CINXE.COM

<!DOCTYPE html> <html lang="en" dir="ltr"> <head>  <script async src="https://www.googletagmanager.com/gtag/js?id=G-P63WKM1TM1"></script> <script> window.dataLayer = window.dataLayer || []; function gtag(){dataLayer.push(arguments);} gtag('js', new Date()); gtag('config', 'G-P63WKM1TM1'); </script>  <script type="text/javascript" > (function(m,e,t,r,i,k,a){m[i]=m[i]||function(){(m[i].a=m[i].a||[]).push(arguments)}; m[i].l=1*new Date(); for (var j = 0; j < document.scripts.length; j++) {if (document.scripts[j].src === r) { return; }} k=e.createElement(t),a=e.getElementsByTagName(t)[0],k.async=1,k.src=r,a.parentNode.insertBefore(k,a)}) (window, document, "script", "https://mc.yandex.ru/metrika/tag.js", "ym"); ym(55165297, "init", { clickmap:false, trackLinks:true, accurateTrackBounce:true, webvisor:false }); </script> <noscript><div><img src="https://mc.yandex.ru/watch/55165297" style="position:absolute; left:-9999px;" alt="" /></div></noscript>    <title>Search results for: contract employee</title> <meta name="description" content="Search results for: contract employee"> <meta name="keywords" content="contract employee"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none navbar-toggler ml-auto" type="button" data-toggle="collapse" data-target="#navbarMenu" aria-controls="navbarMenu" aria-expanded="false" aria-label="Toggle navigation"> <span class="navbar-toggler-icon"></span> </button> <div class="w-100"> <div class="d-none d-lg-flex flex-row-reverse"> <form method="get" action="https://waset.org/search" class="form-inline my-2 my-lg-0"> <input class="form-control mr-sm-2" type="search" placeholder="Search Conferences" value="contract employee" name="q" aria-label="Search"> <button class="btn btn-light my-2 my-sm-0" type="submit"><i class="fas fa-search"></i></button> </form> </div> <div class="collapse navbar-collapse mt-1" id="navbarMenu"> <ul class="navbar-nav ml-auto align-items-center" id="mainNavMenu"> <li class="nav-item"> <a class="nav-link" href="https://waset.org/conferences" title="Conferences in 2024/2025/2026">Conferences</a> </li> <li class="nav-item"> <a class="nav-link" href="https://waset.org/disciplines" title="Disciplines">Disciplines</a> </li> <li class="nav-item"> <a class="nav-link" href="https://waset.org/committees" rel="nofollow">Committees</a> </li> <li class="nav-item dropdown"> <a class="nav-link dropdown-toggle" href="#" id="navbarDropdownPublications" role="button" data-toggle="dropdown" aria-haspopup="true" aria-expanded="false"> Publications </a> <div class="dropdown-menu" aria-labelledby="navbarDropdownPublications"> <a class="dropdown-item" href="https://publications.waset.org/abstracts">Abstracts</a> <a class="dropdown-item" href="https://publications.waset.org">Periodicals</a> <a class="dropdown-item" href="https://publications.waset.org/archive">Archive</a> </div> </li> <li class="nav-item"> <a class="nav-link" href="https://waset.org/page/support" title="Support">Support</a> </li> </ul> </div> </div> </nav> </div> </header> <main> <div class="container mt-4"> <div class="row"> <div class="col-md-9 mx-auto"> <form method="get" action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="contract employee"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 936</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: contract employee</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">936</span> The Psychological Contract and the Readiness to Verbalize It in Financial Institutions in Poland</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anna%20Rogozi%C5%84ska-Pawe%C5%82czyk">Anna Rogozińska-Pawełczyk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A psychological contract is an agreement between the employer and an employee that covers the parties’ informal and frequently non-verbalized obligations and expectations towards each other. The contract is a cognitive pattern-governing employee’s behaviour in the organization. A gap between employee’s expectations and the organizational reality may lead to difficult-to-solve conflicts or cause the employee to modify their behaviour towards organizational values and goals, if they are willing and ready to verbalize their expectations. The article discusses psychological contracts in the financial institutions in Poland. Its theoretical part outlines the types of psychological contracts in organizations (relational, transactional, and balanced) and shows the process of their verbalization. The purpose of the article is to present how the type of the psychological contract relates to employee’s readiness to verbalize it. The article ends with conclusions arising from the study. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20contact%20staff%20in%20banks" title="customer contact staff in banks">customer contact staff in banks</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20expectations" title=" employee expectations"> employee expectations</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20institutions" title=" financial institutions"> financial institutions</a>, <a href="https://publications.waset.org/abstracts/search?q=mutual%20expectations" title=" mutual expectations"> mutual expectations</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20contract" title=" psychological contract"> psychological contract</a>, <a href="https://publications.waset.org/abstracts/search?q=verbalization%20of%20the%20psychological%20contract" title=" verbalization of the psychological contract"> verbalization of the psychological contract</a> </p> <a href="https://publications.waset.org/abstracts/35372/the-psychological-contract-and-the-readiness-to-verbalize-it-in-financial-institutions-in-poland" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/35372.