United States)

    Hynes, Geraldine E.

    2012-01-01

    Companies that recognize the relationship between employee engagement and business success will seek ways to foster and facilitate workers' emotional well-being. One way to encourage employee engagement is to provide training in interpersonal communication. This research analyzes what one U.S.-based company is doing to achieve that goal. The…

  6. Navigating Change: Employee Communication in Times of Instability

    Science.gov (United States)

    DuFrene, Debbie D.; Lehman, Carol M.

    2014-01-01

    Employees often perceive periods of change--no matter how warranted or beneficial--as crises, exhibiting both cognitive and emotional reactions including feelings of insecurity and uncertainty, even fear, chaos, stress, betrayal, grief, and anger. Management must have a clear strategy for communicating with employees through change, as employee…

  7. The impact of employee communication and perceived external prestige on organizational identification

    NARCIS (Netherlands)

    A. Smidts (Ale); C.B.M. van Riel (Cees); A.Th.H. Pruyn

    2000-01-01

    textabstractEmployees' Organizational Identification (OI) is measured in a customer service organization. Particularly the effects of employee communication and perceived external prestige (PEP) on OI were evaluated. Results show that employee communication affects OI more strongly than PEP. One

  8. Communication Competence, Leadership Behaviors, and Employee Outcomes in Supervisor-Employee Relationships

    Science.gov (United States)

    Mikkelson, Alan C.; York, Joy A.; Arritola, Joshua

    2015-01-01

    Supervisor communication competence and leadership style were used to predict specific employee outcomes. In the study, 276 participants working in various industries completed measures of communication competence and leadership styles about their direct supervisor along with measures of their job satisfaction, motivation, and organizational…

  9. Employers' experience of employees with cancer: trajectories of complex communication.

    Science.gov (United States)

    Tiedtke, C M; Dierckx de Casterlé, B; Frings-Dresen, M H W; De Boer, A G E M; Greidanus, M A; Tamminga, S J; De Rijk, A E

    2017-10-01

    Remaining in paid work is of great importance for cancer survivors, and employers play a crucial role in achieving this. Return to work (RTW) is best seen as a process. This study aims to provide insight into (1) Dutch employers' experiences with RTW of employees with cancer and (2) the employers' needs for support regarding this process. Thirty employer representatives of medium and large for-profit and non-profit organizations were interviewed to investigate their experiences and needs in relation to employees with cancer. A Grounded Theory approach was used. We revealed a trajectory of complex communication and decision-making during different stages, from the moment the employee disclosed that they had been diagnosed to the period after RTW, permanent disability, or the employee's passing away. Employers found this process demanding due to various dilemmas. Dealing with an unfavorable diagnosis and balancing both the employer's and the employee's interests were found to be challenging. Two types of approach to support RTW of employees with cancer were distinguished: (1) a business-oriented approach and (2) a care-oriented approach. Differences in approach were related to differences in organizational structure and employer and employee characteristics. Employers expressed a need for communication skills, information, and decision-making skills to support employees with cancer. The employers interviewed stated that dealing with an employee with cancer is demanding and that the extensive Dutch legislation on RTW did not offer all the support needed. We recommend providing them with easily accessible information on communication and leadership training to better support employees with cancer. • Supporting employers by training communication and decision-making skills and providing information on cancer will contribute to improving RTW support for employees with cancer. • Knowing that the employer will usually be empathic when an employee reveals that they have

  10. Learning from Employee Communication during Technological Change

    Science.gov (United States)

    Law, Sweety

    2009-01-01

    Purpose: The purpose of this research is to examine stories of and by employees as they implemented a transformative organizational change, involving outsourcing, off-shoring, and the make-over induced by technology. Design/methodology/approach: Three types of data were analyzed--organizational documents, responses to oral and written questions,…

  11. Employee Communicative Actions and Companies' Communication Strategies to Mitigate the Negative Effects of Crises

    DEFF Research Database (Denmark)

    Mazzei, Alessandra; Ravazzani, Silvia

    2013-01-01

    commitment is at the basis of positive employee communicative actions, like advocacy and positive referrals, which finally protect the company’s reputation. After a theoretical exploration of these issues, this chapter presents first a case study showing how continuous internal communication efforts...... and factual communication based on managers’ and company’s actions are crucial in order to build quality relationships with employees. In turn, this leads to positive employee communicative actions when a crisis occurs. Second, it illustrates a survey of Italian companies which examined internal crisis...... reputation. The chapter concludes that employee communicative actions are fundamental in order to protect the company’s reputation in case of crises. In addition, during crises it is important to sustain the positive relationship capital developed during the pre-crisis phase by means of accommodative...

  12. Implicit communication in organisations. The impact of culture, structure and management practices on employee behaviour

    NARCIS (Netherlands)

    Hoogervorst, J.A.P.; van der Flier, H.; Koopman, P.L.

    2004-01-01

    Organisations engage in explicit and intentional communication with employees in various ways. However, communication will not be received in a "neutral" context. Employees operate in an organisational (or behavioural) context determined by the organisational culture, structures and systems, and the

  13. The impact of employee communication and perceived external prestige on organizational identification

    NARCIS (Netherlands)

    Smidts, Ale; Pruyn, Adriaan T.H.; van Riel, Cees B.M.

    2001-01-01

    Employees' organizational identification was measured in three organizations. Results show that employee communication augments perceived external prestige and helps explain organizational identification. Communication climate plays a central role, mediating the impact on organizational

  14. Manager-employee interaction in ambulance services: an exploratory study of employee perspectives on management communication.

    Science.gov (United States)

    Nordby, Halvor

    2015-01-01

    Managers of ambulance stations face many communicative challenges in their interaction with employees working in prehospital first-line services. The article presents an exploratory study of how paramedics experience these challenges in communication with station leaders. On the basis of a dialogue perspective in qualitative method, 24 paramedics were interviewed in one-to-one and focus group settings. Naturalistic and phenomenological approaches were used to analyze the interviews. All the paramedics said that they wished to be more involved in decision processes and that station managers should provide better explanations of information "from above." The paramedics understood that it was difficult for the managers to find time for extensive dialogue, but many thought that the managers should give more priority to communication. The paramedics' views correspond to theoretical assumptions in human resource management. According to this model, employees should be involved in decision processes on management levels, as long as it is realistically possible to do so. Furthermore, expressing emotional support and positive attitudes does not take much time, and the study suggests that many ambulance managers should focus more on interpersonal relations to employees. It has been extensively documented that management communication affects organizational performance. The study indicates that managers of ambulance stations should be more aware of how their leadership style affects professional commitment and motivation in the first-line services.

  15. Employee to employer communication skills: balancing cancer treatment and employment.

    Science.gov (United States)

    Brown, Richard F; Owens, Myra; Bradley, Cathy

    2013-02-01

    Cancer patients face difficulties in accessing legally mandated benefits and accommodations when they return to the workplace. Poor employer-employee communication inflates these difficulties. Although proven methods to facilitate physician-patient communication exist, these have not been applied to the workplace. Thus, we aimed to assess the feasibility and utility of applying these methods to educate patients about their workplace rights and provide them with communication skills training to aid their conversations with their employers. A DVD was produced to educate patients and facilitate workplace communication. Participants consisted of 28 solid tumor cancer patients (14 women and 14 men) who completed primary cancer treatment in the past 12 months and were employed at the time of diagnosis. Participants watched a communication skills training DVD and completed a telephone interview. The interview elicited information about workplace experiences and evaluation of the DVD training program. The physician-patient communication skills training model utilized was successfully translated to the employer-employee setting. All but one participant found the DVD useful and easy to understand and indicated a high degree of confidence in using the communication skills to help them ask for workplace accommodations. All participants agreed that it would help newly diagnosed patients in discussions with their employers. Our data provides promising preliminary evidence that patient communication skills training can be applied to the workplace setting and is a welcomed aid to newly diagnosed cancer patients in their discussions with employers regarding the impact of treatment on their work performance and needs for accommodations. Copyright © 2011 John Wiley & Sons, Ltd.

  16. CSR Communication - An Employee Perspective : Tailoring Internal Communication using Employee Preferences for Content, Style and Channel.

    OpenAIRE

    Jonsson, Viktoria; Linnér, Rebecka

    2016-01-01

    Corporate Social Responsibility (CSR) represents a theory and practice that is well-known and communicating its content has shown to play an important role in order to exploit its advantages and engage stakeholders on CSR issues. Even though, CSR communication has shown to be a real challenge, since corporations are encouraged to engage in CSR, but not to communicate too loud about this engagement. This study was inspired by Jenny Dawkins (2005) and her initial idea that tailoring CSR message...

  17. Mandatory communication training of all employees with patient contact.

    Science.gov (United States)

    Ammentorp, Jette; Graugaard, Lars Toke; Lau, Marianne Engelbrecht; Andersen, Troels Præst; Waidtløw, Karin; Kofoed, Poul-Erik

    2014-06-01

    In 2010 a communication program that included mandatory communication skills training for all employees with patient contact was developed and launched at a large regional hospital in Denmark. We describe the communication program, the implementation process, and the initial assessment of the process to date. The cornerstone of the program is a communication course based on the Calgary Cambridge Guide and on the experiences of several efficacy and effectiveness studies conducted at the same hospital. The specific elements of the program are described in steps and a preliminary assessment based on feedback from the departments will be presented. The elements of the communication program are as follows: (1) education of trainers; (2) courses for health professionals employed in clinical departments; (3) education of new staff; (4) courses for health professionals in service departments; and (5) maintenance of communication skills. Thus far, 70 of 86 staff have become certified trainers and 17 of 18 departments have been included in the program. Even though the communication program is resource-intensive and competes with several other development projects in the clinical departments, the experiences of the staff and the managers are positive and the program continues as planned. Copyright © 2014 The Authors. Published by Elsevier Ireland Ltd.. All rights reserved.

  18. Using Communication Audits To Teach Organizational Communication to Students and Employees.

    Science.gov (United States)

    Scott, Craig R.; Shaw, Sandra Pride; Timmerman, C. Erik; Frank, Volker; Quinn, Laura

    1999-01-01

    Discusses how communication audits serve well as educational tools for both student auditors and employees of organizations. Describes how teachers need to gain access to organizations, especially through internal audit departments; negotiate the exchange of essentially free audit findings for a learning experience and research data; and secure…

  19. Case Study: Employee Use of Information and Communication Technologies in a Healthcare Organization

    Science.gov (United States)

    Aponte, Jorge I.

    2011-01-01

    This qualitative case study explored the employee use of information and communication technologies (ICT) in a southern Puerto Rico healthcare organization. Thirty-two employees of a southern Puerto Rico healthcare organization provided their perspectives regarding their use of ICT in the workplace. The findings distinguished how employees use ICT…

  20. Any time, anywhere : communications system keeps employees connected

    Energy Technology Data Exchange (ETDEWEB)

    Louie, J.

    2007-07-15

    Cisco Systems Canada is a leading computer networking company that has developed a business solution for the oil and gas sector that allows employees to communicate more effectively. Cisco Unified Communications provides a set of applications or services that can ride on top an existing data network. The network allows telephone conferencing through a centrally located internal application, saving companies the cost of using a conferencing service. Cisco Unified Meeting place allows workers at different locations to discuss, review and edit documents in real time. Other applications can be added and made available to everyone. Pengrowth Energy Trust, which implemented the Cisco system a few years ago, claims it is much faster and more convenient than the previous system. Pengrowth has benefited from the its tie-in with e-mail server Microsoft Exchange. Users can listen to voice mails on their computers and also have the option of listening to their e-mails when they call into the office. The system provides a very well tracked record and also allows four-digit dialing throughout most of the company's multiple locations, thereby eliminating costly long distance charges. Pengrowth is now considering implementing other new products from Cisco, such as the Unified Mobility Manager which links cell phones and desk phones. It was concluded that Cisco systems offer the advantages of flexibility, mobility and cost reduction. 1 fig.

  1. Relationship Intensity Communication Between Leaders and Subordinates and Employee Motivation Against Job Satisfaction

    OpenAIRE

    Prasetyo, Haryo; Yuliyanto, Much

    2017-01-01

    The problems that occur in Carnivor Skybar & Grill is the dissatisfaction of employees in the work indicated by the number of employees who resigned due to the condition. This study aims to analyze the relationship of communication intensity between the leadership and subordinates and employee motivation to job satisfaction Carnivor Skybar & Grill. This study is a type of study using a single instrumental case study with a sample of 57 employees Carnivor Skybar & Grill taken using...

  2. Connecting internal communication and organizational engagement. An employee-centered perspective

    OpenAIRE

    Alvarez Garcia, Patricia

    2013-01-01

    Connections between organizational engagement and internal communication have gained much interest in recent years, due to existing evidence suggesting that employees who engage with their organization affect organization’s effectiveness and that, in turn, internal communication can influence organizational engagement. However, there is little evidence about such connection seen from an employee perspective and therefore, this study sought to explore linkages between employee organizational e...

  3. 31 CFR 31.216 - Communications with Treasury employees.

    Science.gov (United States)

    2010-07-01

    ... employee with personal or direct responsibility for that procurement. (2) Offer, give, or promise to offer... employee, except as permitted by Government-Wide Ethics Rules, 5 CFR part 2635. (3) Solicit or obtain from...

  4. Deaf Employees' Empowerment in Two Different Communication Environments.

    Science.gov (United States)

    Backenroth, G. A. M.

    1997-01-01

    This study with 64 deaf employees working in either signing work groups or nonsigning workgroups found that employees' perceived empowerment was significantly higher in the signing work groups. Deaf associates in signing work groups experienced greater psychological stress and role conflicts, whereas deaf associates in nonsigning groups…

  5. The Readiness of English Communication Skills of Tourism Employees in Bangkok for Entering the ASEAN Community

    Science.gov (United States)

    Kuosuwan, Bavornluck

    2016-01-01

    The objective of this research was to study the readiness of English communication skills of tourism employees in Bangkok for entering the ASEAN community. The scope of this research included the employees from 26 tourism companies. A sample group was determined by utilizing multiple-stage sampling. At least three samples were collected from each…

  6. Employee Communication during Crises: The Effects of Stress on Information Processing.

    Science.gov (United States)

    Pincus, J. David; Acharya, Lalit

    Based on multidisciplinary research findings, this report proposes an information processing model of employees' response to highly stressful information environments arising during organizational crises. The introduction stresses the importance of management's handling crisis communication with employees skillfully. The second section points out…

  7. Changing the way employee benefit communications are produced: outsourcing, a more efficient, less costly process.

    Science.gov (United States)

    Herren, K

    1995-12-01

    Outsourcing may offer employers an efficient, cost-effective way to produce employee benefit communications. It offers a way to utilize the latest technology to produce personalized benefit statements or to target an announcement of benefit changes to a specific group of employees.

  8. Maintenance Communication and the Organizational Commitment of Dual-Career Employees.

    Science.gov (United States)

    Lay, Linda; DeWine, Sue

    Focusing on the special needs of employees who are part of a two career couple, a study examined the (1) relationship between the employees' level of commitment to their employers and their perceptions of maintenance communication concerning dual career issues and (2) differences in organizational commitment between workers in dual and single…

  9. Research on the Relationship between Internal Communication Climate and Job Satisfaction and Employee Loyalty

    Directory of Open Access Journals (Sweden)

    Tamara Sušanj Šulentić

    2014-06-01

    Full Text Available Successful organizations dedicate considerable attention to the quality of internal communications, which have a proven potential to contribute to creating competitive advantages in an increasingly demanding market. Internal communications have become a crucial prerequisite in creating new value to ensure customer and employee satisfaction. The purpose of this paper was to establish possible correlations between certain factors of the communication climate, and employee satisfaction and loyalty. The data used in this paper were collected by means of an employee survey, conducted in a pharmaceutical company immediately after it had undergone strategic changes, resulting from its new ownership structure and organizational culture. The factor analysis indicates five key factors of the communication climate: the availability of information about corporate activities as perceived by employees; satisfaction with co-workers; perceived job stability; perceived job importance within the organization and a perceived sense of injustice. The regression analysis confirmed a positive correlation between a good communication climate and the employee satisfaction and loyalty during strategic organizational changes. This is an important piece of information for all those having doubts about how to communicate strategic changes.

  10. Employers' experience of employees with cancer: trajectories of complex communication

    NARCIS (Netherlands)

    Tiedtke, C. M.; Dierckx de Casterlé, B.; Frings-Dresen, M. H. W.; de Boer, A. G. E. M.; Greidanus, M. A.; Tamminga, S. J.; de Rijk, A. E.

    2017-01-01

    Purpose Remaining in paid work is of great importance for cancer survivors, and employers play a crucial role in achieving this. Return to work (RTW) is best seen as a process. This study aims to provide insight into (1) Dutch employers' experiences with RTW of employees with cancer and (2) the

  11. Mutual perceptions between nuclear plant employees and general public on nuclear policy communication applying the Co-orientation analysis model

    International Nuclear Information System (INIS)

    Kim, Bong Chul; Kim, Ji Hyun; Chung, Woon Kwan

    2015-01-01

    This study examines mutual perceptions between general public and nuclear plant employees on understanding nuclear policy communication applying the co-orientation model. The total of 414 responses were analyzed including 211 of the general public and 203 of plant employees. Results indicate that agreement between general public and plant employees is relatively high, in that general public tends to have negative evaluation to nuclear policy communication, but plant employees tends to have positive one. In terms of congruence, general public perceive that plant employees might have more positive evaluation than themselves, and nuclear plant employees perceive that general public might have more negative evaluation than themselves. Finally, in terms of accuracy, general public accurately estimate how nuclear plant employees perceive on policy communication, whereas nuclear plant employees unaccurately estimate how general public perceive on policy communication

  12. Mutual perceptions between nuclear plant employees and general public on nuclear policy communication applying the Co-orientation analysis model

    Energy Technology Data Exchange (ETDEWEB)

    Kim, Bong Chul; Kim, Ji Hyun; Chung, Woon Kwan [Chosun University, Gwangju (Korea, Republic of)

    2015-02-15

    This study examines mutual perceptions between general public and nuclear plant employees on understanding nuclear policy communication applying the co-orientation model. The total of 414 responses were analyzed including 211 of the general public and 203 of plant employees. Results indicate that agreement between general public and plant employees is relatively high, in that general public tends to have negative evaluation to nuclear policy communication, but plant employees tends to have positive one. In terms of congruence, general public perceive that plant employees might have more positive evaluation than themselves, and nuclear plant employees perceive that general public might have more negative evaluation than themselves. Finally, in terms of accuracy, general public accurately estimate how nuclear plant employees perceive on policy communication, whereas nuclear plant employees unaccurately estimate how general public perceive on policy communication.

  13. The impact of team dialogue sessions on employee engagement in an information and communication technology company

    Directory of Open Access Journals (Sweden)

    Michael A.W. Seymour

    2018-06-01

    Full Text Available Orientation: Engaged employees are regarded as extremely valuable in today’s unstable economic environment. However, despite spending large amounts of money on the improvement of employee engagement, the effect thereof is seldom determined. This study was about determining the impact of team dialogue sessions on the enhancement of employee engagement in a large information and communication technology company over a 2-year period. Research purpose: This study focused on determining the improvement of employee engagement through an organisation development intervention. The intervention was based on a social constructionist perspective, namely, team dialoguing, and was facilitated over a period of two years. Motivation for the study: Although the matter regarding the improvement of employee engagement seems to be extensively discussed in the literature, research on the use of interventions to enhance employee engagement is to a large extent still lacking. Based on a theoretical integration, it was argued that team dialoguing could improve employee engagement. Research design, approach and method: This was a quantitative study, employing a quasi-experimental design. An experimental group was exposed to an organisation development intervention of team dialogues over a 2-year period and then compared to a control group that had not been exposed to the intervention. Main findings: Although with a small effect size, it was discovered that facilitating team dialogue sessions had a positive impact on employee engagement, more specifically on the exercise of discretionary effort, intention to remain, rational commitment, communication and supervisory support as dimensions. Practical and managerial implications: The practical implication of this study is that the engagement of employees can be enhanced by involving the direct supervisor and his or her team in dialoguing sessions. Contribution or value-add: The study contributed to the literature

  14. Good and bad gifts: the communicative function of employee recognition

    OpenAIRE

    Smith, Charlotte

    2015-01-01

    Purpose Through an interpretation of individuals’ accounts of their recognition experiences, this paper contributes to knowledge about employee recognition by offering insights into how individuals experience and understand recognition in the workplace and its possible social functions and implications. Design/methodology/approach In-depth interviews were conducted with individuals drawn from two research organisations, an insurance company and a local council, in order to underst...

  15. Considerations regarding the Effects of Economic Crisis on Employee Communicational Behavior

    OpenAIRE

    Popescu Manoela; Crenicean Cecilia Luminita

    2011-01-01

    The economic crisis has caused significant changes in socio-economic entities strategies. In conclusion, firms were obliged to develop strategies for crisis as a result of their focus on customer, without understanding the customer as an employee. Moreover, strategic changes are not the result of company development, but as a direct effect of economic context. Otherwise, firms do not reflect the strategic communication behavior of their employees. Therefore, such a strategy may not be viable ...

  16. Speech Communication Instruction Based on Employers' Perceptions of the Importance of Selected Communication Skills for Employees on the Job.

    Science.gov (United States)

    Crocker, Jim

    To determine which communication skills employers in business and industry perceive as important for employees, a questionnaire was mailed to a random sample of personnel directors in business and industry in the Greater Cincinnati metropolitan area. Of the questionnaires mailed, 89 were returned (29.3% response rate). Analysis of the responses…

  17. Visualizing an Iterative, Dynamic Model for Improving Leadership-Employee Communication in the Organizational Change process

    DEFF Research Database (Denmark)

    Broillet, Alexandra; Barchilon, Marian; Kampf, Constance Elizabeth

    2012-01-01

    Change Management Literature addresses successful and unsuccessful change factors, but there is a conceptual gap that overlooks ways in which Leadership-Employee Communication can be operationalized. To deal with this concern, we address themes emerging from interviews focused on employees....../user metaphor from the technical communication field. These perspectives broaden Change Management to include production and reception of messages about change through a link to 1) sensemaking, 2) Change Management ethos and 3) cultural resources for action available in the organization. We use a series...

  18. Mandatory communication training of all employees with patient contact

    DEFF Research Database (Denmark)

    Ammentorp, Jette; Graugaard, Lars Toke; engelbrecht lau, marianne

    2014-01-01

    of the process to date. METHOD: The cornerstone of the program is a communication course based on the Calgary Cambridge Guide and on the experiences of several efficacy and effectiveness studies conducted at the same hospital. The specific elements of the program are described in steps and a preliminary...

  19. DEVELOPMENT OF ANDROID-BASED EMPLOYEE PRESENCE SYSTEM USING NEAR FIELD COMMUNICATION TECHNOLOGY

    Directory of Open Access Journals (Sweden)

    Mychael Maoeretz Engel

    2018-05-01

    Full Text Available Presence system that exists in the laboratory of PTS X is still manual and inefficient because sometimes the laboratory employees tend to defer to fill out presence and absence after serving and there is no realtime monitoring of the stakeholders / officials in the PTS X institution. Proved by facts such as attendance is not clear / dirty and time entry that is not in accordance with the existing schedule thus slowing the process of recapitulation salary. That requires a new system that can solve the problem by building a presence employee application. The method used is the method of Research and Development, but in this study measures the use of R&D carried out to test products or a limited trial. This research resulted the application of mobile-based employee presence system utilizing Near Field Communication technology on the Android platform with a system that has been integrated well and provide convenience to laboratory employees in conducting presence process.

  20. Communicating with the workforce during emergencies: developing an employee text messaging program in a local public health setting.

    Science.gov (United States)

    Karasz, Hilary N; Bogan, Sharon; Bosslet, Lindsay

    2014-01-01

    Short message service (SMS) text messaging can be useful for communicating information to public health employees and improving workforce situational awareness during emergencies. We sought to understand how the 1,500 employees at Public Health--Seattle & King County, Washington, perceived barriers to and benefits of participation in a voluntary, employer-based SMS program. Based on employee feedback, we developed the system, marketed it, and invited employees to opt in. The system was tested during an ice storm in January 2012. Employee concerns about opting into an SMS program included possible work encroachment during non-work time and receiving excessive irrelevant messages. Employees who received messages during the weather event reported high levels of satisfaction and perceived utility from the program. We conclude that text messaging is a feasible form of communication with employees during emergencies. Care should be taken to design and deploy a program that maximizes employee satisfaction.

  1. Organizational culture and a safety-conscious work environment: The mediating role of employee communication satisfaction.

    Science.gov (United States)

    Silla, Inmaculada; Navajas, Joaquin; Koves, G Kenneth

    2017-06-01

    A safety-conscious work environment allows high-reliability organizations to be proactive regarding safety and enables employees to feel free to report any concern without fear of retaliation. Currently, research on the antecedents to safety-conscious work environments is scarce. Structural equation modeling was applied to test the mediating role of employee communication satisfaction in the relationship between constructive culture and a safety-conscious work environment in several nuclear power plants. Employee communication satisfaction partially mediated the positive relationships between a constructive culture and a safety-conscious work environment. Constructive cultures in which cooperation, supportive relationships, individual growth and high performance are encouraged facilitate the establishment of a safety-conscious work environment. This influence is partially explained by increased employee communication satisfaction. Constructive cultures should be encouraged within organizations. In addition, managers should promote communication policies and practices that support a safety-conscious work environment. Copyright © 2017 Elsevier Ltd and National Safety Council. All rights reserved.

  2. 5 CFR 846.726 - Delegation of authority to act as OPM's agent for receipt of employee communications relating to...

    Science.gov (United States)

    2010-01-01

    ....726 Delegation of authority to act as OPM's agent for receipt of employee communications relating to... 5 Administrative Personnel 2 2010-01-01 2010-01-01 false Delegation of authority to act as OPM's agent for receipt of employee communications relating to elections. 846.726 Section 846.726...

  3. The practical paradox of technology: The influence of communication technology use on employee burnout and engagement.

    Science.gov (United States)

    Ter Hoeven, Claartje L; van Zoonen, Ward; Fonner, Kathryn L

    2016-04-02

    Technological advancements in the workplace frequently have produced contradictory effects by facilitating accessibility and efficiency while increasing interruptions and unpredictability. We combine insights from organizational paradoxes and the job demands-resources model to construct a framework identifying positive and negative mechanisms in the relationship between communication technology use (CTU) and employee well-being, operationalized as work engagement and burnout. In this study of Dutch workers, we demonstrate that CTU increases well-being through positive pathways (accessibility and efficiency) and decreases well-being through negative pathways (interruptions and unpredictability). We highlight the importance of (1) investigating CTU resources and demands simultaneously to grasp the relationship between CTU and employee well-being, and (2) considering CTU's downsides to successfully implement new communication technologies and flexible work designs.

  4. The practical paradox of technology: The influence of communication technology use on employee burnout and engagement

    Science.gov (United States)

    Ter Hoeven, Claartje L.; van Zoonen, Ward; Fonner, Kathryn L.

    2016-01-01

    ABSTRACT Technological advancements in the workplace frequently have produced contradictory effects by facilitating accessibility and efficiency while increasing interruptions and unpredictability. We combine insights from organizational paradoxes and the job demands–resources model to construct a framework identifying positive and negative mechanisms in the relationship between communication technology use (CTU) and employee well-being, operationalized as work engagement and burnout. In this study of Dutch workers, we demonstrate that CTU increases well-being through positive pathways (accessibility and efficiency) and decreases well-being through negative pathways (interruptions and unpredictability). We highlight the importance of (1) investigating CTU resources and demands simultaneously to grasp the relationship between CTU and employee well-being, and (2) considering CTU's downsides to successfully implement new communication technologies and flexible work designs. PMID:27226694

  5. The Influence of Cultural Congruency, Communication, and Work Alienation on Employee Satisfaction and Commitment in Mexican Organizations

    Science.gov (United States)

    Madlock, Paul E.

    2012-01-01

    This study examined the influence of cultural congruency between societal and organizational cultures on Mexican supervisors' and employees' communication behaviors and employees' work alienation, satisfaction, and commitment. The participants were full time nonmanagement adults working for Mexican owned organizations located in Mexico. This study…

  6. Innovation and Organizational Communication in Corporate America: The Rhetorical Visions of Managers, Facilitators, and Employees on Quality Circles.

    Science.gov (United States)

    Eyo, Bassey A.

    1992-01-01

    Examines the dynamics of organizational communication following corporate implementation of quality circles. Describes the rhetorical visions of people at three organizational levels closely associated with quality circles: (1) managers; (2) facilitators who organize the quality circles; and (3) employees. (SR)

  7. Screening for Non-Communicable Diseases among transport employees of a University: A Descriptive Analysis

    Directory of Open Access Journals (Sweden)

    Chythra R Rao

    2016-03-01

    Full Text Available Introduction: In most parts of the world today, non-communicable diseases (NCDs are on the rise. Worldwide they are currently responsible for almost half (42% of the premature deaths which occurs before the age of 70. Due to sedentary lifestyle, workers of transportation department may be at a higher risk for development of obesity, hypertension, hypercholesterolemia and hyperglycaemia. Objective: To screen all the transport employees of a university for non-communicable diseases. Methods: This cross-sectional study was carried out among all transport employees to screen for hypertension, Type II diabetes, obesity and visual impairment. Data was collected by personal interviews using a pre designed questionnaire. Anthropometry, blood pressure recording, fasting blood glucose testing, vision assessment followed by electrocardiogram recording was done for all subjects. Results: Out of 90 participants, 10(11.1% had diabetes, 26(28.9% were hypertensive, 36(40.0% were overweight and obese, three individuals had myopia and abnormal colour vision, whereas 17(18.9% had impaired near vision. The screen positives were referred to tertiary care hospital for further management. Over half of the subjects reported alcohol use while 21(23.4% were using tobacco. Only 43(47.8% used seat belts while driving. Conclusion: Proportion of obesity, hypertension, and diabetes was found to be more among the transport employees. This demands an urgent need for appropriate preventive and health promotive interventions to address these chronic diseases.

  8. "The Work Must Go On": The Role of Employee and Managerial Communication in the Use of Work-Life Policies.

    Science.gov (United States)

    Ter Hoeven, Claartje L; Miller, Vernon D; Peper, Bram; den Dulk, Laura

    2017-05-01

    The Netherlands is characterized by extensive national work-life regulations relative to the United States. Yet, Dutch employees do not always take advantage of existing work-life policies. Individual and focus group interviews with employees and managers in three (public and private) Dutch organizations identified how employee and managerial communication contributed to acquired rules concerning work-life policies and the interpretation of allocative and authoritative resources for policy enactment. Analyses revealed differences in employees' and managers' resistance to policy, the binds and dilemmas experienced, and the coordination of agreements and actions to complete workloads. There are also differences between public and private contexts in the enactment of national and organizational policies, revealing how national (e.g., gender) and organizational (e.g., concertive control) mechanisms play out in employee and managerial communication that determine the use of work-life policies.

  9. Trust and management-to-employee communication in Slovenian companies: Some evidence from the current economic crisis

    OpenAIRE

    Matevž Rašković; Maja Makovec Brenčič; Barbara Moerec

    2011-01-01

    This paper analyzes the importance of trust and management-to-employee communication among top Slovenian employers from the Golden Thread Survey. The paper analyzes the changes and impact of the deteriorating external economic situation on (a) company-employee relational trust, and on the (b) perceived importance of “trust and long-term relationships with the company in the eyes of the customer” by respondent managers. Furthermore, our analysis also looks at the impact of management-to-employ...

  10. CARDIOVASCULAR RESPONSE TO VERBAL COMMUNICATION A STUDY IN BUSINESS PROCESS OUTSOURCING EMPLOYEES

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    Divya .P

    2015-04-01

    Full Text Available Background: Cardiovascular changes to daily activity and stressors have been proposed as a mechanism for promoting the progression of atherosclerosis and coronary heart diseases. Hence, purpose of the study with objective is to assess the cardiovascular parameters such as heart rate, blood pressure and rating of perceived exertion responses to verbal communication in Business process outsourcing (BPO employees. Method: A cross sectional survey design, selected 150 healthy subjects between age group of 25 to 35 years from BPO industry, Bangalore. Subjects who fulfilled inclusion criteria were included into the study. Heart rate and blood pressure were recorded before and after shift. The Borg rating of perceived exertion scale was also administered to find the difference of amount of exertion, which was felt by subjects before and after shift. Results: The analysis of measured variable shown that before shift the means Heart rate was 81.76 beats, the mean systolic blood pressure is 117.82 the mean diastolic blood pressure is 80.69 and the mean rate of perceive d exertion is 7.19. After shift the means of Heart rate was 83.02 beats, the mean systolic blood pressure is 120.32 the mean diastolic blood pressure is 83.26 and the mean rate of perceive d exertion is 10.65. When analysed using paired t test there is a statistically significant difference in before and after shift means of heart rate, blood pressure and rate of perceived exertion. Conclusion: It was concluded that in BPO employees in response to their verbal communication there was significant increase in cardiovascular responses including Heart Rate, Systolic Blood Pressure and Diastolic Blood Pressure. There was also a significant increase in Borg rating of perceived exertion before and after shift

  11. Trust and management-to-employee communication in Slovenian companies: Some evidence from the current economic crisis

    Directory of Open Access Journals (Sweden)

    Maja Makovec Brenčič

    2011-01-01

    Full Text Available This paper analyzes the importance of trust and management-to-employee communication among top Slovenian employers from the Golden Thread Survey. The paper analyzes the changes and impact of the deteriorating external economic situation on (a company-employee relational trust, and on the (b perceived importance of “trust and long-term relationships with the company in the eyes of the customer” by respondent managers. Furthermore, our analysis also looks at the impact of management-to-employee communication on both trust perspectives. The results show a stable level of company-employee relational trust in the face of the current economic crisis, despite a high level of perceived organizational process changes and a sharp decline in financial performance. On the other hand, the perceived importance of “trust and long-term relationships with the company in the eyes of the customer” has increased substantially as the crisis has deepened, supporting our claim that relationships and the external relationship orientation gain importance in the time of crisis. There is also a strong link between the degree of open and frequent management-to-employee communication, and both perspectives of measured trust among top Slovenian employers.

  12. TRUST AND ITS RELATIONSHIP TO THE QUALITY OF COMMUNICATION AND EMPLOYEE SATISFACTION IN A LARGE INDONESIAN WORKPLACE: A CASE STUDY

    OpenAIRE

    WULANDARI, Maulina Pia; BURGESS, John

    2010-01-01

    Trust has been noticed as an important role on managerial and organizational effectiveness since the late 1950s. Trust also viewed as the fundamental aspect on developing communication relationship and satisfaction in the workplace. Utilizing 168 employees in the Indonesian oil industry, this study attempted to examine the relationships between trust and quality of communication relationship and employee’s satisfaction. The study applies quantitative methods in order to undertake the ICA audi...

  13. Relationships among self-efficacy, communication, self-management skills and mental health of employees at a Japanese workplace.

    Science.gov (United States)

    Shimizu, Takashi; Takahashi, Hiroyuki; Mizoue, Tetsuya; Kubota, Shinya; Mishima, Norio; Nagata, Shoji

    2003-09-01

    We investigated relationships among self-efficacy, self-management skills, communication with superiors and mental health of employees at a Japanese workplace. The subjects were 426 employees in a medium-sized manufacturing company in Kyushu. In 1999, with agreement of the company, we mailed a self-administrated questionnaire which included questions on age, gender, job rank, communication with superiors, a General Self-Efficacy Scale(GSES), a Self-Management Skill scale(SMS) and the Japanese version of the 12-item General Health Questionnaire(GHQ-12). Eighty percent of the subjects returned the questionnaire. Excluding senior managers and insufficient answers, the final response rate was 55 percent. By multiple regression analysis, we found that job rank contributed significantly and positively, and that age, communication with superiors and self-management skills contributed significantly and negatively to the GHQ-12. Our results implied that age, job rank, communication with superiors and self-management skills would contribute to the mental health of Japanese employees.

  14. The Influences of Women Leadershp, Organizational Culture, Working Climate and Effective Communication on Employee€™s Productivity at PT. Bank Mandiri Area Manado

    OpenAIRE

    Tololiu, Melisa I.M

    2015-01-01

    In this global era, every organization seeks to improve employee€™s performance to create productive employees as their asset. PT. Bank Mandiri Area Manado is one of the organizations on the banking sector which has the main task of managing and marketing loans especially micro-credit segment. The aim of this study is to determine the influences of women leadership, organizational culture, working climate and effective communication on employee€™s productivity. In this study, population refer...

  15. Perceived information and communication technology (ICT) demands on employee outcomes: the moderating effect of organizational ICT support.

    Science.gov (United States)

    Day, Arla; Paquet, Stephanie; Scott, Natasha; Hambley, Laura

    2012-10-01

    Although many employees are using more information communication technology (ICT) as part of their jobs, few studies have examined the impact of ICT on their well-being, and there is a lack of validated measures designed to assess the ICT factors that may impact employee well-being. Therefore, we developed and validated a measure of ICT demands and supports. Using Exploratory Structural Equation Modeling, we found support for 8 ICT demands (i.e., availability, communication, ICT control, ICT hassles, employee monitoring, learning, response expectations, and workload) and two facets of ICT support (personal assistance and resources/upgrades support). Jointly, the ICT demands were associated with increased strain, stress, and burnout and were still associated with stress and strain after controlling for demographics, job variables, and job demands. The two types of ICT support were associated with lower stress, strain, and burnout. Resources/upgrades support moderated the relationship between learning expectations and most strain outcomes and between ICT hassles and strain. Personal assistance support moderated the relationship between ICT hassles and strain.

  16. The Influence of English Communication Ability on Income in Tourist Industry Frontline Employees of Siem Reap, Cambodia

    Directory of Open Access Journals (Sweden)

    Jeffrey Stewart Morrow

    2017-06-01

    Full Text Available Siem Reap, Cambodia’s tourism growth has been remarkable. Since most tourists are native English speakers, tourist industry (TI employees need high levels of English communication ability (ECA to handle tasks effectively, but data in Cambodia has been difficult to find. To fill this gap, the author wanted to collect employees’ general and English education information during interviews in six TI related businesses, to assess their ECA, and to statistically examine interactions of English variables with income. The author created an English assessment test loosely based on the Common European Framework of Reference for Languages (CEFR. Statistical analysis found direct positive influence from English ability on income. Findings also showed that employees who have advanced levels of English ability earn USD200 per month, double the salary of garment workers. This type of research can be used profitably over the Internet in many research situations.

  17. The influence of transformational leadership on employee well-being: results from a survey of companies in the information and communication technology sector in Germany.

    Science.gov (United States)

    Jacobs, Christine; Pfaff, Holger; Lehner, Birgit; Driller, Elke; Nitzsche, Anika; Stieler-Lorenz, Brigitte; Wasem, Jürgen; Jung, Julia

    2013-07-01

    The aim of this study was to investigate the impact of a transformational leadership style on employee well-being. Data for the study were taken from an on-line survey of all employees from six German companies in the information and communication technology sector. The data obtained were analyzed using multiple logistic regressions. Analysis of data from a total of 318 employees (response rate 58.4%) revealed a significant relationship between transformational leadership and employee well-being (P = 0.00; OR = 1.13; 95% CI = 1.05 to 1.22). A higher degree of perceived transformational leadership is associated with greater well-being. The results of this study suggest that a transformational leadership style, which both conveys a sense of trust and meaningfulness and individually challenges and develops employees, also has a positive effect on employee well-being.

  18. Prevalence and Knowledge Assessment of HIV and Non-Communicable Disease Risk Factors among Formal Sector Employees in Namibia.

    Science.gov (United States)

    Guariguata, Leonor; de Beer, Ingrid; Hough, Rina; Mulongeni, Pancho; Feeley, Frank G; Rinke de Wit, Tobias F

    2015-01-01

    The burden of non-communicable diseases (NCDs) is growing in sub-Saharan Africa combined with an already high prevalence of infectious disease, like HIV. Engaging the formal employment sector may present a viable strategy for addressing both HIV and NCDs in people of working age. This study assesses the presence of three of the most significant threats to health in Namibia among employees in the formal sector: elevated blood pressure, elevated blood glucose, and HIV and assesses the knowledge and self-perceived risk of employees for these conditions. A health and wellness screening survey of employees working in 13 industries in the formal sector of Namibia was conducted including 11,192 participants in the Bophelo! Project in Namibia, from January 2009 to October 2010. The survey combined a medical screening for HIV, blood glucose and blood pressure with an employee-completed survey on knowledge and risk behaviors for those conditions. We estimated the prevalence of the three conditions and compared to self-reported employee knowledge and risk behaviors and possible determinants. 25.8% of participants had elevated blood pressure, 8.3% of participants had an elevated random blood glucose measurement, and 8.9% of participants tested positive for HIV. Most participants were not smokers (80%), reported not drinking alcohol regularly (81.2%), and had regular condom use (66%). Most participants could not correctly identify risk factors for hypertension (57.2%), diabetes (57.3%), or high-risk behaviors for HIV infection (59.5%). In multivariate analysis, having insurance (OR:1.15, 95%CI: 1.03 - 1.28) and a managerial position (OR: 1.29, 95%CI: 1.13 - 1.47) were associated with better odds of knowledge of diabetes. The prevalence of elevated blood pressure, elevated blood glucose, and HIV among employees of the Namibian formal sector is high, while risk awareness is low. Attention must be paid to improving the knowledge of health-related risk factors as well as providing

  19. Prevalence and Knowledge Assessment of HIV and Non-Communicable Disease Risk Factors among Formal Sector Employees in Namibia.

