Clackamas County Public Health: Employee Engagement in Quality Improvement and Performance Management Activities.

Science.gov (United States)

Mason, Philip

This case report provides an example of a local health department's use of performance management tools across its agency. An emphasis is on engaging staff across all levels of the organization so that employees can understand how their work affects overall performance management.

THE EFFECT OF EMPOWERMENT, EMPLOYEE ENGAGEMENT AND ORGANIZATIONAL COMMITMENT TOWARDS PERFORMANCE OF GOVERNMENTAL-EMPLOYEES OF FINANCIAL-MANAGEMENT

OpenAIRE

Merry, Liz Zeny; Syarief, Faroman

2017-01-01

The objectives of this research is to study the influence of empowerment, employee engagement, and organizational commitment on performance of the financial management staffs at Riau Islands Provincial Government. Quantitative approach used in this research with survey method. The samples of this research were 230 staffs selected randomly. The data were obtained by distributing questionnaire and analyzed by using path analysis. The results of research shows that: (1) empowerment, employee eng...

Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality.

Science.gov (United States)

Liao, Hui; Toya, Keiko; Lepak, David P; Hong, Ying

2009-03-01

Extant research on high-performance work systems (HPWSs) has primarily examined the effects of HPWSs on establishment or firm-level performance from a management perspective in manufacturing settings. The current study extends this literature by differentiating management and employee perspectives of HPWSs and examining how the two perspectives relate to employee individual performance in the service context. Data collected in three phases from multiple sources involving 292 managers, 830 employees, and 1,772 customers of 91 bank branches revealed significant differences between management and employee perspectives of HPWSs. There were also significant differences in employee perspectives of HPWSs among employees of different employment statuses and among employees of the same status. Further, employee perspective of HPWSs was positively related to individual general service performance through the mediation of employee human capital and perceived organizational support and was positively related to individual knowledge-intensive service performance through the mediation of employee human capital and psychological empowerment. At the same time, management perspective of HPWSs was related to employee human capital and both types of service performance. Finally, a branch's overall knowledge-intensive service performance was positively associated with customer overall satisfaction with the branch's service. (c) 2009 APA, all rights reserved.

Role of Quality Management Practices in Employee Engagement and its impact on Organizational Performance

OpenAIRE

Sathishkumar, A S; Karthikeyan, Dr.P.

2014-01-01

Employee engagement has emerged as a critical driver of business success in todays competitive marketplace. Further, employee engagement can be a deciding factor in organizational success. Not only does engagement have the potential to significantly affect employee retention, productivity and loyalty, it is also a key link to Quality management practices in functional process quality, which results in performance, customer satisfaction, company reputation and overall stakeholder value. Thus, ...

Linking employee confidence to performance: a study of self-managing service teams

NARCIS (Netherlands)

Jong, de A.; Ruyter, de J.C.; Wetzels, M.G.M.

2006-01-01

The increasing implementation of self-managing teams (SMTs) in service delivery suggests the importance of developing confidence beliefs about a team's collective competence. This research examined causality in the linkage between employee confidence beliefs and performance for boundary-spanning

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

Managing reward strategy to enhance employee performance ...

African Journals Online (AJOL)

In a globalized economy with millions of businesses vying for talented workforce, an organization must be able to motivate and properly compensate ... that should be embedded in the organization's culture; management should identify employees' needs/preferences in developing organizations' compensation structure.

An Analysis of the Impact of Total Quality Management on Employee Performance with mediating role of Process Innovation

Science.gov (United States)

Nadia Dedy, Aimie; Zakuan, Norhayati; Zaleha Omain, Siti; Rahim, Kamaruzzaman Abdul; Ariff, Mohd Shoki Md; Sulaiman, Zuraidah; Zameri Mat Saman, Muhamad

2016-05-01

TQM practices are important to provide customer satisfaction by improved product performance and sustained towards the organizational goal. The objective of this study was to analyse the relationship between TQM practices, process innovation and employee performance. In this study, six critical success factors of TQM have been identified namely customer focus, leadership, training, teamwork, communication, and top management. Based on thorough literature review, employee performances have been measured by two constructs which are job satisfaction and workplace environment. The study used methodology of quantitative approach. The questionnaires for this study were randomly distributed to 102 employees in the selected car manufacturer companies. The respondents were choosing from management team, supervisor, technician and others worker. Results of the study support the proposed hypotheses that there are significant relationship between TQM practices, process innovation and employee performance.

From manager's emotional intelligence to objective store performance: Through store cohesiveness and sales-directed employee behavior

NARCIS (Netherlands)

Wilderom, Celeste P.M.; Hur, YounHee; Wiersma, Uco J.; van den Berg, Peter T.; Lee, Jaehoon

2015-01-01

The relationships among manager's emotional intelligence, store cohesiveness, sales-directed employee behavior, and objective store performance were investigated. Non-managerial sales employees of a large retail electronics chain in South Korea (N = 1611) rated the emotional intelligence of their

Effect of Performance Assessment on Employee Motivation in Hotel X Bandung

Directory of Open Access Journals (Sweden)

Agung Gita Subakti

2010-11-01

Full Text Available The success of an organization comes from the ability of employees to meet performance standards that have been made by the management of operational activities to be running well. Therefore, knowing how well the employee's performance is a must for the management. A tool used to determine how well the employee's performance is by conducting a performance appraisal. The performance evaluation is one tool used by hotels or other business types to evaluate the performance of employees and also as a tool to motivate the employee. With a good performance assessment will produce a form of accurate data regarding the advantages and disadvantages of the employees and also will motivate employees to perform their tasks. 

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.

Stimulation of Efficient Employee Performance through Human Resource Management Practices: A Study on the Health Care Sector of Bangladesh

Directory of Open Access Journals (Sweden)

Fatema Nusrat

2018-01-01

Full Text Available As the world is becoming more competitive and unstable than ever before; health care sector, especially in a developing country like Bangladesh, is seeking to gain competitive advantage through the performance of its employees and is turning to be more innovative in this perspective through human resource management (HRM practices. Experts view HRM practices as a set of internally consistent policies and practices designed and implemented to ensure that the human capital of the organization contributes to the achievement of its objectives. This paper examined the effects of human resource management (HRM practices on stimulating or enhancing efficient employee performance in the health care sector of Bangladesh. Ten dimensions and 43 item statements of human resource management (HRM practices and efficient employee performance have been adopted to undertake this study. Data have been gathered following a quantitative survey by a structured questionnaire conducted among a diverse group of employees (N = 240 working in 20 different health care service providing organizations of Bangladesh following simple random sampling method. Several statistical techniques consisting of descriptive analysis, Pearson correlations, ANOVA, Coefficient and regression analysis have been applied using SPSS software to analyze the collected data for taking decisions regarding the hypotheses. The results of the statistical analysis reveal that human resource management (HRM practices positively stimulates efficient employee performance. This study therefore recommends among others: enhancement of motivation among employees, improvement in the reward system, establishment of strong organizational culture, training and re-training of employees,  and employees participation in decision making.

What locals want: Jordanian employees' views on expatriate managers

OpenAIRE

Syed, Jawad; Hazboun, Nour George; Murray, Peter A.

2014-01-01

This paper sheds light on the expatriate–local relationship based on local employees' perspectives of expatriate managers. Drawing on a survey of local employees working in three Western multinational banks in Jordan, the study explores local employees' views on expatriate managers and their performance. The study reveals that local employees are generally indifferent to their manager's nationality as long as the manager has the capability to drive the subsidiary forward. However, one key con...

The Role of Performance Appraisals in Motivating Employees

NARCIS (Netherlands)

J.J.A. Kamphorst (Jurjen); O.H. Swank (Otto)

2012-01-01

textabstractIn many organizations, reward decisions depend on subjective performance evaluations. However, evaluating an employee's performance is often difficult. In this paper, we develop a model in which the employee is uncertain about his own performance and about the manager's ability to assess

The Quality of Management Information Systems and Its Effect on the Employees Performance at the Yemeni Public Telecommunication Corporation

Directory of Open Access Journals (Sweden)

عبد اللطيف مصلح محمد عايض

2017-10-01

Full Text Available In spite of the interest of many organizations in the development of information systems, some organizations did not give enough attention to this issue, including the Yemeni organizations. This is what the researchers noted in their dealings with some of these organizations. The Yemeni Public Telecommunications Corporation is one of them. It was noted that some of the administrative units concerned with the application of management information systems in the organization have certain weaknesses in some dimensions of the employees performance in the organization, and this may be due to the quality of their management information systems. This study aimed at demonstrating the effect of the quality of management information systems on the employees performance that was applied on the Public Telecommunication Corporation (PTC. The population of the study included all users of management information systems in PTC totaling (117 employees. Their number was, to some extent, small, so they were selected to be the study sample. To achieve the objectives of the study, the descriptive and analytical method was used. To collect the data of the study, a questionnaire was developed and validated to measure the study objectives and to test its hypotheses.  To analyze the data, (SPSS program was used. The study found a set of conclusions the most important of which was that the level of both the quality of management information systems and the performance of employees in the Yemeni Public Telecommunications Corporation was high. Moreover, there was a positive effect for the quality of management information systems on the employees’ performance in PTC. Keywords: Quality of management information systems, Employees performance, Yemeni Public Telecommunications Corporation.

Performance Management Systems: IRS's Systems for Frontline Employees and Managers Align with Strategic Goals but Improvements Can Be Made

National Research Council Canada - National Science Library

2002-01-01

.... Performance management systems should help employees understand their responsibilities and how their day-to-day work contributes toward meeting their agency's strategic goals as well as providing...

An investigation on effective factors influencing employee performance: A case study

Directory of Open Access Journals (Sweden)

Hamid Reza Alavi

2013-06-01

Full Text Available Human resources are considered as one of the key components of any organization to reach its objectives. Human resources help organization performance doing organizational duties and making employees’ improvement. Because of this, employee performance appraisal has changed to one of the most important issues for top managers. Performance appraisal is necessary to select useful strategies for increasing productivity of human resource management along with productivity of employee to get strategic targets. In this study, we extract effective factors on increasing of employee performance and subsequently, present some suggestions to managers of academic organizations. The study was performed on some employees who worked for Islamic Azad University in 2013. Cronbach alpha was equal to 99.4% for employee performance appraisal, which confirmed the overall survey. To recognize key factors we used path analysis technique too. The results of the study revealed that in this school, employee performance in practical field was higher than expected, but in terms of operational and behavioral fields, they were in the middle stage.

Employee self-enhancement motives and job performance behaviors: investigating the moderating effects of employee role ambiguity and managerial perceptions of employee commitment.

Science.gov (United States)

Yun, Seokhwa; Takeuchi, Riki; Liu, Wei

2007-05-01

This study examined the effects of employee self-enhancement motives on job performance behaviors (organizational citizenship behaviors and task performance) and the value of these behaviors to them. The authors propose that employees display job performance behaviors in part to enhance their self-image, especially when their role is not clearly defined. They further argue that the effects of these behaviors on managerial reward recommendation decisions should be stronger when managers believe the employees to be more committed. The results from a sample of 84 working students indicate that role ambiguity moderated the effects of self-enhancement motives on job performance behaviors and that managerial perceptions of an employee's commitment moderated the effects of those organizational citizenship behaviors that are aimed at other individuals on managers' reward allocation decisions. 2007 APA, all rights reserved

Employees' perceptions of the effectiveness and fairness of performance management in a South African public sector institution

Directory of Open Access Journals (Sweden)

Mpho Makhubela

2016-11-01

Full Text Available Orientation: The implementation of performance management systems (PMSs and performance appraisals (PAs by public managers remains a challenge and necessitates an investigation into employees’ perceptions of the effectiveness of the PMS and the fairness of PA. Research purpose: This study investigated the association between employee involvement, performance-oriented culture, management commitment and the effectiveness of a PMS. Six factors that determine and influence employees’ perceptions of PA fairness were also investigated. Motivation for the study: Employees’ experiences of the implementation and practice of PMSs and PAs by public managers may differ from what is intended. The motivation for this study was to quantify employee perceptions of the effectiveness of a PMS and the fairness of PA to establish if there is a discrepancy between what is intended and how they are implemented and practiced. Research approach, design and method: This cross-sectional study conducted a census on a total population of 140 employees in a public sector institution. A questionnaire comprising three sections was used to collect data: Section A contained biographical questions, Section B comprised questions on the contextual factors that measure the perceived effectiveness of the PMS while Section C comprised questions related to the perceived fairness of PA. Main findings: The results show that employees perceive their PMS to be ineffective and their PAs to be unfair. The mean perception scores for PA fairness for the Assets and Facilities Department were significantly lower than those of the Human Resources Department. This is indicative of some deficiencies in the appraisal process in the Assets and Facilities Department. Respondents occupying general positions returned significantly lower mean scores for PA fairness compared to those in managerial and professional positions, which indicates serious shortcomings in their appraisal process. Practical

Human ResourceManagement Practices and Employee Performance in Banking Sector of Bangladesh

Directory of Open Access Journals (Sweden)

Abdus Salam Sarker

2017-05-01

Full Text Available In the first growing banking sector like Bangladesh, there are 56 banks offered financial services with different stratagem and always looking for faster growth through employee performance by all means. Performance assessment is highly important while achieving the goals of the organization and determining the individual contributions to the organization. The purpose is to measure the effect of human resource (HR practices on the employee performance in banking sector of Bangladesh. The research has performed through a sample survey on convenience sampling based data set about 328 different levels of employees from the banks in different locations of Bangladesh. A structured questionnaire was used to collect primary data related to some HR issues namely- institutional Commitment and motivation, Employee relations, Compensation, Physical Work Environment, Training & Development, Promotion, Job Satisfaction (independent variables and the employee performance (dependent variable of the designed banks. The study revealed that all the HR practices except compensation and training & development have significant impact on the employee performance in the banking industry of Bangladesh. The findings of study provide a clear guidance to the banking practitioners/policy makers to take further steps in achieving the organizational goal through the employee performance.

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.

Employee Recognition and Performance: A Field Experiment

OpenAIRE

Bradler, Christiane; Dur, Robert; Neckermann, Susanne; Non, Arjan

2014-01-01

This discussion paper led to a publication in 'Management Science' . This paper reports the results from a controlled field experiment designed to investigate the causal effect of unannounced, public recognition on employee performance. We hired more than 300 employees to work on a three-hour data-entry task. In a random sample of work groups, workers unexpectedly received recognition after two hours of work. We find that recognition increases subsequent performance substantially, and particu...

75 FR 20397 - Work Reserved for Performance by Federal Government Employees; Correction

Science.gov (United States)

2010-04-19

... OFFICE OF MANAGEMENT AND BUDGET Work Reserved for Performance by Federal Government Employees; Correction AGENCY: Office of Federal Procurement Policy, Office of Management and Budget. ACTION: Notice... comments on the Proposed Policy Letter ``Work Reserved for Performance by Federal Government Employees...

Management commitment to service quality, job embeddedness, and performance outcomes: A study of hotel employees in Romania

OpenAIRE

Cojocaru, Georgiana

2011-01-01

ABSTRACT: The purpose of this thesis is to develop and test a conceptual model that examines the relationships among management commitment to service quality, job embeddedness, and performance outcomes. Training, empowerment, and rewards are the indicators of management commitment to service quality. Service recovery performance and extra-role customer service are the performance variables. The aforementioned relationships were tested via data obtained from employees in the four- and f...

High-Performance Management Practices and Employee Outcomes in Denmark

DEFF Research Database (Denmark)

Cristini, Annalisa; Eriksson, Tor; Pozzoli, Dario

High-performance work practices are frequently considered to have positive effects on corporate performance, but what do they do for employees? After showing that organizational innovation is indeed positively associated with firm performance, we investigate whether high-involvement work practices...

Does performance management affect nurses' well-being?

Science.gov (United States)

Decramer, Adelien; Audenaert, Mieke; Van Waeyenberg, Thomas; Claeys, Tine; Claes, Claudia; Vandevelde, Stijn; van Loon, Jos; Crucke, Saskia

2015-04-01

This article focuses on employee performance-management practices in the healthcare sector. We specifically aim to contribute to a better understanding of the impact of employee performance-management practices on affective well-being of nurses in hospitals. Theory suggests that the features of employee-performance management (planning and evaluation of individual performances) predict affective well-being (in this study: job satisfaction and affective commitment). Performance-management planning and evaluation and affective well-being were drawn from a survey of nurses at a Flemish hospital. Separate estimations were performed for different aspects of affective well-being. Performance planning has a negative effect on job satisfaction of nurses. Both vertical alignment and satisfaction with the employee performance-management system increase the affective well-being of nurses; however, the impact of vertical alignment differs for different aspects of affective well-being (i.e. job satisfaction and affective commitment). Performance-management planning and evaluation of nurses are associated with attitudinal outcomes. The results indicate that employee performance-management features have different impacts on different aspects of well-being. Copyright © 2014 Elsevier Ltd. All rights reserved.

Performance evaluation of knowledge management among hospital employees.

Science.gov (United States)

Chang, Ying-Ying; Hsu, Pi-Fang; Li, Min-Hua; Chang, Ching-Ching

2011-01-01

The purpose of this study is to investigate the cognition of knowledge management (KM) among hospital employees and the relationship between KM and the KM enabler activities (financial, customer, internal business processes, learning and growth) in a regional hospital in Taiwan. Both qualitative and quantitative research were used in this study. The instrument was conducted using in-depth interviews of three policy-makers as participants. The quantitative data were collected from a regional hospital in the Northern part of Taiwan with a 77 percent effective response rate (n=154). The findings in this paper indicate that the cognition and demand for KM in subordinates is close to the expectations of policy-makers. The policy-makers expect subordinates working in the hospital to be brave in taking on new responsibilities and complying with hospital operation norms. KM is emphasized as a powerful and positive asset. Moreover, understanding KM predicts good performance in an organization. The findings in this paper can be generalized to other regional hospitals. The findings may be applied to a wider population. This study can provide insights into the perceptions and cognitions of workers in a hospital about KM and the activities of KM enablers. The responses and perceptions observed in the interviews in this study, as well as the quantitative research results could be useful to other hospitals and individuals who engage KM as a new management trend. This study suggested KM guidelines for policy-makers who are experienced managers.

Evaluation of Activity Recognition Algorithms for Employee Performance Monitoring

OpenAIRE

Mehreen Mumtaz; Hafiz Adnan Habib

2012-01-01

Successful Human Resource Management plays a key role in success of any organization. Traditionally, human resource managers rely on various information technology solutions such as Payroll and Work Time Systems incorporating RFID and biometric technologies. This research evaluates activity recognition algorithms for employee performance monitoring. An activity recognition algorithm has been implemented that categorized the activity of employee into following in to classes: job activities and...

Analysis of the Effect of Employee Costs on Company Performance

Directory of Open Access Journals (Sweden)

Željko Požega

2010-07-01

Full Text Available The goal of every economic entity is to accomplish an optimal system of compensation management and to reach maximum returns through optimal employee investment, raising their motivation and knowledge as well as developing their abilities and skills. In order to reach this goal of maximizing company performance it is necessary to systematically approach the management of human resources within a certain economic entity and to create the fairest material and non-material reward and punishment system by using compensation management methods. This in turn will bring about a positive working atmosphere in the company, where employees will rapidly and easily adjust to changes, interact and co-operate with one another at a high level. This research, which studies the effect of employee costs on company performance, is divided into three chapters. The first chapter provides a brief theoretical overview of the importance of compensation management in human resources administration and reaching business efficiency, i.e. the different possibilities of creating a reward and punishment system in a company which aims to organise an optimal working atmosphere. The second chapter demonstrates the applied methodology and illustrates the information from different companies, which has been used in this research and analysis. The information comprises statistical data of employee costs, income, profits and losses from a sample of companies from the Republic of Croatia in 2008. The third part deals with the analysis and interpretation of the research results which show the effect of employee costs on the income and company performance, also expressed per employee. The goal of this research is to test the hypothesis that companies with higher employee cost, i.e. with higher investment in human resources, on average obtain a higher income and a higher profit per employee and are more efficient and more successful on the market. From the given hypothesis, one can

Stress management standards: a warning indicator for employee health.

Science.gov (United States)

Kazi, A; Haslam, C O

2013-07-01

Psychological stress is a major cause of lost working days in the UK. The Health & Safety Executive (HSE) has developed management standards (MS) to help organizations to assess work-related stress. To investigate the relationships between the MS indicator tool and employee health, job attitudes, work performance and environmental outcomes. The first phase involved a survey employing the MS indicator tool, General Health Questionnaire-12 (GHQ-12), job attitudes, work performance and environmental measures in a call centre from a large utility company. The second phase comprised six focus groups to investigate what employees believed contributed to their perceived stress. Three hundred and four call centre employees responded with a response rate of 85%. Significant negative correlations were found between GHQ-12 and two MS dimensions; demands (Rho = -0.211, P job performance, job motivation and increased intention to quit but low stress levels were associated with reduced job satisfaction. Lack of management support, recognition and development opportunities were identified as sources of stress. The findings support the utility of the MS as a measure of employee attitudes and performance.

Leadership ethics and the challenges of employees' performance in ...

African Journals Online (AJOL)

International Journal of Development and Management Review ... Leadership ethics and the challenges of employees' performance in the Nigerian public sector ... relation theory and liberal democratic pattern of management among others.

Speak up! Enhancing risk performance with enterprise risk management, leadership style and employee voice

DEFF Research Database (Denmark)

Sax, Johanna; Torp, Simon

2015-01-01

Purpose: – The purpose of this paper is to test the effect of psychological safety and participative leadership style on risk performance as well as its interaction with enterprise risk management (ERM) processes to evaluate if a decentralisation in the form of a safe environment and participative......: – The paper finds that not only do both ERM and participative leadership style enhance risk performance but a positive interaction effect is also found. In addition, the findings suggest that a safe environment precede participative leadership style indicating this as a prerequisite for management...... to introduce participative leadership style. These findings underpin that an effective risk management system should include both a holistic, formalised ERM system and organisational initiatives that enhance a strategic responsiveness through employee involvement. Originality/value: – The current study...

Employee Attitude to Management Style : case: International equitable association Nigeria Limited.

OpenAIRE

Osondu, Marshall

2012-01-01

The aim of the study is to reveal employees’ attitudes to management style in International equitable association Limited, Aba, Nigeria (IEA). IEA is a soap and detergent manufacturing company. The company uses modern management styles to drive employee performance. This study set out to investigate employee attitudes to the various management styles in use at IEA. The study used a framework which shows that employee attitude is driven by the employee’s awareness, the employee’s application o...

The Influence of Transformational Leadership on Job Satisfaction, Organizational Commitment,and Employee Performance

Directory of Open Access Journals (Sweden)

Marnis Atmojo

2012-04-01

Full Text Available This research has four main objectives; first, to prove and analyze the influence of transformational leadership towards employee job satis faction; Second, to prove and analyze the influence of transformational leadership towards organizational commitment; Third, to prove and analyze the influence of transformationalleadership towards employee performance; Fourth, to prove and analyze the influence of organization commitment towards the employee performance. This research involved 146 members of middle management as our research sample namely Head of Department, Plantation Manager, Plant Manager, Head of Bureau/Division, Head Assistant, Head of Strategic Business Unit (SBU, Chief Engineer and Head of Hospital Service. Structural Equation Modeling (SEM was used to test and analyze relationship among the research variables. Research findings are transformational leadership significantly influences job satisfaction, transformational leadership significantly influences the organization commitment. The job satisfaction is shown to have significant influence on employee performance, and organization commitment significantly influences the employee performance.

Employee well-being, early-retirement intentions, and company performance.

Science.gov (United States)

von Bonsdorff, Monika E; Vanhala, Sinikka; Seitsamo, Jorma; Janhonen, Minna; Husman, Päivi

2010-12-01

To explore the relationship between employee well-being and early-retirement intentions, and the extent to which early-retirement intentions are associated with company performance. This study is based on cross-sectional survey data on the ageing employees of the Finnish metal industry and retail trade, collected in 2007 (company-level n = 129, employee-level n = 1281). It was analyzed using multinomial logistic and multiple regression analysis. Poor work ability, frequent emotional exhaustion, low organizational commitment, and job control were associated with the prevalence of early-retirement intentions among aging employees in both industries. Metal industry employees' early-retirement intentions were associated with weaker company performance measured by the perceptions of the manager. By enhancing well-being, employees may stay at work for longer rather than retiring early. Early-retirement intentions can be counterproductive for companies.

The Measurement, Evaluation, and Performance of Managers and Employees in Kosovo’s Enterprises

Directory of Open Access Journals (Sweden)

Dr.Sc. Berim Ramosaj

2015-02-01

Full Text Available In the market economy and in terms of an increasing competition, enterprises try to use as effectively as possible all of their sources. Therefore, in such competitive environment, in order to develop the organization, it is necessary to manage human resources with various methods and techniques. Human resources that are motivated and well selected are considered as a competitive advantage for the enterprise. Training the managerial staff and employees helps in increasing business’s performance. A strategic and integrated approach to provide stable success for the enterprise is the improvement of performance for the people that work there by developing the practical and individual skills of the team. One of the elements that has been tried to be treated in this paper is the management of performance, the management of performance systems, the methods of evaluating the performance and the importance of measuring workers performance for the enterprise. This paper contains empirical data, collected through questionnaires and interviews, and also secondary data based on the existing literature about issues that have to do with the management of performance. Therefore, through this research we intend to analyze the measurement and evaluation of managers and workers’ performance in Kosovo enterprises by using comparative reviews. In order to be clear, we have first compiled a questionnaire which will help us in developing the contact. The implementation of the questionnaire, the methodology and the formation of the sample is realized by analyzing the determining factors that affect the measurement and evaluation of managers and workers performance. The research was realized with owners, managers and workers of enterprises in Kosovo. The sample is intentional (not probable. Having very little literature in this field, we hope to have helped at least a bit for everyone interested in this field.

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...

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...

HR PRACTICES, EMPLOYEE BEHAVIOR, CUSTOMER SATISFACTION, AND RESTAURANT PERFORMANCE

OpenAIRE

Smela, Stephen J.

2002-01-01

This paper looks at performance at the individual restaurant level from the perspective of management, customers and employees. The results are based on surveys of each of these three groups conducted between June and September 2001 at a sit-down, casual restaurant chain. There are several key findings. Service-related employee training and giving staff a say in making decisions improves customer satisfaction and loyalty. How employees perceive the service climate in their restaurant is a bet...

How do small business managers influence employee satisfaction and commitment?

Directory of Open Access Journals (Sweden)

Janine Kruger

2010-12-01

Originality and value of the research : This research focused on what small business managers should concentrate on when motivating their employees. Small business managers should also realise that motivation cannot be separated from employee satisfaction and commitment. The value of the research is that when small business managers pay more attention to these factors as identified in this study, it may lead to better business performance in the long run. With regard to the originality of this research, previous research has focused mainly on motivational theories without reaching a conclusion or highlighting possible strategies that could be used by small businesses to motivate employees.

Identifying Contextual Factors of Employee Satisfaction of Performance Management at a Thai State Enterprise

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Molraudee Saratun

2013-11-01

Full Text Available Normal 0 false false false IN X-NONE X-NONE MicrosoftInternetExplorer4 Although there has been an increase in Performance Management (PM literature over the years arguing that PM perceptions are likely to be a function of PM process components and contextual factors, the actual relationship between the contextual factors and employee satisfaction of PM remains little explored.  Extending previous research, this study examines relationships between contextual factors and employees’ PM satisfaction.  Derived from the literature, these contextual factors are motivation and empowerment of employees, role conflict, role ambiguity, perceived organisational support, procedural justice and distributive justice.  Seven directional hypotheses are tested accordingly through a series of regression analyses.  This article finds that these contextual factors, with the exception of role conflict, are directly predictive of enhanced employees’ PM satisfaction at the Thai state enterprise. Keywords: Performance management, contextual factors, performance management satisfaction, public organisations, Thailand. /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

The Influence of Motivation on Employees' Performance: A Study of ...

African Journals Online (AJOL)

user

motivation on employees' performance of selected manufacturing firms in Anambra State ..... Research Design: The survey research design method was used in this study. ... manager, the accountant, and the production manager). The sample.

Job control and coworker support improve employee job performance.

Science.gov (United States)

Nagami, Makiko; Tsutsumi, Akizumi; Tsuchiya, Masao; Morimoto, Kanehisa

2010-01-01

We examined the prospective association of psychosocial job characteristics with employee job performance among 777 full-time employees at a manufacturing company in Japan, using data from a one-year follow-up survey. Psychosocial job characteristics were measured by the Job Content Questionnaire in 2008; job performance was evaluated using the item from the World Mental Health Survey Instrument in 2008 and 2009. The association between psychosocial job characteristics and job performance was tested using multiple regression analysis, controlling for demographic variables, work status, average working hours per day, job type and job performance in 2008. Job control and coworker support in 2008 were positively related to job performance in 2009. Stratified analyses revealed that job control for staff and coworker support for managers were positively related to job performance in 2009. These associations were prominent among men; however, supervisor support in 2008 was negatively related to job performance in 2009 among men. Job demand was not significantly related to job performance. Our findings suggest that it is worthwhile to enhance employees' job control and provide a mutually supportive environment to ensure positive employee job performance.

Implementing performance appraisal : Exploring the employee experience

NARCIS (Netherlands)

Farndale, E.; Kelliher, C.

2013-01-01

Line managers play an important role as implementers of performance appraisal, enacting procedures designed by the HR function. However, the actual employee experience of these procedures (which may differ from how they were intended or enacted) in terms of perceptions of justice in the process is

Effect of intrinsic rewards on task performance of employees: Mediating role of motivation

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Rizwan Qaiser Danish

2015-02-01

Full Text Available The basic purpose of this study was to examine the effect of reward management system, especially intrinsic rewards on task performance with the mediating role of extrinsic and intrinsic motivation of employees working in the banks in the capital of Punjab, Lahore, Pakistan. The secondary purpose of this study was to explore what level of performance these employees demonstrate towards their organizations when they are rewarded intrinsically and when they are motivated due to these reward management system accordingly. In this study, we collected data through self-administered questionnaires applying correlational explanatory research design. We distributed 300 questionnaires among which 290 were returned resulting in a response rate of 96%. The analysis of the data revealed that intrinsic rewards have positive impact on task performance of employees working in banks and motivation and its dimensions, i.e., intrinsic motivation, extrinsic motivation, and job satisfaction mediated this relationship. Considering the importance of appreciations received by bankers in the form of rewards and their effect on extra role performance and sophisticated management, policy makers should take necessary steps for improving the reward management system which will increase the task performance of employees because they will be motivated by these performance appraisal techniques.

What Factors Influence Employee Service Recovery Performance and What Are the Consequences in Health Care?

Science.gov (United States)

Nadiri, Halil; Tanova, Cem

2016-01-01

We analyzed the extent to which the service recovery performance of frontline employees in private health care institutions is influenced by employee perceptions of manager attitudes toward service quality, workplace support, and manager fairness and organizational commitment. We also examined the relationship of service recovery performance to employee job satisfaction and turnover intentions. Partial least square path modeling of data from 178 frontline employees in private health care institutions in North Cyprus was utilized. Although empowerment and role clarity were positively related to service recovery performance, perceived managerial attitudes toward hospital customer service, teamwork, and customer service-oriented training as indicators of workplace support were not related to frontline employees' service recovery performance. Organizational justice was related to affective commitment, which in turn was related to service recovery performance. Although service recovery performance was not related to employee turnover intentions, it was related to job satisfaction. Managerial implications of these study findings are presented in the light of the cognitive evaluation theory. Health services differ from other service organizations in the way that intrinsic and extrinsic rewards influence the service recovery efforts of frontline employees. To ensure high quality services, managers should focus on intrinsic rewards, empower and give more autonomy to staff.