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">487</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">935</span> Psychological Contract Violation and Occupational Stressors amongst UK Police Officers</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fazeelat%20Duran">Fazeelat Duran</a>, <a href="https://publications.waset.org/abstracts/search?q=Darren%20Bishopp"> Darren Bishopp</a>, <a href="https://publications.waset.org/abstracts/search?q=Jessica%20%20Woodhams"> Jessica Woodhams</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Psychological contract refers to the perceptions of an employee and their employer regarding their mutual obligations towards each other. The rationale for applying the psychological contract theory in UK policing was to investigate its impact on their wellbeing because the psychological contract is a useful tool in identifying factors having a negative effect on the wellbeing of employees. The paper will report on a study, which examined how occupational stressors and psychological contract violation may influence the wellbeing (e.g. Physical Stress and General Health) of a sample of police officers (N=127). The design of the study was cross-sectional and based on data collected through a self-report survey. The results of hierarchical regression analyses and structural equation model, suggest that occupational stressors and psychological contract violation play a critical role in both physical and psychological health. The implications of these findings and the utility of considering the psychological contract will be discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=police%20officers" title="police officers">police officers</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20contract" title=" psychological contract"> psychological contract</a>, <a href="https://publications.waset.org/abstracts/search?q=occupational%20stressors" title=" occupational stressors"> occupational stressors</a>, <a href="https://publications.waset.org/abstracts/search?q=wellbeing" title=" wellbeing"> wellbeing</a> </p> <a href="https://publications.waset.org/abstracts/60743/psychological-contract-violation-and-occupational-stressors-amongst-uk-police-officers" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60743.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">433</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">934</span> The Effects of Perceived Organizational Support and Abusive Supervision on Employee’s Turnover Intention: The Mediating Roles of Psychological Contract and Emotional Exhaustion</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seung%20Yeon%20Son">Seung Yeon Son</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Workers (especially, competent personnel) have been recognized as a core contributor to overall organizational effectiveness. Hence, verifying the determinants of turnover intention is one of the most important research issues. This study tested the influence of perceived organizational support and abusive supervision on employee’s turnover intention. In addition, mediating roles of psychological contract and emotional exhaustion were examined. Data from 255 Korean employees supported all hypotheses Implications for research and directions for future research are discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=abusive%20supervision" title="abusive supervision">abusive supervision</a>, <a href="https://publications.waset.org/abstracts/search?q=emotional%20exhaustion" title=" emotional exhaustion"> emotional exhaustion</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20organizational%20support" title=" perceived organizational support"> perceived organizational support</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20contract" title=" psychological contract"> psychological contract</a>, <a href="https://publications.waset.org/abstracts/search?q=turnover%20intention" title=" turnover intention"> turnover intention</a> </p> <a href="https://publications.waset.org/abstracts/2092/the-effects-of-perceived-organizational-support-and-abusive-supervision-on-employees-turnover-intention-the-mediating-roles-of-psychological-contract-and-emotional-exhaustion" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2092.