    Directory of Open Access Journals (Sweden)

    Leonor Guariguata

    Full Text Available The burden of non-communicable diseases (NCDs is growing in sub-Saharan Africa combined with an already high prevalence of infectious disease, like HIV. Engaging the formal employment sector may present a viable strategy for addressing both HIV and NCDs in people of working age. This study assesses the presence of three of the most significant threats to health in Namibia among employees in the formal sector: elevated blood pressure, elevated blood glucose, and HIV and assesses the knowledge and self-perceived risk of employees for these conditions.A health and wellness screening survey of employees working in 13 industries in the formal sector of Namibia was conducted including 11,192 participants in the Bophelo! Project in Namibia, from January 2009 to October 2010. The survey combined a medical screening for HIV, blood glucose and blood pressure with an employee-completed survey on knowledge and risk behaviors for those conditions. We estimated the prevalence of the three conditions and compared to self-reported employee knowledge and risk behaviors and possible determinants.25.8% of participants had elevated blood pressure, 8.3% of participants had an elevated random blood glucose measurement, and 8.9% of participants tested positive for HIV. Most participants were not smokers (80%, reported not drinking alcohol regularly (81.2%, and had regular condom use (66%. Most participants could not correctly identify risk factors for hypertension (57.2%, diabetes (57.3%, or high-risk behaviors for HIV infection (59.5%. In multivariate analysis, having insurance (OR:1.15, 95%CI: 1.03 - 1.28 and a managerial position (OR: 1.29, 95%CI: 1.13 - 1.47 were associated with better odds of knowledge of diabetes.The prevalence of elevated blood pressure, elevated blood glucose, and HIV among employees of the Namibian formal sector is high, while risk awareness is low. Attention must be paid to improving the knowledge of health-related risk factors as well as

  20. The increased use of information and communication technology (ICT among employees: Implications for work-life interaction

    Directory of Open Access Journals (Sweden)

    Wihan de Wet

    2016-04-01

    Full Text Available Technology has become one of society’s everyday functional tools, changing rapidly and providing widespread mobility. In South Africa alone, the number of Internet users grew from 8,5 million to 24,9 million in only three years (2011-2014. Currently, 90 per cent of these users access this facility from their mobile devices. Statistics illustrate that South Africans are moving towards a continuously connected lifestyle, a situation in which information and communication technology (ICT seems to have become ubiquitous. Given the rapid growth of ITC technology and its absorption into people’s lives (both personally and professionally, the general aim of the present research was to investigate the use of ICT among employees and how it affects their work-life interaction (WLI. The researcher employed a qualitative research approach in accordance with which a sample of 25 employees was interviewed. Interviews were recorded, transcribed and processed by means of thematic analyses. Three themes with corresponding sub-themes were extracted: use of ICT (i.e. in both work and family domains; challenges that ICT use presents; and the way in which employees manage their WLI by means of ICT. The participants experienced WLI as mostly negative. However, they also mentioned two different approaches that helped them manage interaction between their work and family domains. These approaches entail 1 applying limits to their use of ICT, and 2 using ICT to create flexibility. This article advises that organisations should consider adopting ICT to assist their employees in the management of these two domains. This could be done in two ways. First, organisations could implement a code of conduct or provide guidelines for eliminating the intrusive and excessive use of ICT, especially after working hours. Secondly, organisations could pilot or implement flexible working hours and possible telecommuting initiatives.

  1. Bringing employees closer : the effect of proximity on communication when teams function under time pressure

    NARCIS (Netherlands)

    Chong, S.F.D.; Eerde, van W.; Rutte, C.G.; Chai, K.H.

    2012-01-01

    Some studies have assumed close proximity to improve team communication on the premise that reduced physical distance increases the chance of contact and information exchange. However, research showed that the relationship between team proximity and team communication is not always straightforward

  2. The effect of Organizational Commitment and Job Pressure to Job Performance through the Job Satisfaction in Employees Directorate transformation Technology Communication and Information Indonesia

    OpenAIRE

    Winarja, Waluya; Sodikin, Akhmad; Widodo, Djoko Setyo

    2018-01-01

    This study aims to determine the effect of organizational commitment and the Job Pressure of the Job Performance partially determine the effect of organizational commitment the performance of employees through job satisfaction variables and determine the effect of work stress on job performance through job satisfaction. The study was conducted on the employees of the Directorate of transport and communications and information technology. The sampling technique using saturated samples involvin...

  3. The Effectiveness of Communication Skills Training to Increase Job Satisfaction and Job Performance of Employees in Bandar Imam Petrochemical Plant in Mahshahr

    OpenAIRE

    Shayesteh Khaleghi; Rezvan Homaei

    2017-01-01

    The aim of this study was to determine the effectiveness of communication skills training to increase job satisfaction and job performance in employees of Bandar Imam petrochemical plant in Mahshahr in 2016. The statistical population consisted of all employees of Bandar Imam petrochemical plant in Mahshahr in 2015. 30 employees who were selected by convenient sampling constituted the sample of the study and were assigned to experimental and control groups (15=experiment and 15=control).  The...

  4. Strategies Information and Communication Technology Managers Use to Build Employee Competencies

    Science.gov (United States)

    Rabogadi, Thulaganyo Arnold

    2017-01-01

    The World Economic Forum (WEF) found that Botswana's information and communication technology (ICT) networked readiness index (NRI) had declined from position 89 in 2012 to 104 in 2015. A decline in Botswana's ICT NRI resulted in a modest gross domestic product (GDP) growth increasing from 4.2% in 2012 to 5.0% in 2015. The purpose of this…

  5. Life Cycles and Communication Satisfaction: Do "Disco Kids" Make More Satisfied Employees?

    Science.gov (United States)

    White, Kim; DeWine, Sue

    A study examined how age and the period of adolescence affect communication satisfaction and other organizational variables. Psychological and sociological profiles suggest that there should be differences between three age groups: "Traditionalist," individuals whose adolescence took place during the late 1950s; "New Breed,"…

  6. Creating a Culture: A Longitudinal Examination of the Influence of Management and Employee Values on Communication Rule Stability and Emergence.

    Science.gov (United States)

    Shockley-Zalabak, Pamela; Morley, Donald Dean

    1994-01-01

    Provides an examination of management and employee values as influential for organizational rule formation. Demonstrates that management values are directly related to employee values but indirectly influence the evolution of organization rules. Supports a view of rule emergence based on management and employee values. (HB)

  7. The Roles of Communication and Organizational Culture in Maintaining Employees’ Loyalty (A Case Study of Charoen Pokphand Company

    Directory of Open Access Journals (Sweden)

    Siti Azizah

    2013-11-01

    Full Text Available Abstract: This paper attempts to investigate how communications organization is conducted by Charoen Pokphand Company (a multinational poultry company to stop the shifting of competitors’ employees amid the high tendency of the employees’ shifting to competitors’ company. This study uses explanatory case study as research method with single case design. The analysis is carried out from the perspectives of organizational culture and internal communications functions of the organization in maintaining the employees’ loyalty. An analysis of the employees’ shifting case id based on several notions that organizational culture is very influential on the process of communication within the organization (Ruppel and Harington 2000, how cultural management affects on the communication (Bordow and More in McKenna 2006, and the effects of cultural subsystems on the employees’ loyalty (Eskildsen and Nussler 2000. Literature studies and interviews are performed to obtain data on several cases of employees’ shifting which have happened at Charoen Pokphand Company. The informant is an employee who has worked at Charoen Pokphand Company for eleven years and is often received offers to move to other competitors’ company. Offers which give better position and salary turn out to be unappealing when compared to the organizational culture and communication processes which provide work comfort.  Abstrak: Makalah ini bertujuan untuk mengetahui lebih jauh tentang bagaimana komunikasi organisasi yang dilakukan PT. Charoen Pokphand Indonesia (sebuah perusahaan pakan ternak multinasional dalam upayanya mencegah migrasi karyawan kompetitor ditengah tingginya mobilitas migrasi karyawan ke perusahaan kompetitor. Metode studi kasus eksplanatori digunakan sebagai metode penelitian dan menggunakan desain studi kasus tunggal. Tulisan ini dibahas dari perspektif budaya organisasi dan fungsi komunikasi internal organisasi

  8. Clustering of risk factors for non-communicable disease and healthcare expenditure in employees with private health insurance presenting for health risk appraisal: a cross-sectional study.

    Science.gov (United States)

    Kolbe-Alexander, Tracy L; Conradie, Jaco; Lambert, Estelle V

    2013-12-21

    The global increase in the prevalence of NCD's is accompanied by an increase in risk factors for these diseases such as insufficient physical activity and poor nutritional habits. The main aims of this research study were to determine the extent to which insufficient physical activity (PA) clustered with other risk factors for non-communicable disease (NCD) in employed persons undergoing health risk assessment, and whether these risk factors were associated with higher healthcare costs. Employees from 68 companies voluntarily participated in worksite wellness days, that included an assessment of self-reported health behaviors and clinical measures, such as: blood pressure (BP), Body Mass Index (BMI), as well as total cholesterol concentrations from capillary blood samples. A risk-related age, 'Vitality Risk Age' was calculated for each participant using an algorithm that incorporated multiplicative pooled relative risks for all cause mortality associated with smoking, PA, fruit and vegetable intake, BMI, BP and cholesterol concentration. Healthcare cost data were obtained for employees (n = 2 789). Participants were 36±10 years old and the most prevalent risk factors were insufficient PA (67%) and BMI ≥ 25 (62%). Employees who were insufficiently active also had a greater number of other NCD risk factors, compared to those meeting PA recommendations (chi2 = 43.55; p employees meeting PA guidelines had significantly fewer visits to their family doctor (GP) (2.5 versus 3.11; p Physical inactivity was associated with clustering of risk factors for NCD in SA employees. Employees with lower BMI, better self-reported health status and readiness to change were more likely to meet the PA guidelines. These employees might therefore benefit from physical activity intervention programs that could result in improved risk profile and reduced healthcare expenditure.

  9. The Effectiveness of Communication Skills Training to Increase Job Satisfaction and Job Performance of Employees in Bandar Imam Petrochemical Plant in Mahshahr

    Directory of Open Access Journals (Sweden)

    Shayesteh Khaleghi

    2017-06-01

    Full Text Available The aim of this study was to determine the effectiveness of communication skills training to increase job satisfaction and job performance in employees of Bandar Imam petrochemical plant in Mahshahr in 2016. The statistical population consisted of all employees of Bandar Imam petrochemical plant in Mahshahr in 2015. 30 employees who were selected by convenient sampling constituted the sample of the study and were assigned to experimental and control groups (15=experiment and 15=control.  The research employed quasi-experimental and pretest-posttest methods with control group. The tools used in this study were Fildoroso's job satisfaction and Paterson’s job performance questionnaires.  The results of the test using analysis of covariance showed that, according to the average job satisfaction in the experimental group compared to the control group, communication skills training increased job satisfaction in the experimental group. The effect or difference is equal to 0/44. According to the average job performance in an experimental group compared to the average control group, communication skills training increased job performance in the experimental groups. The effect or difference is equal to 0/46.

  10. Employee Care

    OpenAIRE

    Zavadilová, Eva

    2014-01-01

    The theme of the bachelor's thesis is the issue of employee care and related provision of employee benefits. The main objective is to analyze the effective legislation and characterize the basic areas of employee care. First of all, the thesis focuses on the matter of employee care and related legislation analyzing the working conditions, professional growth of the employees, catering of employees and special conditions for some employees. Furthermore, the special attention is paid to the vol...

  11. Effect of the Intervention Based on New Communication Technologies and the Social-Cognitive Theory on the Weight Control of the Employees with Overweight and Obesity.

    Science.gov (United States)

    Abdi, Jalal; Eftekhar, Hassan; Mahmoodi, Mahmood; Shojayzadeh, Davood; Sadeghi, Roya; Saber, Maryam

    2015-01-01

    Work settings provide a unique opportunity for health promotion interventions. Considering the issue of obesity in employees, this study was conducted to evaluate the effect of the intervention based on new communication technologies and the social cognitive theory on weight control in the governmental employees of Hamadan City, western Iran in 2014. This randomized control trial study was conducted in "telephone- assisted intervention", "web- assisted intervention", and "control" groups comprising 435 employees of Hamadan City with overweight or obesity in 2014 (Ethics Committee Code: 93/D/130/1139). The educational intervention was performed for 6 months under the title of "lifestyle program". Then, the participants were evaluated in terms of weight and changes in the constructs of the social-cognitive theory 6 and 9 months after the intervention. A researcher-made questionnaire based on the Dishman and Dewar questionnaires was used to evaluate the constructs of social-cognitive theory. The data were collected and analyzed using SPSS-20. The lifestyle intervention resulted in a weight loss of 1.92 and 1.08 kg in the telephone-assisted and web-assisted intervention groups, respectively. The intervention in the telephone-assisted group increased the mean scores of the constructs of self-efficacy (P=0.001), environment (P=0.001), outcome expectations (P=0.040), and outcome expectancies (P=0.001) among participants. In the web-assisted intervention group, the mean scores of the constructs of self-efficacy (P=0.001) and outcome expectancies (P=0.020) increased. Our results showed the effectiveness of the intervention based on new communication technologies and the Social-Cognitive Theory. Future studies with more retention strategies regarding self-efficacy and environment constructs are needed to further explain the application of SCT and technology-based approaches to reduce obese and overweight.

  12. Employee assistance program evaluation. Employee perceptions, awareness, and utilization.

    Science.gov (United States)

    Moore, T

    1989-12-01

    Periodic evaluation is necessary to maintain a quality employee assistance program. This survey was undertaken to determine employee awareness of the existing EAP and their satisfaction with the program. Likewise, the survey allowed for employee input on areas of the program they had concerns with that may have caused hesitancy in further use of the program. The survey not only documents to management that the program is of value to employees and identifies areas where changes may be focused in the future to meet employee needs, but actually serves as a communication tool in itself as a reminder of the availability of the Employee Assistance Program.

  13. Prevalence and Knowledge Assessment of HIV and Non-Communicable Disease Risk Factors among Formal Sector Employees in Namibia

    NARCIS (Netherlands)

    Guariguata, Leonor; de Beer, Ingrid; Hough, Rina; Mulongeni, Pancho; Feeley, Frank G.; Rinke de Wit, Tobias F.

    2015-01-01

    The burden of non-communicable diseases (NCDs) is growing in sub-Saharan Africa combined with an already high prevalence of infectious disease, like HIV. Engaging the formal employment sector may present a viable strategy for addressing both HIV and NCDs in people of working age. This study assesses

  14. Employee wellness coaching as an interpersonal communication intervention: exploring intervention effects on healthcare costs, risks, and behaviors

    OpenAIRE

    Fedesco, Heather Noel

    2015-01-01

    In order to address the rise in healthcare expenditures, employers are turning to wellness programs as a means to potentially curtail costs. One newly implemented program is wellness coaching, which takes a communicative and holistic approach to helping others make improvements to their health. Wellness coaching is a behavioral health intervention whereby coaches work with clients to help them attain wellness-promoting goals in order to change lifestyle-related behaviors across a range of are...

  15. The Influence of Using Electronic Communication System on Employee's Mental Health : Focusing on the interactive operation type

    OpenAIRE

    石津, 和子

    2008-01-01

    Today more and more people use computers in occupational settings. One of the purposes of introducing Computer-Mediated Communication (CMC) into the office is to promote the efficiency and acceleration of work. But it is pointed out that office worker using CMC has some problems on their mental health. Considering the original characteristic of CMC, to research about the effect of using CMC in the office is thought to be quite important. This research focused on the effect of CMC against ment...

  16. IMPACTS OF BEHAVIORAL BIASES IN FINANCE ON THE EMPLOYEES IN THE INFORMATION AND COMMUNICATION TECHNOLOGY (ICT SECTOR: A SCALE STUDY

    Directory of Open Access Journals (Sweden)

    Cagri Hamurcu

    2016-04-01

    Full Text Available As it is seen that behavioral factors are more effective than expected and predictable factors in the world of finance; to determine the behavioral factors, functioning mechanisms and evaluation of results about the factors has been entailed in one sense. In this study it is aimed to reveal the behavioral finance dimension of investment decisions and a behavioral finance scale has been tried to be created by the factor analysis study applied over the data obtained by field study performed on the ICT sector employees. The distinctive aspect of the study compared to the previous ones is that it has the features of the first known study in the literature made for determining the behavioral finance trends of investors employed in the ICT sector. The survey study made to determine the participants' behavioral biases in finance has been prepared in two propositions defining 42 biases of which 21 are defined in the literature. In the study, firstly concepts of investment, decision making and behavioral biases in finance has been outlined and then detailed with a field study. With the analyses, it is achieved that all 21 behavioral biases affected the investors’ investment behaviors middle or higher level. As a result of the factor analysis 12 factors has been detected. In terms of the findings obtained, this study is expected to contribute to the literature and to the subsequent studies.

  17. Outcomes of a pilot hand hygiene randomized cluster trial to reduce communicable infections among US office-based employees.

    Science.gov (United States)

    Stedman-Smith, Maggie; DuBois, Cathy L Z; Grey, Scott F; Kingsbury, Diana M; Shakya, Sunita; Scofield, Jennifer; Slenkovich, Ken

    2015-04-01

    To determine the effectiveness of an office-based multimodal hand hygiene improvement intervention in reducing self-reported communicable infections and work-related absence. A randomized cluster trial including an electronic training video, hand sanitizer, and educational posters (n = 131, intervention; n = 193, control). Primary outcomes include (1) self-reported acute respiratory infections (ARIs)/influenza-like illness (ILI) and/or gastrointestinal (GI) infections during the prior 30 days; and (2) related lost work days. Incidence rate ratios calculated using generalized linear mixed models with a Poisson distribution, adjusted for confounders and random cluster effects. A 31% relative reduction in self-reported combined ARI-ILI/GI infections (incidence rate ratio: 0.69; 95% confidence interval, 0.49 to 0.98). A 21% nonsignificant relative reduction in lost work days. An office-based multimodal hand hygiene improvement intervention demonstrated a substantive reduction in self-reported combined ARI-ILI/GI infections.

  18. Telekomünikasyon Sektöründe Çalışan Personelin İletişim Becerileri Düzeylerinin İncelenmesi(A Study On Communication Skill Levels Of Telecommunication Sector Employees

    Directory of Open Access Journals (Sweden)

    Edip ÖRÜCÜ

    2013-01-01

    Full Text Available The purpose of this study is to specify the communication skills of the specialist, who provide people the means to communicate over great distances, who provide the people the necessary infrasutructure for this connected world.Also is examined the difference in their definition of communication skills depending on their age, area of expertise, education level and time spent in the field.The subject group consists of 800 employees from companies X and Y.The data has been collected via the "Communication Skills Scale" survey which has been designed by Ersanlı and Balcı (1998, and the "Personal Information Form" which was prepared by the researcher with the aim of specifying the demographic information of employees.The data has been collected via the "Communication Skills Scale" survey which has been designed by Ersanlı and Balcı (1998, and the "Personal Information Form" survey designed by the researcher, and has been designed to specify demographic attributes.The income level of the participants was not examined, as private sector employees tend not to disclose this information.

  19. Employees development

    OpenAIRE

    Kilijánová, Radka

    2010-01-01

    Employees development is one of the main activities of human resources management. It is connected with other activites, such as training of employees, career development and performance management. In the recent days there is an increased importance put on employees development, although the current economic crisis still has some consequences, such as reduced development budget of many organizations. The thesis mentiones employees development in the first place in the context of management o...

  20. RAISING INFORMATION AND COMMUNICATION TECHNOLOGIES COMPETENCE OF SCIENTIFIC AND PEDAGOGICAL EMPLOYEES - A KEY REQUIREMENT OF THE QUALITY OF EDUCATIONAL PROCESS

    Directory of Open Access Journals (Sweden)

    Nataliia V. Morze

    2017-06-01

    Full Text Available In the article it was analyzed one of the basic conditions of providing the quality of higher education according to the system of internal quality assurance standards ESG (European quality assurance standards and guidelines to increase the ICT competence of scientific-pedagogical staff of the University. It was described the modular system of training for scientific and pedagogical staff of the Borys Grinchenko Kyiv University. Special attention is paid to the description of the system of raising the level of formation the ICT competence as one of the key competences of the modern teacher. The system of professional development, which is based on creating mixed studying and technology of "flipped classroom", formative assessment, innovative educational and ICT technologies according to the specially designed informative module "Informational and communication technologies", which allows scientific-pedagogical staff to use modern ICT and educational technologies effectively for their further applying in the provision of educational services and the development of quality of open educational content and open educational e-environment available to the student at any convenient time, which will significantly improve the quality of the educational process.

  1. Multicultural Nursing: Providing Better Employee Care.

    Science.gov (United States)

    Rittle, Chad

    2015-12-01

    Living in an increasingly multicultural society, nurses are regularly required to care for employees from a variety of cultural backgrounds. An awareness of cultural differences focuses occupational health nurses on those differences and results in better employee care. This article explores the concept of culturally competent employee care, some of the non-verbal communication cues among cultural groups, models associated with completing a cultural assessment, and how health disparities in the workplace can affect delivery of employee care. Self-evaluation of the occupational health nurse for personal preferences and biases is also discussed. Development of cultural competency is a process, and occupational health nurses must develop these skills. By developing cultural competence, occupational health nurses can conduct complete cultural assessments, facilitate better communication with employees from a variety of cultural backgrounds, and improve employee health and compliance with care regimens. Tips and guidelines for facilitating communication between occupational health nurses and employees are also provided. © 2015 The Author(s).

  2. Organisational communication and supportive employees

    NARCIS (Netherlands)

    de Ridder, J.A.

    2004-01-01

    The importance of the social dimension of organisations is currently a strong focus of emphasis in the literature. From a managerial perspective, however, it is important that the community spirit within an organisation falls in line with its strategic direction. The study discussed in this article

  3. Supporting the Health of Low Socioeconomic Status Employees: Qualitative Perspectives from Employees and Large Companies.

    Science.gov (United States)

    Parrish, Amanda T; Hammerback, Kristen; Hannon, Peggy A; Mason, Caitlin; Wilkie, Michelle N; Harris, Jeffrey R

    2018-03-13

    The aim of this study was to identify alignments between wellness offerings low socioeconomic status (SES) employees need and those large companies can provide. Focus groups (employees); telephone interviews (large companies). Employees were low-SES, insured through their employers, and employed by large Washington State companies. Focus groups covered perceived barriers to healthy behaviors at work and potential support from companies. Interviews focused on priorities for employee health and challenges reaching low-SES employees. Seventy-seven employees participated in eight focus groups; 12 companies completed interviews. Employees identified facilitators and barriers to healthier work environments; companies expressed care for employees, concerns about employee obesity, and reluctance to discuss SES. Our findings combine low-SES employee and large company perspectives and indicate three ways workplaces could most effectively support low-SES employee health: create healthier workplace food environments; prioritize onsite physical activity facilities; use clearer health communications.

  4. Employee health.

    Science.gov (United States)

    2015-09-01

    The National Institute for Health and Care Excellence has produced a new guideline looking at improving the health and wellbeing of employees, with a particular focus on organisational culture and context, and the role of line managers.

  5. Final rules relating to use of electronic communication and recordkeeping technologies by employee pension and welfare benefit plans. Notice of final rulemaking.

    Science.gov (United States)

    2002-04-09

    This document contains final rules under Title I of the Employee Retirement Income Security Act of 1974, as amended (ERISA), concerning the disclosure of certain employee benefit plan information through electronic media, and the maintenance and retention of employee benefit plan records in electronic form. The rules establish a safe harbor pursuant to which all pension and welfare benefit plans covered by Title I of ERISA may use electronic media to satisfy disclosure obligations under Title I of ERISA. The rules also provide standards concerning the use of electronic media in the maintenance and retention of records required by sections 107 and 209 of ERISA. The rules affect employee pension and welfare benefit plans, including group health plans, plan sponsors, administrators and fiduciaries, and plan participants and beneficiaries.

  6. Employees' Perceptions of Their Leaders

    Directory of Open Access Journals (Sweden)

    Golubović-Stojanović Aleksandra

    2016-06-01

    Full Text Available This paper presents the research about employees and the leaders who are included in leading the organization, as an important segment of the modern business. The aim of this research is to show the real picture about presence new strategies of leaders in the organizations, as well as the analysis of the perception of employees about their leaders. The research in business organizations conducted on the sample of leaders and employees. The construction of high-quality questionnaire represents the important segment of modern statistical and business researches. The issues in questionnaire construction are very complex and they are in the focus of all statistical and research methodologies. It was conducted on the sample of at least 250 examinees (employees in bigger companies in Serbia. Research results showed that understanding communication satisfaction, with its link to job satisfaction, should provide an ability to better target resources to improve communication satisfaction issues.

  7. Employee Handbook

    Energy Technology Data Exchange (ETDEWEB)

    Bello, Madelyn

    2008-09-05

    Welcome to Berkeley Lab. You are joining or are already a part of a laboratory with a sterling tradition of scientific achievement, including eleven Nobel Laureates and thirteen National Medal of Science winners. No matter what job you do, you make Berkeley Lab the outstanding organization that it is. Without your hard work and dedication, we could not achieve all that we have. We value you and thank you for choosing to be part of our community. This Employee Handbook is designed to help you navigate the Lab. With over 3,000 employees, an additional 3,000 guests visiting from countries around the world, a 200-acre campus and many policies and procedures, learning all the ins and outs may seem overwhelming, especially if you're a new employee. However, even if you have been here for a while, this Handbook should be a useful reference tool. It is meant to serve as a guide, highlighting and summarizing what you need to know and informing you where you can go for more detailed information. The general information provided in this Handbook serves only as a brief description of many of the Lab's policies. Policies, procedures and information are found in the Lab's Regulations and Procedures Manual (RPM), Summary Plan Descriptions, University of California policies, and provisions of Contract 31 between the Regents of the University and the U.S. Department of Energy. In addition, specific terms and conditions for represented employees are found in applicable collective bargaining agreements. Nothing in this Handbook is intended to supplant, change or conflict with the previously mentioned documents. In addition, the information in this Handbook does not constitute a contract or a promise of continued employment and may be changed at any time by the Lab. We believe employees are happier and more productive if they know what they can expect from their organization and what their organization expects from them. The Handbook will familiarize you with the

  8. Organizational Communication: Communication and Motivation in The Workplace

    Directory of Open Access Journals (Sweden)

    Sari Ramadanty

    2016-01-01

    Full Text Available Every human activity was basically driven by the motivation. Work motivation was a condition or an energy that directed employees to achieve organizational goals of the company. Nowadays, the development of organizational communication saw the communication as one of the most dominant and important activity in the organization and it could be able to motivate employees. The purpose of this study was to reveal how the role of the communication that occurs within the organization could give the motivation to employee. The problem of the research was the relationship employee motivation with factors of communication, such as nonverbal communication, interpersonal communication leadership and communication climate. The method used descriptive qualitative method. Methods of data collection of this study were literature study. Research finds that nonverbal communication, interpersonal communication leadership and communication climate have a significant role to form employee motivation. Nonverbal communication has slightly strong role in shaping the positive motivation to employee. The role includes body communication, facial communication and eye communication. Interpersonal communication leader is based on the satisfaction level of information between management and employees. Management and transparency in openness in downward communication under the form of information from superiors are by listening the communication between supervisors and employees are running smoothly. 

  9. Reducing suboptimal employee decisions can build the business case for employee benefits.

    Science.gov (United States)

    Goldsmith, Christopher; Cyboran, Steven F

    2013-01-01

    Suboptimal employee decisions are prevalent in employee benefit plans. Poor decisions have significant consequences for employees and employers. Improving participant decisions produces beneficial outcomes such as lower labor costs, higher productivity and better workforce management. The business case for employee benefits can be strengthened by applying lessons learned from the field of behavioral economics to employee benefit plan design and to workforce communication. This article explains the types of behavioral biases that influence suboptimal decisions and explores how enlightened employee benefit plan choice architecture and vivid behavioral messaging contribute to human and better organizational outcomes.

  10. Acquainting Future Office Employees with Productivity-Improvement Techniques.

    Science.gov (United States)

    Quible, Zane K.

    1982-01-01

    Examines factors affecting productivity (government regulations, energy costs, decline in the work ethic, capital investment, number of service workers, work force characteristics, management practices, and unions), and techniques to improve productivity (employee involvement, job structure, communication, flexitime, employee upgrading, incentive…

  11. Delivering ideal employee experiences.

    Science.gov (United States)

    Weiss, Marjorie D; Tyink, Steve; Kubiak, Curt

    2009-05-01

    Employee-centric strategies have moved from employee satisfaction and brand awareness to employee "affinity" or "attachment." In today's marketplace, occupational health nurses understand that differentiation (i.e., the perception of uniqueness) is the direct result of superior employee interactions, which lead to better employee care, enduring employee relationships, loyal employees, and satisfied employers. What drives employees to occupational health nurse attachment? The answer is a passion for rising above the competition to create ideal employee experiences.

  12. COMMUNICATIONS

    CERN Multimedia

    L. Taylor and D. Barney

    2010-01-01

    CMS Centres, Outreach and the 7 TeV Media Event The new CMS Communications group is now established and is addressing three areas that are critical to CMS as it enters the physics operations phase: - Communications Infrastructure, including almost 50 CMS Centres Worldwide, videoconferencing systems, and CERN meeting rooms - Information systems, including the internal and external Web sites as well as the document preparation and management systems - Outreach and Education activities, including working with print, radio and TV media, visits to CMS, and exhibitions. The group has been active in many areas, with the highest priority being accorded to needs of CMS operations and preparations for the major media event planned for 7 TeV collisions. Unfortunately the CMS Centre@CERN suffered a major setback when, on 21st December, a cooling water pipe froze and burst on the floor above the CMS Centre main room. Water poured through the ceiling, flooding the floor and soaking some of the consoles, before e...

  13. COMMUNICATIONS

    CERN Multimedia

    A. Petrilli

    2013-01-01

    The organisation of the Open Days at the end of September was the single biggest effort of the CMS Communications Group this year. We would like to thank all volunteers for their hard work to show our Point 5 facilities and explain science and technology to the general public. During two days more than 5,000 people visited the CMS detector underground and profited from the surface activities, which included an exhibition on CMS, a workshop on superconductivity, and an activity for our younger visitors involving wooden Kapla blocks. The Communications Group took advantage of the preparations to produce new CMS posters that can be reused at other venues. Event display images have been produced not just for this occasion but also for other exhibits, education purposes, publications etc. During the Open Days, Gilles Jobin, 2012 winner of CERN Collide@CERN prize, performed his Quantum show in Point 5, with the light installation of German artist Julius von Bismarck. Image 3: CERN Open Days at CMS wel...

  14. Motivation of employees and employee benefits

    OpenAIRE

    Haninger, David

    2011-01-01

    This bachelor's thesis examines the subject of employee motivation and employee benefits. The basic terms and theories needed to comprehend the subject are explained in the theoretical part of the work. The theoretical part of the work also focuses on employee benefits, mainly the goal of employee benefits and listing of currently available employee benefits. In the practical part of the work is an analysis and comparison of employee benefits used in two companies that are representing privat...

  15. Employee recruitment.

    Science.gov (United States)

    Breaugh, James A

    2013-01-01

    The way an organization recruits can influence the type of employees it hires, how they perform, and their retention rate. This article provides a selective review of research that has addressed recruitment targeting, recruitment methods, the recruitment message, recruiters, the organizational site visit, the job offer, and the timing of recruitment actions. These and other topics (e.g., the job applicant's perspective) are discussed in terms of their potential influence on prehire (e.g., the quality of job applicants) and posthire (e.g., new employee retention) recruitment outcomes. In reviewing research, attention is given to the current state of scientific knowledge, limitations of previous research, and important issues meriting future investigation.

  16. Expectations on the use of Facebook for employee engagement / Annerie Reyneke

    OpenAIRE

    Reyneke, Annerie

    2013-01-01

    In order to engage employees effectively, organisations need to practice two-way communication within a symmetrical worldview. This will encourage employees to feel valued, to participate in decision-making and contribute to obtaining organisational goals. Practising two-way communication will help to build stronger relationships between employees and managers, leading to increased employee engagement. Thus, the better the communication between managers and employees, the more ...

  17. Mobbing, threats to employees

    Directory of Open Access Journals (Sweden)

    Tatjana Vene

    2012-02-01

    Full Text Available RQ: Is there a connection among perception of hostile and unethical communication, timely removal of causes and employee satisfaction?Purpose: Perceived mobbing in the organization, analysing causes and timely removal of them without any effect; achieve an environment of satisfied employees. The purpose is to study the relationship amongthe categories: perceiving mobbing, removing the effects, employee satisfaction.Methods: Qualitative research approach, method of interview by using the seven steps principles.Results: The findings clearly state that being aware of the negative factors and psychological abuse in organizations was present. The interview participants perceived different negative behaviours especially by the female population and from the side of superiors. In some organizations perceived negative factors are insults,insinuations, low wages, inadequate working day, competition, lobbying, and verbal threats. All negative factors lead to serious implications for employees, in which the organization can lose its reputation, productivity is reduced, costs of employment can increase with more sick leaves and in extreme cases, the results can be soserious that the organization can end in bankruptcy or liquidation.Organization: The result of the study warns management to acceptcertain actions and remediate the situation in organizations. The employer and managers must do everything to protect their subordinates from violence and potential offenders.Society: The research study warns on the seriousness of mobbing among employees, the aim is to bring the issue to individuals and society. The victim usually needs help (health costs, losses in the pension system, increased unemployment, and lower productivity of the whole society.Originality: In view of the sensitivity of the issues, the author concludes that the existing research studies are based especially on closed questions (questionnaires; however, interviews create mutual trust between

  18. Employee and customer satisfaction in healthcare.

    Science.gov (United States)

    Jackson, Todd; Wood, Ben D

    2010-01-01

    There were multiple factors identified in a literature review that have a relationship to customer satisfaction, customer loyalty, employee satisfaction, and links between employee and customer satisfaction. Some of the factors identified were communication, wait times, perceived value, trust, dissatisfaction with management, changes in the workplace, vision,and fun at work. Managers must identify these topics to ensure customer satisfaction, customer loyalty,and employee satisfaction which will ultimately have a positive impact on their organizations.

  19. Vape Shop Employees: Public Health Advocates?

    OpenAIRE

    Hart, Joy L; Walker, Kandi L; Sears, Clara G; Lee, Alexander S; Smith, Courteney; Siu, Allison; Keith, Rachel; Ridner, S. Lee

    2017-01-01

    INTRODUCTION E-cigarettes have increased in popularity and given rise to a new type of sales outlet?the vape shop. Expanding on work examining vape shop employee e-cigarette and tobacco attitudes and behaviors 1 , this study examined key messages that vape shop employees communicate to customers. METHODS Using informal interviews, observations, and a cross-sectional survey, we examined vape shop employees? (n=16) perceptions and e-cigarette use. Data were collected in nine vape shops in Louis...

  20. Employee motivation and employee benefits

    OpenAIRE

    Limburská, Martina

    2009-01-01

    The goal of this thesis is to get acquainted with the issue of employee motivation from a theoretical perspective, and then analyze the incentive system in a selected company - Sellier & Bellot. In conclusion, I would like to evaluate the lessons learned and propose some changes and recommendations for improving motivation in the analyzed company. The work is divided into four parts. The first three are rather theoretical. The first part deals with the explanation of the concept of motivation...

  1. Searching for Solutions: Supervising Student Employees

    Science.gov (United States)

    Comer, Alberta Davis

    2003-01-01

    Lending services units at Indiana State University's Cunningham Memorial Library depend heavily on student employees to fulfill their specific missions. Problems attributed to poor communication and lack of motivation among student employees were causing negative impacts on the units' abilities to function well. To resolve these problems,…

  2. Employee Participation--A Practical Guide.

    Science.gov (United States)

    Wooden, Mark

    1990-01-01

    Despite the benefits of employee participation in decision making, it is not widespread. Making it work requires commitment, job security, training, access to information, communication channels, goal setting, flat organizational structures, and financial reinforcement. (SK)

  3. An Instructional Simulation for Organizational Communication.

    Science.gov (United States)

    Pacanowsky, Michael; Farace, Richard V.

    Ineffective communication in an organization is costly. This paper examines one of the many approaches to solving this problem--increasing employee awareness of communication by increasing employee communication skills and sophistication. Simulation games are an effective means of improving employee awareness. The simulation provides a common…

  4. Employee Rights

    DEFF Research Database (Denmark)

    Scheuer, Steen

    2016-01-01

    -for-performance systems) perceived as fair and when are they not? When can differences in contribution (equity) overrule the social norm of equality? Which contingent reward structure should be applied for teamwork members, if any? Which reward structure should be utilized to motivate employees to a continuous search......This article investigates the factors that determine workplace actors’ appeal to social norms of fairness in some situations and what ‘fairness’ is perceived as consisting of. When is a pay level considered as relativity fair, and when is it not? When are contingent pay systems (i.e. pay...... for smarter working procedures and solutions? These are central concerns of motivation theory, where rational choice decisions are counterbalanced by endowment effects or other fairness concerns. Management is placed in a dilemma between what is, e.g., an economically rational structure of incentives...

  5. Psychometric properties of the 25-item Work Limitations Questionnaire in Japan: factor structure, validity, and reliability in information and communication technology company employees.

    Science.gov (United States)

    Kono, Yuko; Matsushima, Eisuke; Uji, Masayo

    2014-02-01

    The 25-item Work Limitations Questionnaire (WLQ-25) measures presenteeism but has not been sufficiently validated in a Japanese population. A total of 451 employees from four information technology companies in Tokyo completed the WLQ-25 and questionnaires of other variables on two occasions, 2 weeks apart. The WLQ-25 yielded a two-factor structure: Cognitive Demand and Physical Demand. These subscales showed good internal consistency, and both were associated with adverse working conditions, greater perceived job strain, lower skill use, poorer workplace social support, and less satisfactory psychological adjustment. Intraclass correlation coefficients of the two WLQ-25 subscales between time 1 and time 2 were 0.78 and 0.55, respectively. This study suggests acceptable psychometric properties of the WLQ-25 in Japan.

  6. Employees' views on outsourcing and its impact on employee turnover: A phenomenological study

    Science.gov (United States)

    Przybelinski, Steven A.

    Increasing use of outsourcing gives employees concern about personal job security. Using a modified van Kaam approach, this qualitative phenomenological study examined perceptions and experiences of 12 employees' on the influence outsourcing had on employee turnover. Five themes describing employee perceptions emerged: (a) preparation---education gives job security, (b) plausibility---all believed job loss plausible, (c) emotional influence---feelings of stress, threat, betrayal, and not being valued, (d) environment---value of communication and interaction with leaders, and (e) confidence---gained from increased education, skills, and knowledge protected from outsourcing. Significance of this study to leadership is the identification of employee perceptions of outsourcing and motivating factors influencing employee turnover during times of outsourcing. Findings might present new information and assist leaders with employee retention concerns for future outsourcing activities.

  7. Internal Branding and Employee Brand Consistent Behaviours

    DEFF Research Database (Denmark)

    Mazzei, Alessandra; Ravazzani, Silvia

    2017-01-01

    constitutive processes. In particular, the paper places emphasis on the role and kinds of communication practices as a central part of the nonnormative and constitutive internal branding process. The paper also discusses an empirical study based on interviews with 32 Italian and American communication managers...... and 2 focus groups with Italian communication managers. Findings show that, in order to enhance employee brand consistent behaviours, the most effective communication practices are those characterised as enablement-oriented. Such a communication creates the organizational conditions adequate to sustain......Employee behaviours conveying brand values, named brand consistent behaviours, affect the overall brand evaluation. Internal branding literature highlights a knowledge gap in terms of communication practices intended to sustain such behaviours. This study contributes to the development of a non...