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

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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.

Clarifying the Management Role in Dealing with Employees Personal Issues in the Lebanese Organizations

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Abdallah Kamal Eldine

2017-06-01

Full Text Available The majority of workers have many occasional difficulties that sometimes become a problem affecting the worker’s performance. When this will repeatedly fail to meet expectations, a serious problem may become the main reason which contributes to the job decline. Therefore, a pattern of reduced performance indicates the need for a supervisory action from managers. Poor performance could be reflected under three main categories, such as employee availability, employee productivity, and employee conduct. The reasons and causes of this poor performance could be a personal issue related to the employee. Many types of personal problems are affecting the job performance in organizations, such as marital strife, financial difficulties and child care complication. More serious difficulties and the abuse of these problems-if not resolved-may cause unending issues at work. This problem is highly important especially that it can affect the job performance and the company income. Moreover, it can simply result in the failure of the employee to meet the performance standards, which kills productivity. The purpose of this qualitative exploratory phenomenological study is to clarify the management role in dealing with employees personal issues in the Lebanese organizations as perceived by the lived experience of managers. The research instrument which will be used is a face-to-face structured interview with six managers of the major functions in different Lebanese organizations. The sample type will be by convenience.

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

Moderated Mediation Model of Interrelations between Workplace Romance, Wellbeing, and Employee Performance.

Science.gov (United States)

Khan, Muhammad Aamir Shafique; Jianguo, Du; Usman, Muhammad; Ahmad, Malik I

2017-01-01

In this study, first we examined the effect of workplace romance on employee job performance, and the mediatory role of psychological wellbeing in the relationship between workplace romance and employee performance. Then we tested the moderating effects of gender and workplace romance type - lateral or hierarchical - on the indirect effect of workplace romance on employee performance. Based on a survey of 311 doctors from five government teaching hospitals in Pakistan, we used structural equation modeling and bootstrapping to test these relationships. This study reveals that psychological wellbeing significantly fully mediates the positive relationship between workplace romance and job performance. Moreover, multi-group analysis shows that gender moderates the indirect effect of workplace romance on employee performance, where the indirect effect of workplace romance on employee performance is stronger for male participants. This study carries important implications, particularly for the policy makers and managers of healthcare sector organizations.

Leadership Styles of Russian Enterprise Managers: The Effect of Transactional and Transformational Behaviors on Employees' Evaluation of Managerial Performance.

Science.gov (United States)

Ardichvili, Alexander

2001-01-01

Identifies leadership styles of Russian enterprise managers and determines how theses styles are related to employees' subjective evaluation of managerial performance. Highlights include laissez-faire leadership, transactional leadership, and transformational leadership; international leadership research; and implications for Russian leadership…

Employee performance in the knowledge economy: Capturing the keys to success

Directory of Open Access Journals (Sweden)

Rebecca Fauth

2008-11-01

Full Text Available Rebecca Fauth1, Stephen Bevan1, Peter Mills2,31The Work Foundation, London, UK; 2CIGNA, London, UK; 3The Whittington Hospital, London, UKAbstract: The present study examines the key determinants of employee performance in a knowledge-intensive service firm located in the UK. Using data from a pilot study, we mapped eight performance-related behaviors to two measures of global performance to isolate the strongest predictors of the latter. We also examined the degree to which these associations varied depending on whether employees or their managers reported on performance as well as according to the degree of complexity (eg, ongoing learning, multitasking, problem solving, etc. present in workers’ jobs. Findings revealed that more traditional employee performance-related behaviors (eg, dependability as well as behaviors that have likely increased in importance in the knowledge economy (eg, sharing ideas and information accounted for the most variance in reported global performance. Sharing ideas and information was a particularly important predictor for workers in complex jobs. When the performance-related behaviors were regressed on the organization’s annual employee appraisal ratings, only dependability and time management behaviors were significantly associated with the outcome. As organizational success increasingly is dependent on intangible inputs stemming from the ideas, innovations and creativity of its workforce, organizations need to ensure that they are capturing the full range of behaviors that help to define their success. Further research with a diverse range of organizations will help defi ne this further.Keywords: employee performance, knowledge economy, job complexity

Investigating The Effect Of Job Stress On Performance Of Employees

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Oyungerel Altangerel

2015-02-01

Full Text Available Abstract This study is conducted to investigate the effect of job stress on job performance. A random sampling technique is used to collect primary data of 120 employees of four telecommunication companies of Mongolia i.e. Mobicom Unitel Skytel and G-mobile. A well-structured questionnaire is utilized to collect relevant data descriptive and logistic analysis is used to estimate and describe the findings of results. It is found that work overload is major reason of stress among employees and majority of employees reduce their productivity and loss of interest in job due to stress. As for concern health issue eyes strain dizziness and disorder in sleep are due to job stress. According to results of logit model parameters of education experience and salary per month are statistically significant and have positive impact on employees performance but age family size no relaxation time giving to employees during working hours and work overload are statistically significant and have negative impact on employees job performance. For suggestions companies should increase salaries of employees and give reward to employees those have work overload. Workload of employees should reduce by proper work redesign and efficient management by proper allocation of job. It is also found that stress also becomes reason of several illnesses and majority of employees dont have medical facilities first aid at working place therefore it is suggested that companies should also provide medical facilities first aid for employees at work place.

Impact of organisational politics on employee performance in public sector organisations.

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Quaiser Abbas

2017-03-01

Full Text Available The present study seeks to investigate the impact of organizational politics on employee performance in the public sector organizations. The study developed a framework on the basis of an extensive literature review which was then tested to provide an empirical insight about the proposed relationships. The data were collected from the employees of 15 public sector organizations in Pakistan. The data was statistically analyzed using regression analysis. The results revealed that organizational politics have a significant impact on employee performance. The findings of the study reinforce that the management needs to understand the perception of employees about the organizational politics prevailing in their organizations and have to adopt strategies that would minimize the perception of organizational politics and enhance employee performance. The present study has been conducted in a developing economy; therefore, the findings of the present study are partially generalized able to other developing economies as well. The future researchers can also perform the studies in other settings.

The Optimal Performance of Employees

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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.

Employee perceptions of managers' leadership over time.

Science.gov (United States)

Palm, Kristina; Ullström, Susanne; Sandahl, Christer; Bergman, David

2015-01-01

This paper aims to explore if and how employees in a healthcare organisation perceive changes in their managers' leadership behaviour over time. An interview study was conducted with employees whose managers had participated in a two-year leadership development programme offered by their employer, Healthcare Provision Stockholm County. Qualitative content analysis was applied, and the interview discussions focused on areas in which the majority of the informants perceived that a change had occurred over time and their answers were relatively consistent. The majority of employees did discern changes in their managers' leadership over time, and, with very few exceptions, these changes were described as improvements. The knowledge that employees perceived changes in their managers' leadership supports investments in leadership development through courses, programmes or other initiatives. The present findings contribute to a deeper empirical understanding of leadership as it is practised over time in everyday contexts among employees in healthcare organisations.

MEDIATING ROLE OF EMPLOYEE MOTIVATION IN RELATIONSHIP TO POST-SELECTION HRM PRACTICES AND ORGANIZATIONAL PERFORMANCE

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Aftab Tariq Dar

2014-07-01

Full Text Available The purpose of this cross-sectional study was to explore the meditating role of employee motivation in the relationship between post-selection Human Resource Management (HRM practices and perceived performance of Islamic Banks operating in Pakistan. This study was based on primary data collected from 200-employees of different Islamic banks in Pakistan by distributing structured and reliable questionnaires. The demographic profile of respondents was diversified in terms of their grade, age, experience and education. Results of correlation analysis revealed that training & development(r = .829, performance evaluation system(r = .752, career development system(r = .666, extrinsic rewards(r = .921, intrinsic rewards (r = .852 and employee motivation(r =.722 have strong positive association with perceived performance of Islamic banks in Pakistan. Results of hierarchical regression analysis supported that post-selection HRM practices have positive impact on perceived organizational performance and employee motivation acts as mediator in the relationship between post-selection HRM practices and perceived organizational performance. Proper implementation of post-selection HRM practices makes employee motivated that resulted in improved organizational performance. Management of Islamic banks desiring optimum performance should pay special attention to need-based training programs, merit-based performance appraisal system, development of progressive career paths, performance-based extrinsic and intrinsic rewards management. While making HRM policies, employee motivation should be given paramount importance as the results of contemporary studies supported that it is the major contributing factor of higher organizational performance.

Moderated Mediation Model of Interrelations between Workplace Romance, Wellbeing, and Employee Performance

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Muhammad Aamir Shafique Khan

2017-12-01

Full Text Available In this study, first we examined the effect of workplace romance on employee job performance, and the mediatory role of psychological wellbeing in the relationship between workplace romance and employee performance. Then we tested the moderating effects of gender and workplace romance type – lateral or hierarchical – on the indirect effect of workplace romance on employee performance. Based on a survey of 311 doctors from five government teaching hospitals in Pakistan, we used structural equation modeling and bootstrapping to test these relationships. This study reveals that psychological wellbeing significantly fully mediates the positive relationship between workplace romance and job performance. Moreover, multi-group analysis shows that gender moderates the indirect effect of workplace romance on employee performance, where the indirect effect of workplace romance on employee performance is stronger for male participants. This study carries important implications, particularly for the policy makers and managers of healthcare sector organizations.

A study on effects of the best human resource management methods on employee performance based on Guest model: A case study of Charmahal-Bakhtiari Gas distribution firm

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Mashallah Valikhani Dehaghani

2013-03-01

Full Text Available Human resource management plays an essential role on the success of any business units such as utility firms. In this paper, we present a study to investigate the effects of different human resource management on employee performance. The proposed study is applied on one of gas distribution units in province of Charmahal-Bakhtiari, which is located west part of Iran. There were 161 people working for this firm where 75 employees were working in center of province and 86 employees were working in other sides of province. Cronbach alpha is calculated as 0.83, which is well above the minimum desirable limit. The study uses Pearson correlation test to investigate the effects of Hiring system, Training system, Job design, Organizational relationship and Share ownership programs on employee performance. The results of our survey indicate that job design is the most important technique for employee management followed by training system, organizational relationship and share ownership programs.

Employee Performance in the Context of the Problems of Measurement and Evaluation in Practice

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Szabó, Peter; Mĺkva, Miroslava; Vaňová, Jaromíra; Marková, Petra

2017-09-01

Employee performance is a condition and an assumption for the performance and success of a company on the market. In order to ensure competitive ability, the quality of human resources, their management, and related measurement and performance assessment are at the forefront of company interest. Employee assessment affects the performance, development and motivation of people and also provides the necessary information about the employees. It allows the organization to monitor employee performance and compare their work with other collaborators. Many companies have the problem of setting up evaluation system so that it carried itself elements of responsibility and objectivity. The result of conceptual work in this area is the ultimate use of tools whose deployment, if possible, motivates employees to perform better. The aim of the paper is to refer to problems that arise in companies in evaluating the performance of employees.

Diversity management: the treatment of HIV-positive employees.

Science.gov (United States)

Yap, Matthew H T; Ineson, Elizabeth M

2012-01-01

Socio-demographic dimensions such as age, gender, sexual orientation, race and ethnicity are commonly included in diversity studies. With a view to helping Asian hospitality managers to manage HIV-positive employees in their workplaces through diversity management (DM) theory, this research extends the boundaries of previous diversity studies by considering Human Immunodeficiency Virus (HIV) infection as a diverse characteristic. Both quantitative and qualitative primary data were collected from purposively selected Asian hospitality managers through postal questionnaire and follow-up telephone interviews. Transformed raw data were analysed using summary statistics and template analysis. Asian hospitality managers agreed that DM would be appropriate in the management of HIV-positive employees and that it could generate substantial benefits for employees and employers. However, they believe that the successful adoption and implementation of DM is not easy; it requires training and, ideally, the recruitment of experienced directors. Nevertheless, Asian hospitality managers are confident that implementing DM to manage HIV-positive employees can enhance tolerance, improve understanding and promote equality. The purposive sampling technique and the small number of respondents have impacted the external validity of the study. However, this exploratory study initiates an equality discussion to include HIV-positive employees in DM discourse beyond antidiscrimination legislation. It also supplements the sparse literature addressing HIV-positive employees in the Asian hospitality workplace. Asian hospitality managers are advised to understand and employ DM to treat HIV-positive employees fairly to overcome hospitality workplace marginalisation, discrimination and stigmatisation.

Influence of motivation on academic library employees' performance ...

African Journals Online (AJOL)

Influence of motivation on academic library employees' performance and productivity in ... Information Impact: Journal of Information and Knowledge Management ... motivated from time to time to boost their morale for efficiency and higher productivity. ... for Researchers · for Librarians · for Authors · FAQ's · More about AJOL ...

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...

The Effects of Human Resources Training on Employee Performance in Business

Directory of Open Access Journals (Sweden)

Kerem KAPTANGİL

2012-12-01

Full Text Available This article assess the extent of the influence of training programs for employees, conducted by the human resources departments as a part of large scale organizations, on the different performance elements as well as the objectives targeted by the training programs. In accordance with the stated goal, a questionnaire applied to the human resources managers or the top level executives of 350 large scale organizations. They asked what subjects they need in training programs and to specify the elements to reach out the mitigating performance as a result of training programs. It is in the results obtained, businesses in general aim to increase efficiency, to provide job satisfaction to employees with employees’ development and to prevent employees from alienation by means of work orientation. It is also deduced from the results, performance evaluation increases the adaptation of employees to progressing technologies and the commitment to organizations besides the development and job satisfaction of employees.

Strategic collaborative quality management and employee job satisfaction.

Science.gov (United States)

Mosadeghrad, Ali Mohammad

2014-05-01

This study aimed to examine Strategic Collaborative Quality Management (SCQM) impact on employee job satisfaction. The study presents a case study over six years following the implementation of the SCQM programme in a public hospital. A validated questionnaire was used to measure employees' job satisfaction. The impact of the intervention was measured by comparing the pre-intervention and post-intervention measures in the hospital. The hospital reported a significant improvement in some dimensions of job satisfaction like management and supervision, organisational policies, task requirement, and working conditions. This paper provides detailed information on how a quality management model implementation affects employees. A well developed, well introduced and institutionalised quality management model can improve employees' job satisfaction. However, the success of quality management needs top management commitment and stability.

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

Employees' perceptions of justice in performance appraisals.

Science.gov (United States)

Vasset, Frøydis; Marnburg, Einar; Furunes, Trude

2010-05-01

Of all the tasks undertaken by human resource managers, performance appraisals (PAs) are one of the most unpopular among employees (Meyer 1991, Murphy and Cleveland 1995, Holbrook 2002, Jackman and Strober 2003). As PA guides and plans show (Fletcher 2004, CatalystOne 2010), PAs can be implemented in similar ways in organisations throughout Europe and developed countries elsewhere. But, if employees perceive PA processes as unfair, they may reject the usefulness and validity of the information they receive and so may not be motivated to change behaviour. This article concerns perceptions of organisational justice and explains the results of a study of perceived fairness in PAs among nurses and auxiliary nurses in Norway's municipal health service.

Improving Employee Satisfaction Priority through Performance Control Matrix

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Shun-Hsing Chen

2014-11-01

Full Text Available The study addresses Performance Control Matrix (PCM to determine service quality items of priority for improvement. Most businesses focus on customer satisfaction when undertaking surveys of satisfaction and dissatisfaction, while generally neglecting employee satisfaction. Therefore, this study develops an integrated model to improve service quality in Taiwanese finance industry employees. A questionnaire is designed to determine the priority of improvement objectives derived from certain questionnaire items that fall into the improvement zone of the PCM. Ten items are found to fall into the improvement zone of the PCM. The present results show that the finance industry employees surveyed in Taiwan were dissatisfied with their job security, salaries, annual bonus, and fair distribution of operational profits. The ten improvement items mostly belong to two dimensions - ‘Pay and Benefits’ and ‘Motivation’. The managers of the financial institutions should seek to improve these quality attributes by devoting more resources to these items, thus promoting employee satisfaction.

Identifying enabling management practices for employee engagement

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Marius Joubert

2011-12-01

Full Text Available Orientation: A currently emerging viewpoint is that today's management practices no longer add value to organisations. The focus of this article is to conduct a systematic review of the scholarly literature on management practices that could be related to employee engagement. Research purpose: This study searched for evidence in support of the notion of a management value chain, and enabling management practices within each value chain component that could relate to employee engagement. Motivation for the study: An alternative management value chain model could contribute towards a better understanding of which management practices may potentially impact employee engagement. Research design, approach, and method: This is a non-empirical (theoretical study, based on a systematic, in-depth literature review to identify the key management components and enabling practices within this proposed management value chain. Scholarly research databases were sourced for relevant peer reviewed research conducted since 1990, not excluding important contributions prior to 1990. The literature was systematically searched, selected, studied, and contextualized within this study. Main findings: Support was found for the notion of a management value chain, for enabling management practices within each proposed management value chain component, and it was also established these management practices indeed have an impact on employee engagement. Practical/managerial/implications: The possibility that management work can be presented as a generic management value chain allows managers to approach engaging management practices more systematically. Contribution/value-add: This study highlights the importance of some management practices that have never been seen as part of management work.

The Influence of Performance Allowance and Employee Development to Employee Performance in State Assets and Service Office Manado

OpenAIRE

Tumbuan, Willem J.F. Alfa; Simanjorang, Monica Indrayanti

2016-01-01

An organization or company€™s best asset is human resource or in this case is employee, because employee performance is related to organization or company€™s performance. Performance allowance as a employee€™s benefits program that is very important in order to realize the goal of the company. The type research is a quantitative research. The purpose of this research is to determine the effect of performance allowance and employee development in KPKNL Manado, simultaneously and partially. The...

Flexible working, individual performance and employee attitudes: comparing formal and informal arrangements

OpenAIRE

De Menezes, Lilian M.; Kelliher, Clare

2016-01-01

In the context of a wider trend to individualize HRM, this paper examines the relationship between flexible working arrangements and individual performance. Drawing on a range of theories, it examines potential indirect effects on employee performance via job satisfaction and organizational commitment and analyses whether these relationships vary according to whether the arrangement was set up through a formal process, or negotiated informally between the employee and their line manager. Exta...

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...

The Role of Managers in Employee Wellness Programs: A Mixed-Methods Study.

Science.gov (United States)

Passey, Deborah G; Hammerback, Kristen; Huff, Aaron; Harris, Jeffrey R; Hannon, Peggy A

2018-01-01

The purpose of this study is to evaluate managers' barriers and facilitators to supporting employee participation in the Washington State Wellness program. Exploratory sequential mixed methods. Four Washington State agencies located in Olympia and Tumwater, Washington. State employees in management positions (executive, middle, and line), whose job includes supervision of subordinates and responsibility for the performance and conduct of a subunit or group. We interviewed 23 managers and then used the results to create a survey that was fielded to all managers at the 4 agencies. The survey response rate was 65% (n = 607/935). We used qualitative coding techniques to analyze interview transcripts and descriptive statistics to summarize survey data. We used the Total Worker Health framework to organize our findings and conclusions. Managers support the wellness program, but they also face challenges with accommodating employees' participation due to workload, scheduling inflexibility, and self-efficacy to discuss wellness with direct reports. About half the managers receive support from the manager above them, and most have not received training on the wellness program. Our findings point to several strategies that can strengthen managers' role in supporting the wellness program: the provision of training, targeted messages, formal expectations, and encouragement (from the manager above) to support employees' participation.

The relationships between OHS prevention costs, safety performance, employee satisfaction and accident costs.

Science.gov (United States)

Bayram, Metin; Ünğan, Mustafa C; Ardıç, Kadir

2017-06-01

Little is known about the costs of safety. A literature review conducted for this study indicates there is a lack of survey-based research dealing with the effects of occupational health and safety (OHS) prevention costs. To close this gap in the literature, this study investigates the interwoven relationships between OHS prevention costs, employee satisfaction, OHS performance and accident costs. Data were collected from 159 OHS management system 18001-certified firms operating in Turkey and analyzed through structural equation modeling. The findings indicate that OHS prevention costs have a significant positive effect on safety performance, employee satisfaction and accident costs savings; employee satisfaction has a significant positive effect on accident costs savings; and occupational safety performance has a significant positive effect on employee satisfaction and accident costs savings. Also, the results indicate that safety performance and employee satisfaction leverage the relationship between prevention costs and accident costs.

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…

The impact of hotel employee satisfaction on hospitability performance

OpenAIRE

Laškarin Ažić, Marina

2017-01-01

Purpose − The hospitality industry is characterized by the complexity of managing guest experiences, which forces human resources managers to find new ways of managing relationships with employees and guests. Good relations in an organization (often displayed by organizational culture) are the main incentive for stimulating positive behavior among employees. The purpose of this paper is to examine factors related to employee satisfaction and hospitality in order to understand positive behavio...

Employee engagement, organisational performance and individual wellbeing : Exploring the evidence, developing the theory

NARCIS (Netherlands)

Truss, C.; Shantz, A.; Soane, E.; Emma, C.; Alfes, K.; Delbridge, R.

2013-01-01

The development of mainstream human resource management (HRM) theory has long been concerned with how people management can enhance performance outcomes. It is only very recently that interest has been shown in the parallel stream of research on the link between employee engagement and performance,

Employee motivation and work performance: A comparative study of mining companies in Ghana

Energy Technology Data Exchange (ETDEWEB)

Kuranchie-Mensah, E.; Amponsah-Tawiah, K.

2016-07-01

The paper empirically compares employee motivation and its impact on performance in Ghanaian Mining Companies, where in measuring performance, the job satisfaction model is used. The study employed exploratory research design in gathering data from four large-scale Gold mining companies in Ghana with regards to their policies and structures in the effectiveness of motivational tools and strategies used by these companies. The study observed that, due to the risk factors associated with the mining industry, management has to ensure that employees are well motivated to curb the rate at which employees embark on industrial unrest which affect performance, and employees are to comply with health and safety rules because the industry contribute hugely to the Gross Domestic Product (GDP) of the country. Limitation to the present study include the researcher’s inability to contact other mining companies. However, the study suggests possibilities for future research including contacting other mining companies, expanding the sample size, managers ensuring that the safety and health needs of staff are addressed particularly those exposed to toxic and harmful chemicals. A lot of studies have been done on mining companies in the past. This paper fills a gap perceived that employees in this sector are highly motivated in spite of the challenges being faced by them, and knowing more about what keeps employees moving is still of national interest. (Author)

Employee motivation and work performance: A comparative study of mining companies in Ghana

International Nuclear Information System (INIS)

Kuranchie-Mensah, E.; Amponsah-Tawiah, K.

2016-01-01

The paper empirically compares employee motivation and its impact on performance in Ghanaian Mining Companies, where in measuring performance, the job satisfaction model is used. The study employed exploratory research design in gathering data from four large-scale Gold mining companies in Ghana with regards to their policies and structures in the effectiveness of motivational tools and strategies used by these companies. The study observed that, due to the risk factors associated with the mining industry, management has to ensure that employees are well motivated to curb the rate at which employees embark on industrial unrest which affect performance, and employees are to comply with health and safety rules because the industry contribute hugely to the Gross Domestic Product (GDP) of the country. Limitation to the present study include the researcher’s inability to contact other mining companies. However, the study suggests possibilities for future research including contacting other mining companies, expanding the sample size, managers ensuring that the safety and health needs of staff are addressed particularly those exposed to toxic and harmful chemicals. A lot of studies have been done on mining companies in the past. This paper fills a gap perceived that employees in this sector are highly motivated in spite of the challenges being faced by them, and knowing more about what keeps employees moving is still of national interest. (Author)

Creating Employee Engagement Through Talent Management: 4 Links Between Talent Management And Employee Engagement

OpenAIRE

ONDAY, Ozgur

2016-01-01

Talent management is one of the main management tools for 21st century human assets management (Cappelli, 2008) because the crucial resource for firms competing in this century is no longer land, capital, and other tangible assets but the human capital necessary to adapt organizations to global competition and maximize the benefits related to the current technological boom. Talent management (TM) and Employee Engagement (EE) concepts have been extensively studied in management literature in t...

5 CFR 9901.405 - Performance management system requirements.

Science.gov (United States)

2010-01-01

...) Holds supervisors and managers accountable for effectively managing the performance of employees under... and communicating performance expectations, monitoring performance and providing feedback, and... (b) of this section, supervisors and managers will— (1) Clearly communicate performance expectations...

EXPECTATIONS OF EMPLOYEES ON THE EFFECTS OF THE WORKPLACE HEALTH MANAGEMENT AS A PART OF AN INTERNAL DIVERSITY MANAGEMENT - AN EXPLORATIVE STUDY

Directory of Open Access Journals (Sweden)

Matthias Reich

2015-07-01

Full Text Available The expectations of employees on the effects of actions of the Workplace Health Management (WHM as a part of the Human Resource Management are relevant for a successful implementation within the companies. The diversity approach can be able to improve the cooperation among different groups of employees. In this relation the measures of the WHM can support the existing Diversity Management efforts of a company. A successful Diversity Management has to meet the expectations of the employees. Therefore the Management needs to know what the employees expect from measures to be implemented in order to improve the performance of the companies. The theoretical framework of the Diversity Management in general, the Work Health Management (WHM measures and the results of a survey carried out among Hungarian employees and their expectations on a WHM are depicted within this paper. As important diversity groups the expectation on effects of the WHM actions on the groups of disabled / able-bodied employees and the groups of younger / older employees are examined. For all groups the cooperation exchange within the own work-unit and in the company as a whole is surveyed. As a result for all groups the most recommendable actions, in consideration of the employees, could be determined.

High Job Performance Through Co-Developing Performance Measures With Employees

NARCIS (Netherlands)

Groen, Bianca A.C.; Wilderom, Celeste P.M.; Wouters, Marc

2017-01-01

According to various studies, employee participation in the development of performance measures can increase job performance. This study focuses on how this job performance elevation occurs. We hypothesize that when employees have participated in the development of performance measures, they

Employees' Political Skill and Job Performance

DEFF Research Database (Denmark)

Zettler, Ingo; Lang, Jonas W.B.

2015-01-01

skill received higher job performance ratings compared to those with lower and higher levels, respectively. In addition, the nature of the relationships between employees and their raters was found to moderate this curvilinear effect. Specifically, besides the fact that employees who had close working......During the past decade, the construct of political skill has attracted a lot of attention. In particular, its relation to job performance has been examined. With regard to this link, it is typically proposed that political skill affects job performance in a positive linear manner. However......, in this article it is suggested that intermediate levels of employees' political skill yield the highest job performance, implying that this association is in fact represented by an inverted U-shape. Findings from two field studies (N = 178, N = 115 employee-supervisor-colleague triads) that incorporated...

Performance-based management and quality of work: an empirical assessment.

Science.gov (United States)

Falzon, Pierre; Nascimento, Adelaide; Gaudart, Corinne; Piney, Cécile; Dujarier, Marie-Anne; Germe, Jean-François

2012-01-01

In France, in the private sector as in the public sector, performance-based management tends to become a norm. Performance-based management is supposed to improve service quality, productivity and efficiency, transparency of allotted means and achieved results, and to better focus the activity of employees and of the whole organization. This text reports a study conducted for the French Ministry of Budget by a team of researchers in ergonomics, sociology and management science, in order to assess the impact of performance-based management on employees, on teams and on work organization. About 100 interviews were conducted with employees of all categories and 6 working groups were set up in order to discuss and validate or amend our first analyses. Results concern several aspects: workload and work intensification, indicators and performance management and the transformation of jobs induced by performance management.

The Impact of Employee Job Satisfaction Towards Employee Job Performance at PT.Y

OpenAIRE

Sutjitra, Devilan

2015-01-01

This research is done to analyze The Impact of Employee Job Satisfaction towards Employee Job Performance at PT.Y. The decreasing in employee job performance for the past 3 years has indicated the author to analyze the impact of employee job satisfaction towards job performance. The elements that used are 9 job satisfactions to measure the impact of satisfaction at PT.Y. The author got 100 respondents from PT.Y and use simple random sampling method.The analysis technique that used in this res...

The Impact of Transformational Leadership on Employee Sustainable Performance: The Mediating Role of Organizational Citizenship Behavior

Directory of Open Access Journals (Sweden)

Weiping Jiang

2017-09-01

Full Text Available Transformational leadership has drawn extensive attention in management research. In this field, the influence of transformational leadership on employee performance is an important branch. Recent research indicates that organizational citizenship behavior plays a mediating role between transformational leadership and employee performance. However, some of these findings contradict each other. Given the background where greater attention is being paid to transformational leadership in the construction industry, this research aims to find the degree of the influence of transformational leadership on employee sustainable performance, as well as the mediating role of organizational citizenship behavior. A total of 389 questionnaires were collected from contractors and analyzed via structural equation modeling. The findings reveal that employee sustainable performance is positively influenced by transformational leadership. In addition, more than half of that influence is mediated by their organizational citizenship behavior. These findings remind project managers of the need to pay close attention to transformational leadership, to cultivate organizational citizenship behavior, and thereby to eventually improve employee’s sustainable performance.

Managing the employee's soul: Foucault applied to modern management technologies

Directory of Open Access Journals (Sweden)

Kaspar Villadsen

Full Text Available This paper presents an alternative approach to analyse power in modern organisations. It does so by applyingFoucauldian concepts to new types of management technologies, which are directed at the employee's personality. Most often, studies of power and management focus on organisational structures, power games between groups and issues of how to manage processes within and between organisations. We rarely talk about whatcould be termed 'the management of personality'. This paper argues, however, that this kind of Human Resource Management is becoming increasingly important and should be a key focus in critical organisational analysis. It also discusses the consequences and possibilities for employees facing a proliferation of management-ofpersonality technologies.

Employee benefits managers' opinions about addiction treatment.

Science.gov (United States)

McFarland, Bentson H; Lierman, Walter K; Penner, Norman R; McCamant, Lynn E; Zani, Brigid G

2003-01-01

Employee benefits managers arrange addictive disease treatment insurance coverage for the majority of people in the United States but little is known about these decision-makers. Managers were surveyed to learn their opinions about addiction treatment. Subjects were 131 people (61 percent female, 94 percent white, average age 46, average of 14 years in the human resources field). Managers were asked to rank health benefits (physical health, dental, alcohol-drug, vision, mental health, employee assistance program, and pharmaceuticals) on 15 dimensions. Managers ranked alcohol-drug abuse treatment worst on fiveitems and second to the worst on another four of the 15 dimensions. On the item considered most important by the managers, respondents noted that employees often (2.8) ask for improved physical health benefits but rarely do so for alcohol and drug (4.1) benefits (p < .001). Education of workers and payers will be needed to change opinions about treatment of addictive disorders.

Employee engagement and management standards: a concurrent evaluation.

