...& Colton, 2005). As a consequence, both human resources (HR) practitioners and researchers recognise the increasing demand of flexible workplace practices, such as flexitime, that can support employee’s work-life balance and reduce the level of work-family stress (Downes & Koekemoer, 2011; Hammer, et al., 2005). Flexitime is generally defined as a work arrangement that allows employees to have flexibility in term of when work is conducted, sometimes with a core working-hours requirement (Eaton, 2003). Whilst many organisations are introducing a flexitime system to meet employee’s demand, recent research shows that 54% of Australian organisations are reluctant to offer flexitime to employees (Kionos Australia, 2013). This indicates that, although a number of Australian organisations recognise the benefits of flexitime, more than half of the organisations consider flexitime as a challenging or ineffective arrangement. Therefore, the purpose of this paper is to evaluate research relating to flexitime and clearly reveal its benefits and challenges. For the past decades, a considerable number of researches have been conducted to study the effects of flexitime. Kelly et al. (2008) carried out a comprehensive and critical review of literature in respect of flexible working arrangements and concluded that flexitime have a positive impact on companies with respect to two organisational outcomes: boosting revenue, typically by increasing productivity and reducing costs, typically...
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...2012 Flexible working provision and uptake Contents Summary of key findings Flexible working provision – employers’ policies and practices Formal/informal flexible working arrangements Flexible working and the law Right to request flexible working Flexible working regulations and tribunal claims Access to and uptake of flexible working among employees Employee perceptions of the flexible working arrangements provided by employers Uptake of flexible working Flexible working uptake, by size of organisation worked for Flexible working uptake, by seniority of employees Employees that would like to work flexibly if given the opportunity Benefits of flexible working Benefits of flexible working: employees Satisfaction with work–life balance and employee engagement Satisfaction with work–life balance support Barriers to introducing flexible working Flexible working trends Background to the report Conclusions 2 4 7 9 10 14 15 15 16 18 18 18 21 22 24 25 27 30 33 34 Flexible working provision and uptake 1 Summary of key findings Background to the survey This report is based on survey responses from more than 1,000 employers and 2,000 employees. The employer survey is weighted to be representative of industry in the UK in relation to size, sector and type of business. The employee survey is weighted to be representative of the UK workforce in relation to sector and size (private, public, voluntary), industry type and full-time/part-time working by gender. Both surveys were...
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...Introduction to Flextime Flextime is defined by businessdictionary.com as the non-traditional work scheduling practice which allows full-time employees to choose their individual starting and ending times within certain limits (such as 'not earlier than 5 a.m.' and 'not later than 9 p.m.'). Flextime periods usually precede or follow a core time during which all employees must be present. According to history records, flextime was first suggested by Christel Kaemmerevback back in the year 1956 and was first implemented in West German businesses in 1967. Flextime was introduced as an intervention to reduce tardiness and absenteeism which resulted in 40% reduction in absenteeism, along with decreased overtime expense, decreased turnover rates, decreased tardiness, and increased morale. The practice of flextime spread quickly through Western Europe due to a high demand from workers and less governmental restrictions on work schedules. At the present time, due to the advancement of information technology and information system, this has further maximize the flexibility of work during the core hours to be stretched to working during non-core time like the weekends by enabling employees to work remotely from home instead of being physically present at the office. Flextime is no longer just considered as a benefit or privilege for the employees, but is able to provide competitive advantage for the organization over its rivals by being more flexible as a whole by providing quicker and...
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...and Technology, Pakistan. noor_e_fatimah@hotmail.com Dr Shamim A.Sahibzada: Shaheed Zulfikar Ali Bhutto Institute of Science and Technology, Pakistan. shamim@szabist-isb.edu.pk Abstract Balance in work and family life is an emerging challenge for both employees and employers. The present research categorises selected variables as work and family related factors to study work life balance. This paper analyses the determinants of work and life imbalance with respect to male and female university teachers. A total of 146 teacher’s responses from both private and public sector universities are included in the study. Statistical analysis reveals that partner support, colleague support and job resources are positively associated with the work life balance whereas unfair criticism at job is negatively associated with work life balance. Independent sample t-test is used to analyse the effect of independent variables on work life balance with respect to male and female university teachers. The variables, partner support, childcare responsibilities, elder dependency, and colleagues support have different effect when analysed by male and female university teachers as independent samples. Keywords: Work life balance, University, Teachers, 1. Introduction Work/life is commonly referred to as work and family. To balance between the family responsibilities and work responsibilities has become a challenge for the people in many professions. Felstead, Jewson, Phizacklea and Walters...