  8. Motivation and Communication within the Commercial Company

    Directory of Open Access Journals (Sweden)

    Zlata Kastelic

    2016-05-01

    Full Text Available Research question (RQ: The research deals with the question of how employees are motivated for mutual communication and transfer of information needed for smooth functioning of work processes. Another question is how much awards affect motivation of employees in the organization. Purpose: The purpose of the research was to determine the connection between motivation and communication of employees in the organization. What is the influence of remuneration on positive motivation and successful communication and how this is connected with effective achievement of goals set in the organization? Method: The research was carried out by a Likert-type scale to study perception of motivation with communication of employees in the organization. Employees of the sales organization were part of the research study. Results: The results show that employees' communication has an influence on motivation of employees in the sales organization. Furthermore, the results show that suitable communication increases working motivation and that employees are satisfied with communication at their workplace. Organization: Communication among employees is vital for a successful organization. The employees of the sales organization were aware of the fact that their company cannot be successful without proper motivation for communication. This research study shows that proper communication increases working motivation in the organization, but the questionnaire should be carried out systematically to determine progress and improvement on a longitudinal basis. Society: Establishing communication in a sales organization is very important because communication happens among colleagues as well as among buyers who contribute to the success of the business. Originality: The goal of the research was to determine the connection between motivation and communication of the employees in a sales organization. The research was carried out to define weaknesses of communication to suggest

  9. Employee motivation and benefits

    OpenAIRE

    Březíková, Tereza

    2009-01-01

    The topic of my bachelor's thesis is the employee motivation and benefits. The thesis is divided in two parts, a theoretical one and a practical one. The theoretical part deals with the theory of motivation and individual employee benefits. The practical part describes employee benefits in ČSOB, where I did my research by questionnaires that were filled in by employees from different departments of ČSOB. These employees answered questions about their work motivation and benefits. The resultts...

  10. Determinants of employee punctuality.

    Science.gov (United States)

    Dishon-Berkovits, Miriam; Koslowsky, Meni

    2002-12-01

    Although researchers have studied employee lateness empirically (e.g., S. Adler & J. Golan, 1981; C. W. Clegg, 1983), few have attempted to describe the punctual employee. In the present study, results of a discriminant analysis on employees in Israel indicated that a personality characteristic, time urgency, a subcomponent of Type A behavioral pattern, distinguished between punctual and late employees. Organizational commitment and age of employee's youngest child also distinguished between the groups.

  11. Analysis of Employee Benefits

    OpenAIRE

    Burešová, Lenka

    2013-01-01

    The target of this bachelor thesis is to analyze employee benefits from the perspective of employees and to employers suggest possible ideas to improve their provision. The work is divided into two parts: theoretical and practical. The theoretical part describes the overal remuneration of employees, payroll system and employee benefits. Benefits are included in the remuneration system, broken and some of them are defined. The practical part presents a survey among employees in the Czech Repub...

  12. Using Communication Consultants to Rightsize Successfully.

    Science.gov (United States)

    Tudor, Thomas R.; Sleeth, Randall G.

    1997-01-01

    Argues that successful "rightsizing" requires that managers preserve the morale and productivity of the remaining employees. Finds a communication consultant can offer guidance on how to maintain employee morale, help employees perceive the layoffs as fair, take care of employees who have lost their jobs, assist management with layoff…

  13. GDOT employee survey.

    Science.gov (United States)

    2017-07-04

    The research team worked in collaboration with GDOT to conduct the 2016 GDOT Employee Survey. This research study aimed to increase the response rate and the usefulness of the feedback from the GDOT employee survey to support organizational decisions...

  14. Employee wellness program evaluation.

    Science.gov (United States)

    2008-12-01

    Well-designed wellness programs can keep healthy employees healthy, support employees with : health risks to improve their health behaviors, and facilitate organizational efforts to achieve : workforce performance goals. : Productivity lost through a...

  15. Employees with Sleep Disorders

    Science.gov (United States)

    ... syndrome was often 10-15 minutes late for work every day due to amount and quality of sleep. The employer provided this employee with a half an hour flexible start time. Depending on when the employee arrived, ...

  16. Employees with Epilepsy

    Science.gov (United States)

    ... at work. Allow employee to remain on the job after a seizure when possible Provide flexible schedule Modify an attendance policy Provide leave while the employee is adjusting to medications Work a straight shift instead of rotating shifts Personal ...

  17. Family employees and absenteeism

    OpenAIRE

    Laszlo Goerke; Jörn Block; Jose Maria Millan; Concepcion Roman

    2014-01-01

    Work effort varies greatly across employees, as evidenced by substantial differences in absence rates. Moreover, absenteeism causes sizeable output losses. Using data from the European Community Household Panel (ECHP), this paper investigates absence behavior of family employees, i.e. workers who are employed in enterprises owned by a relative. Our estimates indicate that being a family employee instead of a regular employee in the private sector significantly reduces both the probability and...

  18. Documenting Employee Conduct

    Science.gov (United States)

    Dalton, Jason

    2009-01-01

    One of the best ways for a child care program to lose an employment-related lawsuit is failure to document the performance of its employees. Documentation of an employee's performance can provide evidence of an employment-related decision such as discipline, promotion, or discharge. When properly implemented, documentation of employee performance…

  19. ANALISIS PENGARUH HUBUNGAN KARYAWAN ( EMPLOYEE RELATION ) TERHADAP KEPUASAN KERJA KARYAWAN PT. MENARA KARTIKA BUANA DI KARANGANYAR

    OpenAIRE

    Nur Ahmad; Didik Hermawan

    2013-01-01

    The purpose of this study is to empirically examine the effect of employee relations consisting of employee communication, guidance and discipline affect the job satisfaction of employees of PT. Kartika Tower Buana in Karanganyar and knowing the relationship among the employee relations of the most dominant influence on job satisfaction of employees of PT. Kartika Tower Buana in Karanganyar. Based on the results of this research can enrich the study of the phenomenon of employe...

  20. Spatially Dispersed Employee Recovery

    DEFF Research Database (Denmark)

    Hvass, Kristian Anders; Torfadóttir, Embla

    2014-01-01

    Employee recovery addresses either employee well-being or management's practices in aiding employees in recovering themselves following a service failure. This paper surveys the cabin crew at a small, European, low-cost carrier and investigates employees' perceptions of management practices to aid...... personnel achieve service recovery. Employee recovery within service research often focuses on front-line employees that work in a fixed location, however a contribution to the field is made by investigating the recovery of spatially dispersed personnel, such as operational personnel in the transport sector......, who have a work place away from a fixed or central location and have minimal management contact. Results suggest that the support employees receive from management, such as recognition, information sharing, training, and strategic awareness are all important for spatially dispersed front...

  1. Workplace etiquette for the medical practice employee.

    Science.gov (United States)

    Hills, Laura

    2010-01-01

    Medical practice workplace etiquette is slowly being modified and fine-tuned. New workplace etiquette rules have become necessary because of advances in communications technology, shifting norms, and expectations of what constitutes good manners. Today's medical practice employees must concern themselves with traditional workplace manners but also the manners that come into play when they make or receive cell phone calls, text messages, and e-mails, and when they use social networking media outside of work. This article offers 25 rules for good manners in the medical practice that relate to the ways employees interact with people today, whether face-to-face or when using electronic communications technologies. It offers practical guidelines for making introductions both inside and outside the medical practice. This article also provides a self-quiz to help medical practice employees assess their workplace etiquette intelligence and 12 tips for good workplace table manners.

  2. Creating a culture where employee engagement Thrives

    Energy Technology Data Exchange (ETDEWEB)

    Don Groover, C.S.P. [Behavioral Science Technology, Ojai, CA (United States)

    2007-07-01

    Safety leaders across industries face a critical challenge: engaging employees. While engagement of a few people may be easy in short-term projects, it is significantly more difficult with long-term processes. In this session we show leaders how they can create a culture where workers are more open and even eager to be involved in safety efforts. Our experience with safety leaders in the nuclear industry has verified that when the factors that drive organizational functioning are understood, leaders are enabled to augment employee engagement and attain significant improvement in safety outcomes. The underlying factors that influence employee engagement, performance, outcomes, and organizational culture are the same the world over. We will also show how safety is capable, by its intrinsic value, of winning profound support and direct engagement of employees. In this session, we will examine how leaders can leverage their decisions and actions to win over employees to safety and support them in their endeavors to promote it. Using the safety leadership best practices Vision, Credibility, Accountability, Communication, Collaboration, Action Orientation, and Recognition and Feedback, leaders increase their impact on their organization in favor of a culture that supports safety and employee engagement. Leaders that create a climate and culture where employee engagement thrives, realize better safety results. Leadership is not exclusively an inborn talent; it can be developed and enhanced. To this end, we will also show the advantages of transformational leadership style by comparing it to more classical transactional leadership.

  3. Creating a culture where employee engagement Thrives

    International Nuclear Information System (INIS)

    Don Groover, C.S.P.

    2007-01-01

    Safety leaders across industries face a critical challenge: engaging employees. While engagement of a few people may be easy in short-term projects, it is significantly more difficult with long-term processes. In this session we show leaders how they can create a culture where workers are more open and even eager to be involved in safety efforts. Our experience with safety leaders in the nuclear industry has verified that when the factors that drive organizational functioning are understood, leaders are enabled to augment employee engagement and attain significant improvement in safety outcomes. The underlying factors that influence employee engagement, performance, outcomes, and organizational culture are the same the world over. We will also show how safety is capable, by its intrinsic value, of winning profound support and direct engagement of employees. In this session, we will examine how leaders can leverage their decisions and actions to win over employees to safety and support them in their endeavors to promote it. Using the safety leadership best practices Vision, Credibility, Accountability, Communication, Collaboration, Action Orientation, and Recognition and Feedback, leaders increase their impact on their organization in favor of a culture that supports safety and employee engagement. Leaders that create a climate and culture where employee engagement thrives, realize better safety results. Leadership is not exclusively an inborn talent; it can be developed and enhanced. To this end, we will also show the advantages of transformational leadership style by comparing it to more classical transactional leadership

  4. What CEOs Expect of Employees Hired for International Work.

    Science.gov (United States)

    Dirks, Ruthann; Buzzard, Janet

    1997-01-01

    Managers from 47 Kansas City companies identified skills and knowledge important for their international employees. Oral and written communication ranked highest, followed by exporting, customs, marketing, business etiquette, and protocol. Employees with high school education had markedly different overseas assignments than did college graduates.…

  5. Hotel Employees' Japanese Language Experiences: Implications and Suggestions.

    Science.gov (United States)

    Makita-Discekici, Yasuko

    1998-01-01

    Analyzes the Japanese language learning experiences of 13 hotel employees in Guam. Results of the study present implications and suggestions for a Japanese language program for the hotel industry. The project began as a result of hotel employees frustrations when they were unable to communicate effectively with their Japanese guests. (Auth/JL)

  6. Elements of an Employee Motivation Program

    Science.gov (United States)

    Ward, Ernest H.

    1974-01-01

    Ten elements which should be present in an employee motivation program are discussed in the context of achieving increased acceptance of organizational goals. They are: participation, performance measurement, knowledge of results, recognition; attitude measurement, communication, publicity, work assignment, work research, and supervisor motivation…

  7. Employee-driven Innovation in Welfare Services

    Directory of Open Access Journals (Sweden)

    Thomas Wihlman

    2014-05-01

    Full Text Available There is a growing interest in both employee-driven innovation (EDI and innovation in welfare services, but a lack of empirical studies addressing innovation from the employee perspective. Accordingly, this study was designed to contribute with well-grounded empirical knowledge, aiming to explore the barriers to and opportunities for participation in innovation experienced by employees of the Swedish welfare services. In order to reach the aim, a qualitative thematic analysis of 27 semi-structured interviews with employees in four municipalities was performed. The study identified three main themes, with a great impact on the innovative performance of the studied organizations: support, including leadership and innovation processes; development, including creativity and learning; and organizational culture, which includes attitudes and communication, all essential ingredients in EDI. Experienced barriers for innovation were unclear or non-existing innovation processes with ambiguous goals, insufficient learning, and deficient organizational slack, thus creating a tension between day-to-day work and innovation and hindering reflection and exploration. Attitudes of colleagues and lack of communication were also barriers to implementing innovation, suggesting the need for better management support for a communicative and open culture. Opportunities were found, including commitment to innovation and willingness to try new ideas, but the employees must be given the mandate and sufficient time to develop the potential that emerges from continuous learning, time for reflection, and user dialogue. The conclusion was that incremental innovations existed, but the full potential of these did not benefit the entire organization due to inadequate communication and lack of innovation processes. The study improves our understanding of how employees regard their involvement in innovation. It also discusses how to make better use of employees’ resources in

  8. ANTESEDEN EMPLOYEE TURNOVER

    Directory of Open Access Journals (Sweden)

    Heryadi Fardilah

    2018-03-01

    Full Text Available This research is concerning the effect of workplace environment, job satisfaction, and  job performance on employee turnover, and the background is to get the convenience of employees condition, the satisfaction of job results, maximum performance, and keep and reduce in and out employees. The purpose of this research is to see how far the influence of workplace environment, job satisfaction, and job performance on employee turnover. Planning of this research uses primary data that is got by handing over questioners to 200 employees in Telecommunication company in East Jakarta. The analysis method which is used is double regresi.  Results of  this  research give conclusion that there's a positive and significant influence of workplace environment, job satisfaction, and job performance on employee turnover.

  9. Employees as Customers: Exploring Service Climate, Employee Patronage, and Turnover

    Science.gov (United States)

    Abston, Kristie A.; Kupritz, Virginia W.

    2011-01-01

    The role of retail employees as customers was explored by quantitatively examining the influence of service climate and employee patronage on employee turnover intentions. Employees representing all shifts in two stores of a national retailer participated. Results indicated that employee patronage partially mediates the effects of service climate…

  10. Understanding the real risks of changing employee benefit plans.

    Science.gov (United States)

    Kane, Jon; St Amour, Jeffrey

    2005-01-01

    In an environment of constant change, corporations are looking to alter employee benefits programs to make them more responsive to employee and business needs. A complete risk assessment process is the key to preparing for changes to employee benefits programs by providing employers with an analysis of cost savings against the potential negative ramifications of change. This article outlines the steps involved in a complete review of risk assessment. It then discusses how employers can develop successful change management communication strategies if, after conducting a risk assessment, employers decide to move forward with alterations to their employee benefits programs.

  11. Organizational communication process

    OpenAIRE

    Kenan Spaho

    2012-01-01

    Managers spend majority of their time communicating in several forms: meeting, face-to –face dis- cussion, letters, emails etc. Also more and more employees realize that communication is a very im- portant part of their work because a lot of their work activities are based on teamwork among workers in different functional groups. This is the reason why communication has become more important in companies. The experience shows that there are significant differences in manners of ...

  12. Communications and media services

    Science.gov (United States)

    Mcculla, James W.; Kukowski, James F.

    1990-01-01

    NASA's internal and external communication methods are reviewed. NASA information services for the media, for the public, and for employees are discussed. Consideration is given to electron information distribution, the NASA TV-audio system, the NASA broadcast news service, astronaut appearances, technology and information exhibits, speaker services, and NASA news reports for internal communications. Also, the NASA worldwide electronic mail network is described and trends for future NASA communications and media services are outlined.

  13. 78 FR 61153 - Post-Employment Conflict of Interest Regulations; Exempted Senior Employee Positions

    Science.gov (United States)

    2013-10-03

    ... Regulations; Exempted Senior Employee Positions AGENCY: Office of Government Ethics (OGE). ACTION: Final rule... notice of the revocation of certain regulatory exemptions of senior employee positions at the Securities... employee'' for a period of one year from knowingly making, with the intent to influence, any communication...

  14. Employee Assistance Programs.

    Science.gov (United States)

    Levine, Hermine Zagat

    1985-01-01

    The author reports company responses to a questionnaire concerning employee assistance programs (EAP). Answers concern EAP structure, staff training, use of outside consultant, services provided by EAPs, program administration, employee confidence in EAPs, advertising the program, program philosophy, problems encountered by EAP users, coverage and…

  15. Employees as social intrapreneurs

    DEFF Research Database (Denmark)

    Kristensen, Catharina Juul

    2016-01-01

    Employees form an important but less explored and utilized resource in social innovation in social welfare organisations it the third and public sectors. The employees have important knowledge of the everyday challenges of the organisations, the wishes and needs of their users and customers......, and of the local communities which can inspire and refine innovations. They are active, albeit not always consciously so and potential social intrapreneurs. Although wider international research exists the Nordic research seems to dominate the field. The aim of this chapter is to contribute to the existing...... research on employees as social intrapreneurs (the fields of employee-driven innovation and social intrapreneurship) by conceptualizing active employee participation in social innovation and elucidate the potential and multiplicity of the phenomenon. The chapter is theoretical explorative....

  16. DEVELOP CREATIVE EMPLOYEES

    DEFF Research Database (Denmark)

    Hertel, Frederik

    2016-01-01

    THAT SOME MANAGERS MUST BE ABLE TO HELP EMPLOYEES DEVELOP OR APPLY CREATIVITY. IN THIS CONFERENCE PAPER WE WILL ANALYSE A CASE STUDY IN ORDER TO PRODUCE A THEORETICAL FRAMEWORK FOR IDENTIFYING WHEN AND HOW EMPLOYEES BECOME CREATIVE AT WORK. AN ESSENTIAL ASPECT OF THIS CONFERENCE PAPER WILL BE ANALYZING......PREVIOUS STUDIES (e.g. Hertel, 2015) HAS SHOWN THAT SOME CLEANING INDUSTRIES ARE ACTUALLY REQUIRING CREATIVE EMPLOYEES. HUMAN BEINGS ARE (c.f. Richards, 2010) BY DEFINITION CREATIVE BUT NOT ALL EMPLOYEES ARE USED TO OR ACTUALLY ALLOWED TO APPLY CREATIVITY IN EVERYDAY ORGANIZATIONAL LIFE. THIS MEANS...... THE CREATIVITY PRODUCED BY EMPLOEES. ANALYZING THE CREATIVITY PRODUCED WILL HELP US DEVELOP A THEORETICAL FRAMEWORK FOR UNDERSTANDING HOW CREATIVE THE EMPLOYEES ACTUALLY BECOMES....

  17. The Engagement of Employees as a Key to Corporate Success

    Directory of Open Access Journals (Sweden)

    Ole Bloch Jensen

    2012-11-01

    Full Text Available One of the major barriers to achieving a higher level of corporate success is the lack of employee engagement. The main goal of this article is to propose the process of engaging all employees and thus setting the scene for the future of their organisation. In the author's opinion, the only resource that most organizations do not fully utilize is the engagement and full potential of their employees. The author explains the signs of disengagement and discusses its causes. They are mainly in the area of soft processes of management, in leadership, motivation and communication. It is the author's belief that the engagement of employees strongly depends on their managers, above all their managers' soft skills. The process of how to build and develop the interest and involvement of employees is described in detail. Furthermore, the importance of manager-employees relationships for engagement is emphasized.

  18. Costs of employee turnover

    Directory of Open Access Journals (Sweden)

    Jiří Duda

    2013-01-01

    Full Text Available The aim of this paper is to establish a general methodology for calculating the costs incurred by employee turnover. This paper deals with identification of costs incurred by the departure of an employee, and does not deal with the cost of recruitment of a new employee. Economic calculations are adjusted to the tax policy in the Czech Republic. The costs of employee turnover (according to Bliss, 2012 include the costs of substitution of the unoccupied position, costs of conducting the exit interview and termination of the contract. The cost of an executive’s time to understand the causes of leaving and costs of the leaving employee’s training were also determined. Important factors in the costs of employee turnover also include the loss of knowledge and possibly also a loss of customers. Costs of lost employee and department productiveness represent an important part of the costs of employee turnover, as well. For all of these costs there have been proposed general calculations formulas.

  19. Risk communication in the real world

    International Nuclear Information System (INIS)

    Bartley, Philip L.

    1992-01-01

    As people become more sensitive to health and environmental issues, effective communication of workplace risks becomes more important for both employers and their employees. Risk communication must be given in a clear, simple format that addresses the individual employee's work environment. It must also be provided in a manner that indicates to the employees that the company cares about their safety. Failure to provide this information may result in ineffective communication and reduced company credibility. By using events and issues from the employees every day life, these issues can be effectively managed. (author)

  20. Hazard Communication Guidelines for Compliance

    National Research Council Canada - National Science Library

    2000-01-01

    OSHA's Hazard Communication Standard (HCS) is based on a simple concept that employees have both a need and a right to know the hazards and identities of the chemicals they are exposed to when working...

  1. Essays on Employee Ownership

    DEFF Research Database (Denmark)

    Faigen, Benjamin

    This thesis examines ownership of the firm by its employees, of varying stakes. It begins by identifying the existence of employee ownership in a Chinese context, presented in the form of a general analytical discussion which is informed by a review of the available evidence on the subject...... of this phenomenon. Employee ownership is found to have played a role in Chinese economic transition as a transitory phase before non-state enterprises were afforded official recognition in a context of publicly-owned enterprise privatisation. Senior managers became the key beneficiaries in firm sales and most...

  2. Understanding Employee Motivation.

    Science.gov (United States)

    Lindner, James R.

    1998-01-01

    Extension employees (n=23) ranked the following as the most important motivational factors: interesting work, good wages, appreciation, job security, and good working conditions. The findings were related to theories of motivation formulated by Herzberg, Adams, and Vroom. (SK)

  3. Allegheny County Employee Salaries

    Data.gov (United States)

    Allegheny County / City of Pittsburgh / Western PA Regional Data Center — Employee salaries are a regular Right to Know request the County receives. Here is the disclaimer language that is included with the dataset from the Open Records...

  4. Employees with Cerebral Palsy

    Science.gov (United States)

    ... Resources Home | Accommodation and Compliance Series: Employees with Cerebral Palsy (CP) By Eddie Whidden, MA Preface Introduction Information ... SOAR) at http://AskJAN.org/soar. Information about Cerebral Palsy (CP) What is CP? Cerebral palsy is a ...

  5. Hiring the right employees.

    Science.gov (United States)

    Reigle, Dale A

    2014-01-01

    Current employees provide the best examples of the type of aptitude, attitude, motivation, and fit we are looking for, or not looking for, in new employees. All four of these attributes are present in star employees. Using what we know about our best and worst employees can assist us in developing questions and scoring templates that will help us categorize current applicants. Hiring managers should formulate questions in a way that elicits informative responses from candidates about past performance in situations similar to those they will face on the job. Nonverbal clues can help provide insight beyond the simple verbal answer given by candidates. Practice, critique, and critical review of the outcomes of our hiring decisions improve our ability to become good hiring managers.

  6. Ombuds’ corner: Employee silence

    CERN Multimedia

    Vincent Vuillemin

    2013-01-01

    Although around a hundred cases a year are reported to the Ombuds, several issues may still not be disclosed due to employee silence*. The deliberate withholding of concerns, escalating misunderstandings or genuine conflicts can impede the global process of learning and development of a better respectful organizational workplace environment, and prevent the detection and correction of acts violating the CERN Code of Conduct.   For the employee him/herself, such silence can lead to feelings of anger, resentment, helplessness and humiliation. These feelings will inevitably contaminate personal and interpersonal relations, and poison creativity and effectiveness. Employee silence can be explained by many factors; sometimes it is connected to organizational forces. In their published paper*, authors Michael Knoll and Rolf van Dick found four forms of employee silence. People may stay silent if they feel that their opinion is neither welcomed nor valued by their management. They have gi...

  7. Employee, State of Alaska

    Science.gov (United States)

    Business Resources Division of Corporations, Business & Professional Licensing Dept. of Commerce Benefits Resources State Employee Directory State Calendar State Training: LearnAlaska State Travel Manager) Web Mail (Outlook) Login Who to Call Health Insurance Insurance Benefits Health and Optional

  8. Employers meet employees

    OpenAIRE

    Scheuer, Christian

    2009-01-01

    "Leaping into the future of labor economics: the research potential of linking employer and employee data" is the title of a paper by Daniel S Hammermesh published in Labour Economics in 1999. I quote it here, since it captures much of my motivation for the work included in this thesis. Considering applied micro econometrics and labor economics my main elds of interest, the development of linked employer-employee data that took place in Denmark around the time of the new mille...

  9. Employee Selection Process: Integrating Employee Needs and Employer Motivators.

    Science.gov (United States)

    Carroll, Brian J.

    1989-01-01

    Offers suggestions for managers relative to the employee selection process, focusing on the identification of a potential employee's needs and the employer's motivators that affect employee productivity. Discusses the use of a preemployment survey and offers a questionnaire that allows matching of the employee's needs with employment…

  10. Employee Benefit Status from E-Employee Service

    Science.gov (United States)

    Gündüz, Semseddin; Çoklar, Ahmet Naci

    2017-01-01

    The internet is the one of the most important global network and information source in information age. The internet has changed employee's life enormously. The purpose of this study is to clarify the benefitting situations of employees from e-employee services. For this purpose, a 20-item data collection tool, based on the e-employee services put…

  11. The Optimal Performance of Employees

    Directory of Open Access Journals (Sweden)

    Marta Pureber

    2000-12-01

    Full Text Available The Revoz company set itself the following task: we will enable also our blue colllar workers to improve their ski lls and be promoted. So we started implementing a project of step-by-step education, The Optimal Performance of Employees. Improving the workers' knowledges and skills guarantees higher independence, responsibility, faster development of organisation structure and more trust between the employees because of better communication in bas ic working units. The Optimal Performance program offers blue collar workers a possibility to  improve their professional skills, to adapt themselves to changes in managing, organisation, technology and new approaches to their tasks. The program is based on the following principles: • voluntariness-every worker can participate; • adapted pedagogical approach - based on routine workers' activities, the rhythm of education is adapted to their abilities of absorbing new knowledges; • including of managerial structure - before, du ring and after education; • connection with working environment - the contents of education are linked to a specific working environment.

  12. Employee motivation development opportunities seeking to reduce employee turnover

    OpenAIRE

    Pilukienė, Laura; Kšivickaitė, Gertūda

    2014-01-01

    In this article, the authors analyse one of the main nowadays human resources problem – growing employee turnover. Employee motivation process is analysed as a key competitive advantage in employee retention that leads to the growth of the business company’s productivity and competitive stability. The main goal of the article is to analyse the employee motivation and employee turnover relationship and its development possibilities in Lithuania’s business sector.

  13. Aiding troubled employees: the prevalence, cost, and characteristics of employee assistance programs in the United States.

    Science.gov (United States)

    Hartwell, T D; Steele, P; French, M T; Potter, F J; Rodman, N F; Zarkin, G A

    1996-06-01

    Employee assistance programs (EAPs) are job-based programs designed to identify and assist troubled employees. This study determines the prevalence, cost, and characteristics of these programs in the United States by worksite size, industry, and census region. A stratified national probability sample of more than 6400 private, nonagricultural US worksites with 50 or more full-time employees was contacted with a computer-assisted telephone interviewing protocol. More than 3200 worksites responded and were eligible, with a response rate of 90%. Approximately 33% of all private, nonagricultural worksites with 50 or more full-time employees currently offer EAP services to their employees, an 8.9% increase over 1985. These programs are more likely to be found in larger worksites and in the communications/utilities/transportation industries. The most popular model is an external provider, and the median annual cost per eligible employee for internal and external programs was $21.83 and $18.09, respectively. EAPs are becoming a more prevalent point of access to health care for workers with personal problems such as substance abuse, family problems, or emotional distress.

  14. The employee motivation and benefits

    OpenAIRE

    Fuhrmannová, Petra

    2013-01-01

    The aim of this bachelor's study is to describe and analyze the employee motivation and benefits in the payroll system and human recources field. Theoretical part attends to general terms as the employee motivation, the theory of the motivation,the types of the employee benefits, the influence of benefits to the employee's working performance. The practial part focuses on Elanor company, includes introduction of the company, it's history and the present, the offer of the employee benefits. Ne...

  15. Exploring Internal Crisis Communication in Multicultural Environments

    DEFF Research Database (Denmark)

    Ravazzani, Silvia

    2016-01-01

    Purpose: To explore managers’ perspectives on and practices of internal crisis communication in multicultural environments. Design/methodology/ approach: After a review of relevant literature on crisis, culture and internal communication to define the framework and relevance of this study, results...... from qualitative interviews with seven Danish managers are presented. Findings: Interviewees acknowledge the relevance of the cultural backgrounds of employees in relation to internal communication, especially in crisis situations. Cultural aspects affect message framing and employee sensemaking......, especially when it comes to employees located in other countries. Line managers and local communicators are key in the adaptation of verbal and non-verbal communicative features. Employees are also seen as active sensemakers and communicators. Research implications: Findings show how demographic...

  16. Leader communication styles and organizational health.

    Science.gov (United States)

    Hicks, Joel M

    2011-01-01

    Communication is perhaps one of the greatest challenges facing managers and leaders today. Clearly articulating ideas and expectations to employees is vital to the productivity and the longevity of an organization. Furthermore, the style in which the communication is delivered has an influence on the satisfaction levels of employees. Research has discovered that there are many different styles in which a leader may communicate with employees. Research has provided several methods that aid in determining which style is the most appropriate for any given circumstance. Research has demonstrated how appropriate and effective communication is used to promote organizational health. Furthermore, research has demonstrated how inappropriate communication may decrease employee satisfaction. Finally, research has provided methods to aid in improving communication styles and delivery.

  17. Employee motivations for self-censorship on social media

    DEFF Research Database (Denmark)

    Verhoeven, Joost W.H.; Voogt, Brendon; Madsen, Vibeke Thøis

    While social media enable employee voice and stakeholder dialogue, sometimes self-censorship silences employees, because they feel it is too risky to speak up. This survey study among employees aims to unveil why employees employ self-censorship strategies when they communicate about work on social......, (3) omission of controversial content, and (4) consultation of peers. Secondly, we found that employees omit controversial content from their messages (i.e., the more narrow traditional understanding of self-censorship) to protect personal and corporate reputations. At the same time, they critically...... review social media content before publication to deal with the risk of harming the quality of conversations. This suggests that altruistic as well as egoistic motives underly self-censorship in work-related social media use....

  18. Managing Changes with focus on Employee Involvement and Learning

    DEFF Research Database (Denmark)

    Kofoed, L.B.; Rosenørn, T.U.; Jensen, Lars Peter

    1999-01-01

    in the experimentarium, and it is shown that the role of managers and supervisors is very important for the outcome of the learning. Results from work in experimentaria show that management and employees have unclear, different and not communicated expectations to each other and that this is a barrier for a successful......The initiating question guiding this study is how employee participation can be established during an organisational change process in order to ensure the employees' involvement in the design of their future work environment. A case study where an "experimentarium" (learning lab) was set up...... in a medium size Danish company (200 employees) is presented in this paper. The study shows that management as well as employees have to learn respectively to manage and to participate in the change process and to deal with the unforeseen problems during the change process. The case study demonstrates...

  19. Work stress prevention needs of employees and supervisors.

    Science.gov (United States)

    Havermans, Bo M; Brouwers, Evelien P M; Hoek, Rianne J A; Anema, Johannes R; van der Beek, Allard J; Boot, Cécile R L

    2018-05-21

    Work stress prevention can reduce health risks for individuals, as well as organisational and societal costs. The success of work stress interventions depends on proper implementation. Failure to take into account the needs of employees and supervisors can hinder intervention implementation. This study aimed to explore employee and supervisor needs regarding organisational work stress prevention. Semi-structured telephone interviews were conducted with employees (n = 7) and supervisors (n = 8) from different sectors, such as the finance, health care, and services industry. The interviews focused on respondents' needs regarding the prevention of work stress within an organisational setting. Performing thematic analysis, topics and themes were extracted from the verbatim transcribed interviews using Atlas.ti. Both employees and supervisors reported a need for: 1) communication about work stress, 2) attention for determinants of work stress, 3) supportive circumstances (prerequisites) for work stress prevention, 4) involvement of various stakeholders in work stress prevention, and 5) availability of work stress prevention measures. Both employees and supervisors expressed the need for supervisors to communicate about work stress. Employees and supervisors reported similar psychosocial work factors that should be targeted for prevention (e.g., social support and autonomy). There was greater variety in the sub-themes within communication about work stress and supportive circumstances for work stress prevention in supervisor responses, and greater variety in the sub-themes within availability of work stress prevention measures in employee responses. Both employees and supervisors were explicit about who should take part in communication about work stress, what prerequisites for work stress prevention should exist, and which stakeholders should be involved. These results can inform work stress prevention practice, supporting selection and implementation of

  20. Employee stress management: An examination of adaptive and maladaptive coping strategies on employee health.

    Science.gov (United States)

    Holton, M Kim; Barry, Adam E; Chaney, J Don

    2015-01-01

    Employees commonly report feeling stressed at work. Examine how employees cope with work and personal stress, whether their coping strategies are adaptive (protective to health) or maladaptive (detrimental to health), and if the manner in which employees cope with stress influences perceived stress management. In this cross-sectional study, a random sample of 2,500 full-time university non-student employees (i.e. faculty, salaried professionals, and hourly non-professionals) were surveyed on health related behaviors including stress and coping. Approximately 1,277 completed the survey (51% ). Hierarchical logistic regression was used to assess the ability of adaptive and maladaptive coping strategies to predict self-reported stress management, while controlling for multiple demographic variables. Over half of employees surveyed reported effective stress management. Most frequently used adaptive coping strategies were communication with friend/family member and exercise, while most frequently used maladaptive coping strategies were drinking alcohol and eating more than usual. Both adaptive and maladaptive coping strategies made significant (p stress management. Only adaptive coping strategies (B = 0.265) predicted whether someone would self-identify as effectively managing stress. Use of maladaptive coping strategies decreased likelihood of self-reporting effective stress management. Actual coping strategies employed may influence employees' perceived stress management. Adaptive coping strategies may be more influential than maladaptive coping strategies on perceived stress management. Results illustrate themes for effective workplace stress management programs. Stress management programs focused on increasing use of adaptive coping may have a greater impact on employee stress management than those focused on decreasing use of maladaptive coping. Coping is not only a reaction to stressful experiences but also a consequence of coping resources. Thereby increasing the

  1. Employee-driven innovation

    DEFF Research Database (Denmark)

    Kesting, Peter; Ulhøi, John Parm

    2015-01-01

    Purpose – The purpose of this paper is to outline the “grand structure” of the phenomenon in order to identify both the underlying processes and core drivers of employee-driven innovation (EDI). Design/methodology/approach – This is a conceptual paper. It particularly applies the insights...... of contemporary research on routine and organizational decision making to the specific case of EDI. Findings – The main result of the paper is that, from a theoretical point of view, it makes perfect sense to involve ordinary employees in innovation decisions. However, it is also outlined that naıve or ungoverned...... participation is counterproductive, and that it is quite difficult to realize the hidden potential in a supportive way. Research limitations/implications – The main implication is that basic mechanisms for employee participation also apply to innovation decisions, although often in a different way. However...

  2. How to Motivate Employees?

    Directory of Open Access Journals (Sweden)

    Andreja Kušar

    2014-02-01

    Full Text Available Research Question (RQ: How to motivate employees and keep them motivated? Purpose: The purpose of this study is to find out what motivates employees and what motivates employees for work. Method: The results of the questionnaire are graphically presented and described. Random sampling was utilized that included participants from various professional areas and demographic characteristics. The results showed a relationship between individual motivational factors related to education, age and type of employment. All of the questions were closed - type questions except for the last question, which was an open question, in which the respondents answered in their own words. Questions were analyzed using frequency analysis of individual responses. Pearson's Chi - squared test, Spearman's rank correlation and Fisher’s Exact test was made using R Commander. Results: The research findings showed which motivational factors motivate employees the most. These are especially non - material motivational factors, such as good relationships, jobs with challenges, advancement opportunities, clear instructions, good work conditions, company reputation, etc. Organization: The study will help managers understand their role in motivating employees as well as the types of motivational factors. Society: The research shows how individuals are motivated. Originality: Certain motivators in the study are ranked differently than was found in previous literature. Most probably the reason is that the respondents in this study favored intangible motivators (good relations with leadership and their colleagues, good working conditions, etc.. Limitations/Future Research: The limitation of this study was that the sample included employees of different ages, gender and years of service in various organizations. To enhance the study and to find similar results as in previous literature, more questions should have been asked as well as increasing the sample size.

  3. Organizational Communication and Burnout Symptoms

    NARCIS (Netherlands)

    ter Hoeven, C.L.; de Jong, Menno D.T.; Peper, Bram

    2006-01-01

    Job burnout is a psychological response to work stress. Many studies have been conducted measuring burnout and its causes and consequences. The research into causes of burnout brings up various communication-related constructs, but the relationships with feedback employees receive and communication

  4. Employees on the Move!

    Science.gov (United States)

    Levin, Sarah

    This paper describes a method for designing, implementing, and evaluating a work-site physical activity campaign aimed at employees who are currently sedentary in their leisure time. Inactivity is a major but modifiable risk factor for coronary heart disease. Increasing the activity levels of underactive adults would have a positive impact on…

  5. Managing Employee Assistance Programmes.

    Science.gov (United States)

    Schmidenberg, Olive C.; Cordery, John L.

    1990-01-01

    Interviews with 20 branch managers and 20 accountants in an Australian bank determined factors influencing the success of an employee assistance program (EAP). It was found that policies requiring supervisors to act against normal managerial practice doom EAPs to failure. Organizational analysis to integrate the EAP within existing organizational…

  6. 20 CFR 439.640 - Employee.

    Science.gov (United States)

    2010-04-01

    ... 20 Employees' Benefits 2 2010-04-01 2010-04-01 false Employee. 439.640 Section 439.640 Employees... ASSISTANCE) Definitions § 439.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1) All direct charge employees; (2) All...

  7. Covariance of engineering management characteristics with engineering employee performance

    Science.gov (United States)

    Hesketh, Andrew Arthur

    1998-12-01

    As business in the 1990's grapples with the impact of continuous improvement and quality to meet market demands, there is an increased need to improve the leadership capabilities of our managers. Engineers have indicated desire for certain managerial characteristics in their leadership but there have been no studies completed that approached the problem of determining what managerial characteristics were best at improving employee performance. This study addressed the idea of identifying certain managerial characteristics that enhance employee performance. In the early 1990's, McDonnell Douglas Aerospace in St. Louis used a forced distribution system and allocated 35% of its employees into a "exceeds expectations" category and 60% into a "meets expectations" category. A twenty-question 5 point Likert scale survey on managerial capabilities was administered to a sample engineering population that also obtained their "expectations" category. A single factor ANOVA on the survey results determined a statistical difference between the "exceeds" and "meets" employees with four of the managerial capability questions. The "exceeds expectations" employee indicated that supervision did a better job of supporting subordinate development, clearly communicating performance expectations, and providing timely performance feedback when compared to the "meets expectations" employee. The "meets expectations" employee felt that their opinions, when different from their supervisor's, were more often ignored when compared to the "exceeds expectations" employee. These four questions relate to two specific managerial characteristics, "gaining (informal) authority and support" or "control" characteristic and "providing assistance and guidance" or "command" characteristic, that can be emphasized in managerial training programs.

  8. Analysis Of Employee Engagement And Company Performance

    OpenAIRE

    Mekel, Peggy A.; Saerang, David P.E.; Silalahi, Immanuel Maradopan

    2014-01-01

    Employee could be a competitive advantage of a company if company manages its employees well. The success of a company could be seen from how a company manages their employees and engages their employees. Most of big companies put their employees in top priority in order to keep their top performance. These big companies manage their employees and try to engage their employees so that their employees could generate high performance. In this study, employee engagement is the factor to examine ...

  9. Employee Attitudes toward an Internal Employee Assistance Program.

    Science.gov (United States)

    Harlow, Kirk C.

    1998-01-01

    Surveys employees (N=16,603) who had used a large multinational company's employee assistance program (EAP), adult dependents who had used the EAP, employees who had not used the EAP, and adult dependents who had not used the EAP. Findings indicate that EAP users viewed the EAP more positively than nonusers. (Author/MKA)

  10. 2003 Employee Attitude Survey: Analysis of Employee Comments

    Science.gov (United States)

    2005-06-01

    171 --- Reporting Allegations Abuse of MWE Complaint Process (Excessive Complaints) 191 --- Satisfaction with Employee Assistance Program ( EAP ) 251...Satisfaction with Employee Assistance Program ( EAP ) --------------------------------------- General Comments about FAA Policies, Practices, and...contracting; understaffing; FAA policies, practices, and programs ; encouraging hard work; management concern for employees ; promotion equity; comments

  11. Employee Assistance Programs: Effective Tools for Counseling Employees.

    Science.gov (United States)

    Kraft, Ed

    1991-01-01

    College employee assistance program designs demonstrate the varied needs of a workforce. Whatever the model, the helping approach remains to (1) identify problem employees through performance-related issues; (2) refer them to the assistance program for further intervention; and (3) follow up with employee and supervisor to ensure a successful…

  12. Organizational Hierarchy, Employee Status, and Use of Employee Assistance Programs.

    Science.gov (United States)

    Gerstein, Lawrence; And Others

    1993-01-01

    Examined role of organizational hierarchy and staff status in number of Employee Assistance Program (EAP) referrals made by potential helpers and relationship of these variables to personal EAP use among 157 supervisors and 232 employees. Supervisors suggested more EAP referrals than did employees. Middle level staff received EAP services more…

  13. Organizational communication process

    Directory of Open Access Journals (Sweden)

    Kenan Spaho

    2012-12-01

    Full Text Available Managers spend majority of their time communicating in several forms: meeting, face-to –face dis- cussion, letters, emails etc. Also more and more employees realize that communication is a very im- portant part of their work because a lot of their work activities are based on teamwork among workers in different functional groups. This is the reason why communication has become more important in companies. The experience shows that there are significant differences in manners of communication and that it appears to be a very important factor which makes some organizations more successful than others. Communication is the most important for managers because research shows that the spent long period in work time in communication.