Science.gov (United States)

Ravalier, J M; Dandil, Y; Limehouse, H

2015-08-01

The UK Health & Safety Executive's Management Standards Indicator Tool (MSIT) has been used to assess areas of work design, which may act as psychosocial hazards leading to burnout. These have not been assessed as predictors of employee engagement. To determine the utility of the MSIT in evaluating employee engagement as measured by the Utrecht Work Engagement Scale (UWES). A cross-sectional survey of employees from two sales organizations in London was performed using the MSIT and UWES. MSIT scores were analysed stratifying medium-high versus low engagement. Multivariate linear regression evaluated the association of all MSIT scores with UWES factors. Control, managerial support, peer support and employee role differed by engagement level. Demands, peer support and role exceeded MSIT benchmark guidance that would warrant urgent improvement. Role ambiguity was the only factor significantly associated with all subdomains of engagement. Role appears to play a major part in determining employee engagement. Assessment of the relationship between factors measured by the MSIT and UWES requires further investigation in wider organizational settings, particularly the influence of employee role on positive psychological outcomes. © The Author 2015. Published by Oxford University Press on behalf of the Society of Occupational Medicine. All rights reserved. For Permissions, please email: journals.permissions@oup.com.

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…

Motivation, Management, and Performance.

Science.gov (United States)

Olmstead, Joseph A.

There is an increasing interest today in the ways in which human motivation contributes to the productivity and performance of personnel. This early study of motivation management emphasizes that the organizational environment is a principal determinant of the quality of employee motivation. Concrete considerations in the management of motivation…

Employee motivation and work performance: A comparative study of mining companies in Ghana

Directory of Open Access Journals (Sweden)

Elizabeth Boye Kuranchie-Mensah

2016-04-01

Full Text Available Purpose: The paper empirically compares employee motivation and its impact on performance in Ghanaian Mining Companies, where in measuring performance, the job satisfaction model is used. Design/methodology/approach: The study employed exploratory research design in gathering data from four large-scale Gold mining companies in Ghana with regards to their policies and structures in the effectiveness of motivational tools and strategies used by these companies. Findings: The study observed that, due to the risk factors associated with the mining industry, management has to ensure that employees are well motivated to curb the rate at which employees embark on industrial unrest which affect performance, and employees are to comply with health and safety rules because the industry contribute hugely to the Gross Domestic Product (GDP of the country. Research Limitations/Implications: Limitation to the present study include the researcher’s inability to contact other mining companies. However, the study suggests possibilities for future research including contacting other mining companies, expanding the sample size, managers ensuring that the safety and health needs of staff are addressed particularly those exposed to toxic and harmful chemicals. Originality/Value: A lot of studies have been done on mining companies in the past. This paper fills a gap perceived that employees in this sector are highly motivated in spite of the challenges being faced by them, and knowing more about what keeps employees moving is still of national interest.

(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...

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...

DIFFERENCES BETWEEN EMPLOYEES AND MANAGERS REGARDING SOCIO-EMOTIONAL COMPETENCES

Directory of Open Access Journals (Sweden)

Gordana Nikić

2014-10-01

Full Text Available The main goal of this paper is to examine differences between employees and managers in attachment styles, emotional intelligence, life satisfaction, personality traits and humour styles, as well to discuss implications of this connection to the quality of management at work. The survey includes 240 participants from Serbia. The sample includes employees and managers of both genders and of a various age. The instruments used are: Emotional Skills and Competence Questionnaire (Takšić et al., 2006, Experiences in Close Relations (Kamenov & Jelić, 2003, Personality Questionnaire (Zuckerman, 2002, Humour Styles Questionnaire (Martin et al., 2003 and Satisfaction With Life Scale (Diener et al., 1985. The results indicate that the owners, top managers and managers in relation to employees have higher scores on all three dimensions of emotional intelligence, dominant affiliative humour style, they are more satisfied with life and show higher activity. Employees have dominant aggressive and self-defeating humour style and neuroticism in relation to owners, managers and top managers.

Employee commitment in MNCs: impacts of organizational culture, HRM and top management orientations

OpenAIRE

Taylor, Sully; Levy, Orly; Beechler, Schon; Boyacıgiller, Nakiye Avdan; Boyacigiller, Nakiye Avdan

2006-01-01

This paper examines the impact of organizational culture and HRM system on employee commitment of core employees in multinational companies (MNCs). In addition, it identifies two top management team orientations global orientation and geocentric orientation that are seen as contributing uniquely to employee commitment in international firms. We found strong overall support for the model. The results also suggest that High Performance Work Practices have a positive impact on commitment r...

Learning from Top-Performing Managers.

Science.gov (United States)

Brown, Paul L.

2000-01-01

Illustrates five criteria that can be used to identify the "best" managers in any organization: business results, employee attitudes, peer confirmation, upper-level manager appraisal, and customer satisfaction. Examines what top-performing managers say and do, and concludes that their thinking processes and their specific sets of skills…

When daily planning improves employee performance: The importance of planning type, engagement, and interruptions.

Science.gov (United States)

Parke, Michael R; Weinhardt, Justin M; Brodsky, Andrew; Tangirala, Subrahmaniam; DeVoe, Sanford E

2018-03-01

Does planning for a particular workday help employees perform better than on other days they fail to plan? We investigate this question by identifying 2 distinct types of daily work planning to explain why and when planning improves employees' daily performance. The first type is time management planning (TMP)-creating task lists, prioritizing tasks, and determining how and when to perform them. We propose that TMP enhances employees' performance by increasing their work engagement, but that these positive effects are weakened when employees face many interruptions in their day. The second type is contingent planning (CP) in which employees anticipate possible interruptions in their work and plan for them. We propose that CP helps employees stay engaged and perform well despite frequent interruptions. We investigate these hypotheses using a 2-week experience-sampling study. Our findings indicate that TMP's positive effects are conditioned upon the amount of interruptions, but CP has positive effects that are not influenced by the level of interruptions. Through this study, we help inform workers of the different planning methods they can use to increase their daily motivation and performance in dynamic work environments. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

Two Profiles of the Dutch High Performing Employee

Science.gov (United States)

de Waal, A. A.; Oudshoorn, Michella

2015-01-01

Purpose: The purpose of this study is to explore the profile of an ideal employee, to be more precise the behavioral characteristics of the Dutch high-performing employee (HPE). Organizational performance depends for a large part on the commitment of employees. Employees provide their knowledge, skills, experiences and creativity to the…

HRM, company performance and employee well-being

OpenAIRE

Vanhala, Sinikka; Tuomi, Kaija

2006-01-01

This paper is dealing with the relationships between HRM, company performance and employee well-being. The relationship between S/HRM and company performance has received much attention in prior literature, while the employee perspective has been widely neglected in this research tradition. The purpose of this paper is two-fold: first, to identify and evaluate how company performance and employee well-being are related, and, secondly, to evaluate the possibilities of HR policies and practices...

The role of managers in addressing employees with musculoskeletal pain

DEFF Research Database (Denmark)

Larsen, Anne Konring; Falkenstrøm, Signe; Jørgensen, Marie Birk

2018-01-01

Purpose This study investigates management awareness of employee musculoskeletal pain and conditions that shape managers’ handling of employees with pain. Methods We used a mixed methods design including data from a questionnaire survey and focus group sessions. All employees and managers from...

Managing patient safety through NPSGs and employee performance.

Science.gov (United States)

Adair, Liberty

2010-01-01

Patient safety can only exist in a culture of patient safety, which implies it is a value perceived by all. Culture predicts safety outcomes and leadership predicts the culture. Leaders are obligated to continually mitigate hazard and take action consciously. Healthcare workers should focus on preventing and reporting mistakes with the National Patient Safety Goals (NPSGs) in mind. These include: accuracy of patient identification, effectiveness of communication among caregivers, improving safety of medications, reducing infections, reducing risk of falls, and encouraging patients to be involved in care. Poor performers and reckless behavior need to be mitigated. If employees recognize their roles in the process, feel empowered,and have appropriate tools, resources,and data to implement solutions, errors can be avoided and patient safety becomes paramount.

High-Performance Management Practices and Employee Outcomes in Denmark

DEFF Research Database (Denmark)

Cristini, Annalisa; Eriksson, Tor; Pozzoli, Dario

2013-01-01

affect workers in terms of wages, wage inequality and workforce composition. The analysis is based on a survey directed at Danish firms matched with linked employer–employee data and also examines whether the relationship between high-involvement work practices and employee outcomes is affected...

The effects of stress and managers' behaviour on the job satisfaction and organisational citizenship behaviour of hotel employees

OpenAIRE

Akgunduz, Yilmaz; Dalgic, Ali; Kale, Anil

2016-01-01

Hotel business' organizational success depends heavily on the employees' performance because of its labor-intensive structure. In the industry, levels of employees stress and manager behaviors directly affect the employees' behaviors. These effects could be either negative (turnover intentions, absenteeism, deteriorated performance etc.) or positive (job satisfaction, organizational commitment and organizational citizenship behavior etc.). This study, performed in hotel businesses, delved int...

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…

What diversity management practices do hotel managers and employees view as important for retaining employees?

OpenAIRE

Twum, Sophia Araba

2015-01-01

Master's thesis in International hotel and tourism management Abstract Research shows that the hotel industry is noted for high rate of turnover. Again, diversity management practices have been found to be a good human resource tool helping to manage and retain diverse workforce. A lot of studies have been done on employee retention and diversity management separately but the two concepts are related therefore there is the need to look at them together. This thesis aims...

Employee Assistance Programmes: The Emperor's New Clothes of Stress Management?

Science.gov (United States)

Arthur, Andrew R.

2000-01-01

Discusses the employee assistance program (EAP), a benefit increasingly provided by United Kingdom employers that claims to reduce the effects of stress on individuals and organizations, provide a management tool to improve workplace performance and productivity, and respond to critical incidents. Describes EAPs, their history, development and…

The Perceived Leadership Style and Employee Performance in Hotel Industry – a Dual Approach

OpenAIRE

Andreia ISPAS

2012-01-01

Hotel industry is an industry based on specific services and a high degree of employees (especially front line employees) client direct contact. A good relationship with the manager helps the subordinate to work beyond his daily effort, to be oriented to improve continuously his work performance and to give maximum of satisfaction to clients. This research paper is aiming to discuss the perceived leadership style and employees’ individual performance related to job satisfaction and organizati...

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.

Organisational readiness for introducing a performance management system

Directory of Open Access Journals (Sweden)

Michael Ochurub

2012-09-01

Full Text Available Orientation: The successful introduction of performance management systems to the public service requires careful measurement of readiness for change.Research purpose: This study investigated the extent to which employees were ready for change as an indication of whether their organisation was ready to introduce a performance management system (PMS.Motivation for the study: Introducing system changes in organisations depends on positive employee preconditions. There is some debate over whether organisations can facilitate these preconditions. This research investigates change readiness linked to the introduction of a PMS in a public sector organisation. The results add to the growing literature on levels of change readiness.Research design, approach and method: The researchers used a quantitative, questionnairebased design. Because the organisation was large, the researchers used stratified sampling to select a sample from each population stratum. The sample size was 460, which constituted 26% of the total population. They used a South African change readiness questionnaire to elicit employee perceptions and opinions.Main findings: The researchers found that the organisation was not ready to introduce a PMS. The study identified various challenges and key factors that were negatively affecting the introduction of a PMS.Practical/managerial implications: The intention to develop and introduce performance management systems is generally to change the attitudes, values and approaches of managers and employees to the new strategies, processes and plans to improve productivity and performance. However, pre-existing conditions and attitudes could have an effect. It is essential to ensure that organisations are ready to introduce performance management systems and to provide sound change leadership to drive the process effectively. This study contributes to the body of knowledge about the challenges and factors organisations should consider when they

Impact of Training and Development on Employees Performance in Bosnia And Herzegovina

Directory of Open Access Journals (Sweden)

Serkan Bayraktaroglu

2014-12-01

Full Text Available Companies today are forced to compete and to act professionally in those harsh times, so it is very important to have right employees for better company`s rating. It is crucial that staff needs to have better knowledge, skills and competencies. More and more companies are acknowledging Human Resources (training and development as their main key for success and bigger focus is on employee – customer relation. Main objective of this study was to find out impact of training and development on employee’s performance and Bosnia and Herzegovina was taken as an example. This study was back grounded by the two different questionnaires one for the employees and one for the managers or owners of the companies. Results revealed that there is a huge impact on employee’s performance when it comes to the training programs and employees are fully aware that training programs give them better knowledge, improved skills and ideas for future career paths.

Performance management for nuclear power plant operators

International Nuclear Information System (INIS)

Fan Pengfei

2014-01-01

Fuel was loaded to Unit 3 of the second power plant in May 2010. The Second Operation Division stepped in the operation stage from production preparation and commissioning and exploration of performance management was started. By means of performance evaluation, a closed loop of performance management was formed, staff enthusiasm improved, and potential capability inspired through evaluation, analysis and improvement. The performance evaluation covers attitude, skill, efficiency, performance, teamwork sense, cooperation, etc. Quantitative appraisal was carried out through 31 objective indicators of the working process and results. According to the evaluation results and personal interviews, indicators were modified. Through the performance evaluation, positive guidance is provided to the employees to promote the development of employees, departments and the enterprise. (authors)

Employee engagement, organisational performance and individual wellbeing: Exploring the evidence, developing the theory

OpenAIRE

Truss, C.; Shantz, A.; Soane, E.; Emma, C.; Alfes, K.; Delbridge, R.

2013-01-01

The development of mainstream human resource management (HRM) theory has long been concerned with how people management can enhance performance outcomes. It is only very recently that interest has been shown in the parallel stream of research on the link between employee engagement and performance, bringing the two together to suggest that engagement may constitute the mechanism through which HRM practices impact individual and organisational performance. However, engagement has emerged as a ...

High performance work systems and employee well-being: a two stage study of a rural Australian hospital.

Science.gov (United States)

Young, Suzanne; Bartram, Timothy; Stanton, Pauline; Leggat, Sandra G

2010-01-01

This paper aims to explore the attitudes of managers and employees to high performance work practices (HPWS) in a medium sized rural Australian hospital. The study consists of two stages. Stage one involved a qualitative investigation consisting of interviews and focus group sessions with senior, middle and line management at the hospital. Bowen and Ostroffs framework was used to examine how strategic HRM was understood, interpreted and operationalised across the management hierarchy. Stage one investigates the views of managers concerning the implementation of strategic HRM/HPWS. Stage two consisted of a questionnaire administered to all hospital employees. The mediation effects of social identification on the relationship between high performance work systems and affective commitment and job satisfaction are examined. The purpose of stage two was to investigate the views and effects of SHRM/HPWS on employees. It should be noted that HPWS and strategic HRM are used inter-changeably in this paper. At the management level the importance of distinctiveness, consistency and consensus in the interpretation of strategic HRM/HPWS practices across the organization was discovered. Findings indicate that social identification mediates the relationship between HPWS and affective commitment and also mediates the relationship between HPWS and job satisfaction. High performance work systems may play a crucial role facilitating social identification at the unit level. Such practices and management support is likely to provide benefits in terms of high performing committed employees. The paper argues that team leaders and managers play a key role in building social identification within the team and that organizations need to understand this role and provide recognition, reward, education and support to their middle and lower managers.

A Study on the Relationship between Human Resource Management Practices and Organizational Performance

Directory of Open Access Journals (Sweden)

Özden AKIN

2012-12-01

Full Text Available The main goal of this study is to investigate the relationship between organizational performance variables and Human Resource Management practices. Workforce planning, training and development, performance appraisal, rewarding, firm-employee relationship, and internal communication are used as human resource management practices. Employee turnover rate, employee productivity, and sales are used as organizational performance variables. The results are collected by survey from 108 companies which are the members of Istanbul Chamber of Industry (ICI. Analyses show that workforce planning has a significant effect on employee productivity and sales, but no significant effect on employee turnover rate. The results also show that employee turnover rate is negatively associated with employee productivity and sales.

NS&T Management Observations: Quarterly Performance Analysis

Energy Technology Data Exchange (ETDEWEB)

Gianotto, David [Idaho National Lab. (INL), Idaho Falls, ID (United States)

2014-09-01

The INL Management Observation Program (MOP) is designed to improve managers and supervisors understanding of work being performed by employees and the barriers impacting their success. The MOP also increases workers understanding of managements’ expectations as they relate to safety, security, quality, and work performance. Management observations (observations) are designed to improve the relationship and trust between employees and managers through increased engagement and interactions between managers and researchers in the field. As part of continuous improvement, NS&T management took initiative to focus on the participation and quality of observations in FY-14. This quarterly report is intended to (a) summarize the participation and quality of management’s observations, (b) assess observations for commonalities or trends related to facility or process barriers impacting research, and (c) provide feedback and make recommendations for improvements NS&T’s MOP.

The determinants of employee participation in occupational health and safety management.

Science.gov (United States)

Masso, Märt

2015-01-01

This article focuses on employee direct participation in occupational health and safety (OHS) management. The article explains what determines employee opportunities to participate in OHS management. The explanatory framework focuses on safety culture and safety management at workplaces. The framework is empirically tested using Estonian cross-sectional, multilevel data of organizations and their employees. The analysis indicates that differences in employee participation in OHS management in the Estonian case could be explained by differences in OHS management practices rather than differences in safety culture. This indicates that throughout the institutional change and shift to the European model of employment relations system, change in management practices has preceded changes in safety culture which according to theoretical argument is supposed to follow culture change.

Best Practices in Human Resource Management: The Source of Excellent Performance and Sustained Competitiveness

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Martin Šikýř

2013-03-01

Full Text Available Based on summarizing the results of the global research on human resource management and the author’s dissertation research on best practices in human resource management, the paper attempts to explain the essence of the positive relationship between best practices in human resource management and organizational performance and competitiveness. It supports the assumption that the essence is the optimal system of human resource management, based on proven best practices in job design, employee selection, performance management, employee compensation or employee training, that enables managers to achieve expected organizational performance and competitiveness by achieving desired employee abilities, motivation and performance. The author's dissertation research verified the theoretical assumptions about application of best practices in human resources management and through a questionnaire survey examined the views of executives and HR managers from Czech TOP 100 companies or the best employers in the Czech Republic.

A Study on the Relationship between Human Resource Management Practices and Organizational Performance

OpenAIRE

Özden AKIN; Hayat Ebru ERDOST ÇOLAK

2012-01-01

The main goal of this study is to investigate the relationship between organizational performance variables and Human Resource Management practices. Workforce planning, training and development, performance appraisal, rewarding, firm-employee relationship, and internal communication are used as human resource management practices. Employee turnover rate, employee productivity, and sales are used as organizational performance variables. The results are collected by survey from 108 companies wh...

Subjective performance evaluations and employee careers

DEFF Research Database (Denmark)

Frederiksen, Anders; Lange, Fabian; Kriechell, Ben

Firms commonly use supervisor evaluations to assess the performance of employees who work in complex environments. Doubts persist whether their subjective nature invalidates using these performance measures to learn about careers of individuals and to inform theory in personnel economics. We...... examine personnel data from six large companies and establish how subjective ratings, interpreted as ordinal rankings of employee performances within narrowly defined peer-groups, correlate with objective career outcomes. We find many similarities across firms in how subjective ratings correlate with base...

Managing Reward Strategy to Enhance Employee Performance

African Journals Online (AJOL)

Prof

strategy in organizations with a view to ascertaining its efficacy on ... (contingent or variable pay), or for their services in the job (service-related pay). ... The concepts of rewards and incentives are interchangeably used by .... employee's base salary or in most cases organization use a combination of ... to the market values.

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...

When middel managers are doing employee coaching

DEFF Research Database (Denmark)

Spaten, Ole Michael; Flensborg, Winnie

2013-01-01

-by-doing: Spaten, 2011b) - when they were coaching their 75 employees through an online survey and semi-structured interviews. Methods: Four middle managers and employees were interviewed after the intervention. Thematic analysis was chosen and elicited three main themes: (1) coaching skills; (2) professional...... and personal development; and (3) the coaching relationship and power relation. Results: The study found that the manager as coach should be highly sensitive and empathetic in building the coaching relationship, should be aware of the power relation, and should draw clear boundaries between their role...

Career Management and Employee Motivation in Low Skilled, Low Margin Environments

International Nuclear Information System (INIS)

Salman, S; Khan, A

2014-01-01

Career management enhances the level of motivation, resilience, awareness and the direction of employees' careers goals relative to the existing job opportunities within and outside an organisation. The main aim of this paper is to evaluate how a low-skilled company environment can use career management as a tool for employee motivation. While using Company A (Food company) as its case study organisation, the research utilises an interpretivism philosophy, deductive research approach, case study research strategy, and random sampling method. Primary data is collected by way of interviews and questionnaires and analysed using coding method. The study establishes that Company A has a robust employee career management programme. This programme is based on both short-term and long-term goals and aims to meet both individual employees' and organisation-wide goals. Specifically, the study establishes that Company A employee career management programme helps employees to make wise career decisions, become aware of available career opportunities, set career goals, execute career goals, explore their careers, and experience career progression. The findings have implications for employee motivation in other low skilled work environments

Employee organizational commitment and hospital performance.

Science.gov (United States)

Baird, Kevin M; Tung, Amy; Yu, Yanjie

2017-09-15

There is widespread evidence of the purported benefits of employee organizational commitment (EOC) and its impact on both individual and organizational performance. This study contributes to this literature by providing a unique insight into this relationship, focusing on the interrelationship between EOC with hospital performance and the role of the provision of adequate facilities in eliciting EOC. The aim of this study was to introduce and empirically examine a new theoretical model in which it is argued that the performance of hospitals with regard to the provision of adequate facilities (medical facilities, support facilities, and staff resources) influences the level of EOC, which in turn influences hospital performance with regard to patient care and operational effectiveness. To examine the interrelationships between the provision of adequate facilities, EOC, and hospital performance, the study utilizes a survey of hospital managers. The findings support the theoretical model, with the provision of support facilities and staff resources positively indirectly associated with both patient care and operational effectiveness through their impact on EOC. The findings highlight the importance of providing adequate facilities and EOC within hospitals and suggest that CEOs and general managers should try to enhance the provision of such resources in an attempt to elicit EOC within their hospitals. The findings suggest that managers should try to enhance their provision of adequate facilities in order to elicit EOC and enhance hospital performance. With regard to medical facilities, they should consider and incorporate the latest technology and up-to-date equipment. They should also provide adequate staff resources, including appropriate numbers of beds, nurses, and doctors, to prevent "fatigue" (West, 2001, p. 41) and provide adequate support facilities.

Employee Spirituality in the Workplace: A Cross-Cultural View for the Management of Spiritual Employees.

Science.gov (United States)

Lewis, Jeffrey S.; Geroy, Gary D.

2000-01-01

Discusses six entry points to initiate discussion of employee spirituality in management education: cross-cultural management, workplace diversity, leadership, team management, organizational culture, and human resource development. (SK)

Do managers experience more stress than employees?

DEFF Research Database (Denmark)

Skakon, Janne; Kristensen, Tage S.; Christensen, Karl Bang

2011-01-01

Aim: To examine whether managers’ perceived stress and work strain is higher than perceived stress and work strain among employees. Methods: The study is based on questionnaire responses from 2052 respondents (128 managers and 1924 employees) at 48 worksites. Bi-variate and multivariate analyses...... were used to explain possible differences in stress levels and related mediators. Results: Managers experienced higher demands, higher level of conflicts, and lower degree of social support from peers. They tended to experience significantly lower emotional stress, whereas this trend was non......-significant with regards to behavioural, somatic and cognitive stress. The difference was partly explained by higher scores in the psychosocial work environment factors; job satisfaction, perceived management quality from their managers, influence, degrees of freedom at work, possibilities for development and meaning...

The Influence of Employee Share Ownership Schemes on Firm Performance: the Case of Zimbabwean Firms

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Maxwell Sandada

2016-04-01

Full Text Available The purpose of this study was to examine the influence of employee share ownership schemes on firm performance in the case of Zimbabwean companies. The study sought to provide valuable insights on the influence of this initiative on employee productivity and organisational performance in Zimbabwe. A cross sectional design was employed to collect data from Confederation of Zimbabwe Industry listed companies using simple random sampling. The study revealed that financial benefits from EOSs, employee participation, ECOS communication and percentage of shareholding have a significant positive relationship with firm performance. The study has important implications for the implementation and management of ESOs in the context of a development country such as Zimbabwe.

Employee Retention Strategies And Organizational Performance ...

African Journals Online (AJOL)

Implication of the results for practice is that any organization that fails to put in place adequate employee retention strategies is not likely to retain competent and motivated workforce in its employment and hence experience frequent labour turnover and poor organizational performance. Keywords: Employees, Retention ...

From manager’s emotional intelligence to objective store performance : Through store cohesiveness and sales-directed employee behavior

NARCIS (Netherlands)

Wilderom, C.P.M.; Hur, Y.; Wiersma, U.J.; van den Berg, Petrus; Lee, J.

2015-01-01

The relationships among manager's emotional intelligence, store cohesiveness, sales-directed employee behavior, and objective store performance were investigated. Non-managerial sales employees of a large retail electronics chain in South Korea (N = 1611) rated the emotional intelligence of their

Human resource management tool of motivation and employees job ...

African Journals Online (AJOL)

Chi-square and correlation-co-efficient statistical methods were used to test the hypotheses. The following were the findings of the study: 1. There is significant relationship of employees motivation on their job satisfaction (2) There is a cordial relationship between management employees relationship and employees job ...

International employee perspectives on disability management.

Science.gov (United States)

Wagner, Shannon; Buys, Nicholas; Yu, Ignatius; Geisen, Thomas; Harder, Henry; Randall, Christine; Fraess-Phillips, Alex; Hassler, Benedikt; Scott, Liz; Lo, Karen; Tang, Dan; Howe, Caroline

2018-05-01

To provide an international analysis of employees' views of the influence of disability management (DM) on the workplace. An international research team with representation from Australia, Canada, China, and Switzerland collected survey data from employees in public and private companies in their respective regions. Due to lack of availability of current measures, a research team-created survey was used and a total of 1201 respondents were collected across the four countries. Multiple linear (enter) regression was also employed to predict DM's influence on job satisfaction, physical health, mental health, workplace morale and reduced sickness absence, from respondents' perceptions of whether their company provided disability prevention, stay-at-work, and return-to-work initiatives within their organization. One-way ANOVA comparisons were used to examine differences on demographic variables including company status (public versus private), union status (union versus nonunion), and gender. The perceived influence of DM programs was related to perceptions of job satisfaction; whereas, relationships with mental health, physical health, morale, and sickness absence were variable according to type of DM program and whether the response was related to self or others. Difference analyses (ANOVA) revealed significantly more positive perceptions for private and nonunion organizations; no gender effects were found. There is perceived value of DM from the perspective of employees, especially with respect to its value for coworkers. Implications for Rehabilitation Rehabilitation efforts should continue to focus attention on the value of disability management (DM). In particular, DM that is fully committed to the biopsychosocial model would be supported by this research. Employees reported the most value in the psychosocial variables addressed by DM, such that rehabilitation professionals could focus on these valued aspects to improve buy-in from employees. The interest in

The Role of Human Resource Management in Employee Motivation

Directory of Open Access Journals (Sweden)

Muhammed Kürşad ÖZLEN

2014-05-01

Full Text Available The main objectives of this study are to present the condition of Human resources management in Bosnian and Herzegovinian companies. Therefore, the developed survey questionnaire is conducted through the employees of Bosnian companies. Data was obtained from surveyed 193 employees, and descriptively analyzed using SPSS software. The results identified low level of human resources management in Bosnia and Herzegovina. It can be suggested that Bosnian companies should develop their human resources strategies and functions and enhance the motivation of their employees in order to get more benefit.

Disability management: corporate medical department management of employee health and productivity.

Science.gov (United States)

Burton, W N; Conti, D J

2000-10-01

This study describes a proactive in-house program for managing short-term disability (STD) in the workforce of a very large banking system. The goals of this program were to (1) minimize the personal and economic impacts of STD by early intervention, (2) validate the extent and duration of STD, and (3) coordinate medical services and provide guidance to managers that would facilitate an early return to work. This program was made possible by the installation of a comprehensive database, called Occupational Medicine and Nursing Information System. This database mainly includes employees' claims for inpatient and outpatient health services, disability and workers' compensation benefits, wellness program participation, medical examinations and laboratory tests, use of prescription drugs, and results of Health Risk Appraisals. As a result of these efforts, STD event duration declined after this STD management program was implemented in locations heretofore outside the system, and by providing full pay for part-time work after STD, within the system as well. Of note, the average number of STD days per employee showed substantial variation by health plan, including the fact that it was higher (3.9 STD days/employee) for health maintenance organization participants than for indemnity plan members (2.7 STD days/employee).

Effects of Inclusive Leadership on Employee Voice Behavior and Team Performance: The Mediating Role of Caring Ethical Climate

Directory of Open Access Journals (Sweden)

Lei Qi

2017-09-01

Full Text Available As an emerging research field of leadership, inclusive leadership reflects the new style of leadership demanded by researchers and practitioners. Is it a leadership style that can better integrate employees and organizations and adapt to new complex management situation? Based on theories of social exchange, organizational support, and self-determination, this study investigated the impact of inclusive leadership on employee voice behavior and team performance through caring ethical climate. We evaluated the model with a time-lagged data of 329 team members from 105 teams in six cities in China. Results indicated as following: inclusive leadership was positively correlated with employee voice behavior at the individual level and team performance at the team level; caring ethical climate mediated the relationship between inclusive leadership and employee voice behavior at the individual level, as well as mediated the relationship between inclusive leadership and team performance at the team level. This study revealed the mechanism of the positive cross-level effects of inclusive leadership on the caring ethical climate, employee voice behavior, and team performance. These findings also provided important contributions for human resource management and practice.

Employee effort - reward balance and first-level manager transformational leadership within elderly care.

Science.gov (United States)

Keisu, Britt-Inger; Öhman, Ann; Enberg, Birgit

2018-03-01

Negative aspects, staff dissatisfaction and problems related to internal organisational factors of working in elderly care are well-known and documented. Much less is known about positive aspects of working in elderly care, and therefore, this study focuses on such positive factors in Swedish elderly care. We combined two theoretical models, the effort-reward imbalance model and the Transformational Leadership Style model. The aim was to estimate the potential associations between employee-perceived transformational leadership style of their managers, and employees' ratings of effort and reward within elderly care work. The article is based on questionnaires distributed at on-site visits to registered nurses, occupational therapists, physiotherapists (high-level education) and assistant nurses (low-level education) in nine Swedish elderly care facilities. In order to grasp the positive factors of work in elderly care, we focused on balance at work, rather than imbalance. We found a significant association between employees' effort-reward balance at work and a transformational leadership style among managers. An association was also found between employees' level of education and their assessments of the first-level managers. We conclude that the first-level manager is an important actor for achieving a good workplace within elderly care, since she/he influences employees' psychosocial working environment. We also conclude that there are differences and inequalities, in terms of well-being, effort and reward at the work place, between those with academic training and those without, in that the former group to a higher degree evaluated their first-level manager to perform a transformational leadership style, which in turn is beneficial for their psychosocial work environment. Consequently, this (re)-produce inequalities in terms of well-being, effort and reward among the employees at the work place. © 2017 Nordic College of Caring Science.

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.

The Linkage Between Work Unit Performance Perceptions of U.S. Federal Employees and Their Job Satisfaction: An Expectancy Theory

Directory of Open Access Journals (Sweden)

Soyoung PARK

2018-02-01

Full Text Available Public organizations are interested in how to improve their performance. Performance in a work unit can also influence employee job satisfaction due to positive expectations based on higher performance. Thus, our study attempts to investigate if organizational performance has an impact on employee motivation under the premise that employees who perform better in a work unit expect greater professional recognition and rewards. By using data from the 2013 Federal Employee Viewpoint Survey (FEVS, we find that employees who perceive higher levels of performance in a work unit have a higher level of job satisfaction. This paper further shows that performance perception based on rewards is also positively related to job satisfaction.However, underrepresented groups (female and non-white, older employees and mid-level (work experience from 6 to 14 years employees are less satisfied with higher work unit performance. Finally, employees in the distributive agency category are more satisfied with work unit performance while those in the regulatory agency category are less satisfied with work unit performance. In conclusion, organizations should recognize particular characteristics of employees to develop the policies related to performance management, and effectively utilize these policies in order to attract and retain proficient workers.