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...Table of Contents Unit 1 Unit 2 Unit 3 Unit 4 Unit 5 Unit 6 Unit 7 Unit 8 Unit 9 Unit 10 Unit 11 Unit 12 Unit 13 Unit 14 Unit 15 Unit 16 Unit 17 Unit 18 Unit 19 Human Resource Management: Present & Future Information Technology for Human Resources Equal Employment Opportunity Job Analysis and Job Design Human Resource Planning Recruiting Employees Selecting Employees Orientation and Employee Training Management and Organizational Development Career Development Job Satisfaction and Employee Motivation Conflict management Performance Appraisal Systems Organizational Reward System Base Wage and Salary Systems Incentive Pay Systems Employee Benefits Labor Unions & Employee Relations Employee Safety and Health Syllabus Activities Glossary of Terms 1 6 7 9 12 14 16 19 22 25 28 32 35 39 42 47 49 52 55 57 62 79 Unit 1 HUMAN RESOURCE MANAGEMENT: PRESENT & FUTURE Human resource management Activities designed to provide for and coordinate the human resources of an organization. Human resource functions. Tasks and managers perform (e.g., determining the organization’s human resource needs, recruiting, selecting, developing, counseling, rewarding employees, acting as liaison with unions and government organizations, and handing other matters of employee well – being). • Most managers are periodically involved to some extend in each of the major human resource functions. At one time or another, most of managers are involved in some aspect of employee recruiting, selecting, training...
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...sometimes referred to as workforce planning. This is the management process of anticipating an organization's current and future staffing needs. It includes the number of employees required and the type of worker sought, such as graduates or ICT-literate workers. Anticipating the human resource needs of a firm can be carried out by looking at: * Historical data and trends. Data on trends, such as the rate of change in the size of the workforce over the past few years or the shift to part-time and flexible working hours, can assist management in planning. * Sales and income levels. Employers will require more workers if the level of customer demand is increasing. Higher levels of income and spending in the economy will lead to more jobs being created. * Labour turnover rates. This measures the number of employees who leave a firm as a percentage of its workforce, per year. The higher the staff turnover rate, the more workers a...
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...The role of gender in workplace stress: A critical literature review Kristina 1 Gyllensten and Stephen 2 Palmer Abstract Objective The aim of this review was to evaluate research relating to the role of gender in the level of workplace stress. A further aim was to review literature relating to stressors of particular relevance to working women. These stressors included, multiple roles, lack of career progress and discrimination and stereotyping. Design Systematic review. Method Major databases were searched in order to identify studies investigating gender and workplace stress. A range of research designs included and no restrictions were made on the basis of the occupations of the participants. Results Much of the research indicated that women reported higher levels of stress compared to men. However, several studies reported no difference between the genders. Furthermore, the evidence for the adverse effects of multiple roles, lack of career progress and discrimination and were stereotyping was inconsistent. Conclusion The current review concluded that the evidence regarding the role of gender in workplace stress and stressors was inconsistent. Limitations of the research were highlighted and implications for practice were discussed. Key words: workplace stress, gender, stressors Introduction Workplace stress Stress in the workplace is a major problem for both organisations and employees, and it has been estimated that approximately 13.4...
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...Benefits of Work-life balance Benefits for you Employees in companies already implementing work-life practices enjoy significant benefits such as: * Being able to effectively manage multiple responsibilities at home, work and in the community without guilt or regret. * Being able to work in flexible ways so that earning an income and managing family/other commitments become easier. * Being part of a supportive workplace that values and trusts staff. People want to be able to have1: * a good quality of life * an enjoyable work life and career progression * training and development * good health * affordable childcare or eldercare * further education * more money * time to travel * time with friends and family * time to do sports and hobbies * time to do voluntary work Benefits for your business Good work-life balance policies and practices are good for business. Some of the benefits for you and your staff are: * Getting and keeping the right staff * Getting the best from staff * Being an ‘employer of choice’ and future proofing * Improving productivity Getting and keeping the right staff Finding and keeping good staff can be difficult especially in a tight labour market. Employers who can offer work-life balance and flexible work options are likely to have the competitive edge, gain access to a wider recruitment pool, and are more likely to hold onto existing staff. As a result of...