  14. The gift of employee dissatisfaction.

    Science.gov (United States)

    Edge, Roberta M

    2002-01-01

    Through an employee survey administered at Kaweah Delta Health Care District (KDHCD) in Visalia, Calif., several sources of dissatisfaction were noted, including communication, equipment, staffing and rapid growth. Perceiving no real movement toward resolving these issues, employees vented their frustrations to administration. As director of imaging services, I enlisted the help of two inside consultants, KDHCD's director of education and the director of the Employee Assistance Program (EAP). We initiated a process that is ongoing, to move the department toward working together as a team to solve problems within their control. We three directors decided to work with a leadership group to: assess the history of the department clarify the current reality create a vision of the future learn the Covey Habit 4, "Think Win-Win" capture agreements that lead staff and managers to work in self-motivated, self-directed work teams have the director of education present the work to the staff at large, and encourage the leadership team to continue to learn tools that would help the group to improve. The two inside consultants held a series of training meetings with the leadership group of 15, which included a staff member from each modality, site and support service. Participation was optional, and all who were asked agreed to participate. The meetings were held weekly for four weeks for two hours before regular work hours. At the conclusion of the training, the group agreed to continue to meet weekly. After the first four meetings, a summary of the training was presented at a meeting of the full imaging staff plus the vice president of professional services at KDHCD. Through this program, imaging services staff members at KDHCD have achieved an increased sense of cohesion in the group, learned that we have control over some things and not others, and are learning to hold each other accountable with kindness. We are giving each other the benefit of the doubt. We have not

  15. Employee Information Management System (EIMS)

    Data.gov (United States)

    US Agency for International Development — The EIMS is the Office of Human Resources' web-based employee information system. Direct-hire employees can access and review their USAID personnel information, such...

  16. Bereaved Employee: Returning to Work

    Science.gov (United States)

    ... Work Working Through Grief About Us The Bereaved Employee: Returning to Work By Helen Fitzgerald, CT After ... One employer called a grief therapist to help employees after a co-worker reported the death of ...

  17. Broadening Your Employee Benefit Portfolio.

    Science.gov (United States)

    Blaski, Nancy J.; And Others

    1989-01-01

    Cost increases and realization of the diverse needs of employees have prompted organizations to review the cost and value of employee benefits. Examines alternatives including "cafeteria plans," managed care programs, and disability income plans. (MLF)

  18. Employee guide to respiratory protection

    International Nuclear Information System (INIS)

    Wright, E.M.

    1982-01-01

    This employee guide discusses use of respiratory protective equipment for particulates, gases, vapors, supplied air, and self-contained breathing apparatus. It also covers equipment selection medical factors, fitting criteria; care; and employee responsibilities

  19. Employees' motivation and emloyees' benefits

    OpenAIRE

    Nedzelská, Eva

    2014-01-01

    The subject of this bachelor thesis is analysing methods how to stimulate and motivate employees. The theoretical part of the thesis deals with the concept of motivation, concepts close to motivation and selected existing theories of motivation. It also deals with employee benefits, function, division and benefits which are frequently offered to employees. The practical part of the thesis, mainly based on written and online questionnaires, concentrates on motivation of employees at Nedcon Boh...

  20. Employee Engagement: A Literature Review

    OpenAIRE

    Dharmendra MEHTA; Naveen K. MEHTA

    2013-01-01

    Motivated and engaged employees tend to contribute more in terms of organizational productivity and support in maintaining a higher commitment level leading to the higher customer satisfaction. Employees Engagement permeates across the employee-customer boundary, where revenue, corporate goodwill, brand image are also at stake. This paper makes an attempt to study the different dimensions of employee engagement with the help of review of literature. This can be used to provide an overview and...

  1. Employee motivation in health care

    Directory of Open Access Journals (Sweden)

    Joanna Rosak-Szyrocka

    2015-03-01

    Full Text Available Employees of any organization are the most central part so they need to be influenced and persuaded towards task fulfillment. Examinations connected with medical services were carried out using the Servqual method. It was stated that care of employees and their motivation to work is a very important factor regarding employee engagement but also about the overall success of an organization.

  2. Professional Employees Turn to Unions

    Science.gov (United States)

    Chamot, Dennis

    1976-01-01

    White-collar and professional employees are increasingly turning to unions to combat their loss of independence as employees of large organizations. Managers should realize that they and professional employees have different viewpoints about job situations and that the current trend toward white-collar unionism is apt to continue. (JG)

  3. Multiplex network analysis of employee performance and employee social relationships

    Science.gov (United States)

    Cai, Meng; Wang, Wei; Cui, Ying; Stanley, H. Eugene

    2018-01-01

    In human resource management, employee performance is strongly affected by both formal and informal employee networks. Most previous research on employee performance has focused on monolayer networks that can represent only single categories of employee social relationships. We study employee performance by taking into account the entire multiplex structure of underlying employee social networks. We collect three datasets consisting of five different employee relationship categories in three firms, and predict employee performance using degree centrality and eigenvector centrality in a superimposed multiplex network (SMN) and an unfolded multiplex network (UMN). We use a quadratic assignment procedure (QAP) analysis and a regression analysis to demonstrate that the different categories of relationship are mutually embedded and that the strength of their impact on employee performance differs. We also use weighted/unweighted SMN/UMN to measure the predictive accuracy of this approach and find that employees with high centrality in a weighted UMN are more likely to perform well. Our results shed new light on how social structures affect employee performance.

  4. Education of employees

    OpenAIRE

    Malachová, Jana

    2011-01-01

    The thesis aims to assess the functioning of educational methods that is being used by LEGO Group and propose appropriate measures or recommendations for future development. The conclusion of this work is evaluating the results of the investigation and provides recommendations counter measures to improve the current situation. The theoretical part describes principles of systematic employee training, forms and methods of education, also it further defines the learning organization. Part of th...

  5. 16 CFR 1031.15 - Communication criteria.

    Science.gov (United States)

    2010-01-01

    ... nature and a report of each oral communication of a substantive nature between a Commission official or... 16 Commercial Practices 2 2010-01-01 2010-01-01 false Communication criteria. 1031.15 Section 1031... Communication criteria. (a) Commission officials and employees, who are not in the positions listed in § 1031.12...

  6. Employee satisfaction: creating a positive work force.

    Science.gov (United States)

    Wright, M

    1998-01-01

    In the early 1990s, El Camino Hospital (ECH) streamlined its operations in order to remain competitive. In 1992, the hospital's District Board voted to turn the hospital's management over to a nonprofit company and it became an integrated delivery system (IDS). Hospital employees continued to suffer as their work and work schedules changed in ongoing efforts by the new administration to streamline. Finally, in early 1997, the IDS, Camino Healthcare, was dissolved. The director of radiology and radiation oncology services became aware of increasing employee problems, from high turnover rates and increased absenteeism, to morale and productivity issues. Employees also worried about job redesign, re-engineering and a lack of clear direction and expectations from department leadership. The director of the department created a task force to respond to the needs of staff members. With so much anger directed at department leadership, supervisory staff were not included in the task force. The task force worked first to identify rumors and innuendos and followed with a plan to resolve such issues. The second step was to agree to focus on issues that they could change and to let go of those they couldn't. They selected five priority issues or concerns. The group met weekly and made progress by replacing negative talk and attitudes with positive ones. Meanwhile, the director researched employee satisfaction issues so she would be prepared to discuss such issues and concerns with employees. She focused on a common theme, of having a personal mission or goal for one's self. She encouraged staff members to be aware of their own behavior when communicating with others. Although several informal surveys proved there was still much work to be done, there was positive response--a light at the end of the long tunnel.

  7. Employee Engagement: A Literature Review

    Directory of Open Access Journals (Sweden)

    Dharmendra MEHTA

    2013-12-01

    Full Text Available Motivated and engaged employees tend to contribute more in terms of organizational productivity and support in maintaining a higher commitment level leading to the higher customer satisfaction. Employees Engagement permeates across the employee-customer boundary, where revenue, corporate goodwill, brand image are also at stake. This paper makes an attempt to study the different dimensions of employee engagement with the help of review of literature. This can be used to provide an overview and references on some of the conceptual and practical work undertaken in the area of the employee engagement practices.

  8. A Research on Employee Ethnocentrism

    Directory of Open Access Journals (Sweden)

    Alptekin Sökmen

    2010-09-01

    Full Text Available This study aims to identify ethnocentric behavior tendencies of 129 boundary spanning role employees, who works in 5 star hotels of Ankara, using Employee Ethnocentrism Survey. Also in this study, independent t-test and analysis of variance tests were used to investigate differences, among respondents’ demographic variables. The results demonstrated that, boundary spanning role employees of 5 star hotels in Ankara have moderately ethnocentric tendency, and several significant differences in terms of respondents’ age and gender. Male employees, 39 age and elders, and high school graduates show a higher ethnocentric tendency among the hotel employees.

  9. Vaccination perceptions of school employees in a rural school district.

    Science.gov (United States)

    Macintosh, Janelle; Luthy, Karlen E; Beckstrand, Renea L; Eden, Lacey M; Orton, Jennifer

    2014-08-20

    There continues to be a need for increases in adult vaccination rates, especially among those working in environments which may easily become communicable disease outbreak centers, such as school employees in the school environment. The purpose of this study was to evaluate why rural Utah school employees were non-compliant with the influenza and measles, mumps, and rubella (MMR) vaccines, as well as to identify their views on mandatory vaccination policies. A questionnaire was distributed to all school employees in a rural Utah school district. Data analysis included frequencies and measures of central tendency and dispersion for quantitative items and theme identification for qualitative items. Only 51% of school employees were adequately vaccinated for influenza. Reasons for noncompliance with the influenza vaccine included inconvenience, lack of perceived need, and questionable vaccine efficacy. There were 39.3% school employees who had not received an MMR during adulthood, which was commonly attributed to lack of knowledge regarding the need for this vaccine. Almost half (45.7%) of school employees believed a mandatory vaccination policy should be instituted, although 24.2% of school employees were opposed to mandatory adult vaccination policies. Reasons for opposing vaccination mandates included violation of personal choice, lack of perceived vaccination safety and efficacy, lack of perceived need for adult vaccines, and vaccine cost. Suboptimal vaccination rates of school employees may negatively affect the health and well-being of individuals in the school environment. School employees report a variety of beliefs regarding the influenza and MMR vaccines. While over half of school employees support mandatory vaccination policies for adults working in the school environment, those opposing such a policy report concerns regarding violation of personal choice. Public health officials and school administrators should coordinate efforts to increase vaccination

  10. Managing Changes With Focus on Employee Involvement and Learning

    DEFF Research Database (Denmark)

    Kofoed, Lise Busk; Rosenørn, Torben

    2000-01-01

    The initiating question guiding this study is how employee participation can be established during an organisational change process in order to ensure the employees' involvement in the design of their future work environment. A case study where an "experimentarium" (learning lab) was set up...... that it is feasible to generate employee participation in designing their future working environment in the experimentarium when careful attention is given to the influence of situational factors and the work in the experimentarium is supported by management. Furthermore a common learning process was started...... in the experimentarium, and it is shown that the role of managers and supervisors is very important for the outcome of the learning. Results from work in experimentaria show that management and employees have unclear, different and not communicated expectations to each other and that this is a barrier for a successful...

  11. The influence of worksite and employee variables on employee engagement in telephonic health coaching programs: a retrospective multivariate analysis.

    Science.gov (United States)

    Grossmeier, Jessica

    2013-01-01

    This study assessed 11 determinants of health coaching program participation. A cross-sectional study design used secondary data to assess the role of six employee-level and five worksite-level variables on telephone-based coaching enrollment, active participation, and completion. Data was provided by a national provider of worksite health promotion program services for employers. A random sample of 34,291 employees from 52 companies was selected for inclusion in the study. Survey-based measures included age, gender, job type, health risk status, tobacco risk, social support, financial incentives, comprehensive communications, senior leadership support, cultural support, and comprehensive program design. Gender-stratified multivariate logistic regression models were applied using backwards elimination procedures to yield parsimonious prediction models for each of the dependent variables. Employees were more likely to enroll in coaching programs if they were older, female, and in poorer health, and if they were at worksites with fewer environmental supports for health, clear financial incentives for participation in coaching, more comprehensive communications, and more comprehensive programs. Once employees were enrolled, program completion was greater among those who were older, did not use tobacco, worked at a company with strong communications, and had fewer environmental supports for health. Both worksite-level and employee-level factors have significant influences on health coaching engagement, and there are gender differences in the strength of these predictors.

  12. 31 CFR 20.640 - Employee.

    Science.gov (United States)

    2010-07-01

    ... 31 Money and Finance: Treasury 1 2010-07-01 2010-07-01 false Employee. 20.640 Section 20.640 Money...-FREE WORKPLACE (FINANCIAL ASSISTANCE) Definitions § 20.640 Employee. (a) Employee means the employee of... charge employees; (2) All indirect charge employees, unless their impact or involvement in the...

  13. 43 CFR 43.640 - Employee.

    Science.gov (United States)

    2010-10-01

    ... 43 Public Lands: Interior 1 2010-10-01 2010-10-01 false Employee. 43.640 Section 43.640 Public... WORKPLACE (FINANCIAL ASSISTANCE) Definitions § 43.640 Employee. (a) Employee means the employee of a... employees; (2) All indirect charge employees, unless their impact or involvement in the performance of work...

  14. 7 CFR 3021.640 - Employee.

    Science.gov (United States)

    2010-01-01

    ... 7 Agriculture 15 2010-01-01 2010-01-01 false Employee. 3021.640 Section 3021.640 Agriculture... Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1) All direct charge employees; (2) All indirect charge employees, unless their...

  15. 14 CFR 1267.640 - Employee.

    Science.gov (United States)

    2010-01-01

    ... 14 Aeronautics and Space 5 2010-01-01 2010-01-01 false Employee. 1267.640 Section 1267.640... WORKPLACE (FINANCIAL ASSISTANCE) Definitions § 1267.640 Employee. (a) Employee means the employee of a... employees; (2) All indirect charge employees, unless their impact or involvement in the performance of work...

  16. 15 CFR 29.640 - Employee.

    Science.gov (United States)

    2010-01-01

    ... 15 Commerce and Foreign Trade 1 2010-01-01 2010-01-01 false Employee. 29.640 Section 29.640... WORKPLACE (FINANCIAL ASSISTANCE) Definitions § 29.640 Employee. (a) Employee means the employee of a... employees; (2) All indirect charge employees, unless their impact or involvement in the performance of work...

  17. Employee perceptions of symbolic corporate identity elements and employer-employee relationships at Lonmin Platinum / L. Holtzhausen

    OpenAIRE

    Holtzhausen, Lida

    2007-01-01

    Large multi-national corporations experience more and more pressure to maintain good relationships with their stakeholders, including employees. Concurrent with this, the focus of Corporate Communication management has shifted from pure communication management to relationship management. Lonmin Platinum, a mining company within the South African mining and minerals sector is no exception in this regard. In fact, due to the apartheid legacy and government regulations that ar...

  18. Understanding Employee Awareness of Health Care Quality Information: How Can Employers Benefit?

    Science.gov (United States)

    Abraham, Jean; Feldman, Roger; Carlin, Caroline

    2004-01-01

    Objective To analyze the factors associated with employee awareness of employer-disseminated quality information on providers. Data Sources Primary data were collected in 2002 on a stratified, random sample of 1,365 employees in 16 firms that are members of the Buyers Health Care Action Group (BHCAG) located in the Minneapolis–St. Paul region. An employer survey was also conducted to assess how employers communicated the quality information to employees. Study Design In 2001, BHCAG sponsored two programs for reporting provider quality. We specify employee awareness of the quality information to depend on factors that influence the benefits and costs of search. Factors influencing the benefits include age, sex, provider satisfaction, health status, job tenure, and Twin Cities tenure. Factors influencing search costs include employee income, education, and employer communication strategies. We estimate the model using bivariate probit analysis. Data Collection Employee data were collected by phone survey. Principal Findings Overall, the level of quality information awareness is low. However, employer communication strategies such as distributing booklets to all employees or making them available on request have a large effect on the probability of quality information awareness. Employee education and utilization of providers' services are also positively related to awareness. Conclusions This study is one of the first to investigate employee awareness of provider quality information. Given the direct implications for medical outcomes, one might anticipate higher rates of awareness regarding provider quality, relative to plan quality. However, we do not find empirical evidence to support this assertion. PMID:15533188

  19. Employers' Demand for and the Provision of Part-Time Higher Education for Employees.

    Science.gov (United States)

    Trotman-Dickenson, Danusia

    1987-01-01

    A study of public and private employers' demand for part-time higher education for their employees and the response of institutions is reported. The study focuses on Wales and on the regional economic and social trends affecting educational demand and supply. Improved communication between employers, employees, and institutions is recommended.…

  20. Using Technology To Strengthen Employee and Family Involvement in Education.

    Science.gov (United States)

    Otterbourg, Susan D.

    Businesses have an important role in integrating information technologies into the workplace both to increase productivity and to facilitate employee communications with their children's schools and improve learning. This report is an important guide to further these kinds of connections. Through a variety of research, survey data, and case…

  1. How Multiple Interventions Influenced Employee Turnover: A Case Study.

    Science.gov (United States)

    Hatcher, Timothy

    1999-01-01

    A 3-year study of 46 textile industry workers identified causes of employee turnover (supervision, training, organizational communication) using performance analysis. A study of multiple interventions based on the analysis resulted in changes in orientation procedures, organizational leadership, and climate, reducing turnover by 24%. (SK)

  2. Hear What Employees Are Not Saying: A Review of Literature

    Science.gov (United States)

    Gonzales, Melissa

    2014-01-01

    A once organized, effective and, creative school teacher goes from "Teacher of the Year" candidate to an employee in need of improvement, without any notice of decline. The discouraged teacher begins to struggle with working relationships, schedules, and communication with students, parents, and colleagues. Why did the teacher never ask…

  3. Corporate rebranding: effects of corporate visual identity changes on employees and consumers

    NARCIS (Netherlands)

    Bolhuis, W.; de Jong, Menno D.T.; van den Bosch, A.L.M.

    2018-01-01

    Many organizations invest periodically in a new corporate visual identity (CVI). This study investigates the main effects of CVI changes in four organizations, taking into account three independent variables: stakeholder type (employees vs. consumers), the specific organization, and communication

  4. ADMINISTRATOR’S ROLE IN PERFORMANCE BASED REWARD AS A DETERMINANT OF EMPLOYEE OUTCOMES

    Directory of Open Access Journals (Sweden)

    Azman ISMAIL

    2015-06-01

    Full Text Available According to the recent literature pertaining on workplace compensation program, administrators often play two important roles in planning and implementing performance based reward: communication and performance appraisal. Recent studies in this field highlights that the ability of administrators to appropriately communicate pay information and appraise employee performance may have a significant impact on employee outcomes, especially job satisfaction and organizational commitment. Therefore, this study was conducted to assess the relationship between administrator’s role in performance based reward and employee outcomes using self-administered questionnaires collected from employees at a district council in Malaysia. The outcomes of the SmartPLS path model analysis showed that pay communication does not act as an important determinant of job satisfaction, but performance appraisal does act as an important determinant of job satisfaction. Conversely, both pay communication and performance appraisal act as important determinants of organizational commitment. Hence, discussion, implications and conclusion are elaborated.

  5. Effect of Manager’s Role in Performance Based Pay on Employee Outcomes

    Directory of Open Access Journals (Sweden)

    Azman, I

    2014-12-01

    Full Text Available According to the recent literature pertaining on Islamic based organizational compensation, performance based pay consists of two essential features: communication and performance appraisal. Recent studies in this field highlights that the ability of managers to appropriately communicate pay information and appraise employee performance may have a significant impact on employee outcomes, especially job satisfaction and organizational commitment. Therefore, this study was undertaken to assess the relationship between manager’s role in performance based pay and employee outcomes using self-administered questionnaires collected from employees at a district council in Peninsular Malaysia. The outcomes of the SmartPLS path model analysis showed that pay communication does not act as an important determinant of job satisfaction, but performance appraisal does act as an important determinant of job satisfaction. Conversely, pay communication and performance appraisal act as important determinants of organizational commitment. In addition, this study provides discussion, implications and conclusion

  6. Employee identification before and after an internal merger: a longitudinal analysis

    NARCIS (Netherlands)

    Bartels, J.; Pruyn, A.T.H.; Jong, de M.D.T.

    2009-01-01

    Earlier studies have shown that perceived external prestige (PEP) and communication climate influence employees' overall organizational identification. This paper presents the results of a longitudinal study into the determinants of organizational identification at two organizational levels during

  7. Employee indentification before and after an internal merger: A longitudinal analysis

    NARCIS (Netherlands)

    Bartels, J.; Pruyn, Adriaan T.H.; de Jong, Menno D.T.

    2009-01-01

    Earlier studies have shown that perceived external prestige (PEP) and communication climate influence employees' overall organizational identification. This paper presents the results of a longitudinal study into the determinants of organizational identification at two organizational levels during

  8. Employee recruitment: using behavioral assessments as an employee selection tool.

    Science.gov (United States)

    Collins, Sandra K

    2007-01-01

    The labor shortage of skilled health care professionals continues to make employee recruitment and retention a challenge for health care managers. Greater accountability is being placed on health care managers to retain their employees. The urgency to retain health care professionals is largely an issue that should be considered during the initial recruitment of potential employees. Health care managers should analyze candidates rigorously to ensure that appropriate hiring decisions are made. Behavioral assessments can be used as a useful employee selection tool to assist managers in the appropriate placement and training of potential new employees. When administered appropriately, these tools can provide managers with a variety of useful information. This information can assist health care managers in demystifying the hiring process. Although there are varying organizational concerns to address when using behavioral assessments as an employee selection tool, the potential return on investment is worth the effort.

  9. Effective communication during difficult conversations.

    Science.gov (United States)

    Polito, Jacquelyn M

    2013-06-01

    A strong interest and need exist in the workplace today to master the skills of conducting difficult conversations. Theories and strategies abound, yet none seem to have found the magic formula with universal appeal and success. If it is such an uncomfortable skill to master is it better to avoid or initiate such conversations with employees? Best practices and evidence-based management guide us to the decision that quality improvement dictates effective communication, even when difficult. This brief paper will offer some suggestions for strategies to manage difficult conversations with employees. Mastering the skills of conducting difficult conversations is clearly important to keeping lines of communication open and productive. Successful communication skills may actually help to avert confrontation through employee engagement, commitment and appropriate corresponding behavior

  10. Studies of the relationship between employee`s safety consciousness, morale, and supervisor`s leadership in nuclear power plant

    Energy Technology Data Exchange (ETDEWEB)

    Misumi, Jyuji; Hiraki, Tadao; Sakurai, Yukihiro [Institute of Nuclear Safety System Inc., Kyoto (Japan); Yoshida, Michio; Misumi, Emiko; Tokudome, Eiji

    1996-09-01

    This study examined the relationship between employee`s safety consciousness, morale, and supervisor`s leadership using multiple regression analysis. Respondents were 2152 male employees who were working at nuclear power plants (operation division, maintenance division, and joint companies). Main results were as follows. (1) Individual morale variables, such as `work motivation` and `mental hygine`, were correlated with leadership M behavior rather than with P behavior. On the other hand, group morale variables, such as `teamwork` and `meeting quality`, were correlated with both P and M behavior. These results shows P and M leadership affect the employee`s morale. (2) With regard to safety consciousness variables, `communication` and `work place norm` to ensure safety were strongly correlated to leadership both P and M behavior. However, neither `sense of tension to ensure safety` nor `experiencing cold shiver` were related to leadership P or M behavior. It was suggested that practices for accidents prevention in workplace are related to supervisor`s P and M leadership behavior. (3) `Sense of tension` to ensure safety and `experiencing cold shiver` were negatively correlated with `mental hygine`, but positively correlated with `work motivation`. These results suggest that increase of the work motivation might improve employee`s awareness and ability for detecting human errors. (author)

  11. License agreement, employee work

    OpenAIRE

    Poncová, Veronika

    2012-01-01

    The rigorous thesis is focused on license agreement and employee work. The aim of the thesis is not only an analysis of the use of a copyrighted work by a person different from the author of the work, but also an analysis of the performance of copyright by a person different from the author of the work. The thesis consists of five chapters. The opening chapter provides a summary of the notion of copyright, its sources at the national and international levels, but also the European Union legis...

  12. Re-thinking employee recognition: understanding employee experiences of recognition

    OpenAIRE

    Smith, Charlotte

    2013-01-01

    Despite widespread acceptance of the importance of employee recognition for both individuals and organisations and evidence of its increasing use in organisations, employee recognition has received relatively little focused attention from academic researchers. Particularly lacking is research exploring the lived experience of employee recognition and the interpretations and meanings which individuals give to these experiences. Drawing on qualitative interviews conducted as part of my PhD rese...

  13. Communication Technology: Pros and Cons of Constant Connection to Work

    Science.gov (United States)

    Diaz, Ismael; Chiaburu, Dan S.; Zimmerman, Ryan D.; Boswell, Wendy R.

    2012-01-01

    We examined the relationship between employees' attitudes related to communication technology (CT) flexibility, communication technology (CT) use, work-to-life conflict and work satisfaction. Based on data obtained from 193 employees, CT flexibility predicted more CT use. Further, CT use was associated not only with increased work satisfaction,…

  14. Perceptions of Women Managers and Their Communicator Competencies.

    Science.gov (United States)

    Wheeless, Virginia Eman; Berryman-Fink, Cynthia

    1985-01-01

    Examined employee attitudes toward women in general and women as managers, and perceived communication competencies of women managers. Found that female employees demonstrated a more positive regard for women in general, a less traditional view of women as managers, and a more positive perception of their communication competencies. (PD)

  15. Employee satisfaction and employee retention: catalysts to patient satisfaction.

    Science.gov (United States)

    Collins, Kevin S; Collins, Sandra K; McKinnies, Richard; Jensen, Steven

    2008-01-01

    Over the last few years, most health care facilities have become intensely aware of the need to increase patient satisfaction. However, with today's more consumer-driven market, this can be a daunting task for even the most experienced health care manager. Recent studies indicate that focusing on employee satisfaction and subsequent employee retention may be strong catalysts to patient satisfaction. This study offers a review of how employee satisfaction and retention correlate with patient satisfaction and also examines the current ways health care organizations are focusing on employee satisfaction and retention.

  16. Communicative Management in Ambulatory Services: Prehospital Management Communication--Limits and Possibilities.

    Science.gov (United States)

    Nordby, Halvor

    2015-01-01

    Poor management communication in healthcare services affects employees' motivation, commitment, and, in the final instance, organizational performance and the quality of patient care. In any area of health management, good communication is, therefore, key to successful management. This article discusses how managers of ambulance stations should secure communication with their paramedic crews. The first part uses ethical concepts to analyze communicative disagreement in interactive dialogue between managers and paramedics. The second part outlines basic communication principles that can serve as conceptual tools for avoiding misinterpretation in prehospital manager-employee interaction.

  17. Employee retention: an issue of survival in healthcare.

    Science.gov (United States)

    Collins, Sandra K; Collins, Kevin S

    2004-01-01

    Successful healthcare organizations emphasize attracting human resource assets and aggressively seek to resolve and prevent high employee turnover. Understanding the key components surrounding the importance of measuring employee turnover, learning how it affects patient care, and realizing what is needed to retain quality employees is central to the resolution. Measuring employee turnover in a healthcare department is fundamental to the success of the organization and the quality of care it delivers. Some studies indicate the cost of turnover can average 150% of the employee's annual salary. Furthermore, when employees leave, their duties are shifted to the remaining personnel who feel obligated to shoulder the additional burden. The most important impact of employee turnover may be the effect on patient care. Generally, all patients prefer to be cared for by the same members of a healthcare team each time they require treatment. This involves building relationships between the patients and their respective healthcare organizations. These relationships are important to the success of the facility, especially in cases where the same treatment/care can be received elsewhere. Creating an organizational environment that is dedicated to the retention of talented personnel is the first step in reducing employee turnover. Determining why employees are leaving an organization is an important part of developing an effective strategy. One way this information can be obtained is by conducting detailed exit interviews. Organizations should focus on the following issues in order to maintain their qualified workforce in the long term: communication; decision making; compensation, benefits, and career development; recruitment; appreciation and understanding; and management.

  18. Organisational Stress and Employee Dissatisfaction at Work: A Case Study to Boost Employee Satisfaction

    OpenAIRE

    Upma Goel

    2014-01-01

    Employee satisfaction is the terminology used to describe whether employees are happy and comfortable and fulfilling their desires and needs at work. Many measures purport that employee satisfaction is a factor in employee motivation, employee goal achievement, and positive employee morale in the workplace.Employee satisfaction, while generally a positive in your organization, can also be a downer if mediocre employees stay because they are satisfied with your work environment.Employee satisf...

  19. Work environments for employee creativity

    OpenAIRE

    Dul, Jan; Ceylan, Canan

    2010-01-01

    textabstractInnovative organisations need creative employees who generate new ideas for product or process innovation. This paper presents a conceptual framework for the effect of personal, social-organisational and physical factors on employee creativity. Based on this framework an instrument to analyse the extent to which the work environment enhances creativity is developed. We apply this instrument to a sample of 409 employees and find support for the hypothesis that a creative work envir...

  20. Employee Motivation at IKEA Espoo

    OpenAIRE

    Thapa, Kumar; Adhikari, Devendra

    2013-01-01

    How to motivate employees and the factors affecting motivation have been subjects of concern for many researchers and practitioners for decades. Until recently employees were primarily regarded as a factor of production (i.e. labor), and not, as in the current view, as an integral part of all businesses. Therefore, motivating employees has become essential in order to achieve the strategic goals of any company. However, due to the current state of competition in the job markets it has increas...

  1. Employee Screening : Theory and Evidence

    OpenAIRE

    Fali Huang; Peter Cappelli

    2007-01-01

    Arguably the fundamental problem faced by employers is how to elicit effort from employees. Most models suggest that employers meet this challenge by monitoring employees carefully to prevent shirking. But there is another option that relies on heterogeneity across employees, and that is to screen job candidates to find workers with a stronger work ethic who require less monitoring. This should be especially useful in work systems where monitoring by supervisors is more difficult, such as tea...

  2. Employee Referrals and Efficiency Wages

    OpenAIRE

    Kugler, Adriana D.

    2002-01-01

    Many workers believe that personal contacts are crucial for obtaining jobs in high-wage sectors. On the other hand, firms in high-wage sectors report using employee referrals because they help provide screening and monitoring of new employees. This Paper develops a matching model that can explain the link between inter-industry wage differentials and the use of employee referrals. Referrals lower monitoring costs because high-effort referees can exert peer pressure on co-workers, allowing fir...

  3. Recruitment and selection of employees

    OpenAIRE

    Čermochová, Barbora

    2017-01-01

    The Bachelor's thesis focuses on the process of recruitment and selection of employees. The thesis is divided into theoretical and practical part. The theoretical part includes concepts that are important for understanding of issues of the process of recruitment and selection of employees. The practical part is divided into three chapters. The first chapter briefly describes the company xxx. Next two chapters deal with the process of recruitment and selection of employees in the company. The ...

  4. Communication impact on achieving public organization goals

    Directory of Open Access Journals (Sweden)

    Koniusz M.

    2017-06-01

    Full Text Available Employees are the most valuable resource of any organization regardless of whether it is a public or private organization. The effective functioning of the organization depends on many factors, but the key role is played by human factors. It is people in an organization to determine its success. However, an organization functions effectively not only just by employees’ presence. Communicative process is very important, that is the ability to communicate, and make decisions, and to understand what employees have to say doing their job duties. Relationships of an organization with the environment are equally important for the effective functioning of the organization. The development of appropriate relationships with clients, contractors, banks, etc., depends on whether the organization will succeed, or will be doomed to failure. The aim of this research is the attempt to depict the style of communication on the example of the employees at the Polish post office and the communication impact on the motivation of staff, the presentation of the main forms of communication not only between employees at different levels, but also the dialogue “an employee – a customer”, and the appearance while the communication process, which affects not only the employees of the organisational unit, but also customers.

  5. Preserving Employee Privacy in Wellness.

    Science.gov (United States)

    Terry, Paul E

    2017-07-01

    The proposed "Preserving Employee Wellness Programs Act" states that the collection of information about the manifested disease or disorder of a family member shall not be considered an unlawful acquisition of genetic information. The bill recognizes employee privacy protections that are already in place and includes specific language relating to nondiscrimination based on illness. Why did legislation expressly intending to "preserve wellness programs" generate such antipathy about wellness among journalists? This article argues that those who are committed to preserving employee wellness must be equally committed to preserving employee privacy. Related to this, we should better parse between discussions and rules about commonplace health screenings versus much less common genetic testing.

  6. All Employee Census Survey (AES)

    Data.gov (United States)

    Department of Veterans Affairs — The Office of Personnel Management requires government agencies, at a minimum, to query employees on job satisfaction, organizational assessment and organizational...

  7. Older Workers' Communication Satisfaction in the Lodging Industry.

    Science.gov (United States)

    Fu, Yao-Yi; Mount, Daniel J.

    2002-01-01

    Usable responses from 374 hotel employees compared the satisfaction with workplace communications of younger (n=80) and older workers (n=81). Differences in terms of downward and vertical communication, corporate information, communication climate, feedback, and coworker communication suggest different ways to manage workers. (Contains 33…

  8. Communication without communication

    Directory of Open Access Journals (Sweden)

    Bratina Boris R.

    2017-01-01

    Full Text Available This paper analyses the necessary conditions for successful communication. It is well known that post-modernity, described as an era of control, produces only decentralized, imploded subjectivities, who are neither able to question their own being nor to relate one with another in authentic bonds of communication. Today, virtual communication has become an ultimate model of every possible communication whatsoever. The authors, therefore, pose the question of conditions for possibility of subjectivities who would be able and apt for authentic communication, wherein faith, fidelity, truth, and capability of keeping one's word occupy the central place.

  9. Employee benefits or wage increase?

    Directory of Open Access Journals (Sweden)

    Jiří Duda

    2011-01-01

    Full Text Available The paper comes from a survey done during the years 2007–2009. It focused on employee satisfaction with the provision of employee benefits. The research included 21 companies, 7 companies were from the engineering sector, 7 companies from the food industry, 3 companies represented the budgetary sphere, 3 companies the services sector and one company operates in pharmaceutical industry.The questionnaire survey consisted of 14 questions, including 5 identification-questions. The paper presents results of the questions on dealing with employees’ awareness of employee benefits and on choosing between employees’ preferences of wage increase or increase in value of benefits provided.Employees are informed about all options of providing employee benefits. Only in 3 cases employees stated dissatisfaction with information. This answer was related with the responses to the second monitored question. Employees of these companies preferred pay increases before benefits’ increases. There was no effect of gender of the respondents, neither the influence of the sector of operation, in the preference of increases in wages or in benefits. Exceptions were the employees of companies operating in the financial sector, who preferred employee benefits before a wage increase. It was found that employees of companies who participated in research in 2009, preferred wage increases before the extension of employee benefits, although the value of the net wage increase is lower than the monetary value of benefits increase.The paper is a part of solution of the research plan MSM 6215648904 The Czech economy in the process of integration and globalization, and the development of agricultural sector and the sector of services under the new conditions of the integrated European market.

  10. Motivating pharmacy employees.

    Science.gov (United States)

    White, S J; Generali, J A

    1984-07-01

    Concepts from theories of motivation are used to suggest methods for improving the motivational environment of hospital pharmacy departments. Motivation--the state of being stimulated to take action to achieve a goal or to satisfy a need--comes from within individuals, but hospital pharmacy managers can facilitate motivation by structuring the work environment so that it satisfies employees' needs. Concepts from several theories of motivation are discussed, including McGregor's theory X and theory Y assumptions, Maslow's hierarchy of needs theory, Herzberg's motivation hygiene theory, and Massey's value system theory. Concepts from the Japanese style of management that can be used to facilitate motivation, such as quality circles, also are described. The autocratic, participative, and laissez faire styles of leadership are discussed in the context of the motivation theories, and suggested applications of theoretical concepts to practice are presented.

  11. [Employee assistance program].

    Science.gov (United States)

    Shima, Satoru; Tanaka, Katsutoshi; Ohba, Sayo

    2002-03-01

    Recently the EAP has received much attention in Japan. The first EAP service in the US was conducted by employees who had recovered from alcohol problems. In the early days EAP providers focused on addiction, but mainly after 1980 they expanded their service areas to include mental health, marital problems, legal problems and financial problems. In Japan the EAP was first received attention as a counseling resource outside the workplace where employees could seek professional help confidentially, but the main reasons why this system now interests employers are as a risk-management tool and an outsourcing of mental health services, since the growing number of mental health cases in the workplace has been a big issue for employers. Two movements have also contributed to more recognition of the EAP: one is guidelines on compensation for mental health cases in the workplace and the other is guidelines on mental health promotion in the workplace. There are four types of EAP systems: internal EAP, external EAP, combination EAP, and consortium EAP. EAP core technology consists of 8 functions including problem identification, Crisis intervention, Short-term intervention, Consultation with work organization leader. The literature on cost-benefit analysis of the EAP is very limited. Although the available data suggest that the EAP is highly cost-effective, further studies are needed with the sufficient statistical quality. In Japan the most important issues in the EAP are the standardization and quality assurance of EAP services. For this purpose development of a good educational system for EAP professionals is needed.

  12. Employee Ownership, Motivation and Productivity.

    Science.gov (United States)

    Michie, Jonathan; Oughton, Christine; Bennion, Yvonne

    The relationship between employee ownership, motivation, and productivity was explored. The main data collection activities were as follows: (1) a literature review; (2) interviews with management and employees from 10 selected companies across the United Kingdom; (3) surveys of ICOM (the federation of worker cooperatives) member companies and…

  13. Employee turnover: measuring the malady.

    Science.gov (United States)

    O'Connor, Stephen

    2002-01-01

    One measure of an organization's value to its employees is turnover. But how do you know if your employees are wondering if the grass is greener elsewhere? Scott Badler in his book What's So Funny about Looking for a Job? suggests a quick quiz to find out.

  14. Assessing New Employee Orientation Programs

    Science.gov (United States)

    Acevedo, Jose M.; Yancey, George B.

    2011-01-01

    Purpose: This paper aims to examine the importance of new employee orientation (NEO) programs, the quality of typical NEOs, and how to improve NEOs. Design/methodology/approach: The paper provides a viewpoint of the importance of new employee orientation programs, the quality of typical NEOs, and how to improve NEOs. Findings: Although western…

  15. Community College Employee Wellness Programs

    Science.gov (United States)

    Thornton, L. Jay; Johnson, Sharon

    2010-01-01

    This paper describes the prevalence and characteristics of employee wellness programs in public community colleges accredited by the Southern Association of Colleges and Schools (SACS). A random sample of 250 public community colleges accredited by SACS was mailed a 46-item employee-wellness program survey. The survey solicited program information…

  16. ORGANIZATION PERFORMANCE AND EMPLOYEE SATISFACTION

    OpenAIRE

    Milica Jakšiæ, Miloš Jakšiæ

    2014-01-01

    Employee satisfaction related to their job, possibilities of career development, mechanisms of performance measurement and reward, as remuneration systems are of growing importance. Expectations of highly educated workforce continuously increase, so recruiting and retention of such workers becomes key factor of success for modern companies. Success of companies is expected to change together with employee saticfaction.

  17. Work environments for employee creativity

    NARCIS (Netherlands)

    J. Dul (Jan); C. Ceylan (Canan)

    2010-01-01

    textabstractInnovative organisations need creative employees who generate new ideas for product or process innovation. This paper presents a conceptual framework for the effect of personal, social-organisational and physical factors on employee creativity. Based on this framework an instrument to

  18. Counseling Employees: A Multifaceted Approach.

    Science.gov (United States)

    Sandhu, Daya Singh, Ed.

    This book is divided into five major sections that focus on the various perspectives, needs, and concerns of employees in the workplace. Chapters include: (1) Work: Meaning, Mattering, and Job Satisfaction (K. M. Connolly); (2) Spirituality in the Workplace: An Overview (E. J. Looby and D. S. Sandhu); (3) Developing the Whole Employee: Some…

  19. Public Sector Employee Assistance Programs.

    Science.gov (United States)

    Kemp, Donna R.; Verlinde, Beverly

    This document discusses employee assistance programs (EAPs), programs which have been developed to help employees deal with personal problems that seriously affect job performance. It reviews literature which specifically addresses EAPs in the public sector, noting that there are no exact figures on how many public entities have EAPs. Previous…

  20. 25 CFR 700.549 - Employee organizations.