Strategic Collaborative Quality Management and Employee Job Satisfaction

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Ali Mohammad Mosadeghrad

2014-05-01

Full Text Available Background This study aimed to examine Strategic Collaborative Quality Management (SCQM impact on employee job satisfaction. Methods The study presents a case study over six years following the implementation of the SCQM programme in a public hospital. A validated questionnaire was used to measure employees’ job satisfaction. The impact of the intervention was measured by comparing the pre-intervention and post-intervention measures in the hospital. Results The hospital reported a significant improvement in some dimensions of job satisfaction like management and supervision, organisational policies, task requirement, and working conditions. Conclusion This paper provides detailed information on how a quality management model implementation affects employees. A well developed, well introduced and institutionalised quality management model can improve employees’ job satisfaction. However, the success of quality management needs top management commitment and stability.

The Impact of Human Resource Management Practices on Employee Turnover

OpenAIRE

Ozoliņa-Ozola, I

2014-01-01

The aim of this research was to identify the human resource management practices that are effective for employee turnover reducing. For this purpose the methods of document analysis and expert survey were used. On the basis of analysis of the scientific literature retrieved from academic databases the human resource management practices, which were mentioned in connection with employee turnover, were detected and described its effect on employee turnover. By conducting two separate expert sur...

From employee representation to problem-solving: Mainstreaming OHS management

DEFF Research Database (Denmark)

Hasle, Peter; Seim, Rikke; Refslund, Bjarke

2016-01-01

. The role of OHS representatives has accordingly changed to focus on solving specific problems in the workplace as an integrated part of daily operations. Both management and colleagues consider the OHS representatives as a resource that can be utilized to manage the work environment. The consequences......The role of occupational health and safety representatives is changing. A study in 60 Danish enterprises indicates that representation, and especially negotiation on behalf of colleagues, has diminished. The work environment is mainstreamed in many enterprises and is rarely an area of conflict...... of this development for the employees may be a stronger joint management–employee effort to improve the work environment, but also management domination and an accordingly weaker employee voice in some companies....

Employee Engagement Factor for Organizational Excellence

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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.

The linkage between knowledge management practices and company Performance: Empirical evidence

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Nausheen Syed

2013-03-01

Full Text Available Purpose: This study explores the linkage between Knowledge management practices and company performance. Keeping in view the theoretical and empirical importance, the present study examines the predicting linkage of Knowledge management practices (sharing of best practices and building of consistent process, continues employee learning, effective management of knowledge, innovative culture development, and management of core competencies with company performance.Methodology: The study was carried out on purposively selected sample of 412 employees at different managerial positions. They were administered questionnaires including Knowledge Management Practices and company performance. Data was operated by using SPSS version 20.Correlation and regression analysis was done to establish the relationship between various Knowledge management practices and company performance.Findings: Results of this study illustrated that all selected Knowledge management were positively related to company performance. Based on the findings, and management of core competencies was the strongest predictor of company performance, followed by innovative culture development, effective management of knowledge and sharing of best practices and building of consistent process, continues employee learning.Research limitations/implications: The paper focuses on examining the perceptual impacts of Knowledge management (KM practices on company performance. The interpretation of results should be taken with caution.Value: The aim of this research is to investigate the relationship between Knowledge management and company performance, study the importance of Knowledge management as a source of sustainable competitive advantages for companies and to investigate how the introduction of Knowledge management practices facilitates company performance to improve. The practices that have a more positive influence on company performance are also discussed.

Self-managed working time and employee effort: Microeconometric evidence

OpenAIRE

Beckmann, Michael; Cornelissen, Thomas

2014-01-01

Based on German individual-level panel data, this paper empirically examines the impact of self-managed working time (SMWT) on employee effort. Theoretically, workers may respond positively or negatively to having control over their own working hours, depending on whether SMWT increases work morale, induces reciprocal work intensification, or encourages employee shirking. We find that SMWT employees exert higher effort levels than employees with fixed working hours, but after accounting for o...

Personal Costs and Benefits of Employee Intrapreneurship: Disentangling the Employee Intrapreneurship, Well-Being, and Job Performance Relationship.

Science.gov (United States)

Gawke, Jason C; Gorgievski, Marjan J; Bakker, Arnold B

2017-12-28

Ample studies have confirmed the benefits of intrapreneurship (i.e., employee behaviors that contribute to new venture creation and strategic renewal activities) for firm performance, but research on the personal costs and benefits of engaging in intrapreneurial activities for employees is lacking. Building on job demands-resources and reinforcement sensitivity theories, we examined how employees' reinforcement sensitivity qualified the relationship among their intrapreneurial behavior, subjective well-being, and other-rated job performance. Using a sample of 241 employee dyads, the results of moderated mediation analyses confirmed that employee intrapreneurship related positively to work engagement for employees high (vs. low) in sensitivity to rewards (behavioral approach system), which subsequently related positively to innovativeness and in-role performance and negatively to work avoidance. In contrast, employee intrapreneurship related positively to exhaustion for employees high (vs. low) in sensitivity to punishments (behavioral inhibition system), which subsequently related positively to work avoidance and negatively to in-role performance (but not to innovativeness). Theoretical and practical implications are discussed. (PsycINFO Database Record (c) 2017 APA, all rights reserved).

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

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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.

PERFORMANCE MANAGEMENT - A CHALLENGE FOR ANY LEADER IN EDUCATION

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MUNGIU-PUPĂZAN MARIANA CLAUDIA

2017-11-01

Full Text Available Starting from Peter Druker's assessment that "the only correct test applied to an employee is related to how they work and not to what school they have learned and how long they have worked!", This Communication refers to the measurement of managerial performance as a primary component of human resource management. Performance measurement is a specific activity, important in the field of human resource management, materializing in the estimation of individual and group performance. An efficient performance evaluation system must be a well-articulated process with a clear definition of roles and time objectives for managers as well as for non-managerial positions within the organization. At the beginning of the implementation of the performance management system, it is important to discuss with employees about their perception of the concept of performance, which means the performance expectations expected by the company and which are expected to be the results of the stages of this system.

PERFORMANCE IMPROVEMENT STRATEGIES USED BY MANAGERS IN THE PRIVATE SECTOR

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Raþiu Patricia

2013-07-01

Full Text Available Abstract: There are many situations in professional life when for various reasons we are employed in jobs that do not meet our emotional expectations our professional capabilities, our passions and therefore performance on that job will not be high. Analysis of the causes of under-utilization of human potential and adoption of appropriate strategies according to employee needs help reduce staff turnover costs. The main objective of the present paper consists in identifying managerial strategies which contribute to the improvement of the employees’ performances by stimulating their motivation, and the extent to which they are used in the managerial practice. Based on literature review we realized an integrated model and developed a classification, that present our own vision regarding performance improvement strategies. Our classification divides strategies for improving employees’ performances into four main groups: by employees’ development, by rewarding employees, by modifying the job description, by employee involvement in the organization. Starting from this model, through two types of questionnaires we have made an empirical research among managers as well as among office personnel, in order to capture both perspectives regarding the pursued objectives. For the present paper we will present only research results obtained for performance improvement strategies by employees’ development because support a higher degree of generality and do not depend on the organization characteristics. A quantitative data analize from the two samples show that there are differences between managers and employees perception when it comes to strategies used in their organizations and also manager did not know which determines employees to strive in order to improve their performance and obtain better results. The strategies to improve the employee’s performances, proposed within this article have the role to show the fact that managers cannot

Attitudes towards disability management: A survey of employees returning to work and their supervisors.

Science.gov (United States)

Busse, Jason W; Dolinschi, Roman; Clarke, Andrew; Scott, Liz; Hogg-Johnson, Sheilah; Amick, Benjamin C; Rivilis, Irina; Cole, Donald

2011-01-01

Return to work after a leave on disability is a common phenomenon, but little is known about the attitudes of employees or their supervisors towards the disability management process. We report on employee and supervisor feedback from one disability management experience. 389 consecutive employees from the Ontario offices of a single private Canadian insurance company returning to work from short-term disability, and their supervisors. We surveyed employees and their supervisors about their experience with, and attitudes towards, the disability management process. Of those surveyed, 88 employees and 75 supervisors provided data (response rates of 22.6% and 19.3% respectively). The majority of respondents (79.1% of employees and supervisors) endorsed positive attitudes towards their disability management experience. More than 25% of employees disagreed with the following three items: case managers contributed to recovery, case managers removed barriers to recovery, and sufficient support was provided in the return to work process. More than 25% of employees and managers reported that a commitment to modify an unhelpful work situation was not followed through. The majority of participating employees returning to work from short-term disability, and their supervisors, reported a high level of satisfaction with the disability management process. Areas that may benefit from attention include some aspects of case manager-employee interaction and ensuring that support during the return to work process is provided, including modification to work situations when appropriate.

Mental models of safety: do managers and employees see eye to eye?

Science.gov (United States)

Prussia, Gregory E; Brown, Karen A; Willis, P Geoff

2003-01-01

Disagreements between managers and employees about the causes of accidents and unsafe work behaviors can lead to serious workplace conflicts and distract organizations from the important work of establishing positive safety climate and reducing the incidence of accidents. In this study, the authors examine a model for predicting safe work behaviors and establish the model's consistency across managers and employees in a steel plant setting. Using the model previously described by Brown, Willis, and Prussia (2000), the authors found that when variables influencing safety are considered within a framework of safe work behaviors, managers and employees share a similar mental model. The study then contrasts employees' and managers' specific attributional perceptions. Findings from these more fine-grained analyses suggest the two groups differ in several respects about individual constructs. Most notable were contrasts in attributions based on their perceptions of safety climate. When perceived climate is poor, managers believe employees are responsible and employees believe managers are responsible for workplace safety. However, as perceived safety climate improves, managers and employees converge in their perceptions of who is responsible for safety. It can be concluded from this study that in a highly interdependent work environment, such as a steel mill, where high system reliability is essential and members possess substantial experience working together, managers and employees will share general mental models about the factors that contribute to unsafe behaviors, and, ultimately, to workplace accidents. It is possible that organizations not as tightly coupled as steel mills can use such organizations as benchmarks, seeking ways to create a shared understanding of factors that contribute to a safe work environment. Part of this improvement effort should focus on advancing organizational safety climate. As climate improves, managers and employees are likely to agree

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.

The Influences of Transformational Leaderships on Employees Performance (A Study of the Economics and Business Faculty Employee at University of Muhammadiyah Malang)

OpenAIRE

Kamel Saleh Khalifa Elgelal; Noermijati Noermijati

2015-01-01

This study aims at investigating the effect of direct transformational leadership on employee motivation, jobs satisfaction, and employee performance. Then investigating the effect of direct employee satisfaction and motivation on employee job performance and employee's performance, and to know that job satisfaction gives direct influence on employee performance. Than in this study also investigates the influence of indirect transformational leadership on employee performance through employee...

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.

The Effect of Work Stress to Employee Performance at Bank Rakyat Indonesia in Manado Branch

OpenAIRE

Paputungan, Fitryah

2013-01-01

Stress is a common element in any kind of job and people face it in almost every walk of life. In the banking sector particularly, higher management do not realize the impact of stress on employee performance which ultimately results in critical managerial dilemmas. Work overload & time pressure to complete too much work in short span of time is big source of stress which decrease the performance of employees. The purpose of this research are to analyze the influence of work stress on employe...

Employee Motivation, Recruitment Practices and Banks Performance in Nigeria

Directory of Open Access Journals (Sweden)

Adeola Mukarramah Modupe

2016-12-01

Full Text Available Many organisations recognizes the use of human resource as a major influence to their success. And with today’s competitive environment, it is imperative for organisations to find ways to be more effective and efficient in utilizing their resources so as to improve their general performance. Hence, there is need to recruit and retain highly qualified and motivated employees in order to remain competitive in the unstable environment. This study evaluates the relationship between recruitment practices, employee motivation and their impact on organisational performance focusing on the Nigerian banking industry, with a view to investigating factors that motivate employees of Nigerian banks and the methods banks adopt to motivate their employees. The study also assesses recruitment and selection methods used by Nigerian banks to select effective employees. The study is a cross-sectional in time and the primary data collected from a conveniently selected sample of 60 employees each of the seven selected banks. Face-to-face survey and interview was carried out in order to achieve the research objectives and back up theoretical findings. Using correlation and thematic analysis, the results indicated that there was a strong positive relationship between employee motivation, recruitment practices and organisational performance. Findings from the analysis identified that bank employees are mostly extrinsically motivated; although intrinsic factors also motivate them, it is not as motivating as extrinsic factors. The banks also provide more of extrinsic motivators to increase the performance of their employees. The banks make use of various methods of employee selection, by dividing the methods into stages. In addition, recruiting is mostly undertaken through recruitment agencies or advert placements. The study provides future recommendations that banks in Nigeria should be firmer in their selection processes; this will allow them to identify unsuitable

Calling line managers in employee continuous professional development in South East Asia

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Anubama Ramachandra

2011-11-01

Full Text Available Purpose: The paper aims to study the relationship of Line Managers’ (LMs Human Resource (HR role and its facets within employee’s Continuous Professional Development (CPD.Design/methodology/approach: A quantitative approach using 100 questionnaires were distributed to line managers in a South East Asia with a response rate of 87%.Findings: Results depict that LMs are actively involved in Strategic Partner, Employee Champion, and Change Agent roles. Study also shows that these three HR roles correlate with employee CPD. LMs’ are neither involved in Administrative Expert role, nor it correlates with employee Continuous Professional Development.Research limitations: Inability of the line managers to be fully involved with the four HR roles constraints the process of line manager deployment of HR roles specifically to employee CPD.Practical implications: Argues that the importance of strategic partner, employee champion, and change agent roles are the most important barrier and enabler of employee CPD, thus indirectly promoting organizational success and productivity.Social implications: Highlights the difficulties of managing organisations by getting the line managers directly involve in the development of employee CPD. Many line managers have to be made and given opportunities to develop their capabilities on this platform. Contends that HR can help an organization to succeed, provided that all line managers understand their roles, work together and take responsibility for their contribution. In addition is the adoption of the HR roles for the smooth delivery of HR functions which aligns with the overall organizational success.Originality/value: Specific HR roles are significant importance to the development of employee CPD within the setting of this South East Asian organization.

Facilitating job retention for chronically ill employees: perspectives of line managers and human resource managers.

Science.gov (United States)

Haafkens, Joke A; Kopnina, Helen; Meerman, Martha G M; van Dijk, Frank J H

2011-05-17

Chronic diseases are a leading contributor to work disability and job loss in Europe. Recent EU policies aim to improve job retention among chronically ill employees. Disability and occupational health researchers argue that this requires a coordinated and pro-active approach at the workplace by occupational health professionals, line managers (LMs) and human resource managers (HRM). Little is known about the perspectives of LMs an HRM on what is needed to facilitate job retention among chronically ill employees. The aim of this qualitative study was to explore and compare the perspectives of Dutch LMs and HRM on this issue. Concept mapping methodology was used to elicit and map statements (ideas) from 10 LMs and 17 HRM about what is needed to ensure continued employment for chronically ill employees. Study participants were recruited through a higher education and an occupational health services organization. Participants generated 35 statements. Each group (LMs and HRM) sorted these statements into six thematic clusters. LMs and HRM identified four similar clusters: LMs and HRM must be knowledgeable about the impact of chronic disease on the employee; employees must accept responsibility for work retention; work adaptations must be implemented; and clear company policy. Thematic clusters identified only by LMs were: good manager/employee cooperation and knowledge transfer within the company. Unique clusters identified by HRM were: company culture and organizational support. There were both similarities and differences between the views of LMs and HRM on what may facilitate job retention for chronically ill employees. LMs perceived manager/employee cooperation as the most important mechanism for enabling continued employment for these employees. HRM perceived organizational policy and culture as the most important mechanism. The findings provide information about topics that occupational health researchers and planners should address in developing job retention

Facilitating job retention for chronically ill employees: perspectives of line managers and human resource managers

Directory of Open Access Journals (Sweden)

Meerman Martha GM

2011-05-01

Full Text Available Abstract Background Chronic diseases are a leading contributor to work disability and job loss in Europe. Recent EU policies aim to improve job retention among chronically ill employees. Disability and occupational health researchers argue that this requires a coordinated and pro-active approach at the workplace by occupational health professionals, line managers (LMs and human resource managers (HRM. Little is known about the perspectives of LMs an HRM on what is needed to facilitate job retention among chronically ill employees. The aim of this qualitative study was to explore and compare the perspectives of Dutch LMs and HRM on this issue. Methods Concept mapping methodology was used to elicit and map statements (ideas from 10 LMs and 17 HRM about what is needed to ensure continued employment for chronically ill employees. Study participants were recruited through a higher education and an occupational health services organization. Results Participants generated 35 statements. Each group (LMs and HRM sorted these statements into six thematic clusters. LMs and HRM identified four similar clusters: LMs and HRM must be knowledgeable about the impact of chronic disease on the employee; employees must accept responsibility for work retention; work adaptations must be implemented; and clear company policy. Thematic clusters identified only by LMs were: good manager/employee cooperation and knowledge transfer within the company. Unique clusters identified by HRM were: company culture and organizational support. Conclusions There were both similarities and differences between the views of LMs and HRM on what may facilitate job retention for chronically ill employees. LMs perceived manager/employee cooperation as the most important mechanism for enabling continued employment for these employees. HRM perceived organizational policy and culture as the most important mechanism. The findings provide information about topics that occupational health

Identifying Critical Success Factors for TQM and Employee Performance in Malaysian Automotive Industry: A Literature Review

Science.gov (United States)

Nadia Dedy, Aimie; Zakuan, Norhayati; Zaidi Bahari, Ahamad; Ariff, Mohd Shoki Md; Chin, Thoo Ai; Zameri Mat Saman, Muhamad

2016-05-01

TQM is a management philosophy embracing all activities through which the needs and expectations of the customer and the community and the goals of the companies are satisfied in the most efficient and cost effective way by maximizing the potential of all workers in a continuing drive for total quality improvement. TQM is very important to the company especially in automotive industry in order for them to survive in the competitive global market. The main objective of this study is to review a relationship between TQM and employee performance. Authors review updated literature on TQM study with two main targets: (a) evolution of TQM considering as a set of practice, (b) and its impacts to employee performance. Therefore, two research questions are proposed in order to review TQM constructs and employee performance measure: (a) Is the set of critical success factors associated with TQM valid as a whole? (b) What is the critical success factors should be considered to measure employee performance in automotive industry?

Square Pegs and Round Holes: Ruminations on the Relationship between Performance Appraisal and Performance Management

Science.gov (United States)

Gravina, Nicole E.; Siers, Brian P.

2011-01-01

Models of comprehensive Performance Management systems include both employee development and evaluative components. The Organizational Behavior Management discipline focuses almost exclusively on the developmental component, while the Industrial and Organizational Psychology discipline is focused on use of performance appraisals. Performance…

Role of knowledge management practices for escalating universities’ performance in Pakistan

Directory of Open Access Journals (Sweden)

Raja Ahmed Jamil

2015-10-01

Full Text Available The purpose of this study is to examine the role of knowledge management practices in enhancing performance of universities, specifically in the context of Pakistan. A convenient sample of 450 employees from the universities all over the Pakistan was taken for the study. Exploratory factor analysis was performed to identify the elements of knowledge management and linear regression analysis was performed to test the hypotheses presented in the study. This study measures the moderating role of technology in the knowledge management framework. Furthermore, it relied on R&D, employee commitment and industry linkages to construct universities’ performance. The results revealed that knowledge management process and knowledge management infrastructure (HR and culture are significant predictors of the performance of universities. It was also found that technology moderates the relationship of knowledge management dimensions and universities’ performance. The study highlighted that with proper attention towards knowledge management infrastructure, knowledge management processes and technology, universities can outperform their competitors.

Do managers experience more stress than employees? Results from the Intervention Project on Absence and Well-being (IPAW) study among Danish managers and their employees.

Science.gov (United States)

Skakon, Janne; Kristensen, Tage S; Christensen, Karl Bang; Lund, Thomas; Labriola, Merete

2011-01-01

To examine whether managers' perceived stress and work strain is higher than perceived stress and work strain among employees. The study is based on questionnaire responses from 2052 respondents (128 managers and 1924 employees) at 48 worksites. Bi-variate and multivariate analyses were used to explain possible differences in stress levels and related mediators. Managers experienced higher demands, higher level of conflicts, and lower degree of social support from peers. They tended to experience significantly lower emotional stress, whereas this trend was insignificant with regards to behavioural, somatic and cognitive stress. The difference was partly explained by higher scores in the psychosocial work environment factors; job satisfaction, perceived management quality from their managers, influence, degrees of freedom at work, possibilities for development and meaning of work. For behavioural stress, 41% of the difference was explained by the preventive factors, 20% for somatic stress, 39% for emotional stress and 56% for cognitive stress. This study indicates that the preventive psychosocial factors explain parts of the managers' lower stress level. These results contradict the lay perception of managers being under higher pressure and experiencing more stress than employees. Interventions aiming at reducing employee stress levels, especially regarding behavioural and cognitive stress, could benefit from focussing on psychosocial work environment exposures such as skill discretion, meaning of work, psychological demands, information flow and management quality.

Impact of Incentive Schemes on Employee Performance: A Case ...

African Journals Online (AJOL)

Impact of Incentive Schemes on Employee Performance: A Case Study of ... several factors like motivation, absenteeism, employee turnover, production and productivity, ... conditions, team work, rewarding and work satisfaction of employees.

Comparing the perspectives of managers and employees of teaching hospitals about job motivation.

Science.gov (United States)

Mohebbifar, Rafat; Zakaria Kiaei, Mohammad; Khosravizadeh, Omid; Mohseni, Mohammad

2014-07-15

Recognition of career motivators and understanding of managers and employees in prioritizing them, in order to plan incentives for this understanding, can play an important role in increasing productivity and creating harmony between the goals of the organization and staff. This study was done to survey the importance of career motivating factors from perspective of employees and managers in educational hospitals of Iran. In this study 269 from a total of 1843 employees of educational hospitals in Qazvin province of Iran were selected through Quota-Random sampling and studied along with all 49 Managers. Lawrence Lindale questionnaire with 10 factors where used in order to determine motivational priorities. The results indicated that among the 10 studied motivational factors, from employees' viewpoint; "Good wages", "Good Working Conditions" and "Job Security" have the greatest roles in motivating employees. In the context of perspective agreement amongst employees and managers, the results showed 20 percent agreement. In this study, results of "Independent T" test showed a significant difference in comparison, between prioritizing employees' view and prediction of managers in the factors of "Job Security" (p = 0/031) and "Interesting Work" (p = 0/001). With respect to increase disagreement in the views of managers and employees as compared to previous studies, Managers need to pay more attention to cognition of motivational factors and make their viewpoints closer to actual motivational need of their employees. Attention to this fact can be a great help to the growth and productivity of the organization, making the organizational and individual goals closer and also keeping managers safe from execution of constant and undue motivational patterns.

Relationship Between Employee Motivation And Performance Of The Employees Working In Retail Sector In Jaipur

OpenAIRE

Dr. Neha Sharma; Ms. Avni Sharma

2017-01-01

The success and the failure of any business as a matter of fact depend largely on the employees: thus human resources are very essential to the organization as they are the key to prosperity, productivity and performance. How employees are perceived, treated and how they feel about themselves and ultimately their output directly and indirectly has an impact on their performance and development of the organization. De motivated employees under no circumstances will churn out decreased performa...

Managing problem employees: a model program and practical guide.

Science.gov (United States)

Miller, Laurence

2010-01-01

This article presents a model program for managing problem employees that includes a description ofthe basic types of problem employees and employee problems, as well as practical recommendations for. (1) selection and screening, (2) education and training, (3) coaching and counseling, (4) discipline, (5) psychological fitness-for-duty evaluations, (6) mental health services, (7) termination, and (8) leadership and administrative strategies. Throughout, the emphasis on balancing the need for order and productivity in the workplace with fairness and concern for employee health and well-being.

Employees Misbehaviour: Formes, Causes and What Management Should do to Handle With

Directory of Open Access Journals (Sweden)

Edit LUKÁCS

2009-01-01

Full Text Available In many organizations there are employees who sabotage processes, stealcompany property, harass others, cheat the management or mislead customers.These misbehaviours of the employees are pervasive and costly. In the sametime, they are warning that employees` needs are not met. Sometimes managersavoid to facing the unacceptable behaviours of the employee due to certainpsychological reasons. The approach of problem-employees is a challenge forthe managers. While most of them may be tempted to dismiss these employeesresearches have indicated that the best alternative is to learn how to behave withthat person.

Employee Fitness Programs: Exploring Relationships between Perceived Organizational Support toward Employee Fitness and Organizational Sustainability Performance

Directory of Open Access Journals (Sweden)

Zhe Wang

2018-06-01

Full Text Available This study investigates the influence of employee fitness programs on organizational sustainability performance from the perspective of organizational support as perceived by employees. Organizational sustainability performance was specified as a second-order factor, which was affected by three first-order factors: financial performance, social performance, and environmental performance. A snowball sampling method was employed to conduct an online survey of working adults in Shanghai to test the proposed hypotheses. Results show that perceived organizational support toward employee fitness has a positive and significant effect on organizational sustainability performance, and the positive effect is mediated by job satisfaction and organizational commitment. This study also provides theoretical and managerial implications.

The Impact of Performance Appraisal, Reward System, Job Stress, and Work Life Conflict to Employee Performance

OpenAIRE

Rumambie, Yuliana Fransisca

2014-01-01

Employee Performance is an important part in a company or organization. It plays a very important role in an organization because performance of the company or organization largely depends on the performance of its employee. Recently, organizations realize that there are several factors that can affect employee performance. Several factors that can considered as the major determinants of employee performance, such as Performance Appraisal, Reward System, Job Stress, and Work life conflict. Th...

Management and employee control in current industrial work

DEFF Research Database (Denmark)

Holt, Helle; Hvid, Helge

2014-01-01

This article examines how employee control is affected by the ongoing erosion of boundaries in work organization and established boundaries in the relationship between employees and management. One assumption is that the erosion of boundaries offers potential for increased employee control, meaning...... increased autonomy or self-determination at work (employee control how and when to do what). This assumption is supported by theories on the psychosocial working environment. Another assumption is that the erosion of boundaries threatens the frontiers from where employees can defend their interests......, and consequently reduces employees’ control of their work (what and how much to do). This assumption is supported by “labor process theory.” This article studies control and the erosion of boundaries in two case factories in the food industry. Two perspectives are applied: the psychosocial working environment...

Management and employee control in current industrial work

DEFF Research Database (Denmark)

Holt, Helle; Hvid, Helge

2014-01-01

, and consequently reduces employees’ control of their work (what and how much to do). This assumption is supported by “labor process theory.” This article studies control and the erosion of boundaries in two case factories in the food industry. Two perspectives are applied: the psychosocial working environment......This article examines how employee control is affected by the ongoing erosion of boundaries in work organization and established boundaries in the relationship between employees and management. One assumption is that the erosion of boundaries offers potential for increased employee control, meaning...... increased autonomy or self-determination at work (employee control how and when to do what). This assumption is supported by theories on the psychosocial working environment. Another assumption is that the erosion of boundaries threatens the frontiers from where employees can defend their interests...

Reducing job insecurity and increasing performance ratings: does impression management matter?

Science.gov (United States)

Huang, Guo-hua; Zhao, Helen Hailin; Niu, Xiong-ying; Ashford, Susan J; Lee, Cynthia

2013-09-01

Prior research on job insecurity has demonstrated its detrimental effects on both employees and the organization, yet no research has detailed how people actively deal with it. Drawing from proactivity research, this article argues that job insecurity prompts a proactive use of impression management tactics in the workplace. The effectiveness of these tactics depends on the level of supervisory liking for the employee and the attributions supervisors make regarding the employee's motives for the impression management behaviors (i.e., for the good of the organization or for self-interest). A 3-wave survey study of 271 Chinese employees and their supervisors showed that employees experiencing job insecurity in Time 1 reported using a variety of tactics to impress their supervisors at Time 2 and that these tactics curbed the affect associated with job insecurity and enhanced supervisor rated performance, through supervisor's liking and attributed motives. The relationship between impression management and increased supervisor-rated performance was moderated by supervisor attributions; the relationship between impression management and reduced affective job insecurity depended on supervisor liking. PsycINFO Database Record (c) 2013 APA, all rights reserved

Do New Production Concepts and a new Management of Employment Relations, yield higher Employee Performance and lower Job Strain?

Directory of Open Access Journals (Sweden)

Karolus Kraan

2007-05-01

Full Text Available In this article old versus new production concepts (NPCs and employment relation instruments, are studied, separately and in combination, to find out which yield high employee performance and low job strain. Therefore, in 2005, TNO conducted coupled surveys among 149 supervisors and employees. In the past decades, in reaction to dysfunctions of Tayloristic and professional bureaucratic production concepts and employment relations, several new forms of employment relations and NPCs, appeared. Examples are the Socio-technical NPC and customized employment relations. In this study both this NPC and customized employment relations - i.c. customized performance targets - demonstrate positive associations with employee performance. According to Socio-technical theory the design of employment relations is relatively unimportant, as human resources are mobilised primarily by the production concept. Our results for this NPC show the legitimacy of this assumption, because its high employee performance is irrespective of the employment relation instruments. On the contrary, in the other NPCs and in professional bureaucracies, the (employment relation instruments of respectively an increased period needed for learning the job, and customized performance targets can compensate for the lower employee performance in these production concepts. The results do not show increased job strain, due to new production concepts, or new employment relations. production concepts, employment relations, labour productivity, socio-technical theory

Employee Recognition and Performance: A Field Experiment

NARCIS (Netherlands)

C. Bradler (Christiane); A.J. Dur (Robert); S. Neckermann (Susanne); J.A. Non (Arjan)

2013-01-01

textabstractThis paper reports the results from a controlled field experiment designed to investigate the causal effect of public recognition on employee performance. We hired more than 300 employees to work on a three-hour data-entry task. In a random sample of work groups, workers unexpectedly

Employee recognition and performance: A field experiment

NARCIS (Netherlands)

Bradler, C.; Dur, R.; Neckermann, S.; Non, J.A.