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">493</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">933</span> Psycholgical Contract Violation and Its Impact on Job Satisfaction Level: A Study on Subordinate Employees in Enterprises of Hanoi, Vietnam</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Quangyen%20Tran">Quangyen Tran</a>, <a href="https://publications.waset.org/abstracts/search?q=YeZhuang%20Tian"> YeZhuang Tian</a>, <a href="https://publications.waset.org/abstracts/search?q=Chengfeng%20Li"> Chengfeng Li</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Psychological contract violations may lead to damaging an organization through losing its potential employees; it is a very significant concept in understanding the employment relationships. The authors selected contents of psychological contract violation scale based on the nine areas of violation most relevant to managerial samples (High pay, training, job security, career development, pay based on performance, promotion, feedback, expertise and quality of co-workers and support with personal problems), using regression analysis, the degree of psychological contract violations was measured by an adaptation of a multiplicative scale with Cronbach’s alpha as a measure of reliability. Through the regression analysis, psychological contract violations was found have a positive impact on employees’ job satisfaction, the frequency of psychological contract violations was more intense among male employees particularly in terms of training, job security and pay based on performance. Job dissatisfaction will lead to a lowering of employee commitment in the job, enterprises in Hanoi, Vietnam should therefore offer lucrative jobs in terms of salary and other emoluments to their employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=psychological%20contract" title="psychological contract">psychological contract</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20contract%20violation" title=" psychological contract violation"> psychological contract violation</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=subordinate%20employees" title=" subordinate employees"> subordinate employees</a>, <a href="https://publications.waset.org/abstracts/search?q=employers%E2%80%99%20obligation" title=" employers’ obligation"> employers’ obligation</a> </p> <a href="https://publications.waset.org/abstracts/3227/psycholgical-contract-violation-and-its-impact-on-job-satisfaction-level-a-study-on-subordinate-employees-in-enterprises-of-hanoi-vietnam" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/3227.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">325</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">932</span> Psychological Contract Breach and Violation Relationships with Stress and Wellbeing</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fazeelat%20Duran">Fazeelat Duran</a>, <a href="https://publications.waset.org/abstracts/search?q=Darren%20Bishopp"> Darren Bishopp</a>, <a href="https://publications.waset.org/abstracts/search?q=Jessica%20Woodhams"> Jessica Woodhams</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Negative emotions resulting from the breach of perceived obligations by an employer is called the psychological contract violation. Employees perceiving breach and feelings of negative emotions result in adverse outcomes for both the employee and employer. This paper aims to identify the relationships between contract breach, violation, stress and wellbeing and investigate whether fairness and self-efficacy mediate the relationships. A mixed method approach was used to analyze the online-surveys and semi-structured interviews with the police officers. It was identified that the psychological contract violation predicts stress and job-related well-being. Fairness and self-efficacy were identified as significant mediators to understand the underlying mechanisms of association. Whilst, in the interviews social support was identified as a popular mediator. Practical implications for employers are discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=psychological%20contract%20violation%20and%20breach" title="psychological contract violation and breach">psychological contract violation and breach</a>, <a href="https://publications.waset.org/abstracts/search?q=stressors" title=" stressors"> stressors</a>, <a href="https://publications.waset.org/abstracts/search?q=depression" title=" depression"> depression</a>, <a href="https://publications.waset.org/abstracts/search?q=anxiety" title=" anxiety"> anxiety</a> </p> <a href="https://publications.waset.org/abstracts/95975/psychological-contract-breach-and-violation-relationships-with-stress-and-wellbeing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/95975.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">245</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">931</span> Insecurity, Instability and Lack of Benefits: Factors Reasonable for Poor Performance among “Contract Workers” in South Africa</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Charmaine%20Devinee%20Pillay">Charmaine Devinee Pillay</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employees in both public and private sectors are expected to contribute significantly to the growth and development of the organization that employs them. Good working conditions are directly linked to the optimum output emanating from the workforce’s excellent performance. Insecurity, instability and lack of benefits negatively impact on the employees’ commitment to their job. This is a qualitative case study that comprised 40 “Contract Employees” (Academic and Supporting staff) in the Faculty of Health Sciences, Walter Sisulu University, Mthatha, Eastern Cape, South Africa. Questionnaire, as