    Science.gov (United States)

    2010-04-01

    ... 25 Indians 2 2010-04-01 2010-04-01 false Employee organizations. 700.549 Section 700.549 Indians... Employee Responsibility and Conduct § 700.549 Employee organizations. An employee may not knowingly be a member of an organization of Government employees that advocates the overthrow of the United States...

  1. 13 CFR 147.640 - Employee.

    Science.gov (United States)

    2010-01-01

    ... 13 Business Credit and Assistance 1 2010-01-01 2010-01-01 false Employee. 147.640 Section 147.640... WORKPLACE (NONPROCUREMENT) Definitions § 147.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1) All direct charge employees; (2...

  2. 45 CFR 1173.640 - Employee.

    Science.gov (United States)

    2010-10-01

    ... 45 Public Welfare 3 2010-10-01 2010-10-01 false Employee. 1173.640 Section 1173.640 Public Welfare...) Definitions § 1173.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1) All direct charge employees; (2) All indirect charge...

  3. 28 CFR 83.640 - Employee.

    Science.gov (United States)

    2010-07-01

    ... 28 Judicial Administration 2 2010-07-01 2010-07-01 false Employee. 83.640 Section 83.640 Judicial...) Definitions § 83.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1) All direct charge employees; (2) All indirect charge...

  4. 21 CFR 1405.640 - Employee.

    Science.gov (United States)

    2010-04-01

    ... 21 Food and Drugs 9 2010-04-01 2010-04-01 false Employee. 1405.640 Section 1405.640 Food and Drugs... ASSISTANCE) Definitions § 1405.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1) All direct charge employees; (2) All...

  5. 22 CFR 210.640 - Employee.

    Science.gov (United States)

    2010-04-01

    ... 22 Foreign Relations 1 2010-04-01 2010-04-01 false Employee. 210.640 Section 210.640 Foreign... (FINANCIAL ASSISTANCE) Definitions § 210.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1) All direct charge employees; (2...

  6. 29 CFR 94.640 - Employee.

    Science.gov (United States)

    2010-07-01

    ... 29 Labor 1 2010-07-01 2010-07-01 true Employee. 94.640 Section 94.640 Labor Office of the... § 94.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1) All direct charge employees; (2) All indirect charge...

  7. 34 CFR 84.640 - Employee.

    Science.gov (United States)

    2010-07-01

    ... 34 Education 1 2010-07-01 2010-07-01 false Employee. 84.640 Section 84.640 Education Office of the...) Definitions § 84.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1) All direct charge employees; (2) All indirect charge...

  8. 49 CFR 32.640 - Employee.

    Science.gov (United States)

    2010-10-01

    ... 49 Transportation 1 2010-10-01 2010-10-01 false Employee. 32.640 Section 32.640 Transportation... ASSISTANCE) Definitions § 32.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1) All direct charge employees; (2) All indirect...

  9. 10 CFR 607.640 - Employee.

    Science.gov (United States)

    2010-01-01

    ... 10 Energy 4 2010-01-01 2010-01-01 false Employee. 607.640 Section 607.640 Energy DEPARTMENT OF... ASSISTANCE) Definitions § 607.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1) All direct charge employees; (2) All...

  10. 22 CFR 312.640 - Employee.

    Science.gov (United States)

    2010-04-01

    ... 22 Foreign Relations 2 2010-04-01 2010-04-01 true Employee. 312.640 Section 312.640 Foreign... § 312.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1) All direct charge employees; (2) All indirect charge...

  11. 22 CFR 1509.640 - Employee.

    Science.gov (United States)

    2010-04-01

    ... 22 Foreign Relations 2 2010-04-01 2010-04-01 true Employee. 1509.640 Section 1509.640 Foreign... ASSISTANCE) Definitions § 1509.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1) All direct charge employees; (2) All...

  12. 22 CFR 133.640 - Employee.

    Science.gov (United States)

    2010-04-01

    ... 22 Foreign Relations 1 2010-04-01 2010-04-01 false Employee. 133.640 Section 133.640 Foreign... ASSISTANCE) Definitions § 133.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1) All direct charge employees; (2) All...

  13. 45 CFR 1155.640 - Employee.

    Science.gov (United States)

    2010-10-01

    ... 45 Public Welfare 3 2010-10-01 2010-10-01 false Employee. 1155.640 Section 1155.640 Public Welfare...) Definitions § 1155.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1) All direct charge employees; (2) All indirect charge...

  14. 29 CFR 1917.122 - Employee exits.

    Science.gov (United States)

    2010-07-01

    ... 29 Labor 7 2010-07-01 2010-07-01 false Employee exits. 1917.122 Section 1917.122 Labor Regulations...) MARINE TERMINALS Terminal Facilities § 1917.122 Employee exits. (a) Employee exits shall be clearly marked. (b) If an employee exit is not visible from employees' work stations, directional signs...

  15. 22 CFR 1008.640 - Employee.

    Science.gov (United States)

    2010-04-01

    ... 22 Foreign Relations 2 2010-04-01 2010-04-01 true Employee. 1008.640 Section 1008.640 Foreign... ASSISTANCE) Definitions § 1008.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1) All direct charge employees; (2) All...

  16. Using Readership Research to Study Employee Views.

    Science.gov (United States)

    Pavlik, John; And Others

    1990-01-01

    Surveys employees of the Hershey Medical Center in Pennsylvania to examine why they read "Vital Signs," the employee newsletter. Finds that employees with a higher level of organizational integration often place more emphasis on reading the employee newsletter to survey system functions and the employee social network. (MM)

  17. Deterring and remedying employee theft.

    Science.gov (United States)

    Buzogany, Bill; Mueller, Michael J

    2010-01-01

    Employee theft of patient-related information for personal financial gain is a serious threat to the success and financial viability of many healthcare providers. You can safeguard your financial interest in your patient base by taking three preventative measures designed to dissuade your employees from stealing from you. The first step is the implementation of policies and procedures that inform your employees that patient-related information is a valuable business asset that you vigorously protect from misappropriation. The second step is strictly limiting and monitoring employee access to patient-related information. The third step is educating your employees of the potential legal consequences to them in the event they steal from you and, in the event of theft, pursuing all legal remedies available to you.

  18. Leader communication approaches and patient safety: An integrated model.

    Science.gov (United States)

    Mattson, Malin; Hellgren, Johnny; Göransson, Sara

    2015-06-01

    Leader communication is known to influence a number of employee behaviors. When it comes to the relationship between leader communication and safety, the evidence is more scarce and ambiguous. The aim of the present study is to investigate whether and in what way leader communication relates to safety outcomes. The study examines two leader communication approaches: leader safety priority communication and feedback to subordinates. These approaches were assumed to affect safety outcomes via different employee behaviors. Questionnaire data, collected from 221 employees at two hospital wards, were analyzed using structural equation modeling. The two examined communication approaches were both positively related to safety outcomes, although leader safety priority communication was mediated by employee compliance and feedback communication by organizational citizenship behaviors. The findings suggest that leader communication plays a vital role in improving organizational and patient safety and that different communication approaches seem to positively affect different but equally essential employee safety behaviors. The results highlights the necessity for leaders to engage in one-way communication of safety values as well as in more relational feedback communication with their subordinates in order to enhance patient safety. Copyright © 2015 Elsevier Ltd. and National Safety Council. Published by Elsevier Ltd. All rights reserved.

  19. The impact of gender, education and age on employee attitudes towards corporate social responsibility

    DEFF Research Database (Denmark)

    Rosati, Francesco; Calabrese, Armando; Costa, Roberta

    their employees' CSR attitudes. In this regard, many studies show that individual characteristics can influence CSR attitudes. This research aims to identify the influence of three sociodemographic characteristics such as gender, educational level and age on three employee CSR attitudes, such as CSR demandingness...... and satisfied than female colleagues. Educational level differences also have a significant influence on CSR trust and CSR satisfaction, with graduated employees generally more trustful and satisfied than not graduated colleagues. However, employee gender and education do not influence CSR demandingness......, and employee age does not have a significant effect on any CSR attitude. This research indicates that the banks under study need to improve the effectiveness of their internal CSR communication, especially with women and not graduated employees, who show the lowest levels of CSR trust and satisfaction...

  20. Employee Assistance Program Issues

    Science.gov (United States)

    Gettleman, Alan G.; McGuire, William

    1999-01-01

    Employee Assistance Program (EAP) officers, as well as personnel in other disciplines from eight NASA Centers, attended this breakout session. Ms. Brenda Blair, MA, CEAP, a guest speaker at the conference, also attended as a consultant. Representatives from the NASA Centers introduced themselves and spoke briefly about their programs. In a discussion related to the conference theme on benchmarking, quality control issues within the EAP community and adequate documentation of cases were addressed. Disposition and provision for quality assurance checks for EAP providers in single person offices were also discussed. Ms. Blair presented methods for consulting with other NASA personnel in single person EAP offices as a quality control measure. EAP intervention in critical incidents was discussed. The question of whether EAP assistance is an asset or a potential liability in those situations was addressed. Suggestions were made of topics for future EAP video-teleconference topics. A program on EAP ethics was planned for a September video teleconference. Each person was asked to provide intake forms they use to Mr. Gettleman or Ms. Blair. Ms. Blair said she would review the forms to ensure that adequate notification is provided to the client for confidentiality. She would also review them to ensure they have adequate limits of confidentiality--a topic for future video teleconferencing. Mr. Gettleman described the NASA initiative to reduce stresses in the workplace, and the activities of an ad-hoc EAP group that will make recommendations to NASA senior management. Alternative training methods were discussed for reaching target audiences such as employees at risk, supervisors, and others. Pfc. David A. Pendleton, Victim Assistance Coordinator, U.S. Capitol Police. U.S. House of Representatives made a special presentation. Pfc. Pendleton was on duty during the tragic shooting of two Federal guards at the U.S. Capitol. He related the events immediately after the incident. He

  1. CAN CSR INFLUENCE EMPLOYEES SATISFACTION?

    Directory of Open Access Journals (Sweden)

    Patrizia Gazzola

    2016-07-01

    Full Text Available The study shows how CSR for employees may represent a special opportunity to influence: employees’ general impression of the company and expectations about how the organization treats its employees. Companies have very important role to affect change in their communities and the environment by adopting CSR initiatives. Though short-term benefits might be few, it is likely that the importance of CSR will increase in years to come as people become more interested in the social and environmental effects of companies There’s a debate over whether CSR initiatives, that are socially responsible or environmentally friendly improves employees’ perceptions of the company. When a company has CSR initiatives, employees are more proud of and committed to the organization. This is because the personal identities are partly tied up in the companies that person works for. If a company is saving the world, reflects positively on employees and makes them feel good about the work they do for the company. The role CSR plays in enhancing a company's reputation among its own employees, subsequently boosting their motivation and engagement, is perhaps underrated, which is particularly problematic for companies that are inconsistent in their approach to implementing CSR initiatives. Studies involving CSR have not fully explored how organizational social performance impacts individual employee behaviors nor examined the attributes of individuals comprising stakeholder groups such as employees. The objectives of this study are to analyze the implementation of CSR programs and its impact on employees. The main underlying proposition is that organization can influence its employee through his or her own ethical and responsible behavior. The work culture built upon this sense of organization’s voluntary contribution toward a wide number of stakeholders could invite and encourage employee to adopt the same voluntary attitude and behavior to their own fellow

  2. 76 FR 2142 - Employee Benefits Security Administration

    Science.gov (United States)

    2011-01-12

    ... DEPARTMENT OF LABOR Employee Benefits Security Administration Hearing on Definition of ``Fiduciary'' AGENCY: Employee Benefits Security Administration, Labor. ACTION: Notice of hearing and extension of comment period. SUMMARY: Notice is hereby given that the Employee Benefits Security Administration will...

  3. Employee resistance and injury during commercial robberies.

    Science.gov (United States)

    Jones, Jennifer; Casteel, Carri; Peek-Asa, Corinne

    2015-05-01

    To examine the association between employee resistance and injury and examine whether type or location of property stolen was associated with employee resistance during commercial robberies in a large metropolitan city. Robbery data were abstracted from police crime reports between 2008 and 2012. Log binomial regression models were used to identify predictors of employee resistance and to evaluate the association between employee resistance and injury. Employees resisted a robber in nearly half of all robbery events. Active employee resistance was significantly associated with employee injury (Adj PR: 1.49, 95% confidence interval, 1.34 to 1.65). Goods being stolen were associated with active employee resistance and employee injury, whereas cash only being stolen was inversely associated with employee injury. Results suggest that employee training in nonresistance can be an important strategy in protecting employees working with the exchange of cash and goods.

  4. Fostering employee involvement.

    Science.gov (United States)

    Beecher, G P

    1997-11-01

    Every year, the ODA's Economics of Practice Committee, with the help of an independent consulting firm, carries out the Cost of Practice Monitor which tracks the various costs of running a dental practice in Ontario. This article is the result of a joint ODA-Arthur Andersen initiative to provide members with detailed information from the Monitor. Over the next year, there will be a series of articles published under the heading "Best practises for Ontario's Dental Practices." The article featured in this issue focuses on wage expenses in dental practices and how to foster employee involvement as a means of addressing cost-productivity issues. Furthermore, information relating to wage expenses may be used by practitioners to benchmark their practice against the average Ontario dental practice. Appendix C was developed for this purpose. Through benchmarking, the practitioner may gain insight into ways of evaluating their practice and in addressing issues that could improve the management of the practice. For a long time, concepts of best business practises were applied only to manufacturing organizations or large multi-national corporations but experience has demonstrated that these activities are universal to all organizations, including service companies, schools, government and not-for-profit organizations.

  5. ENHANCING JOB SATISFACTION THROUGH ORGANIZATIONAL COMMUNICATION

    Directory of Open Access Journals (Sweden)

    ŞOMĂCESCU SABINA MĂDĂLINA

    2016-04-01

    Full Text Available In this paper, we have investigated the link between the organizational communication and job satisfaction. We assumed that a healthy communication determines the motivation of the staff, the increase of the productivity and individual and organizational performances. Our study showed that there is a positive link between the organizational communication and job satisfaction. The employees perceive the communication as a motivating factor when the communication is open and efficient. Thus, the management of the organization must take all steps for an open communication that will encourage the satisfaction and staff productivity.

  6. Workplace Readiness for Communicating Diversity.

    Science.gov (United States)

    Muir, Clive

    1996-01-01

    Proposes a model for communicating change about diversity using a workplace-readiness approach. Discusses ways organizational change agents can assess the company's current interpersonal and social dynamics, use appropriate influence strategies, and create effective messages that will appeal to employees and help to achieve the desired acceptance…

  7. Every employee an owner. Really.

    Science.gov (United States)

    Rosen, Corey; Case, John; Staubus, Martin

    2005-06-01

    Surveys indicate that when new rules on expensing stock options take effect, many companies are likely to limit the number of employees who can receive equity compensation. But companies that reserve equity for executives are bound to suffer in the long run. Study after study proves that broad-based ownership, when done right, leads to higher productivity, lower workforce turnover, better recruits, and bigger profits. "Done right" is the key. Here are the four most important factors in implementing a broad-based employee equity plan: A significant portion of the workforce--generally, most of the full-time people--must hold equity; employees must think the amounts they hold can significantly improve their financial prospects; managerial practices and policies must reinforce the plan; and employees must feel a true sense of company ownership. Those factors add up to an ownership culture in which employees' interests are aligned with the company's. The result is a workforce that is loyal, cooperative, and willing to go above and beyond to make the organization successful. A wide variety of companies have recorded exceptional business performance with the help of employee-ownership programs supported by management policies. The authors examine two: Science Applications International, a research and development contractor, and Scot Forge, which shapes metal and other materials for industrial machinery. At both companies, every employee with a year or so of service holds equity, and employees who stay on can accumulate a comfortable nest egg. Management's sharing of financial information reinforces workers' sense of ownership. So does the expectation that employees will accept the responsibilities of ownership. Workers with an ownership stake internalize their responsibilities and feel they have an obligation not only to management but to one another.

  8. Utilizing the Myers-Briggs Personality Inventory in Employee Assistance Program Workplace Seminars.

    Science.gov (United States)

    Aviles, Christopher B.

    Social work educators are being called upon more often to deliver employee workplace seminars for community agencies on a variety of topics ranging from burnout and stress management to improving workplace communication and managing workplace conflicts. One tool that addresses workplace communication is the Myers-Briggs Type Indicator (MBTI). It…

  9. Addressing problems of employee performance.

    Science.gov (United States)

    McConnell, Charles R

    2011-01-01

    Employee performance problems are essentially of 2 kinds: those that are motivational in origin and those resulting from skill deficiencies. Both kinds of problems are the province of the department manager. Performance problems differ from problems of conduct in that traditional disciplinary processes ordinarily do not apply. Rather, performance problems are addressed through educational and remedial processes. The manager has a basic responsibility in ensuring that everything reasonable is done to help each employee succeed. There are a number of steps the manager can take to address employee performance problems.

  10. Employee Reward Systems in Organizations

    Directory of Open Access Journals (Sweden)

    Došenović Dragana

    2016-06-01

    Full Text Available Employee rewarding is one of the activities of human resource management concerning the management of money, goods and services that employees receive from their employer in exchange for their work. Given that a properly designed reward system is one of the conditions for a stable business, successful performance of work activities and the achievement of set objectives in each organization, the basic theme of this paper is the employee reward system, with a special focus on different elements of it. The purpose of this paper is to describe the role and significance of the observed system and to draw attention to its role in employee’s motivation.

  11. How Employee Turnover Affects Productivity

    DEFF Research Database (Denmark)

    Eriksen, Bo

    Research on employee turnover suggests that turnover results in negative organization-level outcomes. This paper provides a firm-level analysis of the impact of the in- and outflows of human resources on productivity and how the presence of organizational slack resources moderates the effects...... moderate this effect so that the negative consequences of employee turnover are less severe for larger, older and capital intensive firms. These moderating variables indicate the presence of slack resources in the firm, and thus that the accumulation of slack reduces the efficiency losses from employee...

  12. Does an employee assistance programme benefit employers and employees alike?

    Science.gov (United States)

    MacAlister, E

    1999-09-01

    EAPs are not a psychological sticking plaster. They are a clinically and corporately balanced service which benefits the employee, via the direct services and the employer, via the feedback in the form of usage statistics derived from the continuous tracking of the account through which organizational and employment issues are identified. Well positioned EAPs offer employees confidential counselling, and information services including legal, financial and child-based issues and are able to offer employers tailored training and consultancy.

  13. Links between communication strategies and personal insurance ...

    African Journals Online (AJOL)

    A communication strategy plays a crucial role in understanding these conceptions and effecting the desired change. Hence there is need for insurance sales agents and employees to be properly trained and well equipped with product knowledge and the necessary communication skills to put this knowledge across.

  14. Üniversite Hastaneleri Çalışanlarının Kalite Anlayışı ve Kalite Çalışmalarında İletişimin Önemi: Bir Uygulama Örneği=Conception of Quality of University Hospitals Employees and the Importance of Quality Work Communication: A Practical Example

    Directory of Open Access Journals (Sweden)

    Huriye Çolaklar

    2013-10-01

    Full Text Available Bu çalışmada, bir kamu kurumunda kalite çalışmalarının anlaşılması ve etkin olabilmesi için kurum çalışanlarının, ortaya çıkabilecek sorunların iletişimle çözülebileceği bilincine sahip olmaları gerektiği vurgulanmıştır. Araştırmada veri toplama yöntemi olarak anket yöntemi kullanılmış ve kurumun yöneticileri ile akademik personeline uygulanmıştır. Toplam 205 kişiye anket gönderilmiş olup, 173 geri bildirim alınmıştır. Anketlerden 4 tanesi eksik ve hatalı doldurulduğu için değerlendirmeye alınmamıştır. Anketleri yanıtlayan 173 kişiden 29’u yöneticidir. Elde edilen verilere göre; yöneticiler “iletişim ve karar mekanizmasını” %23 ile en az önemli; akademik personel ise “örgüt ikliminin motivasyon artırıcı bir nitelikte olmasını” %33 oranla önemli görmektedir. Kurumun kalite yönetimini uygularken karşılaşılan güçlükler arasında yöneticilere göre %39’nun “üst yönetimin yönetim anlayışı” ve %38’nin “kurum içi iletişim eksikleri” en az önemlide, akademik personelde ise %23’nün “iletişim eksikleri” az önemlide yer almıştır. Bu çalışma sonucunda, kalite yönetim sistemi uygulanırken çalışanların, kaliteli hizmet anlayışını ve müşteri memnuniyetini en çok önemli ve iletişimin katkısını da en az önemli seviyesinde değerlendirdikleri saptanmıştır. Ancak kurum içi iletişim eksiklikleri ve birimler arası sürtüşmelerin olması, kalite yönetim sisteminin, etkin olmasını ve kalite bilincinin gelişmesini olumsuz etkilemektedir./In this study, we emphasize that the public institution employees are also that should be aware that problems can be solved by means of communication for the purpose of appreciating the quality of work and making it effective. The survey was used as a method of data collection and that survey was conducted on office managers and academic staff. The survey sheets were sent out to

  15. Analysis of Employee's Survey for Preventing Human-Errors

    International Nuclear Information System (INIS)

    Sung, Chanho; Kim, Younggab; Joung, Sanghoun

    2013-01-01

    Human errors in nuclear power plant can cause large and small events or incidents. These events or incidents are one of main contributors of reactor trip and might threaten the safety of nuclear plants. To prevent human-errors, KHNP(nuclear power plants) introduced 'Human-error prevention techniques' and have applied the techniques to main parts such as plant operation, operation support, and maintenance and engineering. This paper proposes the methods to prevent and reduce human-errors in nuclear power plants through analyzing survey results which includes the utilization of the human-error prevention techniques and the employees' awareness of preventing human-errors. With regard to human-error prevention, this survey analysis presented the status of the human-error prevention techniques and the employees' awareness of preventing human-errors. Employees' understanding and utilization of the techniques was generally high and training level of employee and training effect on actual works were in good condition. Also, employees answered that the root causes of human-error were due to working environment including tight process, manpower shortage, and excessive mission rather than personal negligence or lack of personal knowledge. Consideration of working environment is certainly needed. At the present time, based on analyzing this survey, the best methods of preventing human-error are personal equipment, training/education substantiality, private mental health check before starting work, prohibit of multiple task performing, compliance with procedures, and enhancement of job site review. However, the most important and basic things for preventing human-error are interests of workers and organizational atmosphere such as communication between managers and workers, and communication between employees and bosses

  16. Internal marketing for engaging employees on the corporate responsibility journey

    Directory of Open Access Journals (Sweden)

    Isabel Sanchez-Hernandez

    2012-06-01

    Full Text Available Purpose: The purpose of this paper is to explore whether internal marketing could be a powerful tool for engaging employees on the corporate responsibility journey. Design/methodology/approach: In the absence of empirical work linking internal marketing efforts in organizations and employee engagement in corporate responsibility issues, a conceptual approach based on literature review is carried out to determine the existing possibilities provided by internal marketing to enhance corporate responsibility.Findings: Reflexion from the extant literature indicates that, because employee engagement matters, internal responsibility should be put first. The internal marketing umbrella, including ‘selling internally’ the idea of responsibility, facilitating internal communication, enhancing corporate volunteering or the possibility to become a social intrapreneur, could help to align employees´ needs with corporate responsibility goals.Practical implications: The results suggest that managers must ensure that internal aspects of management, such as internal communication and employee commitment are taken into account in order to get success in corporate responsibility issues. Managers need to be more proactive trying to introduce the marketing function in human capital issues. Understanding employees´ wants and needs and selling internally responsibility goals would make external efforts in developing a responsible strategy much more likely to succeed.Originality/value: Reflecting the literature which highlights the importance of internal marketing, we pay particular attention to their role on promoting corporate responsibility internally. The results indicate that while organizations strive to achieve corporate responsibility goals, it is expected that effectiveness will be greater among organizations using internal marketing tools for this purpose. To the best of our knowledge is the first time this relationship has been academically discussed

  17. Employee share ownership in Germany

    DEFF Research Database (Denmark)

    Ortlieb, Renate; Matiaske, Wenzel; Fietze, Simon

    2016-01-01

    Politicians and scholars alike praise the significant benefits associated with employee share ownership (ESO). However, little is known about the concrete motives of firms to provide ESO to their employees. In particular, it is unknown how these motives correlate with firms’ contexts. Drawing...... on an institutional theoretical framework, this article examines what aims firms pursue through the provision of ESO. The data originate from a survey of firms in Germany. The cluster analytic findings indicate distinctive patterns of relationships between aims and firm characteristics. Aims related to employee...... performance are most important to foreign-owned firms, financial aims are most important to non-public small and medium-sized firms and aims related to corporate image are most important to big firms and to firms that do not provide profit sharing. Aims related to employee attraction and retention are almost...

  18. Employee Benefit Reporting After ERISA

    Science.gov (United States)

    Steen, Wesley W.

    1976-01-01

    The statutory reporting requirements of ERISA and some of the regulations recently promulgated are discussed. All type of employee benefit plans are covered. For journal availability see HE 508 741. (LBH)

  19. Work environments for employee creativity.

    Science.gov (United States)

    Dul, Jan; Ceylan, Canan

    2011-01-01

    Innovative organisations need creative employees who generate new ideas for product or process innovation. This paper presents a conceptual framework for the effect of personal, social-organisational and physical factors on employee creativity. Based on this framework, an instrument to analyse the extent to which the work environment enhances creativity is developed. This instrument was applied to a sample of 409 employees and support was found for the hypothesis that a creative work environment enhances creative performance. This paper illustrates how the instrument can be used in companies to select and implement improvements. STATEMENT OF RELEVANCE: The ergonomics discipline addresses the work environment mainly for improving health and safety and sometimes productivity and quality. This paper opens a new area for ergonomics: designing work environments for enhancing employee creativity in order to strengthen an organisation's capability for product and process innovation and, consequently, its competitiveness.

  20. Employee Resistance to Computer Technology.

    Science.gov (United States)

    Ewert, Alan

    1984-01-01

    The introduction of computers to the work place may cause employee stress. Aggressive, protective, and avoidance behaviors are forms of staff resistance. The development of good training programs will enhance productivity. Suggestions for evaluating computer systems are offered. (DF)

  1. Implementing an Employee Assistance Program.

    Science.gov (United States)

    Gam, John; And Others

    1983-01-01

    Describes in detail the implementation of an employee assistance program in a textile plant. Reviews the historical development, referral process, and termination guidelines of the program and contains descriptive statistics for six periods of the program's operation. (Author/JAC)

  2. Strategy Innovation with Employee Involvement

    DEFF Research Database (Denmark)

    Friis, Ole Uhrskov; Koch, Christian

    2015-01-01

    The purpose of this article is to investigate how employees can be involved in strategy innovation processes and how new strategy practices (new tools and procedures) are used to change strategy praxis in order to sustain value creation. In the strategizing actions, we found that even...... if the managers still dominate, some processes of direct involvement of employees occur, in particular when employees are asked to supplement overall strategic goals and when they directly shape several sub-strategies. Strategy practices found include strategy planning, an open space workshop and organised...... strategy projects. Especially the latter two are important in facilitating the employee involvement. The case, however, also exhibits enterprise-situated praxises related to unplanned events, like the mitigation of taboos....

  3. (Mis)managing employee motivation?

    DEFF Research Database (Denmark)

    Jacobsen, Christian Bøtcher; Hvidtved, Johan; Andersen, Lotte Bøgh

    Motivated employees are crucial to all organizations, but some management initiatives may actually decrease motivation. Motivation crowding theory thus expects that command and incentives – if they are perceived as controlling - crowd out intrinsic motivation. The perception is thus expected...

  4. Nuclear Energy Has To Communicate

    Energy Technology Data Exchange (ETDEWEB)

    Bararu, Corina [Nuclearelectrica, 65 Polona St., Bucharest (Romania)

    2008-07-01

    The silence has been kept too long. Nuclear energy has to implement some strong communication strategies in order to firstly attract the most valuable employees, and secondly to develop on the long term. The paper presents arguments and means for the nuclear energy companies to communicate on the inside and the outside of their organizations. Firstly, the internal communication of a nuclear power plant organization is as important as completing it's object of activity, it is a basic element for a strong image of the company and of the industry on the outside. If (executive) employees acknowledge the importance of the company and industry they work for, surely this message will be supported by external parties as well. Employees do not simply work in an office like theirs, but for a nuclear plant and they should become the first exponents of the industry, with respect to the theory that every employee is a marketer of their business. In order to accomplish this, a strong organization has to be built and healthy work environment has to be put into place. The most time and cost efficient methods, in order to attain high group adherence of the employees are group-ware applications, developed on an intranet platform, inside the company. Another means of motivation of the present and future employees are interactive exchange programs between companies from different countries. An issue that stands in the way of opening the way to communicate with the public is the degree of technicality implied by the energy industry, in particular the nuclear sector. Secondly, the external communication of such a company may solve - on the long term - the current personnel crisis in the Nuclear Energy sector, if targeted toward this direction. An external communication strategy would raise the level of public acceptance regarding the nuclear energy. One of the means of putting it into practice would have to be: internships for students, in order to allow young people to test being a

  5. Nuclear Energy Has To Communicate

    International Nuclear Information System (INIS)

    Bararu, Corina

    2008-01-01

    The silence has been kept too long. Nuclear energy has to implement some strong communication strategies in order to firstly attract the most valuable employees, and secondly to develop on the long term. The paper presents arguments and means for the nuclear energy companies to communicate on the inside and the outside of their organizations. Firstly, the internal communication of a nuclear power plant organization is as important as completing it's object of activity, it is a basic element for a strong image of the company and of the industry on the outside. If (executive) employees acknowledge the importance of the company and industry they work for, surely this message will be supported by external parties as well. Employees do not simply work in an office like theirs, but for a nuclear plant and they should become the first exponents of the industry, with respect to the theory that every employee is a marketer of their business. In order to accomplish this, a strong organization has to be built and healthy work environment has to be put into place. The most time and cost efficient methods, in order to attain high group adherence of the employees are group-ware applications, developed on an intranet platform, inside the company. Another means of motivation of the present and future employees are interactive exchange programs between companies from different countries. An issue that stands in the way of opening the way to communicate with the public is the degree of technicality implied by the energy industry, in particular the nuclear sector. Secondly, the external communication of such a company may solve - on the long term - the current personnel crisis in the Nuclear Energy sector, if targeted toward this direction. An external communication strategy would raise the level of public acceptance regarding the nuclear energy. One of the means of putting it into practice would have to be: internships for students, in order to allow young people to test being a

  6. Nuclear Energy Has To Communicate

    Energy Technology Data Exchange (ETDEWEB)

    Bararu, Corina [Nuclearelectrica, 65 Polona St., Bucharest (Romania)

    2008-07-01

    The silence has been kept too long. Nuclear energy has to implement some strong communication strategies in order to firstly attract the most valuable employees, and secondly to develop on the long term. The paper presents arguments and means for the nuclear energy companies to communicate on the inside and the outside of their organizations. Firstly, the internal communication of a nuclear power plant organization is as important as completing it's object of activity, it is a basic element for a strong image of the company and of the industry on the outside. If (executive) employees acknowledge the importance of the company and industry they work for, surely this message will be supported by external parties as well. Employees do not simply work in an office like theirs, but for a nuclear plant and they should become the first exponents of the industry, with respect to the theory that every employee is a marketer of their business. In order to accomplish this, a strong organization has to be built and healthy work environment has to be put into place. The most time and cost efficient methods, in order to attain high group adherence of the employees are group-ware applications, developed on an intranet platform, inside the company. Another means of motivation of the present and future employees are interactive exchange programs between companies from different countries. An issue that stands in the way of opening the way to communicate with the public is the degree of technicality implied by the energy industry, in particular the nuclear sector. Secondly, the external communication of such a company may solve - on the long term - the current personnel crisis in the Nuclear Energy sector, if targeted toward this direction. An external communication strategy would raise the level of public acceptance regarding the nuclear energy. One of the means of putting it into practice would have to be: internships for students, in order to allow young people to test being

  7. Strategies for improving employee retention.

    Science.gov (United States)

    Verlander, Edward G; Evans, Martin R

    2007-03-28

    This article proposes a solution to the perennial problem of talent retention in the clinical laboratory. It includes the presentation of 12 strategies that may be used to significantly improve institutional identity formation and establishment of the psychological contract that employees form with laboratory management. Identity formation and psychological contracting are deemed as essential in helping reduce employee turnover and increase retention. The 12 conversational strategies may be used as a set of best practices for all employees, but most importantly for new employees, and should be implemented at the critical moment when employees first join the laboratory. This time is referred to as "retention on-boarding"--the period of induction and laboratory orientation. Retention on-boarding involves a dialogue between employees and management that is focused on the psychological, practical, cultural, and political dimensions of the laboratory. It is placed in the context of the modern clinical laboratory, which is faced with employing and managing Generation X knowledge workers. Specific topics and broad content areas of those conversations are outlined.

  8. LEADERSHIP COMMUNICATION- AN EFFICIENT WAY TO MOTIVATE HUMAN CAPITAL

    Directory of Open Access Journals (Sweden)

    Nicoleta Valentina FLOREA

    2016-05-01

    Full Text Available Creating an appealing, a satisfaying, and a motivating work environment, employees will perceive these organizations more challenging, ethical responsible, economic and social supportive, more communicative and opened, and employees will work better and will be more involved in obtaining results. Organizations and its leadership may use financial and non-financial ways to motivate its employees in order to obtain performance and achieve its objectives. But, when incentive motivation is inadequate, non-financial motivation, such as: better communication, active listening, and feedback, or promotion, better career plans, and work groups, will encourge and motivate better its employees. In this paper we will show the importance of leadership communication in obtaining employees’ performance, by implementing a research and a model of a communication plan. We will also show that using better communication practices the leadership will improve workplace performance and satisfaction.

  9. Impact of organizational socialization towards employees' social adaptation

    Directory of Open Access Journals (Sweden)

    Ratković-Njegovan Biljana

    2014-01-01

    Full Text Available The paper discusses the importance of organizational socialization as a process of gaining knowledge on the organizational success of employees' social adaptation and encouraging their social competence. Organizational socialization as a scientific discipline as well as practically oriented adjustment activity towards employees' working environment has developed methodology and tactics of socio-cognitive, behavioural and motivational encouragement of employees to the acceptance of organizational culture. It is assumed that in the process of organizational socialization, in addition to professional and organizational adaptation, the focus is on the development of employees' social competences. Although within the evaluated performance appraisal of social competence is only estimated, and also neglected in the overall assessment of employees' work performance, organizational climate for good social skills is of great importance due to the fact that enhanced social and interpersonal communication and interaction can increase operating synergies and contribute to better business results. Although social skills are an important element of human capital, they are still insufficiently recognized as a form of intangible resources that participate in the long-term value creation. The deficit in this area can lead to the problems in performance of human relations at the workplace.

  10. Employee organizational commitment

    Directory of Open Access Journals (Sweden)

    Radosavljević Života

    2017-01-01

    Full Text Available This paper shows the results of research on organizational commitment as a type of attitudes that show the identification level of employees with their organizations and their willingness to leave them. The research has been conducted with intention to determine the level of organizational commitment on the territory of Novi Sad, as well as to question whether there is a difference between certain categories of examinees for each commitment base. The research comprised 237 examinees employed in organizations on the territory of Novi Sad. Status of independent variables have gained: gender, years of working experience, educational level, working experience in one or more organizations and estimation of level of personal potentials utility. The questionnaire used is taken from the Greenberg and Baron's 'Behaviour in Organizations', p. 170, done according to set of questions by Meyer and Allen, in 1991. The data have been worked on by calculating arithmetic mean, and by application of Pearson Chi-square test. The results have shown that there is a below average level of organizational (AS=2.88, with the most intensive continual (AS=3.23, and the least intensive normative organizational dedication (AS=2.41. The gender of examinees does not represent relevant source of differences in the levels of each type of three mentioned commitment. Years of working experience and level of educational attainment represent a significant source of differences for continual (YWE: Pearson Chi-square = 30,38; df = 8; p = .000 (LEA: Pearson Chi-square = 7,381; df = 2; p = .05 and normative (YWE: Pearson Chi- square = 20,67; df = 8; p = .000 (LEA: Pearson Chi-square = 10,79; df = 2; p = .00 base of commitment. Work in one or more organizations has shown as a significant source of differences in the level of continual commitment (Pearson Chi-square = 7, 59; df = 2; p = .05. The level of affective commitment is statistically significantly related only to the estimation

  11. Using employee assistance programmes to achieve total quality management

    OpenAIRE

    2012-01-01

    M.Comm. As global competition among organisations intensifies, it has become increasingly important for an organisation to identify and develop a competitive advantage over its rivals. Increasingly, as service quality and customer delight has caught the attention of managers, awareness is dawning on management that they depend on employees to communicate and deliver value to customers. Therefore, although organisations declare that customer is king, reality has dictated that often the cust...

  12. A study of workplace satisfaction among hotel employees

    OpenAIRE

    Skeie, Thomas

    2011-01-01

    Master's thesis in International hotel and tourism management This research paper is a descriptive case study of 10 hotel employees collected through in-depth interviews in Stavanger region. The study is focusing on hotel employee’s view of workplace satisfaction and what they think contributes to workplace satisfaction. The study indicates that organizational culture, fair treatment, stress, salary, communication, relationship between co-workers is factors among others which influence emp...

  13. Likelihood to Use Employee Assistance Programs: The Effects of Sociodemographic, Social-Psychological, Sociocultural, Organizational, and Community Factors.

    Science.gov (United States)

    Hall, LaCheata, And Others

    1991-01-01

    Employees (n=62) from large telephone communications company completed questionnaires assessing relationship between likelihood to use Employee Assistance Program (EAP) services and five domains: sociodemographic, social-psychological, sociocultural, organizational, and community. Found that women and individuals in higher income and educational…

  14. Internal Crisis Communication Strategies to Protect Trust Relationships

    DEFF Research Database (Denmark)

    Mazzei, Alessandra; Ravazzani, Silvia

    2015-01-01

    Crisis communication has emerged as a hot topic after the global financial crisis that started in the second half of 2008. A survey of 61 Italian companies examined internal crisis communication strategies and the characteristics of that communication in order to understand the role...... of communication in safeguarding relationships of trust with employees. The main results show that companies have used poorly internal communication as a strategic lever to develop employee commitment and have adopted a broadly defensive approach that may undermine their intangible assets. The study offers...

  15. Internal communication at Bohunice NPPs

    International Nuclear Information System (INIS)

    Dobdk, Dobroslav

    1999-01-01

    Communication is the base of everyday existence of a modern person and every company. It is not easy to work in this area in a changing 'eastern' country. Many tools, which are used are in the mind of people connected with 'propaganda'. I would like to share our experience with you. The goal of an internal communication is to spread and provide continuous current of objective information between the management of Bohunice NPPs and its personnel and between the personnel itself. Communication with the Bohunice NPPs employees helps to get acquainted with their opinions and ideas concerning the subsidiary and nuclear power industry

  16. The Invisible Employee: University Housekeeping Employees' Perceptions of Physical Activity.

    Science.gov (United States)

    Das, Bhibha M; Sartore-Baldwin, Melanie; Mahar, Matthew T

    2016-09-01

    A significant literature links race and socioeconomic status with physical inactivity and negative health outcomes. The aim of this study was to explore physical activity (PA) perceptions of an underserved, lower socioeconomic minority sector of the workforce. Two focus groups were conducted to examine university housekeepers' perceptions of physical activity. Demographic and anthropometric data were also obtained. Participants (N = 12; 100% female, 100% African-American) overwhelmingly associated PA with traditional exercise (eg, going to a gym). The most important barrier to PA was the perception of being active on the job, thus not needing to do leisure time PA. The most important perceived benefit to PA was improvement of physical and mental health. Employees perceived that a university investment in employees' health might improve morale, especially within low-pay employee sectors where low levels of job satisfaction may be present. Although perceived benefits to PA in this population are consistent with other employee sectors, perceived barriers to PA may be unique to this sector of the workforce. PA promotion programs should focus on providing resources as well as guidelines that demonstrate the need for PA outside of the workplace setting. Such programs may improve employee health, morale, and productivity.

  17. 10 CFR 61.9 - Employee protection.

    Science.gov (United States)

    2010-01-01

    ... occurs because the employee has engaged in protected activities. An employee's engagement in protected... 10 Energy 2 2010-01-01 2010-01-01 false Employee protection. 61.9 Section 61.9 Energy NUCLEAR... Provisions § 61.9 Employee protection. (a) Discrimination by a Commission licensee, an applicant for a...

  18. 10 CFR 70.7 - Employee protection.