2013-01-01

This paper reports the results from a controlled field experiment designed to investigate the causal effect of public recognition on employee performance. We hired more than 300 employees to work on a three-hour data-entry task. In a random sample of work groups, workers unexpectedly received

Employee performance, leadership style and emotional intelligence: An exploratory study in a South African parastatal

Directory of Open Access Journals (Sweden)

B. A. Hayward

2008-12-01

Full Text Available Purpose: The purpose of this research is to explore the relationship between employee performance, leadership style and emotional intelligence in the context of a South African parastatal. Problem Investigated: There is a lack of literature and empirical research on the type of leadership required to achieve high levels of employee performance within South African parastatals. Methodology: The Multifactor Leadership Questionnaire (MLQ was used to determine leadership style, while the Emotional Competency Profiler (ECP was used to determine the emotional intelligence of the sample of leaders. Employee performance data was provided by the parastatal, based on their performance management system. Data was analysed using correlation analysis, multiple regression analysis, the standard regression ANOVA/F-test, t-tests and Cronbach alpha reliability coefficient. Findings: The findings of the research show that the ECP is a reliable measure of emotional intelligence and that while the MLQ is a reliable measure of transformational leadership, it is not a reliable measure of transactional leadership. The results of the correlation analysis show a positive significant relationship between emotional intelligence and transformational leadership and a negative significant relationship between employee performance and emotional intelligence. The results of regressing employee performance on emotional intelligence and transformational leadership show that emotional intelligence and transformational leadership have no significant effect on employee performance. The results of the regression models of the research could be biased by the lack of variance in employee performance data. Value of the Research: The value of the research lies in it confirming the MLQ as a reliable measure of transformational leadership and the ECP as a reliable measure of emotional intelligence. The finding of a positive significant relationship between emotional intelligence and

The Influence Of Leadership, Talent Management, Organizational Cultureand Organizational Support On Employee Engagement

Directory of Open Access Journals (Sweden)

Jimmy Sadeli

2015-08-01

Full Text Available A leadership driven model was hypothesized to examine the simultaneous influences of three dimensions of leadership behaviors (transformational, transactional, and interaction between transformational and transactional on employee engagement, mediated by three intangible organizational factors: (1 talent management practices, (2 organizational culture, and (3 perceived organizational support (POS. Results of this research show that leadership behaviors (transformational and interaction between transformational and transactional significantly influence mediating variables (talent management practices, organizational culture and POS, whereas transactional leadership must interact with transformational leadership behavior to influence mediating variables. Both talent management practices and organizational culture influence employee engagement, while POS indirectly influences employee engagement.Keywords:Talent management practices, Employee engagement, Transformational and transactional Leadership behaviors, Leadership-driven model on employee engagement

[Job performance in work organizations: the effects of management by group goals and job interdependence].

Science.gov (United States)

Ikeda, Hiroshi; Furukawa, Hisataka

2015-04-01

cThis study examined the interactive effect of management by group goals and job interdependence on employee's activities in terms of task and contextual performance. A survey was conducted among 140 Japanese employees. Results indicated that management by group goals was related only to contextual performance. Job interdependence, however, had a direct effect on both task and contextual performance. Moreover, moderated regression analyses revealed that for work groups requiring higher interdependence among employees, management by group goals had a positive relation to contextual performance but not to task performance. When interdependence was not necessarily required, however, management by group goals had no relation to contextual performance and even negatively impacted task performance, respectively. These results show that management by group goals affects task and contextual performance, and that this effect is moderated by job interdependence. This provides a theoretical extension as well as a practical application to the setting and management of group goals.

Knowledge management awareness in a research and development facility: Investigating employee perceptions

Directory of Open Access Journals (Sweden)

Andrea Potgieter

2013-12-01

Objectives: This study aimed to understand Sasol R&D employees’ perceptions of knowledge management (KM. The study also assessed the attitude of Sasol R&D management towards KM. Method: The target population for this research included different levels of seniority and education in Sasol R&D. A questionnaire was distributed to a sample of 150 employees in R&D and 50 more who work closely with R&D in support functions. Results: It was found that the importance of KM is understood by Sasol R&D employees and management. It was established that Sasol R&D management regard KM as important, but that their commitment to KM initiatives is not necessarily evident for employees. A concern highlighted by the study was that employees were not aware of the duties of the identified KM champions within their facility. Conclusion: It was suggested that Sasol R&D employees should be made aware of the duties of KM champions. It was also established that Sasol R&D management needs to be more visible in their support of KM initiatives. Recommendations based on the findings of the study can assist Sasol R&D, and other facilities attempting to implement a KM strategy, to gain insight into the perceptions of employees and the role management needs to play in the facilitation of this process.

Assessment of work intensification by managers and psychological distressed and non-distressed employees: a multilevel comparison.

Science.gov (United States)

Bamberger, Simon Grandjean; Larsen, Anelia; Vinding, Anker Lund; Nielsen, Peter; Fonager, Kirsten; Nielsen, René Nesgaard; Ryom, Pia; Omland, Øyvind

2015-01-01

Work intensification is a popular management strategy to increase productivity, but at the possible expense of employee mental stress. This study examines associations between ratings of work intensification and psychological distress, and the level of agreement between compared employee-rated and manager-rated work intensification. Multi-source survey data were collected from 3,064 employees and 573 company managers from the private sector in 2010. Multilevel regression models were used to compare different work intensification ratings across psychological distress strata. Distressed employees rated higher degree of total work intensification compared to non-distressed employees, and on three out of five sub ratings there were an increased prevalence of work intensification in the case group. In general, there was poor agreement between employee and company work intensification rating. Neither manager-rated work intensification nor employee/manager discrepancy in work intensification ratings was associated with psychological distress. Distressed employees had a higher total score of employee/manager agreed work intensification, and a higher prevalence of increased demands of labour productivity. This study demonstrates higher ratings of employee/manager agreed work intensification in distressed employees compared to non-distressed employees, challenging previous findings of reporting bias in distressed employees' assessment of work environment.

The influence of family-supportive supervisor training on employee job performance and attitudes: An organizational work-family intervention.

Science.gov (United States)

Odle-Dusseau, Heather N; Hammer, Leslie B; Crain, Tori L; Bodner, Todd E

2016-07-01

Training supervisors to increase their family-supportive supervisor behaviors (FSSB) has demonstrated significant benefits for employee physical health, job satisfaction, and turnover intentions among employees with high levels of family-to-work conflict in prior research in a grocery store context. We replicate and extend these results in a health care setting with additional important employee outcomes (i.e., employee engagement, organizational commitment, and supervisor ratings of job performance), and consider the role of the 4 dimensions underlying the FSSB. Using a quasi-experimental, pretest-posttest design, 143 health care employees completed surveys at 2 time periods approximately 10 months apart, along with their supervisors who provided ratings of employees' job performance. Between these surveys, we offered their supervisors FSSB training; 86 (71%) of these supervisors participated. Results demonstrated significant and beneficial indirect effects of FSSB training on changes in employee job performance, organizational commitment, engagement, job satisfaction, and turnover intentions through changes in employee perceptions of their supervisor's overall FSSBs. Further analyses suggest that these indirect effects are due primarily to changes in the creative work-family management dimension of FSSB. (PsycINFO Database Record (c) 2016 APA, all rights reserved).

Supervisory Coaching Behavior, Employee Satisfaction, and Warehouse Employee Performance: A Dyadic Perspective in the Distribution Industry

Science.gov (United States)

Ellinger, Andrea D.; Ellinger, Alexander E.; Keller, Scott B.

2003-01-01

Coaching has received considerable attention in recent years as the responsibility for employees' learning and development has been increasingly devolved to line managers. Yet there exists little published empirical research that measures specific coaching behaviors of line managers or examines the linkages between line managers' coaching behavior…

Manager, Employee and Labour Relations | IDRC - International ...

International Development Research Centre (IDRC) Digital Library (Canada)

Develop high-level presentations to senior management on strategic labour ... Plan, IDRC Annual Report, Corporate Dashboard and other reporting obligations by ... complex employee relations cases by supporting the HR Business Solutions ...

Employee customer orientation in context: how the environment moderates the influence of customer orientation on performance outcomes.

Science.gov (United States)

Grizzle, Jerry W; Zablah, Alex R; Brown, Tom J; Mowen, John C; Lee, James M

2009-09-01

This empirical study evaluated the moderating effects of unit customer orientation (CO) climate and climate strength on the relationship between service workers' level of CO and their performance of customer-oriented behaviors (COBs). In addition, the study examined whether aggregate COB performance influences unit profitability. Building on multisource, multilevel data, the study's results suggest that the influence of employee CO on employee COB performance is positive when the unit's CO climate is relatively high and that the constructs are unrelated when unit CO climate is relatively low. In addition, the data reveal that unit COB performance influences unit profitability by enhancing revenues without a concomitant increase in costs. The study's results underscore the theoretical importance of considering cross-level influencers of employee-level relationships and suggest that managers should focus on creating a climate that is supportive of COBs if their units are to profit from the recruitment, hiring, and retention of customer-oriented employees.

BENEFICIAL COALITIONS: KNOWLEDGE MANAGEMENT AND DEVELOPMENT OF EMPLOYEE COMMITMENT

Directory of Open Access Journals (Sweden)

Renata Winkler

2015-06-01

Full Text Available Presently, knowledge is considered as the most strategic resource of organizations. The literature on the subject often raises the issues of commitment. The purpose of the article was to discuss the associations between knowledge management and employee commitment. The article presents the stages of knowledge management and describes the category of commitment, taking account of several criteria. In the opinion of the authors, from the point of view of knowledge management particular importance can be attained to the way qualifications, skills, predispositions and knowledge of employees will be used, which, in turn, depends on "quality" of their commitment (its type, intensity, dimension and direction in achieving organizational goals.

Factors of Knowledge Management and the impact of employee turnover in activity and performance in scientific and technological parks in Slovenia

Directory of Open Access Journals (Sweden)

Vasja Roblek

2013-06-01

Full Text Available Technology parks provide infrastructure for the creation and developmentof knowledge-based organizations, which are associated with centers oftechnological excellence, mainly universities. This research addresses thequestion of management and skills acquisition in member organizations oftechnology parks in Slovenia. As means and lever for development organizations,we recognize the values and organizational culture, which cannot be achievedwithout employees who possess good knowledge. We associated knowledgemanagement with employee turnover factor. The central purpose of this researchis to focus on exploring the impact of movements in knowledge management on theturnover in organizations, which are members of technology parks. By usingmultivariate regression methods we confirmed that the required skills,knowledge acquisition and knowledge transfer channels, have a statisticallysignificant effect on employee turnover in technology parks.

Factors Relating to Managerial Stereotypes: The Role of Gender of the Employee and the Manager and Management Gender Ratio.

Science.gov (United States)

Stoker, Janka I; Van der Velde, Mandy; Lammers, Joris

2012-03-01

PURPOSE: Several studies have shown that the traditional stereotype of a "good" manager being masculine and male still exists. The recent changes in the proportion of women and female managers in organizations could affect these two managerial stereotypes, leading to a stronger preference for feminine characteristics and female leaders. This study examines if the gender of an employee, the gender of the manager, and the management gender ratio in an organization are related to employees' managerial stereotypes. DESIGN/METHODOLOGY/APPROACH: 3229 respondents working in various organizations completed an electronic questionnaire. FINDINGS: The results confirm our hypotheses that, although the general stereotype of a manager is masculine and although most prefer a man as a manager, female employees, employees with a female manager, and employees working in an organization with a high percentage of female managers, have a stronger preference for feminine characteristics of managers and for female managers. Moreover, we find that proximal variables are much stronger predictors of these preferences than more distal variables. IMPLICATIONS: Our study suggests that managerial stereotypes could change as a result of personal experiences and changes in the organizational context. The results imply that increasing the proportion of female managers is an effective way to overcome managerial stereotyping. ORIGINALITY/VALUE: This study examines the influence on managerial stereotypes of various proximal and distal factors derived from theory among a large group of employees (in contrast to students).

INFLUENCE OF COMPETENCE, TRANSFORMATIONAL LEADERSHIP, SOCIAL CAPITAL AND PERFORMANCE ON EMPLOYEE CAREERS

Directory of Open Access Journals (Sweden)

Nia Kusuma Wardhani

2017-12-01

Full Text Available Every employee would expect a career enhancement in his job. There are many factors that affect employee careers. This study aims to examine the influence of Competence, Transformational Leadership, Social Capital and Performance to Career Employees of Mercu Buana University, is a quantitative research with Path Analysis method. This research was conducted at Mercu Buana University in West Jakarta area, the research sample was 185 employees using Simple Random Sampling method. Associated with the performance of employees, the results showed that there is an influence of competence on performance, there is the influence of transformational leadership on performance, there is the influence of social capital on performance. In the case of employee career, the result of research indicate that there is influence of competence to career of employee, there is influence of employee career performance, there is influence of social capital to career of employee. The result of path analysis gives a structural equation Y = 0,258X1 + 0,213X2 + 0,229X3 + 0,416X4 + 0,36. Thus it can be explained that the most direct influence on Employee Career is a Performance variable of 41.6%, while the Competence variable of 25.8% and social capital variable of 22.9%.

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...

75 FR 16188 - Work Reserved for Performance by Federal Government Employees

Science.gov (United States)

2010-03-31

... reserved for performance by Federal employees? b. What is the best way to optimize the value of the... performance by federal employees. The policy letter is intended to implement direction in the President's... public interest as to mandate performance by Federal employees. Examples and tests would be provided to...

Web-Based and Mobile Stress Management Intervention for Employees

DEFF Research Database (Denmark)

Heber, E.; Lehr, D.; Ebert, D. D.

2016-01-01

Background: Work-related stress is highly prevalent among employees and is associated with adverse mental health consequences. Web-based interventions offer the opportunity to deliver effective solutions on a large scale; however, the evidence is limited and the results conflicting. Objective......: This randomized controlled trial evaluated the efficacy of guided Web-and mobile-based stress management training for employees. Methods: A total of 264 employees with elevated symptoms of stress (Perceived Stress Scale-10, PSS-10 >= 22) were recruited from the general working population and randomly assigned...... to an Internet-based stress management intervention (iSMI) or waitlist control group. The intervention (GET. ON Stress) was based on Lazarus's transactional model of stress, consisted of seven sessions, and applied both well-established problem solving and more recently developed emotion regulation strategies...

Delighting the Customer: Creativity-Oriented High-Performance Work Systems, Frontline Employee Creative Performance, and Customer Satisfaction

OpenAIRE

Martinaityte, Ieva; Sacramento, Claudia; Aryee, Samuel

2016-01-01

Drawing on self-determination theory, we proposed and tested a cross-level model of how perceived creativity-oriented high-performance work systems (HPWS) influence customer satisfaction. Data were obtained from frontline employees (FLEs), their managers, and branch records of two organizations (retail bank and cosmetics) in Lithuania. Results of multilevel structural equation modeling analyses revealed partial support for our model. Although perceived creativity-oriented HPWS related to crea...

INFLUENCE OF TRAINING SPIRITUAL LEADERSHIP AND CLIMATE OF WORKING ON THE EMPLOYEES PERFORMANCE IN OFFICE EDUCATION PROVINCE OF LAMPUNG

Directory of Open Access Journals (Sweden)

Siti Patimah

2016-03-01

Full Text Available The leadership and the atmosphere in the working environment within the organization as a manager and leader of an organization have a very big role in creating a conducive and innovative working environment. Therefore, this study investigates leadership and working climate influencing on employee performance of Lampung Provincial Education Office. It uses a quantitative approach and descriptive survey method. Based on data analysis, the results are as follows: first, in general the results of data analysis showed that the leadership, the climate of employee and employee performance Education Office of Lampung Province is categorised as middle/enough, it means that the leadership, work climate and employee performance still need to be improved. Based on the results it can be argued that in order to improve the performance of employees can be done through visionary leadership, hard work, perseverance, steel service and discipline as well as to create a conducive working environment.

The Performance of the Female Employees in Public Service

Directory of Open Access Journals (Sweden)

Titi Darmi

2017-12-01

Full Text Available The purpose of this study is to find out how the performance of female employees in public service at Class II Immigration Office Bukittinggi is. The research method used is a mixed method research by combining the qualitative and quantitative data. The sources of data were primary and secondary data. Primary data is obtained through interviews, observations and questionnaires to service users. The data from the distributed questionnaires are analyzed through frequency distribution table according to the respondents’ statements. The number of respondents as service users amounted to 45 people and 7 informants from the Class II Immigration Office of Bukittinggi. The research result showing that the performance of the female employees was very good with a contribution of 84.4% of the respondent's answer in assessing the employees' discipline in starting and completing the service, responsibility in completing the tasks given and show good attitudes to the society. In performing their job, they  apply roles, duties and responsibilities properly according to the main tasks and Functions (tupoksi. Efforts and commitments from the stakeholders in improving the performance quality of the female employees are categorized good so that female employees can overcome any obstacles encountered.

The Effect of Leadership Style, Organizational Culture, Employee Development and Training on Employee Performance (Study of PT. Pln (Persero) Suluttenggo Region)

OpenAIRE

Rumokoy, Farlane S.; Lumempow, Irta

2015-01-01

An organization or company€™s best asset is human resource or in this case is employee, because employee performance is related to organization or company€™s performance. So, to improve employee performance, company needs people who have expertise and unique capabilities that are in line with company€™s visions and missions. The purpose of this research is to find out the effect of leadership style, organizational culture, employee development and training on employee performance in PT. PLN (...

Communication's Role in Safety Management and Performance for the Road Safety Practices

OpenAIRE

Salim Keffane (s)

2014-01-01

Communication among organizations could play an important role in increasing road safety. To get in-depth knowledge of its role, this study measured managers' and employees' perceptions of the communication's role on six safety management and performance criteria for road safety practices by conducting a survey using a questionnaire among 165 employees and 135 managers. Path analysis using AMOS-19 software shows that some of the safety management road safety practices have high correlation wi...

Are managers open to involvement in employee retirement? The influence of manager psycho-social characteristics, decision-making environment and older employee situational factors.

NARCIS (Netherlands)

Davies, E.M.M.; Heijden, B.I.J.M. van der; Stephenson, J.

2018-01-01

The changing retirement landscape calls on employers to develop practices that respond to individuals’ retirement needs. Line managers are a key stakeholder in managing retirement and this study focuses on how they respond to employee retirement scenarios. This empirical work examines manager

Web-based application on employee performance assessment using exponential comparison method

Science.gov (United States)

Maryana, S.; Kurnia, E.; Ruyani, A.

2017-02-01

Employee performance assessment is also called a performance review, performance evaluation, or assessment of employees, is an effort to assess the achievements of staffing performance with the aim to increase productivity of employees and companies. This application helps in the assessment of employee performance using five criteria: Presence, Quality of Work, Quantity of Work, Discipline, and Teamwork. The system uses the Exponential Comparative Method and Weighting Eckenrode. Calculation results using graphs were provided to see the assessment of each employee. Programming language used in this system is written in Notepad++ and MySQL database. The testing result on the system can be concluded that this application is correspond with the design and running properly. The test conducted is structural test, functional test, and validation, sensitivity analysis, and SUMI testing.

Physicians in health care management: 2. Managing performance: who, what, how and when?

OpenAIRE

Lemieux-Charles, L

1994-01-01

Physicians are becoming more involved in performance management as hospitals restructure to increase effectiveness. Although physicians are not hospital employees, they are subject to performance appraisals because the hospitals are accountable to patients and the community for the quality of hospital services. The performance of a health care professional may be appraised by the appropriate departmental manager, by other professionals in a team or program or by peers, based on prior agreemen...

Effectiveness of training workplace managers to understand and support the mental health needs of employees: a systematic review and meta-analysis.

Science.gov (United States)

Gayed, Aimée; Milligan-Saville, Josie S; Nicholas, Jennifer; Bryan, Bridget T; LaMontagne, Anthony D; Milner, Allison; Madan, Ira; Calvo, Rafael A; Christensen, Helen; Mykletun, Arnstein; Glozier, Nicholas; Harvey, Samuel B

2018-06-01

Managers are in an influential position to make decisions that can impact on the mental health and well-being of their employees. As a result, there is an increasing trend for organisations to provide managers with training in how to reduce work-based mental health risk factors for their employees. A systematic search of the literature was conducted to identify workplace interventions for managers with an emphasis on the mental health of employees reporting directing to them. A meta-analysis was performed to calculate pooled effect sizes using the random effects model for both manager and employee outcomes. Ten controlled trials were identified as relevant for this review. Outcomes evaluating managers' mental health knowledge (standardised mean difference (SMD)=0.73; 95% CI 0.43 to 1.03; pmental health (SMD=0.36; 95% CI 0.18 to 0.53; pemployees experiencing mental health problems (SMD=0.59; 95% CI 0.14 to 1.03; p=0.01) were found to have significant pooled effect sizes favouring the intervention. A significant pooled effect was not found for the small number of studies evaluating psychological symptoms in employees (p=0.28). Our meta-analysis indicates that training managers in workplace mental health can improve their knowledge, attitudes and self-reported behaviour in supporting employees experiencing mental health problems. At present, any findings regarding the impact of manager training on levels of psychological distress among employees remain preliminary as only a very limited amount of research evaluating employee outcomes is available. Our review suggests that in order to understand the effectiveness of manager training on employees, an increase in collection of employee level data is required. © Article author(s) (or their employer(s) unless otherwise stated in the text of the article) 2018. All rights reserved. No commercial use is permitted unless otherwise expressly granted.

Corporate management of quality in employee health plans.

Science.gov (United States)

Maxwell, James; Temin, Peter

2003-01-01

As large companies move their employees into managed care, they must concern themselves with the quality and price of their employees' health care. Based on a survey of Fortune 500 companies, we show that most are integrating several aspects of quality into their purchasing and contracting decisions by focusing on three dimensions--customer service, network composition, and clinical quality. Companies focus on the customer service dimension while the medical community emphasizes clinical quality.

Enhancing wellbeing of employees through corporate social responsibility context

Directory of Open Access Journals (Sweden)

Dežmar-Krainz Karmen

2015-01-01

Full Text Available During last 25 years technological development has accelerated the globalization process which has caused dramatic changes within and across organization. Business performance is varying, complex, global and is changing faster than ever before. over the time, society expectations have changed, changes have affected customers, partners and employees as well. In order to retain on the global market, organizations integrate corporate social responsibility into their business performance with the objective to reinforce their competitiveness. In the knowledge economy, where knowledge is a significant resource and the demand for more highly skilled workers has increased, employees became the most important and in fact the only remaining realistic challenge of competitive ability. Workplace wellbeing refers to mental, psychological or emotional aspect of employee's life. The awareness of management on the employees' wellbeing which takes into consideration the employees satisfaction, health and professional development is an effective approach in strengthening of an organizational performance. The aim of this paper is to analyze and assess how socially responsible orientation also incorporated in strategic human resource management can contribute to the achievement of wellbeing of employees. Strategic management of human resources includes the necessary coordination between various employees' health and performance aspects. This contributes to the balance between private and working life. Social responsible activities coordinated through strategic human resource management significantly influence the employees' wellbeing as well as competitiveness of the organization. .

Current state of the employee performance appraisal system in agricultural organizations in the Czech Republic

Directory of Open Access Journals (Sweden)

Kateřina Venclová

2013-01-01

Full Text Available Employee performance appraisal is one of the most important human resource management tools. The first part of the article concentrates on the theoretical background. The second part evaluates the results of the quantitative survey. The aim of the article is to evaluate the use of formal appraisal of employees in agricultural organizations in the Czech Republic and to test dependencies between selected qualitative characteristics. The results of the survey show that only 12.3% of agricultural organizations (n = 332 use formal appraisal of employees. They also confirm that the application of the formal appraisal of employees in agricultural organizations depends on the size of the agricultural organization (p-value 0.006, Phi coefficient 0.151 and the existence of a personnel department (p-value 0.000, Phi coefficient 0.210. 49.1% of agricultural organizations did not consider formal appraisal important. Only 5.8% of agricultural organizations that do not use any system of formal employee performance appraisal plan its implementation, despite the fact that currently people are considered to be the most important strategic asset of any organization for achieving a competitive advantage.

Balanced Scorecard Based Performance Measurement & Strategic Management System

OpenAIRE

Permatasari, Paulina

2006-01-01

Developing strategy and performance measurement are an integral part of management control system. Making strategic decision about planning and controlling require information regarding how different subunits in organization work. To be effective, performance measurement, both financial and non-financial must motivate manager and employees at different levels to force goal accomplishment and organization strategic. An organization's measurement system strongly affects the behavior of people b...

Age management in Slovenian enterprises: the viewpoint of older employees

Directory of Open Access Journals (Sweden)

Jana Žnidaršič

2010-12-01

Full Text Available The main aim of this research is to highlight age management within Slovenian enterprises from the viewpoint of older employees by finding out what influences older employees to decide “should I stay or should I go”. The empirical research methodology is based on mixed strategy of approaching organizations (employees, which means that the quantitative (factor analysis, cluster analysis, correlation, regression, descriptive statistics and frequency distributions and qualitative parts (in-depth interviews analysis of research were conducted simultaneously. The results of the research indicate that there are in fact two groups of older employees, which can be referred to as “susceptible” and “insusceptible” in terms of how the employer can affect their decisions. “The unsusceptible” have already decided to retire as soon as possible and they cannot be influenced by any employer measure. On the other hand, “the susceptible” employees are sensitive to employers’ measures aimed at prolonging their working lives. Besides, a regression analysis confirmed a statistically significant correlation between the inclination towards extending one’s employment period and the susceptibility to the employer measures. It can thus be concluded that, through age management measures, an employer has an impact on an extended employment period of older employees. However, employers should be interested primarily in those employees who are inclined towards extending their working lives.

Employee reactions to the use of management control systems in hospitals: motivation vs. threat.

Science.gov (United States)

Lopez-Valeiras, Ernesto; Gomez-Conde, Jacobo; Lunkes, Rogerio Joao

Management control systems (such as budgets or balanced scorecards) are formal procedures used by managers to promote employee behavior aligned with organisational objectives. Employees may react to these control systems by either becoming more motivated or perceiving them as a threat. The aim of this paper is to determine the extent to which hospital ownership (public or private), professional group (physician, nurse, pharmacist or administrative employee), type of contract (fixed or temporary), gender and tenure can condition employee reaction to management control systems. We conducted the study in the three largest hospitals in the State of Santa Catarina (Brazil), two public (federal and state-owned) and one private (non-profit organisation). Physicians, nurses, pharmacists and administrative employees received a questionnaire between October 2013 and January 2014 concerning their current perceptions. We obtained 100 valid responses and conducted an ANOVA variance analysis. Our results show that the effect of management control systems on employees differs according to hospital ownership, professional group and type of contract. However, no significant evidence was found concerning gender or tenure. The results obtained contribute to creating specific knowledge on the reactions of employees to the use of management control systems in hospitals. This information may be important in adapting management control systems to the characteristics of the hospital and its employees, which may in turn contribute to reducing dysfunctional worker behavior. Copyright © 2017 SESPAS. Publicado por Elsevier España, S.L.U. All rights reserved.

The Collaboration Management and Employee Views of Work and Skills in Services for Children and Families in Finnish Municipalities: The Collaboration Management and Employee Views of Work and Skills

Directory of Open Access Journals (Sweden)

Outi Kanste

2016-03-01

Full Text Available The study explored how collaboration management is connected with employee views of work and skills in the health care, social welfare, and education sectors that provide services for children and families in municipalities. Collaboration management in children and family services involves increasing awareness of services, organizing agreed collaboration practices, overcoming barriers to collaboration, managing difficult relationships with coworkers, and contributing purposively to the functionality of collaboration. Data were gathered using a postal survey. The sample consisted of 457 employees working in the health care, social welfare, and educational settings in Finnish municipalities. Overall, the results suggested that collaboration management is related to employees’ positive views of work and versatile skills. Good awareness of services, well agreed-upon collaboration practices, and wellfunctioning collaboration were associated with employees’ influence over their own work, social support being received from managers, a perception of leadership justice, employee collaboration skills, and employee retention. On the other hand, barriers to collaboration seemed to reduce employees’ influence over their own work, social support, perceptions of leadership justice, collaboration skills, and employee retention. The findings indicate the need for effective collaboration management in multidisciplinary environments between the health care, social welfare, and education sectors that provide services for children and families to achieve employees’ positive views of work and versatile skills.

Management commitment to safety vs. employee perceived safety training and association with future injury.

Science.gov (United States)

Huang, Yueng-Hsiang; Verma, Santosh K; Chang, Wen-Ruey; Courtney, Theodore K; Lombardi, David A; Brennan, Melanye J; Perry, Melissa J

2012-07-01

The purpose of this study is to explore and examine, specific to the restaurant industry, two important constructs emerging from the safety climate literature: employee perceptions of safety training and management commitment to safety. Are these two separate constructs? Are there both individual- and shared group-level safety perceptions for these two constructs? What are the relationships between these two constructs and future injury outcomes? A total of 419 employees from 34 limited-service restaurants participated in a prospective cohort study. Employees' perceptions of management commitment to safety and safety training and demographic variables were collected at the baseline. The survey questions were made available in three languages: English, Spanish, and Portuguese. For the following 12 weeks, participants reported their injury experience and weekly work hours. A multivariate negative binomial generalized estimating equation model with compound symmetry covariance structure was used to assess the association between the rate of self-reported injuries and measures of safety perceptions. Even though results showed that the correlation between employees'perceived safety training and management commitment to safety was high, confirmatory factor analysis of measurement models showed that two separate factors fit the model better than as two dimensions of a single factor. Homogeneity tests showed that there was a shared perception of the factor of management commitment to safety for the restaurant workers but there was no consistent perception among them for the factor of perceived safety training. Both individual employees'perceived management commitment to safety and perceptions of safety training can predict employees' subsequent injuries above and beyond demographic variables. However, there was no significant relationship between future injury and employees' shared perception of management commitment to safety. Further, our results suggest that the

Risk management and corporate governance performance ...

African Journals Online (AJOL)

The study examines the relative effect of risk management and corporate governance on bank performance in Nigeria. The study utilizes both primary and secondary data. The primary data were collected using structured questionnaire that were administered in Four-hundred and eighty (480) employees of Wema Bank Plc ...

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.

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.

The role of employee HR attributions in the relationship between high-performance work systems and employee outcomes

NARCIS (Netherlands)

van de Voorde, F.C.; Beijer, Susanne

2015-01-01

Although research has shown that the use of high-performance work systems (HPWS) is associated with employee outcomes, our knowledge of the meanings employees attach to HPWS systems and how these shape employee outcomes is still limited. This study examines the signalling impact of enacted HPWS on

THE EFFECT TRANSFORMATIONAL LEADERSHIP, PERSONALITY AND JOB PERFORMANCE ADMINISTRATION EMPLOYEE

OpenAIRE

Andinasari, Andinasari; Sujanto, Bedjo; Mukhtar, Mukhneri

2017-01-01

The purpose of this study was determine the effect transformational leadership, personality and job performance administration employeeUniversity of Indonesian Teachers Union of Palembang (PGRI). This research try answer problems about job performance involving of 144 administration employee had been selected from the target population of 223 employee by using quantitative approach with path analysis methods.  The reseach of conclude show (1) transformational leadership had a direct effe...

The moderating role of employee positive well being on the relation between job satisfaction and job performance.

Science.gov (United States)

Wright, Thomas A; Cropanzano, Russell; Bonett, Douglas G

2007-04-01

This research provides further clarification to the age-old quest to better understand the happy/productive worker thesis. Using data from 109 managers employed by a large (over 5000 employees) customer services organization on the West Coast of the United States, both job satisfaction (r=.36, pjob satisfaction and job performance. Consistent with Fredrickson's model, performance was highest when employees reported high scores on both PWB and job satisfaction. This moderating effect of PWB may account for some of the inconsistent results of previous studies. Copyright (c) 2007 APA, all rights reserved.

Do new production concepts and a new management of employment relations, yield higher employee performance and low job strain?

NARCIS (Netherlands)

Kraan, K.; Oeij, P.