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...Directorate of Human Resources and the Business School Centre for Diversity Policy Research Work-Life Balance An audit of staff experience at Oxford Brookes University By Simonetta Manfredi and Michelle Holliday The Centre for Diversity Policy Research, Oxford Brookes University Work-Life Balance: An audit of staff experience at Oxford Brookes University ISBN 1 873576 70 6 Published by The Centre for Diversity Policy Research, Oxford Brookes University Wheatley Campus Oxon. OX33 1HX http://www.brookes.ac.uk/business/research/cdpr DiversityCentre@brookes.ac.uk All rights reserved. Except for the quotation of short passages for the purposes of criticism and review, no part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission of the publisher. British Library Cataloguing-in-Publication Data. A catalogue record of this publication is available from the British Library. Printed in Great Britain 2004. Authors: Simonetta Manfredi Co-Director, The Centre for Diversity Policy Research, Oxford Brookes University Michelle Holliday Equal Opportunities & Diversity Co-Ordinator, Oxford Brookes University Work-Life Balance: An audit of staff experience at Oxford Brookes University Page no. Contents 1 Acknowledgements 2 Executive Summary 2 1 5 Introduction: 1.1 Purpose...
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...1. Executive Summary 2. Work Culture at P&G 3. Human Resource Issues at Proctor and Gamble • o Downsizing Executive Summary Procter & Gamble is a biggest name in the market which deals with consumer goods. Its headquarters is in Cincinnati, Ohio, USA. According to Fortune 500 P&G is one of the top Performing Companies. P&G holds ranks 39 on the list. P&G was founded by William Procter, a candle maker & James Gamble, a soap maker in the year 1837. After 174 years of the company’s establishment it is now one of the world’s largest manufacturing companies of consumer products for some of the brands of P&G are Tide, Pringles, Fusion, Gillette, Dash, Dolce and Gahanna etc. (Mello, 2006, Pg 397) P&G has operations in nearly 80 countries around the world and markets its nearly 300 brands in more than 160 countries. P&G is the recognized leader in the manufacturing, marketing and distributing of superior fabric and home care, beauty care, baby care, snacks etc. products worldwide. Three billion times a day, P&G brands touch the lives of people around the world. The company also has slogan “Touching Lives, Improving Life”. The present Chairperson, President and CEO of the company is Bob McDonalds. P&G generated the revenue of US$ 82.56 billion and the net income of US$ 11.797 billion in the year 2011. P&G employs more than 1,27,000 employees across the globe. (www.corporatewatch.org) In 20 years, P&G has made remarkable achievements...
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...((( RESEARCH PROJECT (BMBR5103) FACTORS AFFECTING TO THE JOB STRESS OF EMPLOYEES IN HSBC BANK (Vietnam) Ltd. [pic] Ho Chi Minh City, January 2015 ADVISOR’S ASSESSMENT Advisor’s signature Nguyen The Khai, DBA TABLE OF CONTENTS LIST OF TABLE 3 ABSTRACT 4 CHAPTER I: INTRODUCTION 5 I. INTRODUCTION OF HSBC bank 5 1.1 Over view of the company 5 1.2 Products and brand name 6 1.3 Business Objectives 6 1.4 HSBC bank to commitments to its employees 7 1.5 Human resource manager system 8 II. RESEARCH INTRODUCTION 9 2.1 Problem statement 9 2.2 Main construct 9 2.3 Research objective 9 2.4 Research questions 10 CHARPTER II: LITERATURE REVIEW 11 I. JOB STRESS 11 II. TYPES OF JOB STRESS 13 CHARPTER III: RESEARCH MODEL AND HYPOTHESES 16 I. RESEARCH MODEL 16 II. RESEARCH HYPOTHESES 17 2.1. Work Interference With Family and Family interference with work. 17 2.2 Job –Family Role Strain Scale……………………………………………......19 2.3 Work to family Conflict Scale 21 CHARPTER IV: RESEARCH METHODS 24 I. RESEARCH DESIGN 24 II. RESEARCH METHODS 24 2.1 Data collection method 24 2.2 Measures 24 2.2.1 Work interference With Family and Family interference with work…….25 2.2.2 Job- Family Role Strain Scales 28 2.2.3 Work to family conflict 29 2...
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...publisher. All inquiries should be emailed to rights@newagepublishers.com ISBN (13) : 978-81-224-2487-4 PUBLISHING FOR ONE WORLD NEW AGE INTERNATIONAL (P) LIMITED, PUBLISHERS 4835/24, Ansari Road, Daryaganj, New Delhi - 110002 Visit us at www.newagepublishers.com CONTENTS xvii Dedicated to My Parents Shri Gopalrao and Gayabai Kondalkar This page intentionally left blank Preface Globalisation, technology advancement, open market system and desire of human beings to excel in the field one works has increased competitiveness and resultant work stress. Management of human behaviour and chanalizing it into correct direction has become important. Application of motivational theories, art of leadership and skill of redesigning jobs and modification to organisational structure is an on going process that facilitates positive work environment leading to increased job satisfaction of employees, greater productivity and organizational growth. Due to scientific advancement managing human resources is more challenging. It has been observed that everybody wants to catch up with next higher strata of life style. Social obligations have increased and so has increased the purchasing power, thanks to financial institutions who are doing a tremendous business of financing individuals. This situation has led to designing an appropriate situational model of managing human behaviour in varying conditions. There is no specific model for...