    Science.gov (United States)

    2010-01-01

    ... occurs because the employee has engaged in protected activities. An employee's engagement in protected... 10 Energy 2 2010-01-01 2010-01-01 false Employee protection. 70.7 Section 70.7 Energy NUCLEAR... Employee protection. (a) Discrimination by a Commission licensee, an applicant for a Commission license, or...

  19. 10 CFR 60.9 - Employee protection.

    Science.gov (United States)

    2010-01-01

    ... occurs because the employee has engaged in protected activities. An employee's engagement in protected... 10 Energy 2 2010-01-01 2010-01-01 false Employee protection. 60.9 Section 60.9 Energy NUCLEAR... Provisions § 60.9 Employee protection. (a) Discrimination by a Commission licensee, an applicant for a...

  20. 10 CFR 50.7 - Employee protection.

    Science.gov (United States)

    2010-01-01

    ... occurs because the employee has engaged in protected activities. An employee's engagement in protected... 10 Energy 1 2010-01-01 2010-01-01 false Employee protection. 50.7 Section 50.7 Energy NUCLEAR... Employee protection. (a) Discrimination by a Commission licensee, an applicant for a Commission license, or...

  1. 10 CFR 63.9 - Employee protection.

    Science.gov (United States)

    2010-01-01

    ... because the employee has engaged in protected activities. An employee's engagement in protected activities... 10 Energy 2 2010-01-01 2010-01-01 false Employee protection. 63.9 Section 63.9 Energy NUCLEAR... MOUNTAIN, NEVADA General Provisions § 63.9 Employee protection. (a) Discrimination by a Commission licensee...

  2. 10 CFR 52.5 - Employee protection.

    Science.gov (United States)

    2010-01-01

    ... adverse action occurs because the employee has engaged in protected activities. An employee's engagement... 10 Energy 2 2010-01-01 2010-01-01 false Employee protection. 52.5 Section 52.5 Energy NUCLEAR... Provisions § 52.5 Employee protection. (a) Discrimination by a Commission licensee, holder of a standard...

  3. 10 CFR 72.10 - Employee protection.

    Science.gov (United States)

    2010-01-01

    ... adverse action occurs because the employee has engaged in protected activities. An employee's engagement... 10 Energy 2 2010-01-01 2010-01-01 false Employee protection. 72.10 Section 72.10 Energy NUCLEAR... Employee protection. (a) Discrimination by a Commission licensee, certificate holder, an applicant for a...

  4. 10 CFR 30.7 - Employee protection.

    Science.gov (United States)

    2010-01-01

    ... occurs because the employee has engaged in protected activities. An employee's engagement in protected... 10 Energy 1 2010-01-01 2010-01-01 false Employee protection. 30.7 Section 30.7 Energy NUCLEAR... Provisions § 30.7 Employee protection. (a) Discrimination by a Commission licensee, an applicant for a...

  5. 29 CFR 779.114 - Transportation employees.

    Science.gov (United States)

    2010-07-01

    ... 29 Labor 3 2010-07-01 2010-07-01 false Transportation employees. 779.114 Section 779.114 Labor... Coverage Employees Engaged in Commerce Or in the Production of Goods for Commerce § 779.114 Transportation employees. Transportation employees of retail businesses, such as truck drivers or truck drivers' helpers...

  6. Employee voice and engagement : Connections and consequences

    NARCIS (Netherlands)

    Rees, C.; Alfes, K.; Gatenby, M.

    2013-01-01

    This paper considers the relationship between employee voice and employee engagement. Employee perceptions of voice behaviour aimed at improving the functioning of the work group are found to have both a direct impact and an indirect impact on levels of employee engagement. Analysis of data from two

  7. 32 CFR 26.640 - Employee.

    Science.gov (United States)

    2010-07-01

    ... 32 National Defense 1 2010-07-01 2010-07-01 false Employee. 26.640 Section 26.640 National Defense... REQUIREMENTS FOR DRUG-FREE WORKPLACE (FINANCIAL ASSISTANCE) Definitions § 26.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1...

  8. 38 CFR 48.640 - Employee.

    Science.gov (United States)

    2010-07-01

    ... 38 Pensions, Bonuses, and Veterans' Relief 2 2010-07-01 2010-07-01 false Employee. 48.640 Section...) GOVERNMENTWIDE REQUIREMENTS FOR DRUG-FREE WORKPLACE (FINANCIAL ASSISTANCE) Definitions § 48.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award...

  9. 34 CFR 32.4 - Employee response.

    Science.gov (United States)

    2010-07-01

    ... 34 Education 1 2010-07-01 2010-07-01 false Employee response. 32.4 Section 32.4 Education Office... FROM DEPARTMENT OF EDUCATION EMPLOYEES § 32.4 Employee response. (a) Voluntary repayment agreement. Within 7 days of receipt of the written notice under § 32.3, the employee may submit a request to the...

  10. 29 CFR 1472.640 - Employee.

    Science.gov (United States)

    2010-07-01

    ... 29 Labor 4 2010-07-01 2010-07-01 false Employee. 1472.640 Section 1472.640 Labor Regulations... DRUG-FREE WORKPLACE (FINANCIAL ASSISTANCE) Definitions § 1472.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1) All...

  11. 45 CFR 630.640 - Employee.

    Science.gov (United States)

    2010-10-01

    ... 45 Public Welfare 3 2010-10-01 2010-10-01 false Employee. 630.640 Section 630.640 Public Welfare... DRUG-FREE WORKPLACE (FINANCIAL ASSISTANCE) Definitions § 630.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1) All...

  12. 29 CFR 825.110 - Eligible employee.

    Science.gov (United States)

    2010-07-01

    ... 29 Labor 3 2010-07-01 2010-07-01 false Eligible employee. 825.110 Section 825.110 Labor... employee. (a) An “eligible employee” is an employee of a covered employer who: (1) Has been employed by the... worksite where 50 or more employees are employed by the employer within 75 miles of that worksite. (See...

  13. 25 CFR 502.14 - Key employee.

    Science.gov (United States)

    2010-04-01

    ... 25 Indians 2 2010-04-01 2010-04-01 false Key employee. 502.14 Section 502.14 Indians NATIONAL....14 Key employee. Key employee means: (a) A person who performs one or more of the following functions... gaming operation. (d) Any other person designated by the tribe as a key employee. [57 FR 12392, Apr. 9...

  14. 2 CFR 182.640 - Employee.

    Science.gov (United States)

    2010-01-01

    ... 2 Grants and Agreements 1 2010-01-01 2010-01-01 false Employee. 182.640 Section 182.640 Grants and... GOVERNMENTWIDE REQUIREMENTS FOR DRUG-FREE WORKPLACE (FINANCIAL ASSISTANCE) Definitions § 182.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award...

  15. 41 CFR 105-74.640 - Employee.

    Science.gov (United States)

    2010-07-01

    ... 41 Public Contracts and Property Management 3 2010-07-01 2010-07-01 false Employee. 105-74.640...-GOVERNMENTWIDE REQUIREMENTS FOR DRUG-FREE WORKPLACE (FINANCIAL ASSISTANCE) Definitions § 105-74.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award...

  16. 29 CFR 1201.4 - Employee.

    Science.gov (United States)

    2010-07-01

    ... 29 Labor 4 2010-07-01 2010-07-01 false Employee. 1201.4 Section 1201.4 Labor Regulations Relating to Labor (Continued) NATIONAL MEDIATION BOARD DEFINITIONS § 1201.4 Employee. The term employee as... that of an employee or subordinate official in the orders of the Interstate Commerce Commission now in...

  17. 29 CFR 2200.38 - Employee contests.

    Science.gov (United States)

    2010-07-01

    ... 29 Labor 9 2010-07-01 2010-07-01 false Employee contests. 2200.38 Section 2200.38 Labor... Pleadings and Motions § 2200.38 Employee contests. (a) Secretary's statement of reasons. Where an affected employee or authorized employee representative files a notice of contest with respect to the abatement...

  18. 20 CFR 404.1045 - Employee expenses.

    Science.gov (United States)

    2010-04-01

    ... 20 Employees' Benefits 2 2010-04-01 2010-04-01 false Employee expenses. 404.1045 Section 404.1045 Employees' Benefits SOCIAL SECURITY ADMINISTRATION FEDERAL OLD-AGE, SURVIVORS AND DISABILITY INSURANCE (1950- ) Employment, Wages, Self-Employment, and Self-Employment Income Wages § 404.1045 Employee expenses. Amounts...

  19. 28 CFR 97.12 - Employee training.

    Science.gov (United States)

    2010-07-01

    ... 28 Judicial Administration 2 2010-07-01 2010-07-01 false Employee training. 97.12 Section 97.12... OR DETAINEE SERVICES § 97.12 Employee training. Private prisoner transport companies must require the completion of a minimum of 100 hours of employee training before an employee may transport violent prisoners...

  20. 24 CFR 21.640 - Employee.

    Science.gov (United States)

    2010-04-01

    ... 24 Housing and Urban Development 1 2010-04-01 2010-04-01 false Employee. 21.640 Section 21.640... GOVERNMENTWIDE REQUIREMENTS FOR DRUG-FREE WORKPLACE (GRANTS) Definitions § 21.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1...

  1. 40 CFR 36.640 - Employee.

    Science.gov (United States)

    2010-07-01

    ... 40 Protection of Environment 1 2010-07-01 2010-07-01 false Employee. 36.640 Section 36.640... REQUIREMENTS FOR DRUG-FREE WORKPLACE (FINANCIAL ASSISTANCE) Definitions § 36.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award, including— (1...

  2. 49 CFR 218.22 - Utility employee.

    Science.gov (United States)

    2010-10-01

    ... 49 Transportation 4 2010-10-01 2010-10-01 false Utility employee. 218.22 Section 218.22... employee. (a) A utility employee shall be subject to the Hours of Service Act, and the requirements for... parts 217, 219, and 228 of this chapter. (b) A utility employee shall perform service as a member of...

  3. 17 CFR 204.34 - Employee response.

    Science.gov (United States)

    2010-04-01

    ... 17 Commodity and Securities Exchanges 2 2010-04-01 2010-04-01 false Employee response. 204.34... DEBT COLLECTION Salary Offset § 204.34 Employee response. (a) Introduction. An employee must respond to... ways discussed in § 204.34, Employee response, and § 204.35, Petition for pre-offset hearing. Where...

  4. 36 CFR 1212.640 - Employee.

    Science.gov (United States)

    2010-07-01

    ... 36 Parks, Forests, and Public Property 3 2010-07-01 2010-07-01 false Employee. 1212.640 Section... GOVERNMENTWIDE REQUIREMENTS FOR DRUG-FREE WORKPLACE (FINANCIAL ASSISTANCE) Definitions § 1212.640 Employee. (a) Employee means the employee of a recipient directly engaged in the performance of work under the award...

  5. 20 CFR 229.45 - Employee benefit.

    Science.gov (United States)

    2010-04-01

    ... 20 Employees' Benefits 1 2010-04-01 2010-04-01 false Employee benefit. 229.45 Section 229.45 Employees' Benefits RAILROAD RETIREMENT BOARD REGULATIONS UNDER THE RAILROAD RETIREMENT ACT SOCIAL SECURITY OVERALL MINIMUM GUARANTEE Computation of the Overall Minimum Rate § 229.45 Employee benefit. The original...

  6. Are happy employees healthy employees? Researching the effects of employee engagement on absenteeism.

    Science.gov (United States)

    Hoxsey, Dann

    2010-01-01

    In 2007, a survey was conducted to measure the levels of workplace engagement for British Columbian civil servants. Following the Heskett et al. model of the “service profit chain” (1994, 2002), the government's primary concerns were the increasing attrition rates and their effects on service delivery. Essentially, the model demonstrated that employees who were more engaged were more committed to their work and more likely to stay within the civil service and that this culminated in improved customer service. Under the joint rubrics of absenteeism and job satisfaction, this study uses a construct of engagement (i.e., job satisfaction) to test whether different levels of engagement have any effect on the amount of sick time (absenteeism) an employee incurs. Specifically, the author looks at whether there is any correlation between the amount of sick time used and an individual's level of engagement and proposes that there is an inverse negative relationship: as job engagement increases, sick time used decreases. Testing the old adage “A happy employee is a healthy employee,” this research demonstrates that, though a more engaged employee may use less sick time, the differences in use between highly engaged employees and those not engaged are fairly marginal and that correlations are further confounded by a host of other (often missing) factors.

  7. Unified communications

    OpenAIRE

    Kravos, Urban

    2011-01-01

    In the modern business world, communication are becoming more and more complex. As a solution to this problem unified communications occurred. Using a single communication approach unified communications are the integration of various communication technologies (eg, telephony, unified messaging, audio, video and web conferencing and collaboration tools). Unified Messaging, which represents only part of the unified communications means the integration of different non real time communication t...

  8. Communication Satisfaction in the Bank: An Audit Evaluation.

    Science.gov (United States)

    Walther, Joseph B.

    1988-01-01

    Evaluates structural influences on perceived communication adequacy in a multi-branch banking organization. Uses a communication audit to determine which groups within the banking system were experiencing dissatisfaction with received communication. Finds that part-time employees were significantly less satisfied than hourly workers. (MM)

  9. Unveiling Leadership–Employee Performance Links: Perspective of Young Employees

    Directory of Open Access Journals (Sweden)

    Tehmina Fiaz Qazi

    2014-12-01

    Full Text Available This paper presents the impact of leadership style practiced by managers on their subordinates’ job performance. Emotional Intelligence of the employees has been considered as a moderator to the leadership-performance relationship. Self-administered questionnaire survey was conducted from convenient sampled 100 young employees of telecom and banking sector. They were asked to respond about their perception regarding their manager’s leadership style, job performance and their perceived level of emotional intelligence. 77 out of 100 distributed questionnaires were received back completely filled that yield response rate of 77%. Current research concluded that the style of leadership exhibited by a manager is significantly associated with the subordinates’ job performance while emotional intelligence of employees has no moderating effect on this leadership- performance relationship

  10. Business Ethics & Employee Turnover: CAFE Matrix

    OpenAIRE

    Sapovadia, Vrajlal; Patel, Sweta

    2013-01-01

    Abstract: Business ethics is in discussion for its importance universally, so is the employee turnover in business. Unethical practices are unwanted, so is the high employee turnover. Unethical practices and high employee turnover in business is ubiquitous. No consensus exists on defining ethics. Employee turnover is well defined, but there is no consensus on when employee turnover is disadvantageous for the company. The Golden Rule or ethic of reciprocity, a maxim states that either ...

  11. Analysis of employee benefits in company

    OpenAIRE

    Burda, Tomáš

    2011-01-01

    The main subject of Bachelor's Thesis called "Analysis of employee benefits in company" is to analyze system of employee benefits used in company Saint-Gobain Construction Products a.s. The theoretical part focuses on the meaning of employee benefits, their categorization, terms of tax legislation a trends. In the practical section of the work, the current state of employee benefits in the firm is discussed and reviewed. A survey was conducted to investigate the satisfaction of employees towa...

  12. Below the Salary Line: Employee Engagement of Non-Salaried Employees

    Science.gov (United States)

    Shuck, Brad; Albornoz, Carlos

    2007-01-01

    This exploratory empirical phenomological study looks at employee engagement using Kahn (1990) and Maslow's (1970) motivational theories to understand the experience of non-salaried employees. This study finds four themes that seem to affect employee engagement: work environment, employee's supervisor, individual characteristics of the employee,…

  13. Change Communication: Facts and Fictions

    Directory of Open Access Journals (Sweden)

    Jürgen Mühlbacher

    2012-11-01

    Full Text Available Change communication is today seen as one of the most important tools enabling successful change processes. Unfortunately, change communication literature is mainly dominated by consultants. This leads to a high number of different checklists and lists of change communication tools, selling different concepts of consulting, most of them with a holistic, one-size-fits-all perspective. However, corporate communication in general and change communication in particular has to be seen as core competence of management. Top managers have to develop trust and communicate their vision of the future; middle managers should communicate and operationalize goals, so that employees have a sense of hope and orientation. These functions cannot easily be outsourced! What are missing in the majority of publications are empirically based tests of the effectiveness and the efficiency of change communication tools. Therefore, in order to increase the efficiency of change communication, this explorative study will offer an empirical survey of different tools and their attribution concerning informational aspects and behavioural influence in the context of a present day merger in the banking sector. Based on 39 semi-structured interviews, the results will show the different information needs of employees and managers and a lack of behavioural modifications. The current distribution of information leads to high costs and a high degree of confusion. Therefore, a kind of target group segmentation is needed to improve information flows and to develop motivation. This can be a first step to developing a new approach for change communication with a company-specific perspective on efficient change communication.

  14. How to measure employee satisfaction

    International Nuclear Information System (INIS)

    Castillejo, A.

    1998-01-01

    Competitiveness is impossible without satisfied employees. Excellent organisations base their success on customer loyalty, providing products and services which exceed expectations, which are always increasing. For this reason it is necessary to continually improve the organisation's performance and, therefore the activities which lead to this performance. This is not possible to do without the involvement and commitment of the persons carrying out the activities: employees. The presentation places employee satisfaction within the EFQM Business Excellent Model. The persons most adequate for improving the activities carried out by the organisation are those most familiar with them: employees. To bring this about it is necessary to develop capacities, provide tools necessary for improvement, and provide adequate motivation; indeed, satisfy them. In a society such as today's human resources are the most valuable asset. The aim of the presentation is to introduce the Coopers and Lybrand-Galdano model to measure employee satisfaction, based on the comparison of expectations and perceptions with respect to the organisation. (Author)

  15. Strategic Employee Development (SED) Program

    Science.gov (United States)

    Nguyen, Johnny; Guevara (Castano), Nathalie; Thorpe, Barbara; Barnett, Rebecca

    2017-01-01

    As with many other U.S. agencies, succession planning is becoming a critical need for NASA. The primary drivers include (a) NASAs higher-than-average aged workforce with approximately 50 of employees eligible for retirement within 5 years; and (b) employees who need better developmental conversations to increase morale and retention. This problem is particularly concerning for Safety Mission Assurance (SMA) organizations since they traditionally rely on more experienced engineers and specialists to perform their organizations functions.In response to this challenge, the Kennedy Space Center (KSC) SMA organization created the Strategic Employee Development (SED) program. The SED programs goal is to provide a proactive method to counter the primary drivers by creating a deeper bench strength and providing a more comprehensive developmental feedback experience for the employee. The SED is a new succession planning framework that enables customization to any organization, and in this case, specifically for an SMA organization. This is accomplished via the identification of key positions, the corresponding critical competencies, and a process to help managers have relevant and meaningful development conversations with the workforce. As a result of the SED, several tools and products were created that allows management to make better strategic workforce decisions. Although there are opportunities for improvement for the SED program, the most important impact has been on the quality of developmental discussions for employees.

  16. What's that, you say? Employee expectations of privacy when using employer-provided technology--and how employers can defeat them.

    Science.gov (United States)

    Herrin, Barry S

    2012-01-01

    Two 2010 court cases that determined the effectiveness of policies governing employees' use of employer-provided communication devices can be used to guide employers when constructing their own technology policies. In light of a policy that stated that "users should have no expectation of privacy or confidentiality," one case established that the employer was in the right. However, a separate case favored the employee due, in part, to an "unclear and ambiguous" policy. Ultimately, employers can restrict the use of employer-furnished technology by employees by: 1) clearly outlining that employees do not have a reasonable expectation of privacy in their use of company devices; 2) stating that any use of personal e-mail accounts using employer-provided technology will be subject to the policy; 3) detailing all technology used to monitor employees; 4) identifying company devices covered; 5) not exposing the content of employee communications; and 6) having employees sign and acknowledge the policy.

  17. A COMPARATIVE ANALYSIS ON EMPLOYEE SATISFACTION:A STUDY ON CONVENTIONAL AND ISLAMI BANKS OF BANGLADESH

    OpenAIRE

    Evana NUSRAT DOOTY; Syeda Tamanna FAHIM; Israth SULTANA

    2015-01-01

    The present study was designed to undertake a comparative study regarding employee satisfaction between conventional and islami banks of Bangladesh. Job satisfaction, compensation and benefit, promotion, supervision, communication, career development, work environment and work-life balance were selected as indicator of employee satisfaction. The sample was collected from five islami banks and five conventional banks. Fifty sample was collected from each type of bank. The study was conducted t...

  18. Flexible work designs and employee well-being: examining the effects of resources and demands

    OpenAIRE

    ter Hoeven, C.L.; van Zoonen, W.

    2015-01-01

    Advances in communication technology continue to expand the possibilities for redesigning work environments to allow for temporal and spatial flexibility. Although flexible work designs (FWDs) are typically launched with high expectations, recent research shows that FWDs also pose challenges to employees and can even impede employee well-being. Based on the Job Demands-Resources model, we argue that FWDs offer both advantages (FWD-related resources) and challenges (FWD-related demands) to emp...

  19. Internal Communication and Social Dialogue in Knowledge-Based Organizations

    OpenAIRE

    Diana-Maria CISMARU; Cristina LEOVARIDIS

    2014-01-01

    Knowledge-based organizations are constructed on intangible assets, such as the expertise and the values of the employees. As a consequence, motivation and professional excellence of employees are the main objectives of management teams. For this type of organizations, considered as true “knowledge systems”, the employees represent the most valuable resource that is not motivated only through financial means, but also through internal communication, autonomy or social rewards. The research of...

  20. LEADERSHIP COMMUNICATION- AN EFFICIENT WAY TO MOTIVATE HUMAN CAPITAL

    OpenAIRE

    Nicoleta Valentina FLOREA; Raluca GÎLMEANU (MANEA)

    2016-01-01

    Creating an appealing, a satisfaying, and a motivating work environment, employees will perceive these organizations more challenging, ethical responsible, economic and social supportive, more communicative and opened, and employees will work better and will be more involved in obtaining results. Organizations and its leadership may use financial and non-financial ways to motivate its employees in order to obtain performance and achieve its objectives. But, when incentive motivation is inadeq...

  1. Making Sense of Employee Discourses

    DEFF Research Database (Denmark)

    Andersen, Mona Agerholm

    In response to the growing interest in the field of organizational identification and the analysis of employee attachment in organizations, this paper presents a multidimensional reception model for analyzing the level of employee identification with corporate value statements. The identification...... model extends a multidimensional model for media reception originally proposed by Schrøder in the field of media reception studies. The proposed model combines the reception dimensions Comprehension, Discrimination, Implementation, Motivation, and Position. This model allows the analysis...... of the complexity, nuances and diversities of employee identification with corporate texts in organizations. In addition to this, the model may help to uncover the positive and negative factors that influence the identification level....

  2. Transformational leadership and employee satisfaction

    Directory of Open Access Journals (Sweden)

    Alisa Mujkić

    2014-12-01

    Full Text Available The main purpose of this paper was to carry out an empirical research on whether transformational leadership, in comparison to other contemporary leadership styles, contributes to higher employee satisfaction levels. In total, 399 respondents took part in this research, which was conducted in companies in Bosnia and Herzegovina and Germany. This was the starting point to identify the dominant leadership style in each of the two countries. Using a nonparametric Mann-Whitney test, it was proved that there is a statistically significant difference in employee satisfaction under transformational leadership as opposed to the transactional and charismatic styles. After a detailed research of the literature, it became apparent that research on this subject is scarce. Accordingly, presenting transformational leadership and its influence on employee satisfaction was a particular challenge.

  3. The Transformation of Employee Participation

    DEFF Research Database (Denmark)

    Busck, Ole Gunni; Knudsen, Herman; Lind, Jens

    2010-01-01

    -model. However, more recent research into psychosocial work environment problems questions the model’s assumption of high job control compensating for high job demands. Taking its point of departure in a `deconstruction´ of the concept of participation based on research on employee participation from the past......This article reviews the research literature on the relationship between employee participation, influence and the work environment. The main part of the literature points to a positive connection in line with how it has been almost institutionalised in Karasek and Theorell´s demand control...... few decades, the article discuss what factors and changes have resulted in that increased employee participation does not seem to result in a healthy work environment. The article concludes on the limitations of the demand control-model in modern working life given contextual changes in the employer...

  4. VULNERABILITY OF PART TIME EMPLOYEES

    Directory of Open Access Journals (Sweden)

    Raluca Dimitriu

    2015-11-01

    Full Text Available The employee who concluded a part-time contract is the employee whose normal working hours, calculated weekly or as monthly average, is lower than the number of normal working hours of a comparable full-time employee. Part-time workers generally have the same legal status as full time workers. In fact, the vulnerability of this category of workers is not necessarily legal but rather economic: income - in proportion to the work performed, may be insufficient to cover the needs of living. However, such vulnerability may also have a certain cultural component: in some societies, professional identity is determined by the length of working hours. Also, part time work may hide many types of indirect discrimination.As a result, the part-time contract requires more than a protective legislation: it requires a strategy. This paper proposes a number of milestones of such a strategy, as well as some concrete de lege ferenda proposals.

  5. Communications article

    KAUST Repository

    Fariborzi, Hossein

    2017-01-01

    Seamless, covert communications using a communications system integrated or incorporated within an article of clothing is described. In one embodiment, the communications system is integrated or incorporated into a shoe insole and includes a haptic

  6. Why is it difficult to embed employee participation in the factory practice?

    DEFF Research Database (Denmark)

    Buhl, Henrik

    1997-01-01

    for the establishment of employee participation. This will propably lead to a more innovative practice, a learning organization. In this way the discussion about conditions for the establishment of participation turn in to a discussion about how to use participation to develope an innovative practice, realized......The purpose of my study is to evaluate projects with employee participation and to analyze the conditions for employee participation and the way in which it can be rooted in a factory. My hypothesis is that communicative actions have to be developed and supported as a precondition...... in a learning organization....

  7. How leadership attributes influence employee loyalty in the aerospace industry: An exploratory qualitative inquiry

    Science.gov (United States)

    Harrison, Marriel

    The influence leaders have on employee loyalty in the aerospace industry was examined through exploratory, qualitative inquiry. In-depth, semi-structured interviews were conducted to ascertain the influence of six leadership attributes on loyalty. These specific leadership attributes were addressed based on key themes from the scholarly leadership research and included communication, trust, accountability, understanding, compassion, and recognition. Data were analyzed to identify common themes and patterns among the 21 study participants. Based on the study findings, the majority of participants expressed that they want leaders to communicate--and to do so often and concisely. Participants also voiced that communication was a central component in resolving many of the problems associated with loyalty, such as clarity of direction or sense of inclusion in the organization. The central themes derived from the research include the following: (a) employee loyalty no longer exists when organizational leadership fails to challenge or empower employees or create an opportunity for growth, (b) effective leaders inspire employees by sharing the vision of an organization and including employees in the decision-making process, and (c) organizational culture, values, and effective leadership play an integral role in employee loyalty and long-term commitment to the organization.

  8. Employee contract issues for dermatologists.

    Science.gov (United States)

    Brown, Christopher E; Indest, George F

    2013-12-01

    Employees and employers routinely face negotiating and preparing physician employment contracts. It is important for both sides to know and understand the basic information on what a comprehensive employment contract for a dermatologist should contain. There are various employment contract provisions from both the employee's perspective and the employer's perspective that must be considered when preparing physician employment contracts. This article provides basic advice and recommendations on requirements that should be included in such contracts. It suggests legal pitfalls that can be avoided through various contract clauses.

  9. Involving Employees in Strategy innovation

    DEFF Research Database (Denmark)

    Friis, Ole Uhrskov; Koch, Christian

    2011-01-01

    Strategy as a practice and continuous innovation approaches are combined to conceptualise dilemmas of short versus long term and to analyse a case of employee participation as a particular example of strategy innovation. The case is a medium size textile company developing its strategy involving ...... and Balanced Score Card consultancy, an ‘open space’ workshop and organized strategy projects. Especially the latter two are important in facilitating the employee involvement. The case however also exhibit enterprise situated praxis’s like mitigation of taboos....

  10. Exploring Employee Engagement from the Employee Perspective: Implications for HRD

    Science.gov (United States)

    Shuck, M. Brad; Rocco, Tonette S.; Albornoz, Carlos A.

    2011-01-01

    Purpose: The purpose of this paper is to examine an employee's unique experience of being engaged in their work. Design/methodology/approach: Following Yin's case study design method, researchers collected documents, conducted semi-structured interviews and recorded observations at a large multinational service corporation ranked as one of the…

  11. Employee Orientation and Job Satisfaction among Professional Employees in Hospitals.

    Science.gov (United States)

    Jauch, Lawrence R.; Sekaran, Uma

    1978-01-01

    This study examines the relationship between job satisfaction and employee orientations of professionals in small rural hospitals. Organizational loyalty, peer loyalty and professional identification were used as predictors. Organizational loyalty was found to be the predominant orientation predicting job satisfaction. Replication in other…

  12. EMPLOYEE RETENTION: COMPONENTS OF JOB SATISFACTION OF GREEN INDUSTRY EMPLOYEES

    OpenAIRE

    Bitsch, Vera; Hogberg, Michael

    2004-01-01

    Fourteen businesses participated in case studies of labor management practices. Fifteen non-supervisory employee interviews were analyzed regarding components of job satisfaction. Components were family values, achievement, recognition, work itself, involvement, personal life, interpersonal relationships, job security, supervision, working conditions, organization, safety, compensation and information.

  13. An Employee With Undiagnosed Leprosy: Are Other Employees at Risk?

    Science.gov (United States)

    Lurati, Ann R

    2017-07-01

    MJ is a janitor working in an office building for the past 5 years. He sustained a third-degree burn with a secondary infection and was sent to the county hospital. He was diagnosed with leprosy. The employees in the office building were concerned with the risk of transmission. This article reviews leprosy, and implications for occupational health nurses are discussed.

  14. 78 FR 64873 - Federal Employees Health Benefits Program and Federal Employees Dental and Vision Insurance...

    Science.gov (United States)

    2013-10-30

    ... family members under the FEHB and the Federal Employees Dental and Vision Insurance Program (FEDVIP... procedure, Government employees, Health facilities, Health insurance, Health professions, Hostages, Iraq... Administrative practice and procedure, Government employees, Health insurance, Taxes, Wages. 5 CFR Part 894...

  15. Emergency Communication

    Science.gov (United States)

    : Environmental Documents, Reports LANL Home Calendar Search Contacts Resources » Emergency Communication Emergency Communication Stay informed of emergencies, weather delays, closures, other alerts. Find links to

  16. Tactile Communications

    Data.gov (United States)

    National Aeronautics and Space Administration — Communication with the crew is vital and must be maintained regardless of environmental conditions and crew activity. Current spacecraft communication systems depend...

  17. Managing employee motivation: Exploring the connections between managers' enforcement actions, employee perceptions, and employee intrinsic motivation

    DEFF Research Database (Denmark)

    Mikkelsen, Maria Falk; Jacobsen, Christian Bøtcher; Andersen, Lotte Bøgh

    2017-01-01

    analyze whether local managers—the primary enforcers of external interventions—affect how employees perceive a command system and thereby affect employee intrinsic motivation. Using a multilevel dataset of 1,190 teachers and 32 school principals, we test whether principals’ use of “hard”, “mixed” or “soft......” enforcement of a command system (obligatory teacher-produced student plans) is associated with teacher intrinsic motivation. Results show that teachers experiencing a “hard” enforcement have lower intrinsic motivation than teachers experiencing a “soft” enforcement. As expected by motivation crowding theory......A number of studies show that the use of external interventions, such as command systems and economic incentives, can decrease employee intrinsic motivation. Our knowledge of why the size of “the hidden cost of rewards” differs between organizations is, however, still sparse. In this paper, we...

  18. Does employee involvement work? Yes, sometimes.

    Science.gov (United States)

    Cotton, J L

    1997-12-01

    Employee involvement per se is not always effective for improving performance and/or employee attitudes. Rather, there are several different forms of employee involvement, some of which are effective, while others are not. This article describes seven forms of employee involvement, giving examples, and summarizes research findings for each form, concluding with a summary of which are the best and which are worst. This article also describes what is necessary for effective employee involvement, focusing on management commitment and training for both management and employees.

  19. Communications article

    KAUST Repository

    Fariborzi, Hossein

    2017-07-20

    Seamless, covert communications using a communications system integrated or incorporated within an article of clothing is described. In one embodiment, the communications system is integrated or incorporated into a shoe insole and includes a haptic feedback mechanism, a communications module, a flexible pressure sensor, and a battery. The communications module includes a wireless communications module for wireless communications, a wired interface for wired communications, a microcontroller, and a battery charge controller. The flexible pressure sensor can be actuated by an individual\\'s toe, for example, and communication between two communications nodes can be achieved using coded signals sent by individuals using a combination of long and short presses on the pressure sensor. In response to the presses, wireless communications modules can transmit and receive coded signals based on the presses.

  20. Organizational Silence in Sports Employees

    Science.gov (United States)

    Bastug, Gulsum; Pala, Adem; Yilmaz, Taner; Duyan, Mehdi; Gunel, Ilker

    2016-01-01

    Organizational silence can be defined as a way of behaviour belonging to men and women employees in the organization exhibited without reflecting their feelings, ideas, concerns and suggestions related with their workplaces, works for which they are responsible or other activities of the organization. In the period of organizational silence,…

  1. Caring for the Disabled Employee

    DEFF Research Database (Denmark)

    Mik-Meyer, Nanna

    lives of disabled people (Barnes & Mercer 2005, Paterson & Hughes 2010). A recurrent theme in this study’s transcribed and coded interviews was not an awareness of bullying and harassment, as other studies have found (e.g., Fevre et al. 2013), but rather how managers and employees without impairments...

  2. Employee Assistance Programs in Canada.

    Science.gov (United States)

    Jaffe, Peter; And Others

    1988-01-01

    Employee assistance programs (EAP) are evaluated in questionnaire responses from 73 of 109 (67 percent) Canadian school boards and 35 (50 percent) of the clients of the EAP in London, Ontario. Explores the nature of current programs and emerging trends in this field. (MLF)

  3. 20 CFR 226.14 - Employee regular annuity rate.

    Science.gov (United States)

    2010-04-01

    ... 20 Employees' Benefits 1 2010-04-01 2010-04-01 false Employee regular annuity rate. 226.14 Section... COMPUTING EMPLOYEE, SPOUSE, AND DIVORCED SPOUSE ANNUITIES Computing an Employee Annuity § 226.14 Employee regular annuity rate. The regular annuity rate payable to the employee is the total of the employee tier I...

  4. Employee health benefit redesign at the academic health center: a case study.

    Science.gov (United States)

    Marshall, Julie; Weaver, Deirdre C; Splaine, Kevin; Hefner, David S; Kirch, Darrell G; Paz, Harold L

    2013-03-01

    The rapidly escalating cost of health care, including the cost of providing health care benefits, is a significant concern for many employers. In this article, the authors examine a case study of an academic health center that undertook a complete redesign of its health benefit structure to control rising costs, encourage use of its own provider network, and support employee wellness. With the implementation in 2006 of a high-deductible health plan combined with health reimbursement arrangements and wellness incentives, the Penn State Hershey Medical Center (PSHMC) was able to realize significant cost savings and increase use of its own network while maintaining a high level of employee satisfaction. By contracting with a single third-party administrator for its self-insured plan, PSHMC reduced its administrative costs and simplified benefit choices for employees. In addition, indexing employee costs to salary ensured that this change was equitable for all employees, and the shift to a consumer-driven health plan led to greater employee awareness of health care costs. The new health benefit plan's strong focus on employee wellness and preventive health has led to significant increases in the use of preventive health services, including health risk assessments, cancer screenings, and flu shots. PSHMC's experience demonstrates the importance of clear and ongoing communication with employees throughout--before, during, and even after--the process of health benefit redesign.

  5. Employee impact and attitude analysis for GHS implementation in Taiwan.

    Science.gov (United States)

    Chang, Yi-Kuo; Su, Teh-Sheng; Ouyang, Yun; Tseng, Jo-Ming

    2013-01-01

    The employee impact and attitude analysis for GHS implementation in Taiwan was investigated in this study. An impact assessment on the new regulations or changes in regulations for government, potential costs, benefits, and the global trade in chemicals to industries and hazard communication program for workers was studied by the methods of the questionnaire design and Delphi expert method. A survey was conducted using questionnaires and taking 200 experts from government's expert database and 500 selected respondents from case company. Results from present study revealed that the barrier associated with GHS implementation is existed; it is feasible to overcome. Both experts and employees think that business entities are insufficient to test and classify chemicals on their own, and the technical guidance from the government is needed. Data analyzed by the logistic regression revealed that more hours an employee spends on education and trainings of new GHS systems; the employee thinks implementation of GHS will improve hazard awareness for transporters. The weak labeling ability affects deployment of the new GHS system.

  6. Disability management practices in Ontario workplaces: employees' perceptions.

    Science.gov (United States)

    Westmorland, Muriel G; Williams, Renee M; Amick, Ben C; Shannon, Harry; Rasheed, Farah

    2005-07-22

    The purpose of this study was to obtain employees' perceptions about disability management (DM) at their workplaces. Data were obtained from focus group interviews and individual telephone interviews with 58 employees who had sustained a work-related injury or disability in Ontario, Canada. Participants also completed a 22-item Organizational Policies and Practices (OPP) Questionnaire that asked questions about workplace DM practices. Respondents emphasized the need for job accommodation, the importance of open and clear communication and the necessity of job retraining. The provision of ergonomic modifications to their worksites and the development of meaningful and specific DM policies and procedures were seen as key to a comprehensive workplace DM program. Education about health and safety also was identified as an important component of creating a supportive workplace environment. The OPP questionnaire showed good internal consistency (Cronbach's alpha=0.95) and discriminant validity. This study demonstrates the importance of workplaces communicating with their employees and respecting their opinions when establishing and carrying out DM policies and practices. The OPP Questionnaire is useful in determining how DM is managed in the workplace.

  7. Company environmental communication

    International Nuclear Information System (INIS)

    Andriola, L.; Luciani, R.; Borghini, S.

    2001-01-01

    Environmental communication is becoming a sine qua non for companies which are more and more pressed by the need to reinforce communication with interested parties: environmental groups, local communities, local and national authorities, employees, share-holders, banks, insurance companies, customers and consumers. Reliable environmental information, just like economical and property data, is now required during both company take-over and financing, and in some cases it can affect insurance premiums. In fact, environmental guarantees are more and more often required because breaching environmental regulations can entail legal sanctions going as far as suspension of business. There now also Green investment funds that engage their resources only against specific environmental guarantees on the part of the companies that, before being selected for the investment, are submitted to rather accurate questionnaires by the investment manager [it

  8. Strategizing Communication

    DEFF Research Database (Denmark)

    Gulbrandsen, Ib Tunby; Just, Sine Nørholm

    beyond, but not past instrumental, rational plans in order to become better able to understand and manage the concrete, incremental practices and contexts in which communication becomes strategic. Thus, we argue that although strategic communicators do (and should) make plans, a plan in itself does...... of the specific communicative disciplines and practices employed by the organization and/or its individual members, be they marketing, public relations, corporate communication, branding, public affairs or social advocacy. In all cases, strategic communicators do well to focus more on the process of communicating...... for understanding and managing strategic communication processes....

  9. 29 CFR 541.200 - General rule for administrative employees.

    Science.gov (United States)

    2010-07-01

    ... REGULATIONS DEFINING AND DELIMITING THE EXEMPTIONS FOR EXECUTIVE, ADMINISTRATIVE, PROFESSIONAL, COMPUTER AND OUTSIDE SALES EMPLOYEES Administrative Employees § 541.200 General rule for administrative employees. (a...

  10. Improve employee engagement to retain your workforce.

    Science.gov (United States)

    Tullar, Jessica M; Amick, Benjamin C; Brewer, Shelley; Diamond, Pamela M; Kelder, Steven H; Mikhail, Osama

    2016-01-01

    Turnover hurts patient care quality and is expensive to hospitals. Improved employee engagement could encourage employees to stay at their organization. The aim of the study was to test whether participants in an employee engagement program were less likely than nonparticipants to leave their job. Health care workers (primarily patient care technicians and assistants, n = 216) were recruited to participate in an engagement program that helps employees find meaning and connection in their work. Using human resources data, we created a longitudinal study to compare participating versus nonparticipating employees in the same job titles on retention time (i.e., termination risk). Participants were less likely to leave the hospital compared to nonparticipating employees (hazard ratio = 0.22, 95% CI [0.11, 0.84]). This finding remained significant after adjusting for covariates (hazard ratio = 0.37, 95% CI [0.17, 0.57]). Improving employee engagement resulted in employees staying longer at the hospital.

  11. Corporate Benefits of Employee Recreation Programs.

    Science.gov (United States)

    Finney, Craig

    1984-01-01

    Employee recreation programs have been shown to reduce absenteeism, increase performance and productivity, reduce stress levels, and increase job satisfaction. Studies that present positive results of employee recreation are discussed. (DF)

  12. Work, Formal Participation, and Employee Outcomes.

    Science.gov (United States)

    Nightingale, Donald V.