2006-01-01

In this article old versus new production concepts (NPCs) and employment relation instruments, are studied, separately and in combination, to find out which yield high employee performance and low job strain. Therefore, in 2005, TNO conducted coupled surveys among 149 supervisors and employees. In

Human resource management and unit performance in knowledge-intensive work.

Science.gov (United States)

Kehoe, Rebecca R; Collins, Christopher J

2017-08-01

To clarify the potential value of a targeted system of human resource (HR) practices, we explore the unique effects of a relationship-oriented HR system and the more commonly studied high commitment HR system on unit performance in the context of knowledge-intensive work. We develop theoretical arguments suggesting that the high commitment HR system contributes to unit performance through its positive effects on employees' collective organizational commitment, general and firm-specific human capital, and access to knowledge. We argue that the relationship-oriented HR system contributes to unit performance through its positive effects on employees' collective access to knowledge by fostering a social context and interpersonal exchange conditions which support employees' ongoing access to knowledge flows within and outside their unit and broader organization. Based on unit-level data collected from a matched sample of employees and managers in 128 units in the science and engineering division of a large hydroelectric power organization, our results suggest that the targeted, relationship-oriented HR system is related to firm performance and may complement a broader, high commitment approach to managing knowledge workers. Specifically, the positive relationship between the high commitment HR system and unit performance is mediated by employees' collective organizational commitment, firm-specific human capital, and access to knowledge in other organizational units; whereas the positive relationship between the relationship-oriented HR system and unit performance is mediated by units' access to knowledge within the unit, in other units, and outside the organization. (PsycINFO Database Record (c) 2017 APA, all rights reserved).

Associations between employee and manager gender: impacts on gender-specific risk of acute occupational injury in metal manufacturing.

Science.gov (United States)

Kubo, Jessica T; Cullen, Mark R; Desai, Manisha; Modrek, Sepideh

2013-11-08

Prior research has shown increased risk of injury for female employees compared to male employees after controlling for job and tasks, but have not explored whether this increased risk might be moderated by manager gender. The gender of one's manager could in theory affect injury rates among male and female employees through their managers' response to an employee's psychosocial stress or through how employees differentially report injuries. Other explanations for the gender disparity in injury experience, such as ergonomic factors or differential training, are unlikely to be impacted by supervisor gender. This study seeks to explore whether an employee's manager's gender modifies the effect of employee gender with regards to risk of acute injury. A cohort of employees and managers were identified using human resources and injury management data between January 1, 2002 and December 31, 2007 for six facilities of a large US aluminum manufacturing company. Cox proportional hazards models were employed to examine the interaction between employee gender and whether the employee had female only manager(s), male only manager(s), or both male and female managers on injury risk. Manager gender category was included as a time varying covariate and reassessed for each employee at the midpoint of each year. The percentage of departments with both female and male managers increased dramatically during the study period due to corporate efforts to increase female representation in management. After adjustment for fixed effects at the facility level and shared frailty by department, manager gender category does not appear to moderate the effect of employee gender (p = 0.717). Manager category was not a significant predictor (p = 0.093) of time to first acute injury. Similarly, having at least one female manager did not modify the hazard of injury for female employees compared to males (p = 0.899) and was not a significant predictor of time to first acute injury (p�

Moderated Mediation between Work Life Balance and Employee Job Performance: The Role of Psychological Wellbeing and Satisfaction with Coworkers

Directory of Open Access Journals (Sweden)

Sajid Haider

2018-03-01

Full Text Available This research examined a moderated mediation model for answering how and why work-life balance affects employee job performance, and how satisfaction with coworkers is contingent upon it by enhancing employee’s psychological wellbeing. Data were collected from subordinates and their supervisors in the banking sector (N = 284. Empirical results indicate that psychological wellbeing mediates the link between work-life balance and job performance, and employees’ satisfaction with coworkers enhances job performance by strengthening the effect of work-life balance on psychological wellbeing. This research contributes to personnel management literature by describing moderated mediation mechanisms through which work-life balance influences employee job performance, and guides practitioners by emphasizing that employees with greater work-life balance perform better when their psychological wellbeing is reinforced by their satisfaction with coworkers.

5 CFR 293.402 - Establishment of separate employee performance record system.

Science.gov (United States)

2010-01-01

... employee's Official Personnel Folder (OPF ) or in the Employee Performance File (EPF). However, other... performance-related records for such employees in this EPF system. The agency may elect to retain records in a... the agency determines that a separate EPF is cost-effective, such a file may be located in another...

Relative Performance Information, Rank Ordering and Employee Performance: A Research Note

NARCIS (Netherlands)

Kramer, S.; Maas, V.S.; van Rinsum, M.

2016-01-01

We conduct a laboratory experiment to examine whether the provision of detailed relative performance information (i.e., information about the specific performance levels of peers) affects employee performance. We also investigate how – if at all – explicit ranking of performance levels affects how

The impact of high performance work systems in Irish companies: an examination of company and employee outcomes

OpenAIRE

Mkamwa, Thadeus F.

2010-01-01

This study examines the impact of High Performance Work Systems (HPWS) on company and employee-level performance outcomes. At the company level, the study examines the outcomes of HPWS usage on innovation, productivity and turnover. The study uses data collected from 132 companies in Ireland who participated in a general manager (GM) and human resource (HR) manager survey conducted in 2006. This study shows that an extensive application ...

Job Attitudes and Organizational Performance When Employees Own the Company.

Science.gov (United States)

Long, Richard J.

Employee ownership affects organizational integration, organizational involvement and organizational commitment. Through a framework which predicts the effects of employee ownership on job attitudes and organizational performance (Long, 1978), the effects of conversion to employee ownership at three companies with varying degrees of employee…

Distribucijske greške u procesu procjene performansi zaposlenih/Distribution errors in the employee performance evaluation process

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Vesko M. Lukovac

2014-10-01

Full Text Available Racionalno angažovanje, usmjeravanje i razvoj, motivisanje i nagrađivanje, unapređenje organizacijske efikasnosti i poslovanja teško se može ostvariti ukoliko se ne vrši ocjenjivanje kvaliteta rada zaposlenih. U literaturi o manadžmentu ova tehnika je poznata pod nazivom 'procjena performansi zaposlenih'. Performansa ili učinak može biti bilo neki mjerljiv rezultat koji je ostvaren, bilo ponašanje ili lične karakteristike neophodne za obavljanje određene aktivnosti u definisanom periodu. U poslednje vrijeme razvija se poseban menadžerski pristup - 'upravljanje uspješnošću' (Performance Management sa ciljem da se procjena performansi i upotreba rezultata procjene u rukovođenju, čiji je cilj unapređenje performansi - uspješnosti zaposlenih, integrišu. S obzirom na to da je procjena performansi zaposlenog najčešće rezultat subjektivnog suda procjenjivača o kvalitetu njegovog rada, mora se voditi računa o mogućim greškama koje karakterišu takav način prosuđivanja. Postoji više tipova grešaka koje procjenjivači mogu počiniti prilikom procesa procjene performansi zaposlenih, a u ovom radu prikazan je pristup identifikaciji i umanjenju distribucijskih grešaka procjenjivača, kao najrasprostranjenijih u organizacijama sa većim brojem zaposlenih. / It is difficult to achieve rational engagement, directing and developing, motivating, rewarding, and improving organizational efficiency, without the evaluation of the quality of job performance of employees. In management literature, this technique is known as 'employee performance evaluation'. Performance or productivity may be either a measurable result that has been achieved, or behaviour or personal characteristics necessary for performing certain activities in a defined period of time. Recently, a special management approach 'performance management' has been developed, in order to integrate the performance evaluation and the use of assessment results in management

PERFORMANCE MANAGEMENT AT THE ORGANIZATIONAL LEVEL

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Nicola Terracciano

2017-06-01

Full Text Available Performance management is „a strategic and integrated approach to delivering sustained succes to organizations, by improving the performance of the people who working in them, and by developing the capabilities of teams and individual contributions” [1]. At the same time, it is a systematic approach of the human resource management, in general, and of the performance assessment, in particular, using goals, performance, appreciation and feedback as a means of motivating the employees to understand and to fully exploit their creative potential to achieve the organizational goals.   [1] Armstrong M. and  Baron D., Relating Competencies to Pay: The UK Experience, Compensation and Benefits Review, May-June, 1998, pp. 28 – 39;

PERFORMANCE MANAGEMENT AT THE ORGANIZATIONAL LEVEL

Directory of Open Access Journals (Sweden)

Nicola Terracciano

2017-07-01

Full Text Available Performance management is „a strategic and integrated approach to delivering sustained succes to organizations, by improving the performance of the people who working in them, and by developing the capabilities of teams and individual contributions” [1]. At the same time, it is a systematic approach of the human resource management, in general, and of the performance assessment, in particular, using goals, performance, appreciation and feedback as a means of motivating the employees to understand and to fully exploit their creative potential to achieve the organizational goals. [1] Armstrong M. and Baron D., Relating Competencies to Pay: The UK Experience, Compensation and Benefits Review, May-June, 1998, pp. 28 – 39;

Prosocial bonuses increase employee satisfaction and team performance.

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Lalin Anik

Full Text Available In three field studies, we explore the impact of providing employees and teammates with prosocial bonuses, a novel type of bonus spent on others rather than on oneself. In Experiment 1, we show that prosocial bonuses in the form of donations to charity lead to happier and more satisfied employees at an Australian bank. In Experiments 2a and 2b, we show that prosocial bonuses in the form of expenditures on teammates lead to better performance in both sports teams in Canada and pharmaceutical sales teams in Belgium. These results suggest that a minor adjustment to employee bonuses--shifting the focus from the self to others--can produce measurable benefits for employees and organizations.

Prosocial Bonuses Increase Employee Satisfaction and Team Performance

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Anik, Lalin; Aknin, Lara B.; Norton, Michael I.; Dunn, Elizabeth W.; Quoidbach, Jordi

2013-01-01

In three field studies, we explore the impact of providing employees and teammates with prosocial bonuses, a novel type of bonus spent on others rather than on oneself. In Experiment 1, we show that prosocial bonuses in the form of donations to charity lead to happier and more satisfied employees at an Australian bank. In Experiments 2a and 2b, we show that prosocial bonuses in the form of expenditures on teammates lead to better performance in both sports teams in Canada and pharmaceutical sales teams in Belgium. These results suggest that a minor adjustment to employee bonuses – shifting the focus from the self to others – can produce measurable benefits for employees and organizations. PMID:24058691

The Impact of Total Quality Management Practices on Non-Financial Performance Perceptions

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Fetullah EVLİYAOĞLU

2012-09-01

Full Text Available This study examines the effect of total quality management applications on non-financial performance perceptions of employees. The research applied by surveys on employees in quality departments of five companies which have businesses in the field of tourism, transportation, construction, food and technology. “Leadership and continuous improvement”, “costumer focused” and “stakeholder participation” dimensions for total quality management and “customer perspective”, “innovation and learning perspective” and “internal processes perspective” dimensions for non-financial performance are derived from factor analysis. Customer focus, one of the total quality management, has significant relationship with customer perspective and innovation and learning perspective of non-financial performance. Customer focus dimension of total quality management has a significant negative effect on innovation and learning perspective of non-financial performance. There are no relationships between the rests of the dimensions.

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…

Employee motivation and employee performance in child care : the effects of the introduction of market forces on employees in the Dutch child-care sector

NARCIS (Netherlands)

Plantinga, Mirjam

2006-01-01

Employee Motivation and Employee Performance in Child Care: The Effects of the Introduction of Market Focus on Employees in the Dutch Child-Care Sector Mirjam Plantinga (RUG) This research describes and explains the effects of the introduction of market forces in the Dutch child-care sector on

Essays on Operations Management: Setting Employees Up for Success

OpenAIRE

Gibson, Hise

2015-01-01

As a result of globalization, organizations expect more from their employees. While organizations have become leaner, the productivity requirements have not decreased. Further, there is greater importance being placed on the connection between human capital and operational outcomes. This research explores the impact of management decisions on teams of employees. It also examines how organizations use and develop their workforce. In three studies, my dissertation considers how an organization ...

Influence of management style on employee views of corporate reputation. Application to audit firms

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Isabel Olmedo-Cifuentes

2014-10-01

Full Text Available In the current economic context where the behaviour of firms is carefully examined by the markets, the corporate reputation which is generated by organisations among their stakeholders may facilitate their success. Since employees are actively involved in its shaping and influence the overall perception of the firm's corporate reputation, the aim of this research is to improve the management of the employee views of reputation in order to increase its global evaluation. To do this, we analyse whether the existence of a characteristic management style influences the employee views of reputation, studying the effect of control variables such as employee age, gender, level of education or job position. Using a sample of 148 employees of Spanish accounting audit firms, we develop a specific tool for measuring the reputation from the employee perspective of service SMEs, as well as confirming that a strong participative management style promotes a better perception of reputation by employees than a competitive style. Hence, this study reflects that men prefer a competitive management style. Also, a high level of education along with job position has a positive impact on the preference of a participative style with the job position being the main moderating variable of the proposed model.

From flexibility human resource management to employee engagement and perceived job performance across the lifespan: A multisample study

NARCIS (Netherlands)

Bal, P.M.; Lange, A.H. de

2015-01-01

This study investigated the effects of flexibility human resource management (HRM) on employee outcomes over time, as well as the role of age in these relations. Based on work adjustment theory and AMO theory, it was predicted that availability and use of flexibility HRM would be positively related

Control Management and Business Performances: The Malaysian Family SMEs Perspectives

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Edward Wong Sek Khin

2015-06-01

Full Text Available This study examined the relationship between control management and family business performance in the Malaysian context. It has two objectives, the first being to determine the relationship of organizational credit control policy and procedures, employee development and motivation, and intelligence collection systems to subsequent collection reports in Malaysian family SMEs. The second objective is to investigate the moderating effect of participation in decision-making and work effort towards innovation and business performance. This is a descriptive study involving 90 senior executives employed in 90 Malaysian family SMEs/firms. A correlation analysis from this study confirmed previous researchers’ observations that high-level organizational commitment to credit control management is linked to improvements in business performance. The results suggest that three components – credit policy, employee development, and intelligence collection systems – are the most important predictors for the efficiency and effectiveness of credit control management.    

Data Envelopment Analysis as a Tool for Evaluation of Employees Performance

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ZBRANEK

2013-02-01

Full Text Available Employee performance evaluation systems, which are well designed and properly used, are essential for the effective functioning of the organization. Due to some disadvantages of traditional methods, there is a need to develop new evaluation procedures. The main contribution of this paper is to apply a multidimensional approach, represented by the method of Data Envelopment Analysis (DEA to measure the performance and efficiency of employees. This approach overcomes several weaknesses of traditional systems of the employees’ performance evaluation and provides a comprehensive indicator of the performance of individual employees, their technical efficiency score. The input variables of the used model were the motivational factors (salary, working conditions and benefits; the output was the indirectly assessed performance through work motivation, job satisfaction and organizational commitment. Furthermore, we applied the nonparametric methods for compliance testing of mean values to validate the stated hypotheses. In a baking company using the DEA method, we identified 12 efficient employees and 48 employees who need to improve their outputs to achieve their maximum efficiency.

Inside the VA: How Workplace Training Evaluation Impacts Employee Performance

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Emerson, Timica F.

2017-01-01

Employee performance and patient satisfaction are strong indicators of the current state of a healthcare organization. Workplace training programs are used to teach employees the knowledge and skills necessary to effectively perform on the job. Instructor-led, online, blended and independent learning events are produced to address learning needs…

Transformational leadership and employee safety performance: a within-person, between-jobs design.

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Inness, Michelle; Turner, Nick; Barling, Julian; Stride, Chris B

2010-07-01

We investigated the extent to which the safety performance (i.e., self-reported safety compliance and safety participation) of employees with 2 jobs was predicted by their respective supervisors' transformational leadership behaviors. We compared 2 within-person models: a context-specific model (i.e., transformational leadership experienced by employees in 1 context related to those same employees' safety performance only in that context) and a context-spillover model (i.e., transformational leadership experienced by employees in 1 context related to those same employees' safety performance in the same and other contexts). Our sample comprised 159 "moonlighters" (73 men, 86 women): employees who simultaneously hold 2 different jobs, each with a different supervisor, providing within-person data on the influence of different supervisors on employee safety performance across 2 job contexts. Having controlled for individual differences (negative affectivity and conscientiousness) and work characteristics (e.g., hours worked and length of relationship with supervisor), the context-specific model provided the best fit to the data among alternative nested models. Implications for the role of transformational leadership in promoting workplace safety are discussed.

Effects of Inclusive Leadership on Employee Voice Behavior and Team Performance: The Mediating Role of Caring Ethical Climate

OpenAIRE

Lei Qi; Bing Liu

2017-01-01

As an emerging research field of leadership, inclusive leadership reflects the new style of leadership demanded by researchers and practitioners. Is it a leadership style that can better integrate employees and organizations and adapt to new complex management situation? Based on theories of social exchange, organizational support, and self-determination, this study investigated the impact of inclusive leadership on employee voice behavior and team performance through caring ethical climate. ...

Employees\\' perceptions of the Aid-for-AIDS disease-management ...

African Journals Online (AJOL)

It is estimated that 18–20% of South Africa\\'s more than 5 million HIV-positive individuals are formally employed. Disease management programmes for these employees vary in scope and sophistication, with services provided by the employer, or third-party specialist disease managers, or through medical aid schemes.

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

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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.

The Relation between Work Family Conflict and Employee Performance: A Research on Hotel Employee

OpenAIRE

KARAKAŞ, Ayhan; SAHİN, Nilufer

2017-01-01

The aim of thisstudy was, to examine the relation between work family conflict and  employeeperformance. To measure the relationship ,WFC and EP scales used. Data weregathered from hotel employees in Western Black Sea provinces. End of the study,through data were examined -obtained statistical software package-, frequencyanalysis, correlation analysis, t-test, ANOVA test and regression analysis. Theresult indicate that  work familyconflict related significantly to employee performance. Employ...

THE INFLUENCE OF MOTIVATION AND WORK ENVIRONMENT ON THE PERFORMANCE OF EMPLOYEES

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Muchtar Muchtar

2016-03-01

Full Text Available Abstract.This  aims to determine the factors that affect the performance of employees of the University PGRI RonggolaweTuban. These factors are motivation and work environment. Employees who have a high motivation to work will have a positive impact for the organization, so as to achieve organizational goals. Hypothesis testing is done by spreading the questionnaire as many as 52 employees of the University PGRI RonggolaweTuban. Analysis using multiple linear regression analysis. Results of testing the hypothesis that the value F = 4,312; and p = 0.019 (p 0.05, meaning that work motivation has no significant effect on employee performance. On the environment variable obtained value t = 2,376; and p = 0.021 (p <0.05, which means that the working environment have a significant effect on employee performance. R2 = 0.115 shows that simultaneously motivated and able to contribute to the environmental performance of 11.5% on the employees of the University of PGRI RonggolaweTuban..

Factors Relating to Managerial Stereotypes: The Role of Gender of the Employee and the Manager and Management Gender Ratio

OpenAIRE

Stoker, Janka I.; Van der Velde, Mandy; Lammers, Joris

2011-01-01

Purpose Several studies have shown that the traditional stereotype of a ?good? manager being masculine and male still exists. The recent changes in the proportion of women and female managers in organizations could affect these two managerial stereotypes, leading to a stronger preference for feminine characteristics and female leaders. This study examines if the gender of an employee, the gender of the manager, and the management gender ratio in an organization are related to employees? manag...

What is the social gain from competency management? The employees' perception at a Brazilian public university

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Guilherme Busch Rocha

Full Text Available Abstract In the present global scenario of strong competitive edge, the Human factor had its relevance enhanced, presenting itself as a key element to enhance organizations' flexibility and performance. Since the 1990s, one of the most widespread and studied Human Resources practices has consisted of the Management Model by Competency, that innovated by changing the "position" reference to the "people" element. Therefore, this paper tries to investigate what are the elements that influence the employees' perception of social gain within an establishment that had taken on the competency management model. This is a quantitative work with survey methodology. The sample consists of 422 employees of a Brazilian public university that had implanted the competency model in 2011. The questionnaire, available in an online environment, used the dimensions developed by Sarsur (2007. The relationships between the actions on corporate education, wage move, career move, managerial positions held, workplace and seniority (independent variables with the perception employees have of social gain (dependent variables were analyzed through non parametric statistical techniques. The results indicate that the employees' perception of social competency gains in the model displays an essentially utilitarian nature. Namely, just the benefited employees demonstrated higher rankings of perception regarding the new proposal.

The Influence of Leadership, Talent Management, Organizational Cultureand Organizational Support on Employee Engagement

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Jimmy Sadeli

2012-12-01

Full Text Available A leadership-driven model was hypothesized to examine the simultaneous influences of three dimensions of leadership behaviors (transformational, transactional, and interaction between transformational and transactional on employee engagement, mediated by three intangible organizational factors: (1 talent management practices, (2 organizational culture, and (3 perceived organizational support (POS. Results of this research show that leadership behaviors (transformational and interaction between transformational and transactional significantly influence mediating variables (talent management practices, organizational culture and POS, whereas transactional leadership must interact with transformational leadership behavior to influence mediating variables. Both talent management practices and organizational culture influence employee engagement, while POS indirectly influences employee engagement.

Organisational justice and employee perceptions on hospital management.

Science.gov (United States)

Wiili-Peltola, Erja; Kivimäki, Mika; Elovainio, Marko; Virtanen, Marianna

2007-01-01

The purpose to clarify what kind of managerial challenges employees experience regarding organisational justice in hospitals. This exploratory study of 8,971 employees working in 14 hospitals and examines the concept of organisational justice in management with qualitative and quantitative methods. An inductive content analysis of the comments revealed five integrative frames describing challenges in hospital management at respondents' workplaces. These frames should be regarded as major managerial challenges in hospitals. These findings illustrate important antecedents of organisational justice and suggest that work units tend to share the same perceptions of justice. They also reveal that individually produced comments reflect collective experiences in organisational justice. Further, the results indicate that problems in management and policies are often experienced in a complex way, and people making justice judgements do not separate procedural and interactional factors. Although the commentators producing qualitative data represented many organisational hierarchy levels, the results should not be generalised to apply to horizontal, informal social relationships. This paper gives useful information regarding challenges in human resources management in hospitals. The paper suggests that people making fairness judgements do not make a distinction between procedural and interpersonal factors. Instead, they use any information available to judge the righteousness of the management events. This paper serves to guide hospital managers towards a better understanding of the importance of organisational justice and its collective nature.

Associations between employee and manager gender: impacts on gender-specific risk of acute occupational injury in metal manufacturing

Science.gov (United States)

2013-01-01

Background Prior research has shown increased risk of injury for female employees compared to male employees after controlling for job and tasks, but have not explored whether this increased risk might be moderated by manager gender. The gender of one’s manager could in theory affect injury rates among male and female employees through their managers’ response to an employee’s psychosocial stress or through how employees differentially report injuries. Other explanations for the gender disparity in injury experience, such as ergonomic factors or differential training, are unlikely to be impacted by supervisor gender. This study seeks to explore whether an employee’s manager’s gender modifies the effect of employee gender with regards to risk of acute injury. Methods A cohort of employees and managers were identified using human resources and injury management data between January 1, 2002 and December 31, 2007 for six facilities of a large US aluminum manufacturing company. Cox proportional hazards models were employed to examine the interaction between employee gender and whether the employee had female only manager(s), male only manager(s), or both male and female managers on injury risk. Manager gender category was included as a time varying covariate and reassessed for each employee at the midpoint of each year. Results The percentage of departments with both female and male managers increased dramatically during the study period due to corporate efforts to increase female representation in management. After adjustment for fixed effects at the facility level and shared frailty by department, manager gender category does not appear to moderate the effect of employee gender (p = 0.717). Manager category was not a significant predictor (p = 0.093) of time to first acute injury. Similarly, having at least one female manager did not modify the hazard of injury for female employees compared to males (p = 0.899) and was not a significant predictor

Organizational Justice as an Outcome of Diversity Management for Female Employees: Evidence From U.S. Federal Agencies

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Sungchan KIM

2016-10-01

Full Text Available Diversity management has been implemented vigorously in organizations with workforce diversity practices. One of the possible outcomes of diversity management is increased fairness in the organization. However, women perceive organizations as still being unfair, even though diverse managerial practices have been adopted to address equity related problems. In this article, we examine how female employees in federal agencies view diversity management and whether they believe that diversity management can lead to organizational justice. By using the 2013 Federal Employee Viewpoint Survey (FEVS data, we found that diversity management leads to a higher level of organizational justice for female employees. However, white female employees have a higher agreement on the effi cacy of diversity management in producing procedural and interactional justice than do non-white female employees. Also, female employees in the regulatory or redistributive agency category perceive less that diversity management leads to organizational justice than those in other agencies. We therefore conclude that diversity management is an effective tool to achieve organizational justice for particular groups.

Telework and the Manager Employee Relationship

Science.gov (United States)

2017-04-06

comparative research method , this paper examines the impact that telework can have on relationships and makes some suggestions on how to improve telework... qualitative strategy that uses causal-comparative research to explore the impact that telework has on the manager-employee relationship. Research ...intended to answer this paper’s specific research question. Therefore, it is possible that either the wrong types of studies were selected or that their

An empirical investigation on the effects of organizational and individual factors creating conflicts on employee performance: A case study of logistics management of national Iranian drilling company

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Naser Deris Soltanpour

2014-01-01

Full Text Available This paper presents a survey on the effects of organizational and individual factors causing conflict on employee performance of national Iranian drilling company's logistics management. It has been of descriptive type and carried out by using the random sampling method. The statistical population included all the employees of logistics management. Invariable t-test was used in this research for data analysis. The results showed that the average factors such as education, age, personal ethics, scarcity of resources, work dependence, organizational structure and organizational culture were significantly higher than the average value (3 and the average factors such as personality, evaluation structure and reward were significantly lower than the average value (3. According to the results of this survey, feeling dependence was number one priority for creating conflict followed by personal ethics, education, resources, organizational culture, age, organizational structure, evaluation and individual personality was the last item.

Monitoring of individual doses and its information management system for CAEP's employees

International Nuclear Information System (INIS)

Wei Xiye; Lei Jiarong; Yuan Yonggang; Zhao Lin; Zhao Minzhi; Cui Gaoxian

2007-01-01

Employees' individual dose is very important to radiation workers, this paper introduces the monitoring of individual doses for the employees of CAEP in brief. A mass of employees' individual dose information records needed for being disposed, the data management software IDDMS for individual dose was developed. This paper describes the database structure, main modules, statistic and printing functions in this program. Based on much experience of many years in data management of individual dose, this program is developed using the object-oriented language Visual Foxpro 6.0. Meanwhile, it had been tested for several months. The results show that this software can be used directly for daily management of individual dose, and report forms of individual dose can also be printed easily for the related superior department. (authors)

Managers' practices related to work-family balance predict employee cardiovascular risk and sleep duration in extended care settings.

Science.gov (United States)

Berkman, Lisa F; Buxton, Orfeu; Ertel, Karen; Okechukwu, Cassandra

2010-07-01

An increasing proportion of U.S. workers have family caregiving responsibilities. The purpose of this study was to determine whether employees in extended care settings whose managers are supportive, open, and creative about work-family needs, such as flexibility with work schedules, have lower cardiovascular disease (CVD) risk and longer sleep than their less supported counterparts. From semistructured interviews with managers, we constructed a work-family balance score of manager openness and creativity in dealing with employee work-family needs. Trained interviewers collected survey and physiologic outcome data from 393 employees whose managers had a work-family score. Employee outcomes are sleep duration (actigraphy) and CVD risk assessed by blood cholesterol, high glycosylated hemoglobin/diabetes, blood pressure/hypertension, body-mass index, and tobacco consumption. Employees whose managers were less supportive slept less (29 min/day) and were over twice as likely to have 2 or more CVD risk factors (ORs = 2.1 and 2.03 for low and middle manager work-family scores, respectively) than employees whose managers were most open and creative. Employees who provide direct patient care exhibited particularly elevated CVD risk associated with low manager work-family score. Managers' attitudes and practices may affect employee health, including sleep duration and CVD risk.

Insomnia management for ageing employees with job stress

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Roja I.

2014-01-01

Full Text Available In Latvia, the number of aging employees suffering from sleep disorders caused by job stress and poor sleep hygiene is increasing. The non-pharmacologic and pharmacologic treatment is prescribed for these employees in the sleep management. The aim of this research is to clarify the efficiency of using psychotherapy with learning and observing sleep hygiene, combined with the melatonergic drug during a six-week treatment course applied to 25 both male and female intellectual workers over 65 years suffering from insomnia caused by job stress. For the patients representing Group “A” cognitive hypnotherapy, intervention for improving coping with job stress and usage of the melatonergic drug was prescribed, while Group “B” patients received six weeks only drug. The severity of depressive episodes in employees was measured by Montgomery- Åsberg Depression Rating Scale, the level of anxiety was assessed by use Rosenberg Self-Esteem Scale. The results of the research show that insomnia patterns disappeared for 75% of women and 80% of men employees in Group A, but in Group B individuals, – only for 20% of women employees. The results acquired let concluding that the six-week treatment – cognitive hypnotherapy combined with melatonergic drug – is an effective treatment for aging workers suffering from sleep disorders.

Employee Reward Systems in Organizations

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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.

When asset management and organizations meet: accounting for employee experiences

NARCIS (Netherlands)

Schraven, Daan; Hartmann, Andreas; Dewulf, Geert P.M.R.

2015-01-01

For some time, organisations have encountered challenges when implementing asset management, particularly when closing the gap between how the asset management is understood by employees and how they support it in practice. Maturity models, common applied evaluations for implementing asset

Manager support for work-family issues and its impact on employee-reported pain in the extended care setting.

Science.gov (United States)

O'Donnell, Emily M; Berkman, Lisa F; Subramanian, S V

2012-09-01

Supervisor-level policies and the presence of a manager engaged in an employee's need to achieve work-family balance, or "supervisory support," may benefit employee health, including self-reported pain. We conducted a census of employees at four selected extended care facilities in the Boston metropolitan region (n = 368). Supervisory support was assessed through interviews with managers and pain was reported by employees. Our multilevel logistic models indicate that employees with managers who report the lowest levels of support for work-family balance experience twice as much overall pain as employees with managers who report high levels of support. Low supervisory support for work-family balance is associated with an increased prevalence of employee-reported pain in extended care facilities. We recommend that manager-level policies and practices receive additional attention as a potential risk factor for poor health in this setting.

Managers as role models for health: Moderators of the relationship of transformational leadership with employee exhaustion and cynicism.

Science.gov (United States)

Kranabetter, Caroline; Niessen, Cornelia

2017-10-01

Drawing on social learning literature, this study examined managers' health awareness and health behavior (health-related self-regulation) as a moderator of the relationships between transformational leadership and employee exhaustion and cynicism. In 2 organizations, employees (n = 247; n = 206) rated their own exhaustion and cynicism, and their managers' transformational leadership. Managers (n = 57; n = 30) assessed their own health-related self-regulation. Multilevel modeling showed that, as expected, managers' health awareness moderated the relationship between transformational leadership and employee exhaustion and cynicism. Employees experienced less exhaustion and cynicism when transformational leaders were aware of their own health. Managers' health behavior moderated the relationship between transformational leadership and employee exhaustion in 1 organization, but not in the other. With respect to health behavior, we found no significant results for employee cynicism. In sum, the results indicate that when managers are role models for health, employees will benefit more from the transformational leadership style. (PsycINFO Database Record (c) 2017 APA, all rights reserved).