instrument of data collection, was used to obtain qualitative data. Data collected were categorized in themes and sub-themes for analyses and discussion. Findings showed that “contract Employees” are highly demoralized due to job insecurity and non-benefits, among other factors, which directly affect their overall output in discharging their duties. The case study at Walter Sisulu University typifies the generalized challenges faced by workers on contract basis in South Africa. It is therefore, recommended that employers hire their workforce on permanent basis or, where “Contract Employment “is inevitable, similar conditions that go with permanent employment should be incorporated in the contract terms of “Contract Employees”. This serves as impetus for optimum performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=contract%20employee" title="contract employee">contract employee</a>, <a href="https://publications.waset.org/abstracts/search?q=insecurity" title=" insecurity"> insecurity</a>, <a href="https://publications.waset.org/abstracts/search?q=instability" title=" instability"> instability</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20factors" title=" risk factors"> risk factors</a> </p> <a href="https://publications.waset.org/abstracts/119297/insecurity-instability-and-lack-of-benefits-factors-reasonable-for-poor-performance-among-contract-workers-in-south-africa" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/119297.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">200</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">930</span> The Portuguese Legal Instruments to Combat the Improper Use of the Contract Service</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ana%20Lambelho">Ana Lambelho</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Nowadays is very common that an activity may be performed independently or dependently. In Portugal, the Labour Law exclusively protects the dependent labour relations. The independent work is regulated by civil law, where the autonomy of the will is the main principle. For companies is more advantageous to hire people under a service agreement since, in that case, the relation is not submitted to the limits established in Labour law and collective bargaining. This practice has nothing wrong, if the performance of work is, in fact, made autonomously. The problem is the increased frequency of the celebration of service agreements to hide a legal relation of subordination. Aware of this and regarding the huge difficulty to demonstrate the existence of subordinated work (that often runs against the employee), the Portuguese legislator devoted some legislative rules in order to facilitate the evidence of legal subordination and, on the other hand, to avoid the misuse of the provision of service agreements. This study focuses precisely on the analysis of this solution, namely the so-called presumption of ‘laboralidade’ and on the lawsuit to recognize the existence of a labour contract. The presumption of the existence of a labour contract is present in the Portuguese legal system since 2003, and received, with the 2009 Labour Code, a new redaction that, according to the doctrine and the jurisprudence, finally approached it to a legal presumption, with the consequent reversal of the burden of proof and, in consequence, made easier to proof the legal subordination, because the employee will just have to plead and prove the existence of two of the elements described in the law to use this presumption. Another change in the Portuguese legal framework is related with the competencies of the Authority for Working Conditions (AWC): now, if during an inspection, the Authority finds a situation that seems to be an undeclared employment situation, it may access the company and, if it does not regularize voluntarily the situation, AWC has a duty to communicate to the public prosecutor, who will begin the lawsuit for the recognition of the existence of an employment contract. To defend the public interest, the action to recognize the existence of an employment contract will follow its terms, even against the employee will. Although the existence of these mechanisms does not solve by itself the problem of evasion of labour law and false ‘green receipts’, it is undeniable that it is an important step in combating fraud in this field. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=independent%20work" title="independent work">independent work</a>, <a href="https://publications.waset.org/abstracts/search?q=labour%20contract" title=" labour contract"> labour contract</a>, <a href="https://publications.waset.org/abstracts/search?q=Portugal" title=" Portugal"> Portugal</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20agreement" title=" service agreement"> service agreement</a> </p> <a href="https://publications.waset.org/abstracts/47173/the-portuguese-legal-instruments-to-combat-the-improper-use-of-the-contract-service" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/47173.