    1981-01-01

    Discusses a study of the effects of work and expanded employee participation in decision making on four employee outcomes: alienation, job satisfaction, life satisfaction, and commitment. (Author/JOW)

  13. Employee Sabbaticals: Who Benefits and Why.

    Science.gov (United States)

    Toomey, Edmund L.; Connor, Joan M.

    1988-01-01

    Discusses benefits of employee sabbaticals including (1) continuing employee education; (2) avoiding technical obsolescence; (3) reducing job-related stress and burnout; (4) creating a more productive work force; and (5) stemming the tide of early retirement. (JOW)

  14. Quality assurance - how to involve the employees

    DEFF Research Database (Denmark)

    Jørgensen, Michael Søgaard

    1996-01-01

    An overview of strategies for involvement of employees in quality assurance developement and implementation.......An overview of strategies for involvement of employees in quality assurance developement and implementation....

  15. Employee Capital:Resource or Reoccurring Nightmare

    OpenAIRE

    Murphy, James Peter

    2005-01-01

    Employee capital need not be a reoccurring nightmare for bar owners if they create a system for managing their employee capital which deals with recruitment, placement, training and development for all hospitality staff members.

  16. Educating Organizational Consumers about Employee Assistance Programs.

    Science.gov (United States)

    Roman, Paul M.; And Others

    1987-01-01

    Provides an overview of the value of employee assistance programs (EAP) as mechanisms to solve organizational problems. The article is based on a field study of 480 EAPs in private sector organizations with 500 or more employees. (JOW)

  17. A Field Experiment in Motivating Employee Ideas

    OpenAIRE

    Susanne Neckermann; Michael Gibbs; Christoph Siemroth

    2014-01-01

    markdownabstract__Abstract__ We study the effects of a field experiment designed to motivate employee ideas, at a large technology company. Employees were encouraged to submit ideas on process and product improvements via an online system. In the experiment, the company randomized 19 account teams into treatment and control groups. Employees in treatment teams received rewards if their ideas were approved. Nothing changed for employees in control teams. Our main finding is that rewards substa...

  18. Work Satisfaction Influence Toward Employee Prosperity

    OpenAIRE

    Indryawati, Rini; Widiyarsih, Widiyarsih

    2007-01-01

    Work satisfaction has an effect to employee wealthy at PT. Nagaraja Lestari in taking the policy and to motivate employee to enhancing the work performance in giving wages, salary, incentives, job promotion and employee healthy. This research is using qualitative approach and using observation and interview as tool research. Data collecting is in naration, description, story, written and unwritten documents. When employee has higher work satisfaction they will psychological wealthy fullfilness.

  19. Employee Engagement Factor for Organizational Excellence

    OpenAIRE

    Tzvetana Stoyanova; Ivaylo Iliev

    2017-01-01

    Purpose: The objective of this publication is to identify ways to increase employee engagement in Bulgarian business organizations and identify how such employee engagement affects employee and company performance. Design/methodology/approach: Our research is based on the evaluation of employee engagement methodologies used by well-known companies such as Gallup HCM Advisory Group, Deloitte and Aon Hewitt. Based on these, we derive the fac...

  20. Accounting and tax aspects of employee benefits

    OpenAIRE

    Kudláčková, Kristýna

    2015-01-01

    The thesis is dedicated to the exploration and analysis of the implementation of employee benefits such as the types of benefits provided by employers to employees according to Czech accounting and tax regulations. In the theoretical part deals with the topic of employee motivation at the work and describes the best known motivational theories. It tries to highlight the interconnections of social policy, evaluation and remuneration system with the level of employee satisfaction and its impact...

  1. Employee commitment and performance of manufacturing firms ...

    African Journals Online (AJOL)

    445) between job satisfaction and employee organizational commitment. Multiple regression revealed that pay and job promotion are the important elements that influence employee commitment. It is recommended that manufacturing organizations should emphasize pay and job promotion to enhance higher employee ...

  2. Employee Engagement Factor for Organizational Excellence

    Directory of Open Access Journals (Sweden)

    Tzvetana Stoyanova

    2017-03-01

    Full Text Available Purpose: The objective of this publication is to identify ways to increase employee engagement in Bulgarian business organizations and identify how such employee engagement affects employee and company performance. Design/methodology/approach: Our research is based on the evaluation of employee engagement methodologies used by well-known companies such as Gallup HCM Advisory Group, Deloitte and Aon Hewitt. Based on these, we derive the factors influencing employee engagement in Bulgarian companies. Findings: This work focuses on management, in recent years, aimed at retaining and developing the best employees, and their evolution into reliable potential leaders of the organization. This is undertaken to maintain and increase the number of those engaged in the business of company employees as well. The management of a successful leader is considered key to increasing employee engagement. Employee commitment implies something special, additional or atypical in the performance of tasks and job role. This is a behaviour that involves innovation, demonstrating initiative via proactive seeking of opportunities that contribute to the company and exceeding the expected standard of employee performance. The findings can strengthen the already-significant role of management. There is no universal way to increase employee engagement and motivation towards increased productivity, activity, and creativity. Research limitations/implications: The study has been undertaken for employees in Bulgaria.

  3. Added Value of Employee Financial Participation

    NARCIS (Netherlands)

    Poutsma, F.; Kaarsemaker, E.C.A.; Andresen, M.; Nowak, C.

    2015-01-01

    This chapter broadens our understanding of the added value of employee financial participation. Financial participation is a generic term for the participation of employees in profit and enterprise results including equity of their employing firm. In general, there are two forms of employee

  4. Stimulating Strategically Aligned Behaviour among Employees

    NARCIS (Netherlands)

    C.B.M. van Riel (Cees); G.A.J.M. Berens (Guido); M. Dijkstra (Majorie)

    2008-01-01

    textabstractStrategically aligned behaviour (SAB), i.e., employee action that is consistent with the company’s strategy, is of vital importance to companies. This study provides insights into the way managers can promote such behaviour among employees by stimulating employee motivation and by

  5. 10 CFR 40.7 - Employee protection.

    Science.gov (United States)

    2010-01-01

    ... protected activities. An employee's engagement in protected activities does not automatically render him or... 10 Energy 1 2010-01-01 2010-01-01 false Employee protection. 40.7 Section 40.7 Energy NUCLEAR REGULATORY COMMISSION DOMESTIC LICENSING OF SOURCE MATERIAL General Provisions § 40.7 Employee protection. (a...

  6. 10 CFR 71.9 - Employee protection.

    Science.gov (United States)

    2010-01-01

    .... An employee's engagement in protected activities does not automatically render him or her immune from... 10 Energy 2 2010-01-01 2010-01-01 false Employee protection. 71.9 Section 71.9 Energy NUCLEAR... § 71.9 Employee protection. (a) Discrimination by a Commission licensee, certificate holder, an...

  7. 10 CFR 76.7 - Employee protection.

    Science.gov (United States)

    2010-01-01

    .... An employee's engagement in protected activities does not automatically render him or her immune from... 10 Energy 2 2010-01-01 2010-01-01 false Employee protection. 76.7 Section 76.7 Energy NUCLEAR... Employee protection. (a) Discrimination by the Corporation, a contractor, or a subcontractor of the...

  8. 30 CFR 57.18006 - New employees.

    Science.gov (United States)

    2010-07-01

    ... Surface and Underground § 57.18006 New employees. New employees shall be indoctrinated in safety rules and safe work procedures. ... 30 Mineral Resources 1 2010-07-01 2010-07-01 false New employees. 57.18006 Section 57.18006...

  9. 30 CFR 56.18006 - New employees.

    Science.gov (United States)

    2010-07-01

    ... New employees. New employees shall be indoctrinated in safety rules and safe work procedures. ... 30 Mineral Resources 1 2010-07-01 2010-07-01 false New employees. 56.18006 Section 56.18006 Mineral Resources MINE SAFETY AND HEALTH ADMINISTRATION, DEPARTMENT OF LABOR METAL AND NONMETAL MINE...

  10. 49 CFR 1011.5 - Employee boards.

    Science.gov (United States)

    2010-10-01

    ... 49 Transportation 8 2010-10-01 2010-10-01 false Employee boards. 1011.5 Section 1011.5... OF TRANSPORTATION GENERAL RULES AND REGULATIONS BOARD ORGANIZATION; DELEGATIONS OF AUTHORITY § 1011.5 Employee boards. This section covers matters assigned to the Accounting Board, a board of employees of the...

  11. Why Employees Act the Way They Do.

    Science.gov (United States)

    Fowler, Dora

    1995-01-01

    Offers advice for administrators on how six laws of human behavior affect employees. Laws discussed include: how employees recreate familial roles in the workplace, how persons constantly seek to gain or maintain control of their lives, how change in a person's environment can cause changes in behavior, and how employees covet tokens of approval.…

  12. 10 CFR 19.20 - Employee protection.

    Science.gov (United States)

    2010-01-01

    ... 10 Energy 1 2010-01-01 2010-01-01 false Employee protection. 19.20 Section 19.20 Energy NUCLEAR... Employee protection. Employment discrimination by a licensee, a holder of a certificate of compliance... as delineated in § 19.2(a), against an employee for engaging in protected activities under this part...

  13. 40 CFR 273.16 - Employee training.

    Science.gov (United States)

    2010-07-01

    ... 40 Protection of Environment 26 2010-07-01 2010-07-01 false Employee training. 273.16 Section 273.16 Protection of Environment ENVIRONMENTAL PROTECTION AGENCY (CONTINUED) SOLID WASTES (CONTINUED... Employee training. A small quantity handler of universal waste must inform all employees who handle or have...

  14. 22 CFR 901.17 - Charged employee.

    Science.gov (United States)

    2010-04-01

    ... 22 Foreign Relations 2 2010-04-01 2010-04-01 true Charged employee. 901.17 Section 901.17 Foreign Relations FOREIGN SERVICE GRIEVANCE BOARD GENERAL Meanings of Terms As Used in This Chapter § 901.17 Charged employee. Charged employee means a member of the Senior Foreign Service or a member of the Service assigned...

  15. 19 CFR 19.46 - Employee lists.

    Science.gov (United States)

    2010-04-01

    ... 19 Customs Duties 1 2010-04-01 2010-04-01 false Employee lists. 19.46 Section 19.46 Customs Duties... Employee lists. A permit shall not be granted to an operator to transfer a container or containers to a... new employees. The operator shall, within 10 calendar days, advise the port director if the employment...

  16. 29 CFR 401.6 - Employee.

    Science.gov (United States)

    2010-07-01

    ... 29 Labor 2 2010-07-01 2010-07-01 false Employee. 401.6 Section 401.6 Labor Regulations Relating to Labor OFFICE OF LABOR-MANAGEMENT STANDARDS, DEPARTMENT OF LABOR LABOR-MANAGEMENT STANDARDS MEANING OF TERMS USED IN THIS SUBCHAPTER § 401.6 Employee. Employee means any individual employed by an employer...

  17. 40 CFR 273.36 - Employee training.

    Science.gov (United States)

    2010-07-01

    ... 40 Protection of Environment 26 2010-07-01 2010-07-01 false Employee training. 273.36 Section 273.36 Protection of Environment ENVIRONMENTAL PROTECTION AGENCY (CONTINUED) SOLID WASTES (CONTINUED... Employee training. A large quantity handler of universal waste must ensure that all employees are...

  18. 5 CFR 531.402 - Employee coverage.

    Science.gov (United States)

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Employee coverage. 531.402 Section 531... GENERAL SCHEDULE Within-Grade Increases § 531.402 Employee coverage. (a) Except as provided in paragraph (b) of this section, this subpart applies to employees who— (1) Are classified and paid under the...

  19. 75 FR 5697 - Employee Protection Program; Removal

    Science.gov (United States)

    2010-02-04

    ... DEPARTMENT OF TRANSPORTATION Office of the Secretary 14 CFR Part 314 RIN 2105-AD94 Employee... Employee Protection Program. These regulations are removed because the underlying program was repealed by... Employee Protection Program, to be administered by the U.S. Department of Transportation. Section 43 of the...

  20. Improving Employee Benefits: Doing the Right Thing.

    Science.gov (United States)

    Perreault, Joe

    1990-01-01

    With some exceptions, child care workers receive fewer employee benefits than workers in other occupations. The employer's and the employee's point of view on employee benefits are discussed. Also considers availability of benefits in child care and the obstacles to improved benefits for workers. (DG)

  1. 12 CFR 996.2 - Bank employees.

    Science.gov (United States)

    2010-01-01

    ... RESOLUTION FUNDING CORPORATION § 996.2 Bank employees. Upon the request of the Directorate of the Resolution..., employees, or agents of the Banks are authorized to act for and on behalf of the Resolution Funding... 12 Banks and Banking 7 2010-01-01 2010-01-01 false Bank employees. 996.2 Section 996.2 Banks and...

  2. 5 CFR 410.303 - Employee responsibilities.

    Science.gov (United States)

    2010-01-01

    ... Establishing and Implementing Training Programs § 410.303 Employee responsibilities. Employees are responsible... training needed to improve individual and organizational performance and identify methods to meet those... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Employee responsibilities. 410.303...

  3. Business Performance, Employee Satisfaction, and Leadership Practices.

    Science.gov (United States)

    Lashbrook, William B.

    1997-01-01

    The difficulty in finding a relationship between employee satisfaction and business performance results from how satisfaction is defined. A survey of 2000 employees determined that organizations, regardless of industry, could improve organizational performance by improving employee work unit satisfaction and that the work unit leader's actions may…

  4. 48 CFR 725.703 - Contractor employees.

    Science.gov (United States)

    2010-10-01

    ... 48 Federal Acquisition Regulations System 5 2010-10-01 2010-10-01 false Contractor employees. 725... SOCIOECONOMIC PROGRAMS FOREIGN ACQUISITION Source, Origin, and Nationality 725.703 Contractor employees. (a... on employees or consultants of either contractors or subcontractors providing services under an USAID...

  5. 49 CFR 199.115 - Contractor employees.

    Science.gov (United States)

    2010-10-01

    ... 49 Transportation 3 2010-10-01 2010-10-01 false Contractor employees. 199.115 Section 199.115... § 199.115 Contractor employees. With respect to those employees who are contractors or employed by a contractor, an operator may provide by contract that the drug testing, education, and training required by...

  6. 49 CFR 199.245 - Contractor employees.

    Science.gov (United States)

    2010-10-01

    ... 49 Transportation 3 2010-10-01 2010-10-01 false Contractor employees. 199.245 Section 199.245... Prevention Program § 199.245 Contractor employees. (a) With respect to those covered employees who are contractors or employed by a contractor, an operator may provide by contract that the alcohol testing...

  7. Employee Ownership and Democracy in the Workplace.

    Science.gov (United States)

    Toscano, David J.

    1981-01-01

    Explains three American forms of employee-owned companies. The Mock Conventional firm models its legal structure after conventional enterprises, with shares held primarily by employees. The Employee Stock Ownership Plan regulates the shareholding patterns of ESOP firms. The Producer Cooperative guarantees each member an equal voice in corporate…

  8. Sexual Harassment: Experiences of University Employees.

    Science.gov (United States)

    Goodwin, Megan P.; And Others

    1989-01-01

    Examined Central Michigan University employees' (N=449) sexual harassment experiences through employee survey. Found that (1) more women than men reported sexual harassment; (2) most common harassers cited were male co-workers, administrators, and maintenance employees; (3) harassment most frequently attributed to working conditions and hours; (4)…

  9. 45 CFR 1226.12 - Sponsor employees.

    Science.gov (United States)

    2010-10-01

    ... 45 Public Welfare 4 2010-10-01 2010-10-01 false Sponsor employees. 1226.12 Section 1226.12 Public Welfare Regulations Relating to Public Welfare (Continued) CORPORATION FOR NATIONAL AND COMMUNITY SERVICE PROHIBITIONS ON ELECTORAL AND LOBBYING ACTIVITIES Sponsor Employee Activities § 1226.12 Sponsor employees...

  10. Soccer and Zumba as health promotion among female hospital employees

    DEFF Research Database (Denmark)

    Barene, Svein

    health care workers a high-risk group for non-communicable diseases such as cardiovascular diseases, diabetes and hypertension. In addition, health care workers generally have high physical demanding work tasks, which expose them to physical loads that may impair their musculoskeletal health, work...... concept Zumba, we wanted to evaluate short and long term health effects from these two physical activities among female hospital employees. The primary outcome of the study was cardiovascular fitness (VO2max), whereas body composition, biomarkers in blood, musculoskeletal pain, as well as the work......-related outcomes work ability and perceived physical exertion during work comprised the secondary outcomes. In addition, we measured the adherence to the training and drop-out throughout the intervention period. Methods A 40-weeks cluster randomised controlled trial was conducted on 107 female hospital employees...

  11. When customers exhibit verbal aggression, employees pay cognitive costs.

    Science.gov (United States)

    Rafaeli, Anat; Erez, Amir; Ravid, Shy; Derfler-Rozin, Rellie; Treister, Dorit Efrat; Scheyer, Ravit

    2012-09-01

    In 4 experimental studies, we show that customer verbal aggression impaired the cognitive performance of the targets of this aggression. In Study 1, customers' verbal aggression reduced recall of customers' requests. Study 2 extended these findings by showing that customer verbal aggression impaired recognition memory and working memory among employees of a cellular communication provider. In Study 3, the ability to take another's perspective attenuated the negative effects of customer verbal aggression on participants' cognitive performance. Study 4 linked customer verbal aggression to quality of task performance, showing a particularly negative influence of aggressive requests delivered by high-status customers. Together, these studies suggest that the effects of even minor aggression from customers can strongly affect the immediate cognitive performance of customer service employees and reduce their task performance. The implications for research on aggression and for the practice of customer service are discussed.

  12. Employee Ownership and Perceptions of Work: The Effect of an Employee Stock Ownership Plan.

    Science.gov (United States)

    Tucker, James; And Others

    1989-01-01

    A small company was studied before and after introduction of an employee stock ownership plan. Employees' commitment to the organization and job satisfaction were higher after plan implementation, while perceived worker influence levels did not change. Findings suggest that ownership changes employees' attitudes without changing employees'…

  13. Effective Interpersonal Communication for Foreign Managers to Indonesian - CO Workers

    Directory of Open Access Journals (Sweden)

    Respati Wulandari

    2014-05-01

    Full Text Available Interpersonal communication tends to guide the way of management in companies worldwide. For multinational company, where expatriate is exist to blend with local partners or employee, the way they communicate to each other will determine the future of their company communication activities. The result of this research could be utilized by foreign managers and their Indonesian colleagues. Based on this research, which is supported by qualitative and literature methods, it can be found the effective method of communication to enhance job performance. The purpose of qualitative method that used by the author is to gain much information from employees and foreign managers in several companies. Besides interviewing them, author also joined in their interpersonal. The effective way of interpersonal communication to improve employee working performance is to form a sharing forum, informal meetings or communities of practice.

  14. Does Employee Stock Ownership Work?

    DEFF Research Database (Denmark)

    Kato, Takao; Miyajima, Hideaki; Owan, Hideo

    studies, we focus on the effects of changes in varying attributes of existing ESO—the effects on the intensive margin. Our fixed effect estimates show that an increase in the strength of the existing ESO plans measured by stake per employee results in statistically significant productivity gains....... Furthermore, such productivity gains are found to lead to profitability gains since wage gains from ESO plans are statistically significant yet rather modest. Our analysis of Tobin's Q suggests that the market tends to view such gains from ESO plans as permanent. We further find that increasing the stake......This paper provides novel evidence on the effects of employee stock ownership (ESO), using new panel data on Japanese ESO plans for a highly representative sample of publicly-traded firms in Japan (covering more than 75% of all firms listed on Tokyo Stock Exchange) over 1989-2013. Unlike most prior...

  15. CSR communication

    DEFF Research Database (Denmark)

    Golob, Ursa; Podnar, Klement; Elving, Wim

    2013-01-01

    Purpose – This paper aims to introduce the special issue on CSR communication attached to the First International CSR Communication Conference held in Amsterdam in October 2011. The aim of the introduction is also to review CSR communication papers published in scholarly journals in order to make...... a summary of the state of CSR communication knowledge. Design/methodology/approach – The existing literature on CSR communication was approached via systematic review. with a combination of conventional and summative qualitative content analysis. The final dataset contained 90 papers from two main business...... communications. The most important outlets for CSR communication-related topics are Journal of Business Ethics and Corporate Communications: An International Journal. Originality/value – This paper represents the first attempt to perform a systematic and comprehensive overview of CSR communication papers...

  16. Internal communication: challenges and instruments

    International Nuclear Information System (INIS)

    Stiopol, Mihaela; Rizea, Lavinia

    2007-01-01

    Mike Hughes, the publisher for Publicity Express once said that 'Without Public Relations a terrible thing happens: nothing'. The term 'Public Relations' describes the efficient and coherent organization of external and internal communication. A company has an external public and an internal one as well. The employees of an organization are important carriers of the message the organization wants to transmit, but moreover, they are the driving engine behind the success of an enterprise. Better informed employees are more confident and prepared to get involved in challenging tasks such as obtaining public support for nuclear power. Internal communication is the continuous flux of information on all hierarchic levels both horizontally and vertically. The efficient usage of internal communication tools brings great advantages and benefits for the managers and the personnel of an organization. Despite this, organizing an integrated internal communication strategy is a challenging effort for any PR department. The paper deals with the instruments of internal communication, the obstacles usually encountered and the possibilities to apply an integrated strategy in large companies operating in the nuclear field. (authors)

  17. Communication for performance in aerospace

    Directory of Open Access Journals (Sweden)

    Aurelian Virgil BALUTA

    2016-12-01

    Full Text Available The paper outlines rules for employees in the aerospace field about general procedures, accounting, budgets, employees involvement in the companies goals as a team or as a group. The quality of all communications activities is presented in correlation with performance. For us, performance means economic and social references, stability and credibility of the business and, not least, a good communication within the existing groups or teams. We take in account long-term, medium and short performance for a new and modern field such as the aerospace industry. The paper highlights the group communication aspects, the process needed to optimize communication within a group, the team characteristics and mission, the team involvement versus group involvement, organization of the work team and defining/definition of roles in a team according to individual skills and some technics; to apply the Belbin test for determining the role of individuals within the team, for identifying the types of communication in order to get the information transmitted to the different types of individuals such as “analytical type”, “director type”, “friendly type”, “expressive type”, the needs and interest of these individuals, assessing how the information was received and the impact of the feedback.

  18. Internal marketing for engaging employees on the corporate responsibility journey

    Directory of Open Access Journals (Sweden)

    Isabel Sanchez-Hernandez

    2012-07-01

    Full Text Available Purpose: The purpose of this paper is to explore whether internal marketing could be a powerful tool for engaging employees on the corporate responsibility journey.Design/methodology/approach: In the absence of empirical work linking internal marketing efforts in organizations and employee engagement in corporate responsibility issues, a conceptual approach based on literature review is carried out to determine the existing possibilities provided by internal marketing to enhance corporate responsibility.Findings: Reflexion from the extant literature indicates that, because employee engagement matters, internal responsibility should be put first. The internal marketing umbrella, including “selling internally” the idea of responsibility, facilitating internal communication, enhancing corporate volunteering or the possibility to become a social intrapreneur, could help to align employees’ needs with corporate responsibility goals.Practical implications: The results suggest that managers must ensure that internal aspects of management, such as internal communication and employee commitment are taken into account in order to get success in corporate responsibility issues. Managers need to be more proactive trying to introduce the marketing function in human capital issues. Understanding employees’ wants and needs and selling internally responsibility goals would make external efforts in developing a responsible strategy much more likely to succeed.Originality/value: Reflecting the literature which highlights the importance of internal marketing, we pay particular attention to their role on promoting corporate responsibility internally. The results indicate that while organizations strive to achieve corporate responsibility goals, it is expected that effectiveness will be greater among organizations using internal marketing tools for this purpose. To the best of our knowledge is the first time this relationship has been academically discussed

  19. Employees in Total Quality Management

    Directory of Open Access Journals (Sweden)

    M. G. Matlhape

    2002-12-01

    • affirmative action and divers ity management • skills shortages, training and development • low levels of employee well-being. Working with people requires fundamental understanding of the uniqueness of each individual with their own identity and set of preferences. It also requires an understanding of teams and the mechanisms of making a group of individuals work well or poorly together. This will assist managers to realise active participation, quality output from their workers through individualised, and team based motivational processes.

  20. Employee on Boarding Process Automation

    OpenAIRE

    Khushboo Nalband; Priyanka Jadhav; Geetanjali Salunke

    2017-01-01

    On boarding, also known as organizational socialization, plays a vital role in building the initial relationship between an organization and an employee. It also contributes to an employees’ satisfaction, better performance and greater organizational commitment thus increasing an employees’ effectiveness and productivity in his/her role. Therefore, it is essential that on boarding process of an organization is efficient and effective to improve new employees’ retention. Generally this on boar...

  1. Health Inequalities Among Korean Employees

    Directory of Open Access Journals (Sweden)

    Eunsuk Choi

    2017-12-01

    Full Text Available Background: Social status might be a determinant of occupational health inequalities. This study analyzed the effects of social status on both work environments and health outcomes. Methods: The study sample consisted of 27,598 wage employees aged 15 years and older from among the Korean Working Condition Survey participants in 2011. Work environments included atypical work, physical risks, ergonomic risks, work demands, work autonomy, social supports, and job rewards. Health outcomes comprised general health, health and safety at risk because of work, the World Health Organization-5 Well-being Index, work-related musculoskeletal disease, and work-related injury. Multivariable logistic-regression models were used to identify the associations between social status and work environments and health outcomes. Results: Employees in the demographically vulnerable group had lower occupational status compared with their counterparts. Low social status was largely related to adverse work environments. Especially, precarious employment and manual labor occupation were associated with both adverse work environments and poor health outcomes. Conclusion: Precarious and manual workers should take precedence in occupational health equity policies and interventions. Their cumulative vulnerability, which is connected to demographics, occupational status, adverse work environments, or poor health outcomes, can be improved through a multilevel approach such as labor market, organizations, and individual goals. Keywords: employee health, health equity, social status

  2. Internal Communication and Social Dialogue in Knowledge-Based Organizations

    Directory of Open Access Journals (Sweden)

    Diana-Maria CISMARU

    2014-02-01

    Full Text Available Knowledge-based organizations are constructed on intangible assets, such as the expertise and the values of the employees. As a consequence, motivation and professional excellence of employees are the main objectives of management teams. For this type of organizations, considered as true “knowledge systems”, the employees represent the most valuable resource that is not motivated only through financial means, but also through internal communication, autonomy or social rewards. The research of Eurofound shows that knowledge-based organizations have a low number of trade unions, while professional associations are more relevant for them. There is no tradition to defend through negotiation the working conditions of employees, thus it is important for managers to use the best practices, in order to increase the employees’ loyalty. We conducted a qualitative research concerning the quality of professional life of employees in five sectors of knowledge-based services: advertising-marketing, IT, banking and finance, research and development, and higher education; 15-20 employees from each sector were interviewed. Some of the questions referred directly to trade unions and affiliation, and also to internal communication. Although the results showed a different situation in each of the five sectors, there are few common characteristics: descendant communication is more frequent than ascendant communication, trade unions were reported as missing, unrepresentative or not very active, and the greatest part of employees in this sector are not affiliated, facts that limits the possibility of maintaining employees’ motivation on long term.

  3. Well-being, work engagement, or both? Explaining the linkage between information provision, communication climate, and performance

    NARCIS (Netherlands)

    ter Hoeven, C.; Fransen, M.

    2012-01-01

    For organizations, it is valuable to know how employees’ performance can be guaranteed. The aim of the current study was to examine whether information provision may improve employee performance by enhancing communication climate, work engagement, and employee well-being. To this end, employees (N =

  4. Scientific communication

    Directory of Open Access Journals (Sweden)

    Aleksander Kobylarek

    2017-09-01

    Full Text Available The article tackles the problem of models of communication in science. The formal division of communication processes into oral and written does not resolve the problem of attitude. The author defines successful communication as a win-win game, based on the respect and equality of the partners, regardless of their position in the world of science. The core characteristics of the process of scientific communication are indicated , such as openness, fairness, support, and creation. The task of creating the right atmosphere for science communication belongs to moderators, who should not allow privilege and differentiation of position to affect scientific communication processes.

  5. Employees´ Job Satisfaction in Company

    OpenAIRE

    Václavková, Barbora

    2015-01-01

    This Master´s thesis Employees´ Job Satisfaction in Company is focused on job satisfaction of employees in a particular company. The aim of this thesis is to analyse the current level of employees´ satisfaction, factors that affect the degree of satisfaction and weak segments propose recommendations to increase the level of satisfaction among employees. The first part is theoretical and deals with the approach of the topic employees´ job satisfaction describe theoretical methods that are in p...

  6. Impact of ethical leadership on employee commitment in Nigeria- a ...

    African Journals Online (AJOL)

    Impact of ethical leadership on employee commitment in Nigeria- a study of ... result is that appropriate ethical leadership contributes to performance of the employees, ... situation and employees should get the best out of employee's integrity.

  7. 29 CFR 541.400 - General rule for computer employees.

    Science.gov (United States)

    2010-07-01

    ... OUTSIDE SALES EMPLOYEES Computer Employees § 541.400 General rule for computer employees. (a) Computer... computer employees whose primary duty consists of: (1) The application of systems analysis techniques and...

  8. Third European Company Survey – Direct and indirect employee participation

    NARCIS (Netherlands)

    Akkerman, Agnes; Sluiter, Roderick; Jansen, Giedo

    2015-01-01

    This report studies practices in EU establishments for direct and indirect employee participation in decision-making. Indirect employee participation is the involvement of employee representatives in decision-making processes, while direct employee participation describes direct interaction between

  9. Role of employee benefits in the motivation of employees at H1.cz

    OpenAIRE

    Hrubá, Markéta

    2012-01-01

    This bachelor thesis is focusing on an employee benefits system and its functionality. Theoretical part of the thesis specifies the human resources field as a whole, and its particular aspects, considering mainly the employee remuneration and employee benefits system. It also expands on the relationship between motivation, employee benefits and employee remuneration. The established knowledge are used in a practical part of the thesis, which has been carried out in H1 s.r.o. The company is fi...

  10. Access to Federal Employees Health Benefits (FEHB) for Employees of Certain Indian Tribal Employers. Final rule.

    Science.gov (United States)

    2016-12-28

    This final rule makes Federal employee health insurance accessible to employees of certain Indian tribal entities. Section 409 of the Indian Health Care Improvement Act (codified at 25 U.S.C. 1647b) authorizes Indian tribes, tribal organizations, and urban Indian organizations that carry out certain programs to purchase coverage, rights, and benefits under the Federal Employees Health Benefits (FEHB) Program for their employees. Tribal employers and tribal employees will be responsible for the full cost of benefits, plus an administrative fee.

  11. Employee experience of workplace supervisor contact and support during long-term sickness absence.

    Science.gov (United States)

    Buys, Nicholas J; Selander, John; Sun, Jing

    2017-12-07

    Workplace support is an important factor in promoting successful return to work. The purpose of this article is to examine relationships between supervisor contact, perceived workplace support and demographic variables among employees on long-term sickness absence. Data were collected from 204 public employees at a municipality in Sweden who had been on long term sickness absence (60 days or more) using a 23 question survey instrument that collected information on demographic variables, supervisor contact and perceived workplace support. Most injured employees (97%) reported having contact with their supervisors during their sickness absence, with a majority (56%) reporting high levels of support, including early (58.6%) and multiple (70.7%) contacts. Most were pleased with amount of contact (68.9%) and the majority had discussed workplace accommodations (68.1%). Employees who self-initiated contact, felt the amount of contact was appropriate, had a personal meeting with their supervisors and discussed workplace adjustments reported experiencing higher levels of support from supervisors. Employees on long-term sickness absence appreciate contact from their supervisors and this is associated with perceived workplace support. However, the amount and employee experience of this contact is important. It needs to be perceived by employees as supportive, which includes a focus on strategies (e.g., work adjustment) to facilitate a return to work. Supervisor training is required in this area to support the return to work process. Implications for Rehabilitation Contact and support from workplace supervisors is important to workers on long-term sickness absence. Employees appreciate frequent contact from supervisors during long-terms sickness absence. Employees appreciate a personal meeting with supervisors and the opportunity to discuss issues related to return to work such as work adjustment. Employers should provide training to supervisors on how to communicate and

  12. Employee Identification with Corporate Values within the Danish Windmill Company NEG Micon

    DEFF Research Database (Denmark)

    Andersen, Mona Agerholm

    2008-01-01

    This paper presents the findings of a holistic study of the communication processes during a corporate value implementation within the Danish windmill company NEG Micon. This implies firstly a study of the different processes of management's formulation, construction and communication of the value...... statement and secondly, how the employees receive the values. The paper illuminates the potential problems that may occur during such a process and offer recommendations for future value implementation efforts in organisations....

  13. Corporate questions - education of employees in comparison with the theory and experience.

    OpenAIRE

    AMBROŽOVÁ, Viola

    2013-01-01

    This bachelor thesis is concerned with company education. It describes most common types of nonformal education as soft skills, coaching and supervision in theoretical part. Further there is space dealing with company communication and procedures setting of company education. In additional part is described a real international company, where was taken a research focused on employee satisfaction, company communication and effectiveness of whole training program.

  14. Job stress among Iranian prison employees.

    Science.gov (United States)

    Akbari, J; Akbari, R; Farasati, F; Mahaki, B

    2014-10-01

    Exposure to job stress causes deleterious effects on physical and mental health of employees and productivity of organizations. To study work-related stressors among employees of prisons of Ilam, western Iran. In a cross-sectional study conducted from July to October 2013, 177 employees of Ilam prisons and security-corrective measures organization were enrolled in this study. The UK Health and Safety Executive Organization 35-item questionnaire for assessment of occupational stress was used to determine job stress among the studied employees. Job stress was highest among employees of "correction and rehabilitation center" of Ilam province followed by "Dalab vocational training center." There was no significant relationship between occupational stress and age, work experience, level of education, marital status, sex of employees, and obesity. Employees of prisons, for their nature of job and work environment, are exposed to high level of occupational stress.

  15. Job Stress among Iranian Prison Employees

    Directory of Open Access Journals (Sweden)

    J Akbari

    2014-09-01

    Full Text Available Background: Exposure to job stress causes deleterious effects on physical and mental health of employees and productivity of organizations. Objective: To study work-related stressors among employees of prisons of Ilam, western Iran. Methods: In a cross-sectional study conducted from July to October 2013, 177 employees of Ilam prisons and security-corrective measures organization were enrolled in this study. The UK Health and Safety Executive Organization 35-item questionnaire for assessment of occupational stress was used to determine job stress among the studied employees. Results: Job stress was highest among employees of “correction and rehabilitation center” of Ilam province followed by “Dalab vocational training center.” There was no significant relationship between occupational stress and age, work experience, level of education, marital status, sex of employees, and obesity. Conclusion: Employees of prisons, for their nature of job and work environment, are exposed to high level of occupational stress.

  16. Data communications

    International Nuclear Information System (INIS)

    Preckshot, G.G.

    1993-08-01

    The purpose of this paper is to recommend regulatory guidance for reviewers examining computer communication systems used in nuclear power plants. The recommendations cover three areas important to these communications systems: system design, communication protocols, and communication media. The first area, system design, considers three aspects of system design--questions about architecture, specific risky design elements or omissions to look for in designs being reviewed, and recommendations for multiplexed data communication systems used in safety systems. The second area reviews pertinent aspects of communication protocol design and makes recommendations for newly designed protocols or the selection of existing protocols for safety system, information display, and non-safety control system use. The third area covers communication media selection, which differs significantly from traditional wire and cable. The recommendations for communication media extend or enhance the concerns of published IEEE standards about three subjects: data rate, imported hazards and maintainability

  17. IMPACT OF CONFLICT MANAGEMENT ON EMPLOYEES' PERFORMANCE IN A PUBLIC SECTOR ORGANISATION IN NIGERIA

    Directory of Open Access Journals (Sweden)

    Olu, OJO

    2014-03-01

    Full Text Available This study investigated the impact of conflict management on employees’ performance in a public sector organisation, a case of Power Holding Company of Nigeria (PHCN. This study adopted the survey research design. A total of 100 respondents were selected for the study using stratified sampling technique. Questionnaire was used to collect primary data. Data collected were analysed using descriptive statistics. Hypotheses were tested through regression analysis and correlation coefficient. The findings revealed that effective conflict management enhance employee’s performance in an organisation and that organisation’s conflict management system influences employee performance in the organisation. It was recommended that organisation should embark on training and retraining of its employees in area of conflict management so as to create a conductive working environment for the employees and that there should be efficient and effective communication between and among all categories of the employees the organisation. This will reduce conflicting situations in the organisation.

  18. The effect of privatisation on front line employees in a service organisation

    Directory of Open Access Journals (Sweden)

    FW Struwig

    2004-07-01

    Full Text Available A government organisation in the water supply business was faced with the challenge of changing their traditional way of doing business to operate as a profit driven entity. This research focuses on how privatisation has affected front-line service employees. Both the front-line service employees and management were interviewed and included as cases to investigate changes that have occurred as a result of privatisation. These cases revealed that after privatisation front line service employees have received better training, appreciated a better system of communication, experienced a higher degree of empowerment and enjoyed an organisational culture that is more customer focused. The research, however, indicated lower levels of motivation, that employees do not appreciate an improvement in their reward system neither do they get feedback regarding their achievements and that they experience little job security.

  19. Communication, Communication, Communication! Growth through Laboratory Instructing

    Science.gov (United States)

    Peterson, Jamie J.; DeAngelo, Samantha; Mack, Nancy; Thompson, Claudia; Cooper, Jennifer; Sesma, Arturo, Jr.

    2014-01-01

    This study examined gains undergraduate students made in their communication and collaboration skills when they served as peer teachers, i.e., laboratory instructors (LIs), for a General Psychology laboratory. Self-ratings of communication and collaboration skills were completed before and after teaching the laboratory. When compared to before the…

  20. Participatory Communication

    DEFF Research Database (Denmark)

    Tufte, Thomas

    This user guide on participatory communication aims to answer the following questions: What do we mean when we say participatory communication? What are the practical implications of working with participatory communication strategies in development and social change processes? What practical exp......, tools, and experiences on how to implement participatory communications strategies. It is targeted toward government officials, World Bank staff, develompent workers in the field, and civil society....

  1. [Comparison of two access portals of an employee assistance program at an insurance corporation targeted to reduce stress levels of employees].

    Science.gov (United States)

    Burnus, M; Benner, V; Kirchner, D; Drabik, A; Stock, St

    2012-03-01

    Support programmes for stress reduction were offered independently in two departments (650 employees in total) of an insurance group. Both departments, referred to as comparison group 1 and 2 (CG1 and CG2), offered an Employee Assistance Programme (EAP) featuring individual consultations. The employees were addressed through different channels of communication, such as staff meetings, superiors and email. In CG1, a staff adviser additionally called on all employees at their workplace and showed them a brief relaxing technique in order to raise awareness of stress reduction. By contacting employees personally it was also intended to reduce the inhibition threshold for the following individual talks. In CG2 individual talks were done face-to-face, whereas CG1 used telephone counselling. By using the new access channel with an additional personal contact at the workplace, an above average percentage of employees in CG1 could be motivated to participate in the following talks. The rate of participants was five times as high as in CG1, with lower costs for the consultation in each case.

  2. ANALISIS PENGARUH HUBUNGAN KARYAWAN ( EMPLOYEE RELATION TERHADAP KEPUASAN KERJA KARYAWAN PT. MENARA KARTIKA BUANA DI KARANGANYAR

    Directory of Open Access Journals (Sweden)

    Nur Ahmad

    2013-12-01

    satisfaction of employees of PT. Kartika Tower Buana Karanganyar. The coefficient of determination (R2 of 0.533; meant that communication, guidance, discipline can explain the causes of the rising and falling job satisfaction of employees of PT. Kartika Tower Buana Karanganyar by 53.3%, while the remaining 46.7% can be explained by other variables outside the model. The calculations show that discipline is a variable that has a value of beta coefficient greater when compared with the performance, that is equal to 0.415. This suggests that discipline is the most dominant influence on job satisfaction of employees of PT. Kartika Tower Buana Karanganyar compared with guidance and communication.

  3. 5 CFR 531.243 - Promotion of a GM employee.

    Science.gov (United States)

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Promotion of a GM employee. 531.243... Promotion of a GM employee. (a) Upon promotion, an employee's status as a GM employee ends, as provided in § 531.241(b). (b) When an employee loses status as a GM employee because of a temporary promotion and is...