Clinical nutrition and foodservice personnel in teaching hospitals have different perceptions of total quality management performance.

Science.gov (United States)

Chong, Y; Unklesbay, N; Dowdy, R

2000-09-01

To investigate the perceived total quality management (TQM) performance of their department by clinical nutrition managers and dietitians, and foodservice managers and supervisors, in hospital food and nutrition service departments. Using a 2-part questionnaire containing items about 3 constructs of TQM performance and demographic characteristics, participants rated their perceptions of TQM performance. Employees in 7 Council of Teaching Hospitals. Of the 128 possible respondents, 73 (57%) completed the study. Correlation analysis to identify relationships between demographic characteristics and TQM performance. Analysis of variance to investigate statistical differences among hospitals and between subject groups and types of employment positions. Three TQM constructs--organization, information, and quality management--were evaluated. The clinical nutrition manager and dietitian group had mean ratings between 3.1 and 4.7 (5-point Likert scale); the foodservice manager and supervisor group had mean ratings from 2.7 to 4.0. Education level was significantly correlated (r = 0.44) to performance of employee training in the clinical nutrition group. The number of employees directly supervised was negatively correlated (r = -0.21) to the performance of employee training in the foodservice group. As the dynamic roles of dietitians change, many dietitians will occupy management positions in organizations such as restaurants, health food stores, food processing/distribution companies, and schools. This study demonstrates how a TQM survey instrument could be applied to clinical nutrition and foodservice settings. Dietitians will need to assess TQM in their workplace facilities, especially because of the direct links of TQM to productivity and client satisfaction.

Employees Technology Usage Adaptation Impact on Companies’ Logistics Service Performance

Directory of Open Access Journals (Sweden)

A. Zafer ACAR

2018-01-01

Full Text Available The information technology (IT capability of companies is one of the determinants of their competitive power. However, IT outputs depend on employees intentions to use them. As a technological investment Port automation systems are widely used in container terminals. Therefore behavioral intention in the usage of various IT applications is one of the important factors that may affect logistics service performance. This study aims to explore the employees' technology usage adaptation impact on the logistics service performance of ports. In this context, the behavioral intentions of employees who use port automation systems are investigated using the Technological Acceptance Model.

32 CFR 536.154 - Claims involving tortfeasors other than nonappropriated fund employees: NAFI risk management...

Science.gov (United States)

2010-07-01

... 32 National Defense 3 2010-07-01 2010-07-01 true Claims involving tortfeasors other than nonappropriated fund employees: NAFI risk management program (RIMP) claims. 536.154 Section 536.154 National... nonappropriated fund employees: NAFI risk management program (RIMP) claims. The risk management program (RIMP) is...

Individual Performance Management: A Review of Current Practices

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Ian O’ Boyle

2013-05-01

Full Text Available This paper provides a review of current practice in relation to individual performance management systems and process within the traditional business environment. There is a consensus that the role of the individual is central to the overall performance of any organization and how individual performances are managed and evaluated can have significant impacts on overall organizational success. Many organizations employ the traditional performance appraisal in order to monitor and assess individual employee performances. However, new approaches, such as 360-degree feedback have also become commonplace within the business environment. An analysis of each approach including benefits and challenges associated with each process is presented within this paper.

Management-by-Results and Performance Measurement in Universities--Implications for Work Motivation

Science.gov (United States)

Kallio, Kirsi-Mari; Kallio, Tomi J.

2014-01-01

The article focuses on the effects of management-by-results from the perspective of the work motivation of university employees. The study is based on extensive survey data among employees at Finnish universities. According to the results, performance measurement is based on quantitative rather than qualitative measures, and the current…

CREDIT CONTROL MANAGEMENT AND BUSINESS PERFORMANCE : THE MALAYSIAN FAMILY SME PERSPECTIVE

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Edward Wong Sek Khin

2015-04-01

Full Text Available This study examined the relationship between control management and family business performance in the Malaysian context. It has two objectives, the first being to determine the relationship of organizational credit control policy and procedures, employee development and motivation, and intelligence collection systems to subsequent collection reports in Malaysian family SMEs. The second objective is to investigate the moderating effect of participation in decision-making and work effort towards innovation and business performance. This is a descriptive study involving 90 senior executives employed in 90 Malaysian family SMEs/firms. A correlation analysis from this study confirmed previous researchers' observations that high-level organizational commitment to credit control management is linked to improvements in business performance. The results suggest that three components - credit policy, employee development, and intelligence collection systems - are the most important predictors for the efficiency and effectiveness of credit control management.

Service orientation discrepancy between managers and employees and its impact on the affective reactions of employees :a case study of casual restaurant segment

OpenAIRE

Cha, Suk-Bin

1995-01-01

This study attempted to relate service orientation discrepancy between employees and managers to employees' affective reactions in the restaurant industry. To fulfill this purpose, this study developed a new model and tested it by conducting an empirical analysis of restaurant employees. Specifically, this study examined the relationships among service orientation discrepancy (SOD), service employees' role conflict (RC), role ambiguity (RA), job satisfaction (US), and organizational commitmen...

MSFC personnel management tasks: Recruitment and orientation of new employees

Science.gov (United States)

Brindley, T. A.

1980-01-01

In order to encourage highly motivated young students to learn about NASA and consider it for a career, a formal program is to be initiated whereby selected students can work on a voluntary basis at Marshall Space Flight Center (MSFC). The first task was to develop the working plan and procedures for this program, called Student Volunteer Service Program, in the writing of MSFC official guidelines, the Marshall Management Instruction (the MMI) which is a binding document that defines policy and establishes procedures and guidelines. Particular considerations written into the MMI after numerous consultations, interviews, and discussions about a satisfactory policy, include: arrangements to be made between the student, the school authorities, and concerned MSFC employees; management of the work assignments; and procedures for the student's welfare and safety. The second task was the development of a recruitment brochure for the attraction of new employees, especially scientists and engineers. The third task assigned was to develop a plan called Orientation of New Employees.

Women in Top Management and Firm Performance

DEFF Research Database (Denmark)

Smith, Nina; Smith, Valdemar; Verner, Mette

-observations for all Danish firms with more than 50 employees over the period 1994-2003, the analysis suggests that the proportion of women in top management jobs has from none to positive influence on firm performance. However, the results show that the strength of the effects of women in top management depends...... on how top CEOs are defined and on the method of estimation of the model. Next, the results point towards a positive influence on firm performance of the staff representation in the supervisory board of the firm but more women representing the shareholders in the supervisory board of the firm seems...

Are Entrepreneurs more Optimistic and Overconfident than Managers and Employees?

DEFF Research Database (Denmark)

Koudstaal, Martin; Sloof, Randolph; Van Praag, Mirjam

Empirical evidence supports the conventional wisdom that entrepreneurs are more optimistic and overconfident than others. However, the same holds true for top managers. In this lab-in-the-field experiment we directly compare the scores of entrepreneurs, managers and employees on a comprehensive s...

Management and Employee Sati sfaction in a Municipal Administration

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Polona Kambič

2014-09-01

Full Text Available Research Question (RQ: Do knowledge and skills of the director of municipal administration have an influence on employee satisfaction? Purpose: To research the knowledge and skills, a leader needs to guide employees towards reaching a work place satisfaction and consequently towards higher effectiveness of the organization. Method: A case study on a smaller municipal administration based on an interview with the director of municipal administration on development of knowledge and skills; a questionnaire for determining leadership abilities and a questionnaire for measuring work satisfaction of employees in municipal administration. Results: The influence of knowledge and skills of the director of municipal administration on employee satisfaction. Organization: Organization that strives for success needs to devote special attention to people management. Satisfied employees are successful in their work assignments and consequently contribute to effectiveness of the organization. Society: The purpose of municipal administration is to fulfill the needs of its citizens as much as possible. A quality service for citizens as service users can only be provided by satisfied employees in the municipal administration. Originality: In the municipal administration of the studied municipality a research study on the influence of knowledge and skills of the leader on employee satisfaction has not been carried out yet, so this will serve as grounds for improvement of organizational climate in the organization. Limitations/further research: The director of municipal administration is the author’s subordinate. The municipal administration has only eight employees, which is a limited sample size even though all employees participated in the research study. In the future it would be wise to conduct a study with all three municipal administrations of the Bela krajina region, as this would provide a clearer picture of employee satisfaction in the municipalities of

THE ROLE OF EMPLOYEE PERFORMANCE APPRAISAL AT CASA DE LA ROSA TIMISOARA

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SILVIA VLAD

2015-04-01

Full Text Available The purpose of this research is to analyze the most important aspects of employee performance appraisal role in a hotel. The research is based on highlighting the major aspects of employee performance appraisal at Casa de la Rosa Hotel and aims the aspects related to the hotel performance. The aim of this evaluation is to observe and to analyze the employee time evolution and the way they complete their tasks and their job requirements.

The Role of Talent Management in the Relationships between Employee Engagement: A Study of GLCs

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Aizat Ramli Afdzal

2018-01-01

Full Text Available Talent management practice is crucial in relating the potential talent. The GLCs need to have a potential talent in order to continue the value creation for business competitiveness. Moreover, talent that possesses high level of commitment and engagement will add value in the organization. This study aims to examine the relationship between talent management practices and employee engagement of employees at GLCs. The sample included 230 employees, which were selected randomly. For this study the method for data collection uses a structured questionnaire and were analyzed using partial least square. The hypothesis in this study is accepted whereby on the empirical evidences, it proves the relationship between talent management practices and employee engagement‥

Employee participation in developing performance measures and job performance: on the role of measurement properties and incentives

NARCIS (Netherlands)

Groen, B.; Wouters, M.; Wilderom, C.

2013-01-01

Involving employees in the development of performance measures often results in better employee job performance. Yet not all prior studies find such a direct effect. This study explains these inconsistent findings. It focuses on the measurement properties of performance measures and using them for

How Much Do Employees Matter? Comparison of Foreign and Domestic Firms’ Management

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Annamaria Kazai Onodi

2017-03-01

Full Text Available People management will be the biggest challenge for companies in the next 10 years according to eiu/shrm survey. There are different scenarios for future work, which are influenced by economic, technological, environmental, institutional and demographic factors. This paper analysed the effect of internationalisation on human resource management based on the Hungarian Competitiveness Research Surveys 2013, 2009, 2004 and 1999. Generally, the research did not confirm that internationalisation generates higher attention towards employees, although we can find some positive tendencies. Foreign owned companies paid more attention to performance evaluation and trainings. The research identified some factors, which can be improved. For example educational cooperation with colleges and universities.

Role of OCB and demographic factors in the relationship of motivation and employee performance

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Yew Huei Tan

2014-05-01

Full Text Available Purpose: This research seeks to broaden the study by investigating the interplay of organizational citizenship behaviour (OCB and demographic factor (gender and organizational tenure on the motivation and employee performance relationship.Design/methodology/approach: Multiple linear regression was used to test the relationship between motivation (intrinsic and extrinsic and employee performance among (n=368 lecturers in Malaysia. To test the mediating effect of OCB, path analysis was employed. Furthermore, the demographic factors (gender and organizational tenure was tested using the moderated multiple regression analysis.Findings: Significant differences in explaining the variance of employee\tperformance was found between intrinsic motivation and extrinsic motivation. In addition, OCB was found perfectly mediating the relationship of extrinsic motivation and employee performance, however, OCB was found partially mediating the relationship between intrinsic motivation and employee performance. Furthermore, gender and organizational tenure do not show any moderate results in the relationship between OCB and employee performance.Research limitations: Study limitations (e.g. cross-sectional research design and biasness and future opportunities are outlined.Practical implications: Argues that the suitable type of motivation in explaining the variances of employee performance. Also, identifies the important of OCB between the motivation and employee performance relationship, thus gender and organizational tenure were not significant to OCB and employee performance relationship.Social implications: HR can help an organization to succeed, provided that the suitable motivations are adopted to monitor lecturer performance and helping behavior. In addition, HR should not emphasize too much of gender and organizational tenure to justify the lecturer performance as the findings show insignificant relationship.Originality/value: This paper identifies and

Radio Frequency Identification (RFID) Based Employee Attendance Management System

Science.gov (United States)

Maramis, G. D. P.; Rompas, P. T. D.

2018-02-01

Manually recorded attendance of all the employees has produced some problems such as the data accuracy and staff performance efficiency. The objective of this research is to design and develop a software of RFID attendance system which is integrated with database system. This RFID attendance system was developed using several main components such as tags that will be used as a replacement of ID cards and a reader device that will read the information related to the employee attendance. The result of this project is a software of RFID attendance system that is integrated with the database and has a function to store the data or information of every single employee. This system has a maximum reading range of 2 cm with success probability of 1 and requires a minimum interval between readings of 2 seconds in order to achieve an optimal functionality. By using the system, the discipline attitude of the employees and also the performance of the staff will be improved instantly.

THE RELATION OF HIGH-PERFORMANCE WORK SYSTEMS WITH EMPLOYEE INVOLVEMENT

Directory of Open Access Journals (Sweden)

Bilal AFSAR

2010-01-01

Full Text Available The basic aim of high performance work systems is to enable employees to exercise decision making, leading to flexibility, innovation, improvement and skill sharing. By facilitating the development of high performance work systems we help organizations make continuous improvement a way of life.The notion of a high-performance work system (HPWS constitutes a claim that there exists a system of work practices for core workers in an organisation that leads in some way to superior performance. This article will discuss the relation that HPWS has with the improvement of firms’ performance and high involvement of the employees.

Time management tips, tricks, and exercises for busy medical practice employees.

Science.gov (United States)

Hills, Laura

2012-01-01

Working in a busy medical practice requires excellent time management skills and an ability to handle those unanticipated emergencies, urgencies, and monkey-wrenches that can and often do throw a well-planned day out of whack. This article offers busy medical practice employees 50 time management tips to help them manage their time well. It focuses specifically on eliminating time wasters, working more efficiently, and developing personal goals and habits that can increase productivity, reduce stress, and make working in the practice more enjoyable. This article also offers several hands-on time management exercises, including a time management self-assessment quiz, a multitasking exercise, and a time drain exercise. These can be completed individually or collaboratively with other members of the medical practice team. Finally, this article explores 12 popular time management myths and how a medical practice employee can increase his or her productivity by identifying and harnessing his or her productivity "happy hour(s)".

Justice perceptions of performance management practices in a company in the chemical industry

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Thanasagree Govender

2015-11-01

Full Text Available The sustainability of corporations globally is becoming increasingly problematic. Combined with the unique challenges of an operating entity, this could potentially expose the profitability of sustainable businesses on a daily basis. The purpose of this study is to evaluate employees’ justice perceptions of performance management practices in a company in the chemical industry. The population includes all the employees in the chemical industry that was used in this study. A total of 140 questionnaires were issued to all the employees in an organisation which had undergone a performance appraisal and 102 respondents completed the surveys, giving a response rate of 72 per cent. A cross-sectional survey design was used in this study. The justice perceptions were measured according to an existing framework developed by Thurston and McNall (2010. The framework is founded on a hypothesised four-factor model constructed according to theories on organisational justice. The employees of the organisation in the chemical sector were involved in this study. Descriptive statistical analyses were used to measure perceptions of justice based on theories on organisational justice. The measuring instrument used was based on recognised models and theories. The study supports the construct validity of the measuring instrument and the reliability of the scales used. The justice constructs were used to identify specific items in the performance management practice that required improvement. The implications of the results are that continual interventions are required if employee commitment and productivity levels are to improve, resulting in a positive impact on business performance. Significant differences in perceptions by demographic groups were reported and discussed. This study explored the importance of understanding justice perceptions of performance management practices as an enabler for sustained business performance. Further, the study confirmed that

RESEARCH OF RELATIONSHIP BETWEEN LEADERSHIP BEHAVIORS OF MANAGERS AND ORGANIZATIONAL COMMITMENT OF EMPLOYEES USING STATISTICAL METHODS

Directory of Open Access Journals (Sweden)

Aydoğan Durmuş

2016-08-01

Full Text Available In this study conducted to research the relationship between leadership behaviors of managers between organizational commitment of employees, a survey has been applied to 155 employees who work in 3 companies in Istanbul province. To measure organizational commitment of employees: "Organizational Commitment Scale" developed by Meyer, Allen ve Smith ; to measure leadership behaviors:" Leadership Behaviors Inventory" of Kent and "Multidimensional Leadership Problems" titled survey forms have been examined and leadership behavior scale which is often used in researches and has been created developing leadership behavior questions based on "Behavioral Repertoire of Leaders" of  Goleman. The data collected by the survey were evaluated by entering into SPSS 22 software. As a result of the application; it has been found that, as autocratic, visionary,  participating and leadership behaviors of managers strengthen, attendance to corporation and normative commitment of employees increase, as educational and relationship oriented behaviors of managers strengthen, attendance to corporation and normative commitment of employees strengthens. As overall satisfaction level of employees with leadership behavior of managers increases, their attendance and normative commitment to organization increased as well.

Employee reactions to the use of management control systems in hospitals: motivation vs. threat

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Ernesto Lopez-Valeiras

2018-03-01

Conclusions: The results obtained contribute to creating specific knowledge on the reactions of employees to the use of management control systems in hospitals. This information may be important in adapting management control systems to the characteristics of the hospital and its employees, which may in turn contribute to reducing dysfunctional worker behavior.

EMPLOYEE INVOLVEMENT IN DECISION MAKING AND FIRMS PERFORMANCE IN THE MANUFACTURING SECTOR IN NIGERIA

Directory of Open Access Journals (Sweden)

Abdul-Hameed Adeola Sulaimon

2011-03-01

Full Text Available This study examines the relationship between employee involvement in decision making andfirms’ performance in the manufacturing sector in Nigeria. Data were generated by means ofquestionnaires to 670 manufacturing firms on employee involvement in decision making andperformance variables. Responses from the survey were statistically analysed using descriptivestatistics, product moment correlation, regression analysis and Z-test (approximated with theindependent samples t-test. The results of the study indicate a statistically significant relationshipbetween employee involvement in decision making and firms’ performance as well as reveal asignificant difference between the performance of firms whose employee involvement in decisionmaking are deep and the performance of firms whose employee involvement in decision making areshallow. The findings also reveal the involvement of participating firms in employee involvement indecision making. The implications of this study include the need for manufacturing firms todemonstrate high level of commitment to employee involvement in decision making for performanceenhancement.

Why do employees take more initiatives to improve their performance after co-developing performance measures? A field study

NARCIS (Netherlands)

Groen, B.A.C.; Wouters, M.J.F.; Wilderom, C.P.M.

2012-01-01

Performance measurements may stimulate employee initiatives to improve operational performance, especially when employees themselves participate in the development of their own departmental performance measures. Using the theory of planned behavior, we examine why this occurs in a beverage

Why do employees take more initiatives to improve their performance after co-developing performance measures? A field study.

NARCIS (Netherlands)

Groen, B.A.C.; Wouters, Marc; Wilderom, Celeste P.M.

2012-01-01

Performance measurements may stimulate employee initiatives to improve operational performance, especially when employees themselves participate in the development of their own departmental performance measures. Using the theory of planned behavior, we examine why this occurs in a beverage

The integration of intrapreneurship into a performance management model

Directory of Open Access Journals (Sweden)

Thabo WL Foba

2007-02-01

Full Text Available This study aimed to investigate the feasibility of using the dynamics of intrapreneurship to develop a new generation performance management model based on the structural dynamics of the Balanced Score Card approach. The literature survey covered entrepreneurship, from which the construct, intrapreneurship, was synthesized. Reconstructive logic and Hermeneutic methodology were used in studying the performance management systems and the Balanced Score Card approach. The dynamics were then integrated into a new approach for the management of performance of intrapreneurial employees in the corporate environment. An unstructured opinion survey followed: a sample of intrapreneurship students evaluated and validated the model’s conceptual feasibility and probable practical value.

Manager support for work/family issues and its impact on employee-reported pain in the extended care setting

Science.gov (United States)

O’Donnell, Emily M.; Berkman, Lisa F.; Subramanian, Sv

2012-01-01

Objective Supervisor-level policies and the presence of a manager engaged in an employee’s need to achieve work/family balance, or “supervisory support,” may benefit employee health, including self-reported pain. Methods We conducted a census of employees at four selected extended-care facilities in the Boston metropolitan region (n= 368). Supervisory support was assessed through interviews with managers and pain was employee-reported. Results Our multilevel logistic models indicate that employees with managers who report the lowest levels of support for work/family balance experience twice as much overall pain as employees with managers who report high levels of support. Conclusions Low supervisory support for work/family balance is associated with an increased prevalence of employee-reported pain in extended-care facilities. We recommend that manager-level policies and practices receive additional attention as a potential risk factor for poor health in this setting. PMID:22892547

Impact of a disability management program on employee productivity in a petrochemical company.

Science.gov (United States)

Skisak, Christopher M; Bhojani, Faiyaz; Tsai, Shan P

2006-05-01

An inhouse disability management program was implemented to reduce nonoccupational absences in a petrochemical corporation. The program was administered by full-time certified, corporate-based case managers and nine manufacturing location nurses. Employees were required to report all absences on the first day and again on the fourth workday of absence. A medical certification form was required for absences of 4 or more working days. Extended absences were actively managed. An Internet-based case management tool, Medgate, was used as a primary management tool. Results were compared with the previous year among the target population and with company business units not participating in the program. The program resulted in a 10% reduction in total absence days per employee (6.9 to 6.2) compared with the previous year, whereas business units not using the program had an 8% increase (5.5 to 5.9). This disability management program resulted in a more than four to one return on investment based on direct expenditures and cost savings in terms of reduced absence days. The inhouse disability management program was successful by absence duration, employee satisfaction, and return on investment criteria.

MANAGEMENT ANALYSIS REGARDING THE EMPLOYEES' ENGAGEMENT FACTORS AS MOTIVATIONAL TOOLS FOR INCREASING JOB SATISFACTION AND COMMITEMENT TO THE ORGANISATION

Directory of Open Access Journals (Sweden)

MUSCALU EMANOIL

2015-03-01

Full Text Available Regardless of the field, each organization has come to know and appreciate the true value of motivating staff and its involvement. Job satisfaction is worthy of interest both because of its beneficial effects on personal and organizational basis, being known that competitive organizations are those who know to pay attention to employee satisfaction. However, in practice it is extremely difficult to find how to engage employees, so they are present not only physically but also mentally and emotionally. Experts put forward that the ability to engage employees, making them partakers of the business, dedicated to the organization, will be one of the biggest organizational challenges in the next 10 years. (Berdarkar, M., Pandita, D., 2014 Consequently, human resource management, as a true art, must find the right "recipe" to make employees feel satisfaction, to contribute positively to the smooth running of the organization by encouraging their participation in decision-making processes. The organization is not solely responsible for the performance of staff, an overwhelming role having those employees who participate with their own strategies of action, to achieve the objectives set by management structures or implicitly assuming and expanding responsibilities including the freedom of decision. The special interest paid to the employee status at work and the relationship between the degree of involvement and the individual and organizational performance is the subject of numerous studies, this article proposing a synthesis of the current guidelines and an attempt to define the fundamental concepts as completely as possible .

International HRM in the IJVs: the impacts of interpersonal relationships between employees from different cultural backgrounds on the work performance

OpenAIRE

Jiang, Cheng

2013-01-01

Purpose: Human resource issues are one of the most significant problems in the management of international joint ventures (IJVs). This study aims to investigate the possible impacts of interpersonal relationships between Chinese employees and foreign employees in China’s Sino-foreign joint ventures on employees’ work performance. At first, this study examines the possible influences of interpersonal relationships between people from different cultural backgrounds on group processes. Then, the...

Human Resource Management (HRM) strategies and the impact on well-being of employees in Danish private and public firms

DEFF Research Database (Denmark)

Nielsen, Kjeld; Nielsen, Peter

2014-01-01

that management give employees discretion in the work organization (human resources are seen as an investment), that motivate and involve employees and create well-being among employees. So, management practices commitment strategies shape well-being among employees. This idea of management challenges the ability...... of the organization to persist, especially when organizational and technical changes have to be implemented by employees. So, the question is: How do HRM strategies connect to the employee’s well-being? The analytical results presented shortly in the paper build on data from project Meadow (Employee and Employer...

Managing Entrepreneurial Employees Who Bring Their Own IT to Work

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David Hudson

2012-12-01

Full Text Available Why do some employees invest their own time and money to acquire consumer information technology (IT for use in the workplace as corporate IT? This behaviour occurs even when their firms already possess considerable IT resources. Moreover, IT governance policies typically oppose the use of unsanctioned IT within the firm. IT governance assumes that the only IT assets that are relevant to the firm are those that are owned by the firm. However, employees can create value for the firm by combining their personal IT assets with the firm's IT assets. Creating novel asset combinations is consistent with entrepreneurship but entrepreneurship theory does not address this type of voluntary employee entrepreneurship using personal IT assets. This article proposes a link between the theory of the firm and entrepreneurship theory to explain why employees act entrepreneurially. This link is significant because it advances the notion that employees of established firms can be entrepreneurial when they use their own consumer IT as corporate IT. This link is also significant because it suggests that managing employee entrepreneurship requires tolerance of value creation that is emergent and can occur within a firm.

Understanding employee motivation and organizational performance: Arguments for a set-theoretic approach

Directory of Open Access Journals (Sweden)

Michael T. Lee

2016-09-01

Full Text Available Empirical evidence demonstrates that motivated employees mean better organizational performance. The objective of this conceptual paper is to articulate the progress that has been made in understanding employee motivation and organizational performance, and to suggest how the theory concerning employee motivation and organizational performance may be advanced. We acknowledge the existing limitations of theory development and suggest an alternative research approach. Current motivation theory development is based on conventional quantitative analysis (e.g., multiple regression analysis, structural equation modeling. Since researchers are interested in context and understanding of this social phenomena holistically, they think in terms of combinations and configurations of a set of pertinent variables. We suggest that researchers take a set-theoretic approach to complement existing conventional quantitative analysis. To advance current thinking, we propose a set-theoretic approach to leverage employee motivation for organizational performance.

The Importance of Fitting Personality Dimensions and Job Characteristics in Employees in the Hotel Management

Directory of Open Access Journals (Sweden)

Ana Jovičić

2011-07-01

Full Text Available The aim of this paper is to present the importance of the connection between personality dimensions of employees with the characteristics of their job in order to achieve more productive work and accomplish maximum customer satisfaction, as well as to create competitive advantage. The survey was conducted on a sample of 50 employees in the hotel “Prezident” in Novi Sad. In the survey was used the questionnaire of personality dimensions of the big five, and traits that have been described in this questionnaire are extroversion, conscientiousness, pleasantness, openness to new experiences and negative affectivity. The results of the survey show that in the selected facility prevail positive personality dimensions, and the negative affectivity is at its lowest level. For that reason this hotel should serve as an example of how to coordinate work in hotel management with the personality dimensions of employees, all in the service of satisfaction of guests. In that sense a very important role has the sector of human resources whose task is identifying personality characteristics and fitting personality characteristics with business activities that an individual performs, and the development of emotional intelligence which is especially important in hotel management.

Acquisition and Merger Process Through the Eyes of Employees : A Case Study on How Change Management and Integration Process Affected the Employees of Company X

OpenAIRE

Maidell, Terhi

2015-01-01

This study is a case study about acquisition and merger process, which took place in February 2014, when Company X(name changed) bought three magazines and 42 employees were transferred from Company Y (name changed). The topic covers such issues as; change management during acquisition and merger from the employees’ point of view, how employees react to change and how they experience the change management process. The aim of the study is to understand the employee side of the story during cha...

Style of management and chosen sentiments and attitudes among employees of scientific organizations

Directory of Open Access Journals (Sweden)

Agnieszka Izabela Baruk

2015-06-01

Full Text Available The article presents issues associated with the style of management applied in scientific organizations in the context of sentiments and attitudes of employees. Attention is drawn particularly to the relations between the style of management perceived by employees and the level of their perceived contentedness and the perceived level of satisfaction, as well as between the perceived style of management and attitude reflecting their readiness to recommend an organization as an employer. The application of the method of statistical analysis, namely, the analysis of correspondence allowed drawing the conclusion that there are statistically important relations between the variables. These relations are comparably strongest in case of the perceived style of management and the level of satisfaction. Thus, it can be concluded that applying democratic style to employees favours stimulating their satisfaction and contentedness and at the same time contributes to assuming an open attitude characterized by the readiness to recommend an organization as a workplace and thus co-create its positive image.

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...

17 CFR 270.17g-1 - Bonding of officers and employees of registered management investment companies.

Science.gov (United States)

2010-04-01

... employees of registered management investment companies. 270.17g-1 Section 270.17g-1 Commodity and... ACT OF 1940 § 270.17g-1 Bonding of officers and employees of registered management investment companies. (a) Each registered management investment company shall provide and maintain a bond which shall...

Addressing employee turnover and retention: keeping your valued performers.

Science.gov (United States)

McConnell, Charles R

2011-01-01

Employee turnover and employee retention are inextricably linked; to control turnover is to enhance retention. Turnover is a relatively simple concept; however, considerable confusion often results when addressing turnover because of differences in how it is defined; that is, what is counted, how it is counted, and how the turnover rates are expressed. Turnover is also costly, although not enough attention is paid to its cost because so much of it is indirect and thus not readily visible. There are a variety of causes of turnover, some that can be corrected and some that cannot be avoided. Reducing or otherwise controlling turnover requires continuing management attention to its causes and constant recognition of what can and should be controlled and what cannot be controlled. Ongoing attention to turnover is an essential part of the department manager's role; every improvement in turnover is a direct improvement in retention, with eventual positive effects on the bottom line.

Employee retention and integrated disability management practices as demand side factors.

Science.gov (United States)

Habeck, Rochelle; Hunt, Allan; Rachel, Colleen Head; Kregel, John; Chan, Fong

2010-12-01

Demand-side employment research on company policies and practices related to retention and absence and disability management (ADM) can contribute to our understanding of employment issues related to people with disabilities from the employers' perspective. To examine company ADM and retention practices and their effectiveness, as well as how these company policies and practices might influence hiring of people with disabilities. Disability Management Employer Coalition employer members (N = 650) were surveyed by internet and the survey data were analyzed using descriptive statistics, correlation, and multiple regression. Ninety-five participants responded to the survey resulting in a response rate of 14%. Retention practice was found to be associated with retention effectiveness (r = .39, P ideas and involvement of employees, and assuring they know how their work and performance support the mission. ADM practice was related to improving health and managing health conditions (r = .26, P companies.

The Quality Of Leader/Employee Relationship

Directory of Open Access Journals (Sweden)

F. J. Carstens

2006-11-01

Full Text Available This study set out to investigate what role the quality of the relationship between business leaders and their employees played in the performance of their business. The study compared the business performance of forty-five area managers in one of the major listed banks in South Africa with their specific leader/employee relationship profiles. The research approach was quantitative and of a correlational nature. The results indicate that although certain elements within the relationship between business leaders and employees indeed have an influence on business performance this alone was not a sufficient condition. The study suggested that the dimensions relating to vision, trust, accountability and decision- making have the strongest influence on business performance. Further research in this area is suggested.

Effects of computer-based stress management training on psychological well-being and work performance in japanese employees: a cluster randomized controlled trial.

