Introduction The discussions surrounding the advantages and disadvantages of investing in employee training are a common place in literature across multiple disciplines (McDermott & Keating, 2011). Perspectives on providing employee training vary but there is consensus regarding the benefits companies receive from equipping employees with the tools needed to perform in their designated roles as well as improve their skills (Heyes & Stuart, 1996). Workplace motivation is explicitly linked to training
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Human Factors and Ergonomics in Manufacturing, Vol. 14 (1) 81–95 (2004) © 2004 Wiley Periodicals, Inc. Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/hfm.10053 Improving Performance and Quality of Working Life: A Model for Organizational Health Assessment in Emerging Enterprises Christin Shoaf Industrial & Manufacturing Engineering Program, University of Cincinnati, Cincinnati, OH 45221, U.S.A. Ash Genaidy Industrial & Manufacturing Engineering Program
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Practices after extensive literature review. There are six sources of evidence that can be used for triangulation of data. The current study uses only two to three sources of evidence and as a result the construct validity of the case study research is affected. Though several research papers have been published in the area of CRM practices, no publication was found, across the countries, in connection to CRM Best Practices. Introduction RM has been a part of marketing literature since more than a decade
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fairness and employee engagement in the business organization context. In this rapid-cycle economy, business leaders know that having a high-performing workforce is essential for growth and survival. They recognize that a highly engaged workforce can increase inno¬vation, productivity, and bottom-line performance, while reducing costs related to hiring and retention in highly competitive talent markets. The work climate and job characteristics have a differential effect on employee engagement
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FUN IN THE WORKPLACE: TOWARD AN ENVIRONMENT-BEHAVIOR FRAMEWORK RELATING OFFICE DESIGN, EMPLOYEE CREATIVITY, AND JOB SATISFACTION By ALEXANDRA M. MILLER A THESIS PRESENTED TO THE GRADUATE SCHOOL OF THE UNIVERSITY OF FLORIDA IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF INTERIOR DESIGN UNIVERSITY OF FLORIDA 2005 Copyright 2005 by Alexandra M. Miller ACKNOWLEDGMENTS First, I would like to thank my committee chair, Dr. Margaret Portillo, for her direction and guidance
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well formulated strategy any company will set to fail. It's a key strategic initiative that drives employee performance, accomplishment, and continuous improvement all year long. It's the outcome from how your organization interacts with people to drive business results. Just as I do not believe that organizations can create employee empowerment, employee motivation or employee satisfaction
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to the report 4 1.2 Scope 4 1.3 Aims 5 2- Discussion 6 2.1 Organizational Justice 6 2.2 Perception errors 7 2.3 Stress 7 2.4 Exit-Voice- loyalty-Neglect model 8 2.5 Team work 8 2.6 Motivation 9 3- Literature review 9 3.1 Organizational Justice 9 3.2 Maslow’s needs hierarchy theory 12 3.3 Expectancy theory 14 4- Solutions and suggestions 18 4.1 Organisational Justice 18 4.2 Stress 19 4.3 Improving feedback process 20 5-
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Wal Mart A Proposal on How Wal-Mart Can Reduce High Employee Turnover Tiffanie Jenkins GM 591 Wal-Mart Stores, Inc. branded as Wal-Mart since 2008 and Wal-Mart before then, is an American public multinational corporation that runs chains of large discount department stores and warehouse stores. The company is the world's 18th largest public corporation, according to the Forbes Global 2000 list, and the largest public corporation when ranked by revenue. It is also the biggest private employer
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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 timely support. This literature review will focus primarily on exploiting the benefits of practicing flextime and integrating it with information technology in the organizations in order to stay ahead of the rapidly changing economic trends and intensified competitions created by
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THE IMPACT OF LEADERSHIP STYLES ON JOB STRESS AND TURNOVER INTENTION – TAIWAN INSURANCE INDUSTRY AS AN EXAMPLE Hsien-Che Lee Department of Business Management, Tatung University 40 ,Sec 3,Chung-Shan N. Rd, Taiwan City, Taiwan ROC hclee@ttu.edu.tw Tsai-Hua Chuang Student of Graduate School of Management, Tatung University 40 ,Sec 3,Chung-Shan N. Rd, Taiwan City, Taiwan ROC teresa5797@yahoo.com.tw ABSTRACT
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