  4. Cultural Communications.

    Science.gov (United States)

    Armas, Jose

    It is too often taken for granted that the communication process with culturally different children takes place as readily as it might with children from Anglo cultures. Most teachers receive training in verbal and formal communication skills; children come to school with nonverbal and informal communication skills. This initially can create…

  5. Stereotypes Communication

    Science.gov (United States)

    Zhang, Shuli; Deng, Dongyuan

    2009-01-01

    We live in a world, which is becoming a Global Village in which information and communication attract people's attention more than ever before. Our desire to communicate with strangers and our relationships with them depend on the degree to which we are effective in communicating with them. There are so many factors restricting or improving…

  6. Communication Speaks

    Science.gov (United States)

    Kinman, Robin Lynn

    2010-01-01

    When the author recently turned her attention to the National Council of Teachers of Mathematics (NCTM) "Principles and Standards," she was startled to see communication as key. She adjusted her teaching to meet the NCTM Communication Standard and promote communication in her classroom by providing a safe environment, developing discourse and…

  7. Ripple Communication.

    Science.gov (United States)

    Wilcox, R. Stimson

    1980-01-01

    Discusses how surface-dwelling animals use the water surface as a mode of communication by making ripple signals while they swim about. Provides information about surfaces and surface waves, ripple communication in water striders, ripple signal characteristics, sensing and orienting, other modes of communication, and evolution of ripple…

  8. Differences between Brazilian Men and Women Managers in Their Managing of Conflicts with Employees.

    Science.gov (United States)

    Rossi, Ana Maria; Todd-Mancillas, William R.

    A study was conducted to compare Brazilian men and women managers' preferences for using communication versus power-centered strategies when resolving employer/employee disputes. Subjects were 40 men and 40 women in middle and top-management positions. Each manager read a packet of four scripts describing various problems that a manager might have…

  9. Building Skills and Qualifications among SME Employees. Leonardo da Vinci Good Practices Series.

    Science.gov (United States)

    Commission of the European Communities, Brussels (Belgium). Directorate-General for Education and Culture.

    This document profiles 10 European programs that exemplify good practice in building skills and qualifications among employees of small and medium enterprises (SMEs). The programs profiled are as follows: (1) TRICTSME (a program providing World Wide Web-based information and communication technologies training for SMEs in manufacturing); (2)…

  10. Smartphone use and work-home interference: The moderating role of social norms and employee engagement

    NARCIS (Netherlands)

    Derks, D.; Van Duin, D.; Tims, M.; Bakker, A.B.

    2015-01-01

    Work in our modern society that is facilitated by communication technology involves connectivity, immediacy, and a blurring of boundaries between work and non-work domains. This 4-day quantitative diary study (N = 100 employees, N = 367-400 data points) aims to shed light on the relationship between

  11. Insights from Spanish-Speaking Employees in the Iowa Horticultural Industry

    Science.gov (United States)

    Justen, Emilie; Haynes, Cynthia; VanDerZanden, Ann Marie; Grudens-Schuck, Nancy

    2011-01-01

    Addressing the needs of Latino workers can help improve working conditions, job satisfaction, and productivity of both employees and the companies hiring Latino workers. The study reported here assessed educational needs, communication gaps, and technical skills of Latino workers working in the horticultural industry in Iowa--an ethnic group that…

  12. An Empirical Study on the Role of Context Factors in Employees' Commitment to Change

    Science.gov (United States)

    Soumyaja, Devi; Kamlanabhan, T. J.; Bhattacharyya, Sanghamitra

    2011-01-01

    The study attempts to address the gap of exploring the possible antecedents of employees' commitment to change and its three dimensions. The role of context factors--participation in decision making, quality of communication, trust in management and history of change--are tested on overall commitment to change and also on its three…

  13. Crisis communication. Lessons from 9/11.

    Science.gov (United States)

    Argenti, Paul

    2002-12-01

    The sheer enormity of last year's terrorist attacks on the World Trade Center and the Pentagon gave new meaning to the term "crisis management." Suddenly, companies near Ground Zero, as well as those more than a thousand miles away, needed a plan. Because the disasters disrupted established channels not only between businesses and customers but between businesses and employees, internal crisis-communications strategies that could be quickly implemented became a key responsibility of top management. Without these strategies, employees' trauma and confusion might have immobilized their firms and set their customers adrift. In this article, executives from a range of industries talk about how their companies, including Morgan Stanley, Oppenheimer Funds, American Airlines, Verizon, the New York Times, Dell, and Starbucks, went about restoring operations and morale. From his interviews with these individuals, author and management professor Paul Argenti was able to distill a number of lessons, each of which, he says, may "serve as guideposts for any company facing a crisis that undermines its employees' composure, confidence, or concentration." His advice to senior executives includes: Maintain high levels of visibility, so that employees are certain of top management's command of the situation and concern; establish contingency communication channels and work sites; strive to keep employees focused on the business itself, because a sense of usefulness enhances morale and good morale enhances usefulness; and ensure that employees have absorbed the firm's values, which will guide them as they cope with the unpredictable. The most forward-thinking leaders realize that managing a crisis-communications program requires the same dedication and resources they give to other dimensions of their business. More important, they realize that their employees always come first.

  14. National Preferences in Business and Communication Education.

    Science.gov (United States)

    Curtis, Dan B.; And Others

    1989-01-01

    Examines the relative importance of various factors, skills, and courses in the hiring and advancement of employees of business, industrial, and governmental agencies based in the United States. Finds that communication skills are most important for business entry-level jobs and career success. (MS)

  15. Performance communication of the Belgian railway

    NARCIS (Netherlands)

    Gelders, Dave; Verckens, Jan Pieter; Galetzka, Mirjam; Seydel, E.R.

    2007-01-01

    Purpose – The purpose of this paper is to provide an insight into performance communication from an important public service, i.e. the Belgian Railway, towards its employees (internal) and stakeholders (external). Design/methodology/approach – A qualitative research approach was taken in the form of

  16. Employee retention: a customer service approach.

    Science.gov (United States)

    Gerson, Richard F

    2002-01-01

    Employee retention is a huge problem. There are staff shortages in radiology because not enough people are entering the profession; too many people are leaving the profession for retirement, higher-paying jobs or jobs with less stress; and there are not enough opportunities for career advancement. Staff shortages are exacerbated by difficulty in retaining people who enter the profession. While much work has been focused on recruitment and getting more people "in the front door," I suggest that the bulk of future efforts be focused on employee retention and "closing the back door." Employee retention must be an ongoing process, not a program. Approaches to employee retention that focus on external things, i.e., things that the company can do to or for the employee, generally are not successful. The truth is that employee retention processes must focus on what the employee gets out of the job. The process must be a benefits-based approach that helps employees answer the question, "What's in it for me?" The retention processes must be ongoing and integrated into the daily culture of the company. The best way to keep your employees is to treat them like customers. Customer service works for external customers. We treat them nicely. We work to satisfy them. We help them achieve their goals. Why not do the same for our employees? If positive customer service policies and practices can satisfy and keep external customers, why not adapt these policies and practices for employees? And, there is a service/satisfaction link between employee retention and higher levels of customer satisfaction. Customers prefer dealing with the same employees over and over again. Employee turnover destroys a customer's confidence in the company. Just like a customer does not want to have to "train and educate" a new provider, they do not want to do the same for your "revolving door" employees. So, the key is to keep employees so they in turn will help you keep your customers. Because the

  17. Communication Acoustics

    DEFF Research Database (Denmark)

    Blauert, Jens

    Communication Acoustics deals with the fundamentals of those areas of acoustics which are related to modern communication technologies. Due to the advent of digital signal processing and recording in acoustics, these areas have enjoyed an enormous upswing during the last 4 decades. The book...... the book a source of valuable information for those who want to improve or refresh their knowledge in the field of communication acoustics - and to work their way deeper into it. Due to its interdisciplinary character Communication Acoustics is bound to attract readers from many different areas, such as......: acoustics, cognitive science, speech science, and communication technology....

  18. Evaluating an employee wellness program.

    Science.gov (United States)

    Mukhopadhyay, Sankar; Wendel, Jeanne

    2013-12-01

    What criteria should be used to evaluate the impact of a new employee wellness program when the initial vendor contract expires? Published academic literature focuses on return-on-investment as the gold standard for wellness program evaluation, and a recent meta-analysis concludes that wellness programs can generate net savings after one or two years. In contrast, surveys indicate that fewer than half of these programs report net savings, and actuarial analysts argue that return-on-investment is an unrealistic metric for evaluating new programs. These analysts argue that evaluation of new programs should focus on contract management issues, such as the vendor's ability to: (i) recruit employees to participate and (ii) induce behavior change. We compute difference-in-difference propensity score matching estimates of the impact of a wellness program implemented by a mid-sized employer. The analysis includes one year of pre-implementation data and three years of post-implementation data. We find that the program successfully recruited a broad spectrum of employees to participate, and it successfully induced short-term behavior change, as manifested by increased preventive screening. However, the effects on health care expenditures are positive (but insignificant). If it is unrealistic to expect new programs to significantly reduce healthcare costs in a few years, then focusing on return-on-investment as the gold standard metric may lead to early termination of potentially useful wellness programs. Focusing short-term analysis of new programs on short-term measures may provide a more realistic evaluation strategy.

  19. EMPLOYEE LEARNING AND DEVELOPMENT IN ORGANISATIONS

    Directory of Open Access Journals (Sweden)

    VNOUČKOVÁ, Lucie

    2013-09-01

    Full Text Available The primary goal of all organisations is efficiency of human resources. Therefore activities as HR controlling, performance management but also cutting costs are the main theme. Current organisations need to monitor human resources to keep their competitiveness. Thus paper describes the key factor of organisational efficiency - employee education, talent management and the necessity to retain skilled employees. The aim of the paper is to reveal the current approach in organisations to education and learning based on primary survey of employees. The data were collected using quantitative primary survey in Czech organisations across sectors. The questionnaire was compiled based on the theoretical background. The paper has been processed based on the analysis of secondary sources, outcome synthesis and the evaluation of results of a questionnaire survey. The data were analysed using descriptive statistic, correlation analysis and factor analysis. The SPSS programme was used for the analyses. The outcomes were categorized and the analyses revealed the main factors affecting organisational approach to employee learning and development. The results identify three possible approaches in organisations to employee learning and development. The first type of organisations educates employees by their own rules, second type does not support education of employees in any way, it is only an interest of employees themselves and thirdly knowledgeable employees were identified as those employees do as much as possible to learn and grow and they choose job position in order to develop constantly. The results can be taken into account in further analysis and in organisation of adult education.

  20. The Impact of Motivation on Employees Effectiveness

    Directory of Open Access Journals (Sweden)

    Andreja Kušar

    2014-09-01

    Full Text Available Research Question (RQ: How does Motivation Impact Employees Effectiveness? Purpose: The purpose of the study is to determine how motivation contributes to greater work efficiency. Method: Qualitative method was used, specifically, interviews with five individuals, two leaders and three employees in different organizations. Results: The research study provides findings on how motivation affects theeffective work of employees and how employees are encouraged to maximize work motivation. The results also present which demotivating factors are most present at work. Organization: The findings assist management staff to understand their rolein motivating their employees and how much it is important that leaders themselves should be the most motivated. Society: Results show that employee motivation is very important at the workplace. Because of this, employees have to take care of a good work climate within the organization and for good interpersonal relationships with fellow employees. Originality: Certain motivators were ranked differently in the review of literature, because many respondents in this study favored intangible motivating factors before tangible ones. Limitations/further research: The study is limited to employees of different ages, gender and years of service in various organizations. One of the limitations is the time determination, because I was interviewing employees at a specific time (now and not for the past.

  1. Nature Contacts: Employee Wellness in Healthcare.

    Science.gov (United States)

    Trau, Deborah; Keenan, Kimberly A; Goforth, Meggan; Large, Vernon

    2016-04-01

    This study was designed to ascertain the amount of outdoor, indoor, and indirect nature contact exposures hospital employees have in a workweek. Hospital employees have been found particularly vulnerable to work-related stress. Increasing the nature contact exposure for hospital employees can reduce perceived stress; stress-related health behaviors; and stress-related health outcomes from outdoor, indoor, and indirect exposures to nature. Staff on the fourth floor postsurgical unit of a large hospital (N = 42) were ask to participate in an employee questionnaire "nature contact questionnaire". This 16-item nature environment questionnaire measures the amount and types of nature contact exposures employees have during a workweek. Majority of employees reported few, if any, nature contact exposures, specifically in the area of outdoor nature contacts with limited indoor and indirect contacts. These results indicated that employees on the fourth floor postsurgical floor have limited ability to reduce stress through nature contact exposures which could impact their perceived levels of work stress and stress-related behaviors and health outcomes. Nature contact exposures are both a relatively easy and an inexpensive way to improve employee stress. These findings indicate limitations to employees' exposure to nature contacts. Healthcare environments would benefit from a concerted effort to provide increased outdoor, indoor, and indirect nature contact exposures for employees. © The Author(s) 2015.

  2. CSR: FOCUS ON EMPLOYEES. ITALIAN CASES.

    Directory of Open Access Journals (Sweden)

    Patrizia Gazzola

    2014-12-01

    Full Text Available The aim of the paper is to analyze the Corporate Social Responsibilitys (CSR influence on employees considering the fact that employees are primary stakeholders who directly contribute to the success of the company. CSR relates to employees helps to motivate the employees themselves. Job quality should be a key objective of any employer because the happy employees can create happy customers, which produce good business results. Research clearly indicates, with the help of statistical data and with the case study methodology, that committing to CSR boosts the morale and commitment of workers in a positive way. Employees who are satisfied with the organization s commitment to social and environmental responsibilities demonstrate more commitment, engagement and productivity. A conceptual framework is proposed based on literature. The author predominantly uses methods of qualitative research. In the research the case study methodology, which has been developed within the social sciences, is used. The paper starts with a concise introduction of CSR. In the first part the potential impact of CSR on employees is explained, considering why CSR may represent a special opportunity to positively influence employees’ and prospective employees’ perceptions of companies. In the second part the research considers three Italian companies that have distinguished themselves for their CSR strategy for employees: Luxottica, Brunello Cucinelli and Ferrero. A growing number of studies have been done regarding the benefits of CSR. However, most are concerned with the external view of shareholders and customer perspective. CSR research on the employee level is not well developed now. In order to better understand its effect on the employees, this study explore the impact of employees' perception of CSR on subsequent work attitudes and behaviors. CSR has a significant effect and it could improve employees' attitudes and behaviors, contribute to corporations' success

  3. The structure of agricultural employees

    Directory of Open Access Journals (Sweden)

    Henryk Łabędzki

    2009-01-01

    Full Text Available In the study the analysis of agricultural employees structure on the basis of data from 120 agricultural farms in Kąty Wrocławskie has been conducted. The research confirmed, that agricultural people maximum of time spend on work in their own farms. The maximum annual time of work begins at the end of last five years of working age. The men work relatively less, in agricultural farms in the case of small area farms. While the women, if better educated and in mobile working age work more. Then the biggest engagement of work outside agricultural farm concerns persons at age of 25 to 44.

  4. The structure of agricultural employees

    OpenAIRE

    Henryk Łabędzki

    2009-01-01

    In the study the analysis of agricultural employees structure on the basis of data from 120 agricultural farms in Kąty Wrocławskie has been conducted. The research confirmed, that agricultural people maximum of time spend on work in their own farms. The maximum annual time of work begins at the end of last five years of working age. The men work relatively less, in agricultural farms in the case of small area farms. While the women, if better educated and in mobile working age work more. Then...

  5. Data communications

    International Nuclear Information System (INIS)

    Ann, Byeong Ho; Baek, Jeong Hun

    1998-01-01

    The contents of this book are notion of data communications : summary on data communication, data transmission, data communications system, data transmission technology, data conversion, data link control and control over error of data transmission and exchange of data communications network in the first part, computer communications network architecture : data communications architecture, OSI model, lower layer of OSI model, upper layer of OSI model and distributed surroundings in the second part, data information networking : LAN, FDDI, 100 Base T, DQDB and Frame Relay in the third part, Public Network : PSDN, N-ISDN, B-ISDN in the fourth part, internet and PC communication : emulator program, Binary file, BBS, E-mail service and user on-line service in the last part.

  6. 28 CFR 40.3 - Communication of procedures.

    Science.gov (United States)

    2010-07-01

    ... 28 Judicial Administration 1 2010-07-01 2010-07-01 false Communication of procedures. 40.3 Section... Standards for Inmate Grievance Procedures § 40.3 Communication of procedures. The written grievance... inmate and employee shall, upon arrival at the institution, receive written notification and an oral...

  7. Interpersonal Communication in the Workplace: A Largely Unexplored Region

    Science.gov (United States)

    DeKay, Sam H.

    2012-01-01

    Recent research has identified interpersonal communication skills as critical attributes for new employees and more experienced workers seeking promotion. However, despite the significance of interpersonal communication in the workplace, one's knowledge of these skills and how they may be taught is limited. The two articles comprising this theme…

  8. 22 CFR 1203.735-214 - Transmitting communications and gifts.

    Science.gov (United States)

    2010-04-01

    ... 22 Foreign Relations 2 2010-04-01 2010-04-01 true Transmitting communications and gifts. 1203.735....735-214 Transmitting communications and gifts. (a) Correspondence. In corresponding with anyone other... it to be clearly in the public interest to do so. (c) Gifts. An employee shall not act as an agent...

  9. 29 CFR 404.5 - Attorney-client communications exempted.

    Science.gov (United States)

    2010-07-01

    ... 29 Labor 2 2010-07-01 2010-07-01 false Attorney-client communications exempted. 404.5 Section 404... LABOR-MANAGEMENT STANDARDS LABOR ORGANIZATION OFFICER AND EMPLOYEE REPORTS § 404.5 Attorney-client... communicated to such attorney by any of his clients in the course of a legitimate attorney-client relationship. ...

  10. Downsizing Technical Communication Staff: The Risk to Corporate Success.

    Science.gov (United States)

    Smudde, Peter M.

    1993-01-01

    Notes that companies responding to the struggling economy are downsizing staff, including technical communicators. Maintains that such cutbacks affect not only employee confidence and productivity but also product quality, customer satisfaction, and future sales. States that technical communicators' critical knowledge is an asset that companies…

  11. Fostering Employee Engagement Through Gamification: AirBaltic Forecaster Tool

    Directory of Open Access Journals (Sweden)

    Daiga Ergle

    2015-09-01

    Full Text Available Next to the employee productivity or indicators for staff turnover and absenteeism in organizations, Employee Engagement stands out as one of the most significant measurements for Human Resource Management efficiency. With younger generation representatives joining the workforce companies are bound to investigate and pursue some of the new tools and techniques that respond more effectively to engagement triggers of generations Y and Z. At AirBaltic Corporation in Riga, Latvia, management has been trying to foster engagement of the workforce through introduction of a business game, called Forecaster. According to management belief, in addition to improved internal communication, Forecaster has potential to save up to 1 million eur annually due to the resulting better quality management decisions. Within the article author looks at the theory and research related to application and effects of gamification within corporate settings, as well as reviews workplace environment at AirBaltic Corporation. Further in the article, Forecaster game is described in more detail and its impact on employee engagement and organizational performance is analysed. Finally, recommendations are drawn for organizations to consider when gamifying people management processes in their organizations.

  12. The workplace as a community: promoting employee satisfaction.

    Science.gov (United States)

    Byron, W J

    1985-03-01

    Because people's primary commitments lie elsewhere, the workplace will never be a true community. The workplace will be better, however, if employees show concern and respect for coworkers and if employers celebrate traditions, recognize achievement, and encourage creative thinking. Such workplace enhancement should encourage employees' participation in a shared enterprise but not substitute for workers' outside ties. To offset excessive competition, which can lead to suspicion and hostility, employers can (1) provide communication outlets, (2) faster loyalty to the job by providing attractive surroundings and benefits, (3) promote cooperation by allowing employees to participate in decision making. Family, neighborhood, and faith communities also benefit if employers acknowledge the family's importance, bring the workplace and the neighborhood together (for example, by investing in the area), and encourage church membership. Work in health care is potentially satisfying because it can meet people's need to serve others. Efforts to provide some semblance of community in the workplace will help to release the workplace's potential to provide personal satisfaction.

  13. Work Engagament of Older Employees

    Directory of Open Access Journals (Sweden)

    Agnė Gaurylienė

    2017-06-01

    Full Text Available The aging of the labor force is observed in most developed and developing countries. The employment rate of older employees has been increasing every year and it appears to be not changed in the nearest future. The aging workforce is a serious challenge for organizations due to the prevailing stereotypical approach that older employees are less motivated, demonstrate lower labor productivity, they have more difficulties adopting new information, technologies and the lower ability to adapt to innovations. The aim of the paper is to investigate the impact of the work characteristics on the involvement in the work, the influence of employee’s characteristics on the work engagement, the influence of age and related factors on the involvement in the work and the relationship between age and achievements. The research is based on the analysis and synthesis of scientific literature, investigating to reveal the diversity of the concepts and methodologies and to systematize prevailing issues. The paper integrates the main researches in the field of older employees’ engagement and provides recommendations for future research.

  14. Responsibilities of Companies towards Employees

    Directory of Open Access Journals (Sweden)

    Monray Marsellus Botha

    2015-07-01

    Full Text Available Central to company law is the promotion of corporate governance. An important question in company law still today is in whose interest the company should be managed. Corporate governance needs to address the entire span of responsibilities to stakeholders of the company such as customers, employees, shareholders, suppliers and the community at large. The promotion of human rights in the application of company law must also take place. This is extremely important given the significant role of enterprises within the social and economic life of the nation. The interests of various stakeholder groups in the context of the corporation as a "social institution" should be enhanced and protected. Because corporations are part of society and the community, like all of us, it is required of them to be socially responsible and have greater accountability to all stakeholders of the company. Although directors must act in the best interests of shareholders collectively they must also consider the interests of other stakeholders. Sustainable relationships with all the relevant stakeholders are thus important. The advancement of social justice is thus important to corporations in that they should take note of the Constitution, labour legislation and company law legislation when social justice issues are dealt with. Employees have become very important stakeholders of companies and their needs should be taken into account in the bigger corporate governance and social responsibility framework.

  15. How employee engagement matters for hospital performance.

    Science.gov (United States)

    Lowe, Graham

    2012-01-01

    Managers increasingly understand that employee engagement is a prerequisite for high performance. This article examines how job, work environment, management and organizational factors influence levels of engagement among healthcare employees. Original data come from the Ontario Hospital Association-NRC Picker Employee Experience Survey, involving over 10,000 employees in 16 Ontario hospitals. The article provides a clear definition and measure of engagement relevant to healthcare. In addition to identifying the main drivers of engagement, findings shows that a high level of employee engagement is related to retention, patient-centred care, patient safety culture and employees' positive assessments of the quality of care or services provided by their team. Implications of these findings for healthcare leaders are briefly considered.

  16. How Malaysian Managers Persuade Employees' Innovative Behaviour?

    DEFF Research Database (Denmark)

    Farid, Hadi; Hakimian, Fatemeh; Ismail, Mohd Nazari

    2017-01-01

    The intention of this paper was to examine the impact of six selected leaders' behaviours on employees' innovative behaviour through the mediating role of leader-member exchange (LMX). A total number of 155 pairs of employees and their immediate managers participated in this study. Employees rated...... their managers' behaviours and managers evaluated their subordinates' innovative behaviour. Both managers and employees answered to LMX measurement. Then, the agreements of employees' and managers' LMX rating were applied based on the results of within and between analysis (WABA). The obtained data were analysed...... through structural equation modelling-partial least square (SEM-PLS). The findings revealed the significance of mediating role of LMX in relationship between behaviour of recognising, taking risks for change and paternalistic with employees' innovative behaviour. Thus, this study has contributed...

  17. How Malaysian managers persuade employees' innovative behaviour?

    DEFF Research Database (Denmark)

    Farid, Hadi; Hakimian, Fatemeh; Ismail, Mohd Nazari

    2017-01-01

    The intention of this paper was to examine the impact of six selected leaders' behaviours on employees' innovative behaviour through the mediating role of leader-member exchange (LMX). A total number of 155 pairs of employees and their immediate managers participated in this study. Employees rated...... their managers' behaviours and managers evaluated their subordinates' innovative behaviour. Both managers and employees answered to LMX measurement. Then, the agreements of employees' and managers' LMX rating were applied based on the results of within and between analysis (WABA). The obtained data were analysed...... through structural equation modelling-partial least square (SEM-PLS). The findings revealed the significance of mediating role of LMX in relationship between behaviour of recognising, taking risks for change and paternalistic with employees' innovative behaviour. Thus, this study has contributed...

  18. A study of relationship between managers' leadership style and employees' job satisfaction.

    Science.gov (United States)

    Rad, Ali Mohammad Mosadegh; Yarmohammadian, Mohammad Hossein

    2006-01-01

    The purpose of this descriptive and cross-sectional study is to explore the relationships between managers' leadership styles and employees' job satisfaction in Isfahan University Hospitals, Isfahan, Iran, 2004. The data were collected through the distribution of two questionnaires among the 814 employees, first line, middle and senior managers of these hospitals through a stratified random sampling. The dominant leadership style of managers was participative. The mean score of employee-oriented dimension of leadership style in first line, middle and senior managers were 52, 54, and 54 (from 75 credit) respectively. The mean score of task-oriented dimension of leadership style in first line, middle and senior managers were 68, 69, and 70 (from 100 credit) respectively. The mean score of employee's job satisfaction was 3.26 +/- 0.56 on a 6 scale (moderate satisfaction), 1.9, 26.1, 64.7, and 7.3 percent of hospital employees had respectively very low, low, moderate, and high satisfaction with their job. Employees demonstrated less satisfaction with salaries, benefits, work conditions, promotion and communication as satisfier factors and more satisfaction with factors such as the nature of the job, co-workers and supervision type factors. There was significant correlation (p leadership behaviors and employees and job satisfaction. Employee job satisfaction depends upon the leadership style of managers. Nevertheless, participative management is not always a good management style. Managers should select the best leadership style according to the organizational culture and employees' organizational maturity. Although this study conducted in Iran, it is anticipated that the findings may have relevance on a broader scale. By replicating this study in different countries and contexts the results of could be very helpful for developing a new model of leadership with new implementation techniques that can be implemented easily and successfully in a cross cultural context.

  19. Why training older employees is less effective

    OpenAIRE

    Zwick, Thomas

    2011-01-01

    This paper shows that training of older employees is less effective. Training effectiveness is measured with respect to key dimensions such as career development, earnings, adoption of new skills, flexibility or job security. Older employees also pursue less ambitious goals with their training participation. An important reason for these differences during the life cycle might be that firms do not offer the “right” training forms and contents. Older employees get higher returns from informal ...

  20. BURNOUT DITINJAU DARI EMPLOYEE ENGAGEMENT PADA KARYAWAN

    Directory of Open Access Journals (Sweden)

    Theresia Olga Vania Christianty

    2017-06-01

    Full Text Available Penelitian ini bertujuan untuk mengetahui hubungan antara employee engagement dengan burnout. Hipotesis yang diajukan dalam penelitian ini adalah terdapat hubungan negatif antara employee engagement dengan burnout pada karyawan PT BPR Restu Group. Metode yang digunakan dalam penelitian ini adalah dengan cara penelitian kuantitatif dan dengan menggunakan skala burnout dan employee engagement. Penelitian ini menggunakan teknik analisis korelasi product moment. Hasil nilai rxy= - 0,671 (p

  1. Analysis of employee satisfaction in the company

    OpenAIRE

    Baraćová, Kristina

    2013-01-01

    The thesis is focused on employee satisfaction. The goal of my work is to analyze employee satisfaction within the chosen organization to determine potential sources of dissatisfaction and suggest possible solutions that can increase job satisfaction of the company's employees. In the theoretical part I define the concept of job satisfaction and factors that have an influence on it. The next section describes the methodological approach and the method of data acquisition and processing proced...

  2. WORK / LIFE BALANCE REFLECTIONS ON EMPLOYEE SATISFACTION

    OpenAIRE

    Selvarani; Kamalanabhan; Sakthivel Rani

    2011-01-01

    The aim of this research is to analyze the relationship between employee satisfaction andwork/life balance. The construct used for this research consists of career opportunity, recognition,work tasks, payments, benefits, superior subordinate relationship, employee satisfaction, andwork/life balance. The study was conducted on a total of 210 respondents working in IT organization.This study makes a contribution to join two distinct research streams, namely employee satisfaction,and work/life b...

  3. Employee satisfaction: code red in the workplace?

    Science.gov (United States)

    McBride, Eldon L

    2002-09-01

    Concerns about employee satisfaction are just as critical in the health care industry as they are in other business sectors. This article highlights the commonality of employee opinion survey questions (from 3 sources) that most highly correlate with employee satisfaction. A visual coaching tool for managers will be introduced that enables managers to facilitate constructive work group conversations about their experience of workplace satisfaction and generate ideas they can implement for improvement.

  4. Job Stress among Iranian Prison Employees

    OpenAIRE

    J Akbari; R Akbari; F Farasati; B Mahaki

    2014-01-01

    Background: Exposure to job stress causes deleterious effects on physical and mental health of employees and productivity of organizations. Objective: To study work-related stressors among employees of prisons of Ilam, western Iran. Methods: In a cross-sectional study conducted from July to October 2013, 177 employees of Ilam prisons and security-corrective measures organization were enrolled in this study. The UK Health and Safety Executive Organization 35-item questionnaire for asse...

  5. Employee Benefits in a Selected Company

    OpenAIRE

    RODOVÁ, Veronika

    2015-01-01

    This thesis is focused on the analysis of employee benefits and proposes the possible changes in selected organization. The characteristics of thecompany are described in the introduction of practical part. Subsequently, the current situations of benefits in selected companies are provided through questionnaire surveys, where the employee satisfactions with benefits are verified. The obtained information from questionnaires solves the particular employee satisfaction with engagement level and...

  6. Evaluation by employees of employee management on large US dairy farms.

    Science.gov (United States)

    Durst, Phillip T; Moore, Stanley J; Ritter, Caroline; Barkema, Herman W

    2018-05-23

    Employees, many of whom are not native English speakers, perform the majority of work on large US dairy farms. Although management of employees is a critical role of dairy owners and managers, factors that improve employee engagement and retention are not well known. Objectives were to (1) identify key dairy farm employee management issues based on employee perceptions, (2) evaluate strengths and weaknesses of farms based on employee responses, (3) investigate differences between Latino and English-speaking employees, and (4) investigate differences in perception between employers and employees. Employees from 12 US dairy farms (each with a minimum of 10 employees) were interviewed by phone following a questionnaire provided. Employees provided their responses to 21 Likert scale questions and 8 open-ended questions. There was a wide range in employee turnover among farms (100%). Latino employees had much shorter tenure and were more often employed in milking and livestock care than English-speaking employees. Employee perceptions differed among farms regarding whether they would recommend their farm as a place to work, teamwork within the dairy, whether rules were fairly applied, availability of tools and equipment, clear lines of supervision, and recognition for good work in the previous 15 d. Latino employees (n = 91) were more positive in many of these measures than their English-speaking counterparts (n = 77) but less often provided ideas to their employer on how to improve the business. Employers, surveyed on how they thought their employees would answer, underestimated employee responses on several questions, particularly the interest of employees in learning about dairy. When asked to cite 3 goals of the operation, there were differences among owners, managers, and employees. Although employees rated their commitment to the farm and their interest in learning as high, based on turnover, there was an obvious disparity between reality and ideal employee

  7. Entrepreneurial behavior among employees. Pilot study: Employees from Bucharest

    Directory of Open Access Journals (Sweden)

    Ionuţ Constantin

    2015-12-01

    Full Text Available Many objective or subjective factors influence the decision to open a business. The most important factors are: the existence of an adequate opportunity or a market, perception that starting a business could be difficult because of bureaucracy, financial barriers or the need to acquire new skills, a lack of money, etc. Also, entrepreneurial behavior is generally influenced by socio-economic status of the family of origin [1]. Thus, children from wealthy families have the “competitive advantage” to receive an education appropriate for managing a business and of course have the necessary financial resources and its start [2]. However, abilities of every individual can “correct’’ these benefits are completely eliminated/reduced exogenous barriers [3]. In this article I will present the results of a pilot study conducted in 2014 at Bucharest employees to observe their entrepreneurial behavior.

  8. Diagnosis of employee engagement in metallurgical enterprise

    Directory of Open Access Journals (Sweden)

    B. Gajdzik

    2013-01-01

    Full Text Available In the theoretical part of the publication an overview of the definitions of employee engagement was conducted together with the analysis of the methods and techniques which influence the professional activity of the employees in the metallurgical enterprise. The practical part discusses the results of diagnosis of engagement in steelworks. Presented theories, as well as the research, fill the information gap concerning the engagement of the employees in metallurgical enterprises. This notion is important due to the fact that modern conditions of human resources management require the engagement of the employees as something commonly accepted and a designation of manufacturing enterprises.

  9. The remuneration system and motivation of employees

    OpenAIRE

    MATEJOVÁ, Petra

    2013-01-01

    The remuneration system and motivation of employees are very important part of every company. It is very resisting in how the system is adjusted and if it works not only for company, but for employees as well. The remuneration system together with motivation of employees are better matching with all the processes in company, which are in progress in the company, the final result can be taken for the employees as bigger motivation for the work and they will be worked more effectively, which is...

  10. General employee training: Initial needs assessment

    International Nuclear Information System (INIS)

    Jones, E.; Copenhaver, E.D.

    1987-01-01

    US Department of Energy Orders, including those for Emergency Preparedness, require that DOE facility employees receive a preparatory course on certain basic work practices and employee responsibilities before receiving any job-specific training. Most of this general information is required for employees to either prevent or to handle emergency situations that may arise in the workplace. While the categories are general, the information should be given at both Laboratory and individual-site levels, if possible. A simple checklist developed by Oak Ridge National Laboratory proved beneficial when assessing its general employee orientation compliance status. The checklist includes subject areas covered, organizational identities and responsibilities, and documentation needs

  11. Financial Participation of Employees in Lithuania

    DEFF Research Database (Denmark)

    Darskuviené, Valdoné; Hanisch, Stefan; Mygind, Niels

    2006-01-01

    Participation of employees in decision-making in Lithuanian companies has its roots in trade union movement as well as in the practice of managing companies under Soviet rule. After Lithuania regained independence, employee ownership was used to facilitate privatization. A notable success...... as participation in decision-making - is not well developed and does not provide for stronger incentives. The solution of current employment and social problems by the Government, ruling parties as well as social partners is not associated with a higher level of participation of employees. Financial participation...... is viewed mainly as a way of employee motivation as initiated by managers and current owners of companies....

  12. Financial Participation of Employees in Latvia

    DEFF Research Database (Denmark)

    Klauberg, Theis; Muravska, Tatyana; Mygind, Niels

    2006-01-01

    This report outlines main trends in employees' financial participation in Latvia including historical, socioeconomic and legal background. A special emphasis is placed on privatization during the transition period which shaped an environment for employees' financial participation and influenced...... the current state of employee share ownership and profit-sharing. Attitudes of social partners and the government will be addressed. The report will show why the transition process lead to a low level of employees' financial participation and the indifference and ignorance of policy makers concerning...... the development of financial participation....

  13. Communication theory

    DEFF Research Database (Denmark)

    Stein, Irene F.; Stelter, Reinhard

    2011-01-01

    Communication theory covers a wide variety of theories related to the communication process (Littlejohn, 1999). Communication is not simply an exchange of information, in which we have a sender and a receiver. This very technical concept of communication is clearly outdated; a human being...... is not a data processing device. In this chapter, communication is understood as a process of shared meaning-making (Bruner, 1990). Human beings interpret their environment, other people, and themselves on the basis of their dynamic interaction with the surrounding world. Meaning is essential because people...... ascribe specific meanings to their experiences, their actions in life or work, and their interactions. Meaning is reshaped, adapted, and transformed in every communication encounter. Furthermore, meaning is cocreated in dialogues or in communities of practice, such as in teams at a workplace or in school...

  14. Employee benefits in terms of accounting and taxation system

    OpenAIRE

    ŠÍMA, Pavel

    2017-01-01

    The theme of this bachelor thesis is Employee benefits in terms of accounting and taxation system. Some companies also include non-monetary bonuses as a way of rewarding their employees. Employee benefits substantially affect satisfaction, loyalty and motivation of all employees. The popularity of employee benefits is also supported by the effort of the companies to optimise taxes, which is the outcome of employee benefits. The main goal was to characterise employee benefits and to explain it...

  15. Postcultural Communication?

    DEFF Research Database (Denmark)

    Jensen, Iben

    2015-01-01

    When we as scholars use the concept of intercultural communication in its classic definition, as communication between people with different cultural backgrounds, we perpetuate the notion that national differences influence communication more than other differences; in doing so, ethnic minorities...... is presented as a postcultural prism composed by practice theory (Schatzki 1996, Reckwitz 2002, Nicolini 2012, Kemmis 2012), Intersectionality (Brah, Phoenix, Collins Rahsack) and positioning theory (Harre & Langenhove 1998)....

  16. Perspektif Karyawan Perbankan pada Komunikasi Internal dengan Two-Way Symmetrical Communication dan Internal Marketing

    Directory of Open Access Journals (Sweden)

    Mia Angeline

    2013-04-01

    Full Text Available The article investigates the internal communication in the two branches of foreign banks in Kelapa Gading from the perspectives of two-way symmetrical communication and internal marketing. The second problem investigated is the effectiveness of the use of email as a means of internal communication. Data were collected through interviews and literature. The results showed that the perception of employees not in accordance with the concept of two-way communication and internal marketing, but this policy has led the organization to these concepts. In the use of email, employee perceptions still see that the email is an effective internal communication media despite having many weaknesses.  

  17. A Proposal to Increase Employee Performance Through Employee Engagement Survey in PT KBI

    OpenAIRE

    Harvid, Albertus; Gustomo, Aurik

    2013-01-01

    PT. Karunia Berca Indonesia (KBI) is one of the best steel galvanizing factory in Indonesia. KBI have some problems like lack of willingness to train, lack of employee development program, and lack of facilities. That 3 factors are performance indicator. Low on employee performance will decrease the revenue. With root cause analysis can be found the main problem in PT KBI is lack of performance. To increase employee performance, KBI must determine the engagement for the employee using employe...

  18. Employee responses to health insurance premium increases.

    Science.gov (United States)

    Goldman, Dana P; Leibowitz, Arleen A; Robalino, David A

    2004-01-01

    To determine the sensitivity of employees' health insurance decisions--including the decision to not choose health maintenance organization or fee-for-service coverage--during periods of rapidly escalating healthcare costs. A retrospective cohort study of employee plan choices at a single large firm with a "cafeteria-style" benefits plan wherein employees paid all the additional cost of purchasing more generous insurance. We modeled the probability that an employee would drop coverage or switch plans in response to employee premium increases using data from a single large US company with employees across 47 states during the 3-year period of 1989 through 1991, a time of large premium increases within and across plans. Premium increases induced substantial plan switching. Single employees were more likely to respond to premium increases by dropping coverage, whereas families tended to switch to another plan. Premium increases of 10% induced 7% of single employees to drop or severely cut back on coverage; 13% to switch to another plan; and 80% to remain in their existing plan. Similar figures for those with family coverage were 11%, 12%, and 77%, respectively. Simulation results that control for known covariates show similar increases. When faced with a dramatic increase in premiums--on the order of 20%--nearly one fifth of the single employees dropped coverage compared with 10% of those with family coverage. Employee coverage decisions are sensitive to rapidly increasing premiums, and single employees may be likely to drop coverage. This finding suggests that sustained premium increases could induce substantial increases in the number of uninsured individuals.

  19. Role of Leadership and Employee Engagement towards Individual Performance of Pharmacy Employees

    Directory of Open Access Journals (Sweden)

    Susi A. Rahayu

    2012-09-01

    Full Text Available Employees dissatisfaction to the head of the hospital pharmacy will decrease employees performance and unsatisfied customers. To solve the problems, employees should be based on performance as customer expectations in providing services. One of the ways to improve the performance of the employees, they must feel engage to the work. One of the factors to improve employee engagement is the leadership factor. Therefore, it is necessary to study the impact of leadership on individual performance employee in hospital pharmacy and also the influence of employee engagement as a mediator. A total of 79 employees from the pharmacy in two private hospitals in Bandung became the participants. This study used the technique of partial least squares to test the hypothesized relationships. The results showed that there were significant between leadership to employee engagement (t value (12,84 > t-table (1.64, the significance of employee engagement on individual performance (t value (3.83 > t-table (1.64. In contrast, there was no influence and significance in leadership on individual performance (t value (0.45 < t-table (1.64. Employee engagement fully mediated the relationship between leadership and individual performance. Therefore, improving pharmacy services is a set of actions and involvement of pharmacy employees who are consistent, sustainable and clear.

  20. Effective Interpersonal Communication for Foreign Managers to Indonesian - CO Workers

    OpenAIRE

    Wulandari, Respati

    2014-01-01

    Interpersonal communication tends to guide the way of management in companies worldwide. For multinational company, where expatriate is exist to blend with local partners or employee, the way they communicate to each other will determine the future of their company communication activities. The result of this research could be utilized by foreign managers and their Indonesian colleagues. Based on this research, which is supported by qualitative and literature methods, it can be found the effe...