Science.gov (United States)

Umanodan, Rino; Shimazu, Akihito; Minami, Masahide; Kawakami, Norito

2014-01-01

This study evaluated the effectiveness of a computer-based stress management training (SMT) program in improving employees' psychological well-being and work performance. A total of 12 work units (N=263) were randomly assigned to either an intervention group (8 work units, n=142) or to a wait-list control group (4 work units, n=121). All participants were requested to answer online questionnaires assessing psychological well-being as a primary outcome, and coping style, social support, and knowledge about stress management as secondary outcomes at baseline (T0), immediately after the intervention (T1), and 2 months after the intervention (T2). The group × time interaction was tested using a mixed-model repeated measures ANOVA. Results showed a group × time interaction for "knowledge about stress management" in the entire sample. Among participants who had more than 3 d of training, a significant group × time interaction was observed for "problem-solving" and "avoidance and suppression" as well as "knowledge about stress management." Our computer-based stress management program was effective for improving knowledge about stress management. It was also effective for improving coping skills in instances where participants had enough time (at least 3 d) to complete all sessions.

The Effect of Leadership Style on Motivation to Improve the Employee Performance

OpenAIRE

Hanifah, Hanifah; Susanthi, Novi Indah; Setiawan, Agus

2014-01-01

Human resources (HR) is one of the most important factor in an organization, especially for PT. PELNI, a prominent goverment-owned marine transportation company.This study aims to determine the factors which can improve the performance of employees at PT.PELNI. Upon getting feed back from 78 employees, it is obvious that the company has apparently been successful in motivating its employees to demonstrate good performance. Success indication can be seen from the regression coefficient X2 (Wor...

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...

Comparative Analysis of Reward and Employee Performance Based on Gender at Central Bank of Bank Sulut

OpenAIRE

Pandowo, Merinda; Lapian, S.L.H.V Joyce; Oroh, Ryan Vitaly

2014-01-01

Employee are the big asset of organization. Employee Performance are have big effect of organization performance. The best way to attract employee performance is rewarding employee. Reward can be tangible such money, bonuses or called extrinsic reward and intangible reward such promotion, holiday or called intrinsic reward. The purpose of this research are to analyzed significant differences in employee performance based on reward between male and female. To achieve the objectives researcher ...

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...

Employee health and wellness in South Africa: The role of legislation and management standards

Directory of Open Access Journals (Sweden)

Charlotte Sieberhagen

2009-05-01

Full Text Available The aim of this study was to investigate the role that legislation and management standards might play in ensuring occupational health and wellness in South Africa. The Occupational Health and Safety Act of 1993 determines that an employer must establish and maintain a work environment that is safe and without risk to the health of employees. It seems that there is a lack of guidance in the laws and statutes with regard to dealing with employee health and wellness. A management standards approach, which involves all the role players in the regulation of employee health and wellness, should be implemented.

HARD QUALITY MANAGEMENT AND PERFORMANCE: THE MODERATING ROLE OF SOFT QUALITY MANAGEMEN

Directory of Open Access Journals (Sweden)

Muhammad Madi Bin Abdullah

2017-09-01

Full Text Available The main aim of this study is to examine the moderating role of soft quality management practices (management commitment, customer focus, employee involvement, training and education, reward and recognition and supplier relationship between hard quality management and performance. The study uses data from 255 Electrical & Electronic organizations in Malaysia. A stepwise regression method was used. The results provided empirical support for the moderating role of soft quality management practices on the relationship between hard quality management and performance in a Malaysian context.

Association of Employee Attributes and Exceptional Performance Rating at a National Center of the US Centers for Disease Control and Prevention, 2011.

Science.gov (United States)

Roberts, Henry; Myles, Ranell L; Truman, Benedict I; Dean, Hazel D

2015-01-01

Employee performance evaluation motivates and rewards exceptional individual performance that advances the achievement of organizational goals. The Centers for Disease Control and Prevention (CDC) and its operating units evaluate employee performance annually and reward exceptional performance with a cash award or quality step increase in pay. A summary performance rating (SPR) of "exceptional" indicated personal achievements in 2011 that were beyond expectations described in the employee's performance plan. To determine whether personal attributes and job setting of civil service employees were associated with an exceptional SPR in National Center for HIV/AIDS, Viral Hepatitis, STD, and TB Prevention (NCHHSTP) in 2011. Data from the CDC 2011 performance management database collected in 2012 were analyzed in 2013 to identify SPR, personal attributes, and job settings of full-time civil service employees. Multivariate logistic regression controlled for confounding and stratified analysis detected effect modifiers of the association between receiving an exceptional SPR in 2011 and gender, race/ethnicity, education, job location, job series, grade level, years in grade, years of federal service, supervisory role, and NCHHSTP division. Among the 1037 employees, exceptional SPR was independently associated with: female gender (adjusted odds ratio: 1.7 [1.3, 2.3]), advanced degrees (doctorate: 1.7 [1.1, 2.5] master's: [1.1, 2.0]), headquarters location (2.8 [1.9, 4.1]), higher pay grade (3.3 [2.4, 4.5]) and years in grade (0-1 years: 1.7 [1.3, 2.4]; 2-4 years: 1.5 [1.1, 2.0]), division level (Division A: 5.0 [2.5, 9.9]; Division B: 5.5 [3.5, 8.8]), and supervisory status (at a lower-pay grade) (odds ratio: 3.7 [1.1, 11.3]). Exceptional SPR is independently associated with personal employee attributes and job settings that are not modifiable by interventions designed to improve employee performance based on accomplishments.

Web-Based and Mobile Stress Management Intervention for Employees: A Randomized Controlled Trial

OpenAIRE

Heber, Elena; Lehr, Dirk; Ebert, David Daniel; Berking, Matthias; Riper, Heleen

2016-01-01

Background: Work-related stress is highly prevalent among employees and is associated with adverse mental health consequences. Web-based interventions offer the opportunity to deliver effective solutions on a large scale; however, the evidence is limited and the results conflicting. Objective: This randomized controlled trial evaluated the efficacy of guided Web-and mobile-based stress management training for employees. Methods: A total of 264 employees with elevated symptoms of stress (Perce...

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…

The relationship between employees' perceptions of human resource systems and organizational performance: examining mediating mechanisms and temporal dynamics.

Science.gov (United States)

Piening, Erk P; Baluch, Alina M; Salge, Torsten Oliver

2013-11-01

Given the limited understanding of temporal issues in extant theorizing about the link between human resource management (HRM) and performance, in this study we aim to shed light on how, when, and why HR interventions affect organizational performance. On the basis of longitudinal, multi-informant and multisource data from public hospital services in England, we provide new insights into the complex interplay between employees' perceptions of HR systems, job satisfaction, and performance outcomes over time. The dynamic panel data analyses provide support for changes in employees' experience of an HR system being related to subsequent changes in customer satisfaction, as mediated by changes in job satisfaction, albeit these effects decrease over time. Moreover, our longitudinal analyses highlight the importance of feedback effects in the HRM-performance chain, which otherwise appears to evolve in a cyclical manner. (c) 2013 APA, all rights reserved.

Ergonomics Climate Assessment: A measure of operational performance and employee well-being.

Science.gov (United States)

Hoffmeister, Krista; Gibbons, Alyssa; Schwatka, Natalie; Rosecrance, John

2015-09-01

Ergonomics interventions have the potential to improve operational performance and employee well-being. We introduce a framework for ergonomics climate, the extent to which an organization emphasizes and supports the design and modification of work to maximize both performance and well-being outcomes. We assessed ergonomics climate at a large manufacturing facility twice during a two-year period. When the organization used ergonomics to promote performance and well-being equally, and at a high level, employees reported less work-related pain. A larger discrepancy between measures of operational performance and employee well-being was associated with increased reports of work-related pain. The direction of this discrepancy was not significantly related to work-related pain, such that it didn't matter which facet was valued more. The Ergonomics Climate Assessment can provide companies with a baseline assessment of the overall value placed on ergonomics and help prioritize areas for improving operational performance and employee well-being. Copyright © 2015 Elsevier Ltd and The Ergonomics Society. All rights reserved.

Improving retention of older employees through training and development.

Science.gov (United States)

Tourigny, Louise; Pulich, Marcia

2006-01-01

This article explores the needs and interests of older employees in training and development efforts which can result in higher retention rates. Managers may be reluctant to train workers close to retirement age for various reasons. Managers also use certain practices to avoid training older employees. When training is offered, accurate performance feedback is essential for desired training outcomes to occur. Finally, areas are proposed which are more appropriate to include in training and development endeavors for older employees versus younger ones.

Varying influences of motivation factors on employees' likelihood to perform safe food handling practices because of demographic differences.

Science.gov (United States)

Ellis, Jason D; Arendt, Susan W; Strohbehn, Catherine H; Meyer, Janell; Paez, Paola

2010-11-01

Food safety training has been the primary avenue for ensuring food workers are performing proper food handling practices and thus, serving safe food. Yet, knowledge of safe food handling practices does not necessarily result in actual performance of these practices. This research identified participating food service employees' level of agreement with four factors of motivation (internal motivations, communication, reward-punishment, and resources) and determined if respondents with different demographic characteristics reported different motivating factors. Data were collected from 311 food service employees who did not have any supervisory responsibilities. Intrinsic motivation agreement scores were consistently the highest of all four motivational factors evaluated and did not differ across any of the demographic characteristics considered. In contrast, motivation agreement scores for communication, reward-punishment, and resources did differ based on respondents' gender, age, place of employment, job status, food service experience, completion of food handler course, or possession of a food safety certification. In general, respondents agreed that these motivation factors influenced their likelihood to perform various safe food handling procedures. This research begins to illustrate how employees' demographic characteristics influence their responses to various motivators, helping to clarify the complex situation of ensuring safe food in retail establishments. Future research into why employee willingness to perform varies more for extrinsic motivation than for intrinsic motivation could assist food service managers in structuring employee development programs and the work environment, in a manner that aids in improving external motivation (communication, reward-punishment, and resources) and capitalizing on internal motivation.

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.

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.

Self-rated job performance and absenteeism according to employee engagement, health behaviors, and physical health.

Science.gov (United States)

Merrill, Ray M; Aldana, Steven G; Pope, James E; Anderson, David R; Coberley, Carter R; Grossmeier, Jessica J; Whitmer, R William

2013-01-01

To better understand the combined influence of employee engagement, health behavior, and physical health on job performance and absenteeism. Analyses were based on 20,114 employees who completed the Healthways Well-Being Assessment from 2008 to 2010. Employees represented three geographically dispersed companies in the United States. Employee engagement, health behavior, and physical health indices were simultaneously significantly associated with job performance and also with absenteeism. Employee engagement had a greater association with job performance than did the health behavior or physical health indices, whereas the physical health index was more strongly associated with absenteeism. Specific elements of the indices were evaluated for association with self-rated job performance and absenteeism. Efforts to improve worker productivity should take a holistic approach encompassing employee health improvement and engagement strategies.

Associations between the workplace-effort in psychosocial risk management and the employee-rating of the psychosocial work environment - a multilevel study of 7565 employees in 1013 workplaces.

Science.gov (United States)

Thorsen, Sannie Vester; Madsen, Ida Elisabeth Huitfeldt; Flyvholm, Mari-Ann; Hasle, Peter

2017-07-01

This study examined the association between the workplace-effort in psychosocial risk management and later employee-rating of the psychosocial work environment. The study is based on data from two questionnaire surveys - one including 1013 workplaces and one including 7565 employees from these workplaces. The association was analyzed using multi-level linear regression. The association for five different trade-groups and for five different psychosocial work environment domains was examined. Limited but statistically significant better employee-ratings of the psychosocial work environment in the respective domains were observed among Danish workplaces that prioritized "development possibilities for employees," "recognition of employees," "employees influence on own work tasks," good "communication at the workplace," and "help to prevent work overload." Danish workplaces with a high effort in psychosocial risk management in the preceding year had a small but significantly more positive rating of the psychosocial work environment by the employees. However, future studies are needed to establish the causality of the associations.

Impact of knowledge oriented leadership on knowledge management behaviour through employee work attitudes.

OpenAIRE

Shamim, S.; Cang, Shuang; Yu, Hongnian

2017-01-01

Despite the acknowledged importance of knowledge management (KM), many employees avoid practicing KM at the individual level. This avoidance often leads to loss of the intellectual capital due to employee turnover. Many potential behavioural remedies are still untapped in the existing literature. This study extends the construct of knowledge oriented leadership (KOL) and examines its role in predicting KM behaviour among employees of the hospitality sector, at the individual level. It also in...

HUMAN RESOURCE MANAGEMENT AND EMPLOYEE JOB SATISFACTION: EVIDENCE FROM THE NIGERIAN BANKING INDUSTRY

OpenAIRE

Omotayo Adewale OSIBANJO; Oladele Joseph KEHIDE; Abolaji Joachim ABIODUN

2011-01-01

The paper examines the effect of human resources management (factors) on employees’ job satisfaction using data collected from two banks in the Nigerian banking industry. The study attempts to determine the effect of training and development on employee job satisfaction; to determine the influence of working conditions on employee job satisfaction; and to determine the impact of human resources factors on employee job satisfaction. The survey instrument used in the collection of data was t...

Employee perceptions of management relations as influences on job satisfaction and quit intentions

NARCIS (Netherlands)

Frenkel, S.; Sanders, Karin; Bednall, T.

2013-01-01

In this paper we use a relational approach to investigate how employee perceptions of their relationships with three types of managers—senior, line, and human resource managers—are related to employees’ job satisfaction and intention to quit. Based on an employee survey (n = 1,533), and manager

EFFECT OF RECRUITMENT, SELECTION AND MOTIVATION TO PERFORMANCE OF EMPLOYEES AT DATACOMM DIANGRAHA COMPANY

Directory of Open Access Journals (Sweden)

I Ketut R Sudiarditha

2017-05-01

Full Text Available In this study, the goal is to test empirically the effect of recruitment, selection and motivation of the employee performance at Datacomm Diangraha Company. The samples used were employees of Datacomm Diangraha especially the engineers with the total number of respondents was 126. The analysis used a linear regression, this research examines four variables: Recruitment (X1, Selection (X2 and Motivation (X3 as independent variables, and Performance employees (Y as the dependent variable. Partial test shows that the recruitment effect of 0175 (positive and significant on the performance. While the selection is also influenced significantly by 0347 on employee performance. And further motivation for 0295 was a significant influence on employee performance.Measurement model analysis in this study showed that all variables have met the criteria of validity and reliability, while at the structural model analysis shows that testing of hypotheses H1, H2, and H3 supports the hypothesis proposed. The resulting model of the independent variables and the effect on the dependent variable is Y = 16,408 + 0175 0347 X1 + X2 + X3 0295. The study concluded that the recruitment, selection and motivation affect the performance of employees with the results affect the performance of 95%, while 5% is determined by other variables.

High performance human resource management in Ireland and the Netherlands : adoption and effectiveness

NARCIS (Netherlands)

Horgan, Justine

2003-01-01

Does high performance human resource management deliver superior organisational performance and if so, how would this come about? Do these practices make a difference to employee work performance and cooperation? Could all companies, regardless of their context, benefit from these HR practices and

The system of employees motivation in a selected company

OpenAIRE

BEEROVÁ, Petra

2014-01-01

The system of employees motivation in a selected company is the title of this thesis that closely analyzes the system of employees motivation in a selected company and outlines some suggestions that could improve the management and performance in this area. Moreover, the focus is placed towards the motivation of employees in the workplace.

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)

The influence of time management skill on the curvilinear relationship between organizational citizenship behavior and task performance.

Science.gov (United States)

Rapp, Adam A; Bachrach, Daniel G; Rapp, Tammy L

2013-07-01

In this research we integrate resource allocation and social exchange perspectives to build and test theory focusing on the moderating role of time management skill in the nonmonotonic relationship between organizational citizenship behavior (OCB) and task performance. Results from matching survey data collected from 212 employees and 41 supervisors and from task performance metrics collected several months later indicate that the curvilinear association between OCB and task performance is significantly moderated by employees' time management skill. Implications for theory and practice are discussed. PsycINFO Database Record (c) 2013 APA, all rights reserved.

Managing Your Team's Weakest Link.

Science.gov (United States)

Hills, Laura

2015-01-01

Do you have a poor-performing employee on your medical practice team? If so, you're not alone. Unfortunately, this is a problem that many medical practice managers face. This article describes the best strategies for managing your team's weakest link. It explores common yet very difficult circumstances that cause low employee performance and that test the patience, heart, and skills of a practice manager. It guides readers through a process of self-discovery to determine whether their negative biases or grudges may be causing employees to perform poorly. It suggests several possible other reasons for weak employee performance, including problems with the job, practice, leadership, communication, and fit between the employee and the job. This article also suggests the best strategy for communicating concerns about performance to the weakest-link employee. It offers guidance to practice managers about protecting their time and energy when handling a poor performer. It provides a simple formula for calculating the cost of a low-performing employee, 10 possible personal reasons for the employee's poor work performance, specific questions to ask to uncover the reasons for poor performance, and an eight-rule strategy for confronting poor performance effectively. Finally, this article offers practice managers a practical strategy for handling resistance from their weakest link, illustrated with a sample dialogue.

An investigation on how TQM influences employee performance: A case study of banking industry

Directory of Open Access Journals (Sweden)

Saeed Hakami Nasab

2014-01-01

Full Text Available This paper presents an empirical investigation to study the relationship between employee performance and TQM. The proposed study of this paper designs two questionnaires for TQM and performance measurement and distributes them among some employees who worked for one of Iranian banks in city of Semnan, Iran. The result of Kolmogorov–Smirnov test confirms that all data are normally distributed and the study uses Pearson correlation to investigate the relationship between various components of the survey. The result of the implementation of Pearson correlation ratio indicates that there was a positive and meaningful relationship between employee performance and TQM components (r=4.6223, P-value=0.000. In addition, there are some positive and meaningful relationships between TQM components and employee performance. The highest correlation belongs to relationship between employee performance and feedback (r=4.6223, P-value=0.000 followed by training and development (r = 0.441, P-value = 0.000 and communication (r = 4.2861, P-value = 0.000.

Making a Good Impression at Work: National Differences in Employee Impression Management Behaviors in Japan, Korea, and the United States.

Science.gov (United States)

Krieg, Alexander; Ma, Li; Robinson, Patricia

2018-02-17

Impression management has important implications for success at work. This study explores differences in impression management in the East and West by examining the use of self-promotion, ingratiation, and exemplification directed towards three targets: supervisors, peers, and subordinates among 945 company employees from Japan, Korea, and the United States. Our results show that Korean employees used all three strategies most frequently, followed by United States, and then Japanese employees. Japanese and Korean employees used impression management strategies differentially across the three targets, and U.S. employees used impression management equally across targets. This elucidates how cultural trends in hierarchical relationships impact social behavior within the workplace. A follow-up mediation analysis found that relational or labor mobility fully mediated country differences in impression management, suggesting that culture is also reflected in larger social ecological trends in employee's ability and likelihood to change jobs, which also account for impression management strategy usage. Theoretical and practical implications for international business are discussed. This research may be useful in aligning strategies foreign employees might employ for using impression management when in Japan, Korea, and the United States.

From Wounded Warrior To Civilian Employee: A Workplace Reference Guide For Managers And Supervisors

Science.gov (United States)

2012-03-12

employees to other specialized professionals. Other types of personal issues which may adversely impact employee performance and/or conduct that would...encourages employees to live healthy lives and maintain balance in their family and worklife . It is DON policy to provide safe and comfortable work...relations practitioners also provide advice and guidance to supervisors on how to address poor performance and employee misconduct. Due to the

Human Resource Management and Employee Job Satisfaction: Evidence from the Nigerian Banking Industry

Directory of Open Access Journals (Sweden)

Osibanjo, Omotayo Adewale

2012-06-01

Full Text Available The paper examines the effect of human resources management (factors on employees’ job satisfaction using data collected from two banks in the Nigerian banking industry. The study attempts to determine the effect of training and development on employee job satisfaction; to determine the influence of working conditions on employee job satisfaction and to determine the impact of human resources factors on employee job satisfaction. The survey instrument used in the collection of data was the questionnaire. The population of the study covered the entire staff of Intercontinental and Ecobank and the sample size of 200 employees were selected, using the simple random sampling techniques. Correlation and Regression analysis was adopted and the data generated was in line with the objectives of the study. The hypotheses were tested, and valid result was achieved i.e. Human Resources Management has an effect on employee job satisfaction. This suggests that for organization to develop, it must invest more in the human capital. The business environment is dynamic and there is need for organizations to adopt strategies to motivate and equip their staff, so as to ensure their loyalty and be source of competitive advantage.

Evaluation of safety climate and employee injury rates in healthcare.

Science.gov (United States)

Cook, Jacqueline M; Slade, Martin D; Cantley, Linda F; Sakr, Carine J

2016-09-01

Safety climates that support safety-related behaviour are associated with fewer work-related injuries, and prior research in industry suggests that safety knowledge and motivation are strongly related to safety performance behaviours; this relationship is not well studied in healthcare settings. We performed analyses of survey results from a Veterans Health Administration (VHA) Safety Barometer employee perception survey, conducted among VHA employees in 2012. The employee perception survey assessed 6 safety programme categories, including management participation, supervisor participation, employee participation, safety support activities, safety support climate and organisational climate. We examined the relationship between safety climate from the survey results on VHA employee injury and illness rates. Among VHA facilities in the VA New England Healthcare System, work-related injury rate was significantly and inversely related to overall employee perception of safety climate, and all 6 safety programme categories, including employee perception of employee participation, management participation, organisational climate, supervisor participation, safety support activities and safety support climate. Positive employee perceptions of safety climate in VHA facilities are associated with lower work-related injury and illness rates. Employee perception of employee participation, management participation, organisational climate, supervisor participation, safety support activities and safety support climate were all associated with lower work-related injury rates. Future implications include fostering a robust safety climate for patients and healthcare workers to reduce healthcare worker injuries. Published by the BMJ Publishing Group Limited. For permission to use (where not already granted under a licence) please go to http://www.bmj.com/company/products-services/rights-and-licensing/

The effect of occupational stress, psychological stress and burnout on employee performance: Evidence from banking industry

Directory of Open Access Journals (Sweden)

Shahram Hashemnia

2014-09-01

Full Text Available This paper presents an empirical investigation on the effects of occupational stress, psychological stress as well as job burnout on women’s employee performance in city of Karaj, Iran. The proposed study designs a questionnaire in Likert scale and distributes it among all female employees who worked for Bank Maskan in this city. In our survey, employee performance consists of three parts of interpersonal performance, job performance as well as organizational performance. Cronbach alpha has been used to verify the overall questionnaire, all components were within acceptable levels, and the implementation of Kolmogorov-Smirnov test has indicated that the data were not normally distributed. Using Spearman correlation ratio as well as regression techniques, the study has determined that while psychological stress influenced significantly on all three components of employee performance including interpersonal performance, job performance as well as organizational performance, the effect on job performance was greater than the other components. In addition, occupational stress only influences on organizational as well as interpersonal performance. Finally, employee burnout has no impact on any components of employee performance.

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

Analyzing Leadership Style and Employee Performance (Study at PT. Bank Mandiri Area Manado (Persero) Tbk.)

OpenAIRE

Karisoh, Gabriel Dave Janma

2016-01-01

: In this global era, every organization seeking to improve the quality of work of employees in order to generate productive employee. Employees play a major role in running the organization. Therefore, their productivity must be increased in order be well performed. This study aims to determine the influence of leadership style and employee performance. In this study, population where is drawn for employees of Bank Mandiri Area Manado, Data was conducted by interviews with 15 respondents. Th...

Building Blocks for the Development of Electronics Employees ...

African Journals Online (AJOL)

Building Blocks for the Development of Electronics Employees Performance Management System. ... West African Journal of Industrial and Academic Research ... Our approach is to determine the extent of effectiveness of the operational Performance Management System (PMS) in the NPS, which the literature identifies as ...

Managing employee well-being: A qualitative study exploring job and personal resources of at-risk employees

Directory of Open Access Journals (Sweden)

Cecile Gauche

2017-11-01

Full Text Available Orientation: Job and personal resources influence the well-being of employees. Currently, limited information exists in literature surrounding the experience of these resources in employees identified as at-risk of burnout. Research purpose: To investigate the experience of job and personal resources from the perspectives of employees identified as at-risk of burnout. Motivation for the study: Empirical evidence on the integrative role and influence of job and personal resources on the well-being of employees in the South African context is currently limited. Attaining a better understanding of the manner in which at-risk employees experience resources can empower organisations to actively work towards creating an environment that allows for optimal employee well-being. Research design, approach and method: A phenomenological approach was taken to conduct the study in a South African-based financial services organisation. A combination of purposive and convenience sampling was used, and 26 employees agreed to participate. Semi-structured interviews were used to collect data, and data analysis was performed through the use of thematic analysis. Main findings: Employees identified as at-risk of burnout acknowledged both job and personal resources as factors influencing their well-being. Participants in this study elaborated on received job resources as well as lacking job resources. Information was also shared by participants on personal resources through describing used personal resources as well as lacking personal resources. Practical/managerial implications: Knowledge gained from the study will contribute to empower organisations to better understand the impact of resources on the well-being of employees, and allow organisations to adapt workplace resources to ensure adequate and appropriate resources to facilitate optimal employee well-being. Contribution: This study contributes to the limited research available in the South African context

Job Demands-Control-Support model and employee safety performance.

Science.gov (United States)

Turner, Nick; Stride, Chris B; Carter, Angela J; McCaughey, Deirdre; Carroll, Anthony E

2012-03-01

The aim of this study was to explore whether work characteristics (job demands, job control, social support) comprising Karasek and Theorell's (1990) Job Demands-Control-Support framework predict employee safety performance (safety compliance and safety participation; Neal and Griffin, 2006). We used cross-sectional data of self-reported work characteristics and employee safety performance from 280 healthcare staff (doctors, nurses, and administrative staff) from Emergency Departments of seven hospitals in the United Kingdom. We analyzed these data using a structural equation model that simultaneously regressed safety compliance and safety participation on the main effects of each of the aforementioned work characteristics, their two-way interactions, and the three-way interaction among them, while controlling for demographic, occupational, and organizational characteristics. Social support was positively related to safety compliance, and both job control and the two-way interaction between job control and social support were positively related to safety participation. How work design is related to employee safety performance remains an important area for research and provides insight into how organizations can improve workplace safety. The current findings emphasize the importance of the co-worker in promoting both safety compliance and safety participation. Crown Copyright © 2011. Published by Elsevier Ltd. All rights reserved.

Effective time management for high performance in an organization Case: Lasaco Assurance PLC

OpenAIRE

Adeojo, Adeyinka

2012-01-01

The main objective of this thesis is to determine the effect of time management on high organizational performance using LASACO ASSURANCE Plc. as a case company. In this thesis, the employees working with the company were sent questionnaires. Their responses were critically analyzed and thus related to the theories. A quantitative approach was used as the methodology. According to the theory, time management is a method for managers to increase work performance effectiveness. Time man...

Managing Employee CSR Engagement : A study of employee's perceptions and expectations

OpenAIRE

Haidari, Alexandra; Strandberg, Hanna

2016-01-01

Background- CSR is a highly relevant subject for corporations today, since there is an increased stakeholder demand to report corporate social, economic and environmental performance. CSR may convey numerous benefits for a firm, such as a competitive advantage, increased trust and improved corporate image, as well as many outcomes related to the employee. The automotive industry is facing high external pressures to lower their carbon footprint, and to become more sustainable, consequently, th...

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...

Making Employee Recognition a Tool for Achieving Improved Performance: Implication for Ghanaian Universities

Science.gov (United States)

Amoatemaa, Abena Serwaa; Kyeremeh, Dorcas Darkoah

2016-01-01

Many organisations are increasingly making use of employee recognition to motivate employees to achieve high performance and productivity. Research has shown that effective recognition occurs in organisations that have strong supportive culture, understand the psychology of praising employees for their good work, and apply the principles of…

A Composite Model for Employees' Performance Appraisal and Improvement

Science.gov (United States)

Manoharan, T. R.; Muralidharan, C.; Deshmukh, S. G.

2012-01-01

Purpose: The purpose of this paper is to develop an innovative method of performance appraisal that will be useful for designing a structured training programme. Design/methodology/approach: Employees' performance appraisals are conducted using new approaches, namely data envelopment analysis and an integrated fuzzy model. Interpretive structural…

A Push on Job Anxiety for Employees on Managing Recent Difficult to Understand Computing Equipment in the Modern Issues in Indian Banking Quarter

Directory of Open Access Journals (Sweden)

Ragunathan Gopalakrishnan

2015-01-01

Full Text Available Stress management can be defined as intervention planned to decrease the force of stressors in the administrative center. These can have a human being focus, aimed at raising an individual’s ability to cope with stressors and the implementation of the CRM is essential to establish a better performance of the banking sector. Since managing stress and customer relationship management are becoming crucial in the field of management the work has forecasted them in a wide range of dimensions. This paper organizes few preliminary concepts of stress and critically analyzes the CRM strategy implemented by banking sector. Hence the employees of the Banking Industry have been asked to give their opinion about the CRM strategy adopted by banks. In order to provide the background of the employees, the profile of the employees has been discussed initially. The profile of the employees along with their opinion on the CRM practices adopted at Banking Industries has been discussed. In our work progresses we have been taken of two main parameters for consideration and it detriment in which area stress are mainly responds, and also the paper envelopes certain valuable stress management tactics and techniques that are particularly compassionate for people who have been working in the banking sector. Also an attempt to diagnose the impact of underside stress of day to day life in mounting a bigger level stress upon the employees has been made. Further development has been made with a detailed parametric analysis of employee stress conducted with the wide range of key parameters and several rounds of experiments have been conducted with techniques as Kolmogorov-Smirnov test, Garrett ranking, and ANOVA; the work ensures to pave way for an accurate measure in customer handling. The questionnaire is planned to be distributed to 175 employees in the Madurai district banks.

A Push on Job Anxiety for Employees on Managing Recent Difficult to Understand Computing Equipment in the Modern Issues in Indian Banking Quarter

Science.gov (United States)

Gopalakrishnan, Ragunathan; Swarnalatha, Chellapa

2015-01-01

Stress management can be defined as intervention planned to decrease the force of stressors in the administrative center. These can have a human being focus, aimed at raising an individual's ability to cope with stressors and the implementation of the CRM is essential to establish a better performance of the banking sector. Since managing stress and customer relationship management are becoming crucial in the field of management the work has forecasted them in a wide range of dimensions. This paper organizes few preliminary concepts of stress and critically analyzes the CRM strategy implemented by banking sector. Hence the employees of the Banking Industry have been asked to give their opinion about the CRM strategy adopted by banks. In order to provide the background of the employees, the profile of the employees has been discussed initially. The profile of the employees along with their opinion on the CRM practices adopted at Banking Industries has been discussed. In our work progresses we have been taken of two main parameters for consideration and it detriment in which area stress are mainly responds, and also the paper envelopes certain valuable stress management tactics and techniques that are particularly compassionate for people who have been working in the banking sector. Also an attempt to diagnose the impact of underside stress of day to day life in mounting a bigger level stress upon the employees has been made. Further development has been made with a detailed parametric analysis of employee stress conducted with the wide range of key parameters and several rounds of experiments have been conducted with techniques as Kolmogorov-Smirnov test, Garrett ranking, and ANOVA; the work ensures to pave way for an accurate measure in customer handling. The questionnaire is planned to be distributed to 175 employees in the Madurai district banks. PMID:26558290

A Push on Job Anxiety for Employees on Managing Recent Difficult to Understand Computing Equipment in the Modern Issues in Indian Banking Quarter.