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...------------------------------------------------- INNOVATIVE HR PRACTICES IN it/ites INDUSTRY HRM ASSIGNMENT -3 sUBMITTED BY - SAYANI COOMAR (ROLL NO: 2) SHRADDHA PATIL (ROLL NO: 5) LAKSHMY UNNIKRISHNAN (ROLL NO: 6) sUBMITTED BY - SAYANI COOMAR (ROLL NO: 2) SHRADDHA PATIL (ROLL NO: 5) LAKSHMY UNNIKRISHNAN (ROLL NO: 6) TABLE OF CONTENTS SL NO. | TOPIC | 1 | INTRODUCTION | 2 | CHALLENGES FACED AND THE NEED FOR GOOD HR PRACTICES IN ORGANIZATIONS | 3 | INNOVATIVE HR PRACTICES | 4 | FOUR CRITICAL DIMENSIONS OF BEST PRACTICES | 5 | INNOVATIVE PRACTICES IN DIFFERENT HR AREAS | 6 | CREATIVE THAT LEADING COMPANIES USE TO MAXIMISE THE POWER OF PEOPLE | 7 | ORGANIZATIONS THAT TOP THE LIST FOR THE BEST ADOPETED HR PRACTICES | 8 | LATEST NEWS ON THE INNOVATIVE HR PRACTICES ADOPTED ACROSS VARIOUS ORGANIZATIONS: | 9 | CONCLUSION | INTRODUCTION India was declared itself open to Liberalization in the year 1991. This paved the way for industrialization and rapid transformation in the Industry and Business sector. Liberalization also meant change in the working style of the people and hence organizations needed to innovate the HRM practices in an effort to ensure survival in an increasingly hypercompetitive environment. The key challenges of any HR department are employee acquisition, retention, developing employees, performance management, and talent-management according. Seeking, developing and engaging and keeping talent is a big challenge for today’s organizations...
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...Leadership 1 Leadership Leadership is an art and as such must be felt, experienced and created. It is something to be learned over time, not simply by reading books. It is the art of liberating people to do what is required of them, in the most effective and humane way possible. Recognising diversity in corporate life helps us to connect the great variety of talents that people bring to work and service of the organisation. Diversity allows each of us to contribute in a special way, to make our special talent an art of the corporate effort. The art of leadership lies in polishing and enabling those talents. Leadership deals more with ideas, beliefs and relationships. Hence, it has to do with the “why” of institutional and corporate life, rather than the “how”. A leader listens to the ideas, needs, aspirations, and wishes of the followers and then - with in the context of his own well-developed system of beliefs - responds to these in an appropriate fashion. That is why the leader must know his mind. That is why leadership requires ideas. A leader should be a good judge of people and must be able to assess capability. Leadership 2 The first responsibility of a leader is to define reality. The true leader enables his followers to realise their full potential, both personal and corporate. He is responsible, for identifying, developing and nurturing future leadership and for such things as a...
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...European University 2013-2014 Human Resources Management Class Summary Gauthier Steiner European University 2013-2014 Human Resources Management Class Summary Gauthier Steiner Contents What is Human Resource Management? 3 Who Performs the Human Resource Functions? 4 Key Challenges for HR Managers 5 HRM and Strategy 6 Organizational Performance and the Human Resource Manager 7 Communicating Human Resource Programs 8 Equal Employment Opportunity & Diversity 9 Equal Employment Opportunity Laws 9 Landmark Court Cases 11 Compliance Agencies 12 EEO Implementation 12 Key terms of the chapter 13 Job Analysis and Job Design 15 Basic Terminology 15 Job Analysis 17 Job analysis method 19 Disadvantages of job analysis 21 Job Design 21 Advantages of job specialization 21 Job design consideration 22 Human Resources Management: Chapter 1: Strategy What is Human Resource Management? Human resource management (HRM, or simply HR) is the management process of an organization's workforce, or human resources. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture and ensuring compliance with employment and labor laws. Nearing the 21st century, advances in transportation and communications greatly facilitated workforce mobility and collaboration. Corporations began viewing employees as assets rather than as cogs in a machine...
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