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">326</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">929</span> Employers’ Preferences when Employing Solo Self-employed: a Vignette Study in the Netherlands</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lian%20K%C3%B6sters">Lian Kösters</a>, <a href="https://publications.waset.org/abstracts/search?q=Wendy%20Smits"> Wendy Smits</a>, <a href="https://publications.waset.org/abstracts/search?q=Raymond%20Montizaan"> Raymond Montizaan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The number of solo self-employed in the Netherlands has been increasing for years. The relative increase is among the largest in the EU. To explain this increase, most studies have focused on the supply side, workers who offer themselves as solo self-employed. The number of studies that focus on the demand side, the employer who hires the solo self-employed, is still scarce. Studies into employer behaviour conducted until now show that employers mainly choose self-employed workers when they have a temporary need for specialist knowledge, but also during projects or production peaks. These studies do not provide insight into the employers’ considerations for different contract types. In this study, interviews with employers were conducted, and available literature was consulted to provide an overview of the several factors employers use to compare different contract types. That input was used to set up a vignette study. This was carried out at the end of 2021 among almost 1000 business owners, HR managers, and business leaders of Dutch companies. Each respondent was given two sets of five fictitious candidates for two possible positions in their organization. They were asked to rank these candidates. The positions varied with regard to the type of tasks (core tasks or support tasks) and the time it took to train new people for the position. The respondents were asked additional questions about the positions, such as the required level of education, the duration, and the degree of predictability of tasks. The fictitious candidates varied, among other things, in the type of contract on which they would come to work for the organization. The results were analyzed using a rank-ordered logit analysis. This vignette setup makes it possible to see which factors are most important for employers when choosing to hire a solo self-employed person compared to other contracts. The results show that there are no indications that employers would want to hire solo self-employed workers en masse. They prefer regular employee contracts. The probability of being chosen with a solo self-employed contract over someone who comes to work as a temporary employee is 32 percent. This probability is even lower than for on-call and temporary agency workers. For a permanent contract, this probability is 46 percent. The results provide indications that employers consider knowledge and skills more important than the solo self-employed contract and that this can compensate. A solo self-employed candidate with 10 years of work experience has a 63 percent probability of being found attractive by an employer compared to a temporary employee without work experience. This suggests that employers are willing to give someone a less attractive contract for the employer if the worker so wishes. The results also show that the probability that a solo self-employed person is preferred over a candidate with a temporary employee contract is somewhat higher in business economics, administrative and technical professions. No significant results were found for factors where it was expected that solo self-employed workers are preferred more often, such as for unpredictable or temporary work. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employer%20behaviour" title="employer behaviour">employer behaviour</a>, <a href="https://publications.waset.org/abstracts/search?q=rank-ordered%20logit%20analysis" title=" rank-ordered logit analysis"> rank-ordered logit analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=solo%20self-employment" title=" solo self-employment"> solo self-employment</a>, <a href="https://publications.waset.org/abstracts/search?q=temporary%20contract" title=" temporary contract"> temporary contract</a>, <a href="https://publications.waset.org/abstracts/search?q=vignette%20study" title=" vignette study"> vignette study</a> </p> <a href="https://publications.waset.org/abstracts/155728/employers-preferences-when-employing-solo-self-employed-a-vignette-study-in-the-netherlands" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/155728.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">73</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">928</span> Modeling Salam Contract for Profit and Loss Sharing</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dchieche%20Amina">Dchieche Amina</a>, <a href="https://publications.waset.org/abstracts/search?q=Aboulaich%20Rajae"> Aboulaich Rajae</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Profit and loss sharing suggests an equitable sharing of risks and profits between the parts involved in a financial transaction. Salam is a contract in which advance payment is made for goods to be delivered at a future date. The purpose of this work is to price a new contract for profit and loss sharing based on Salam contract, using Khiyar Al Ghabn which is an agreement of choice in case of misrepresent facts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Islamic%20finance" title="Islamic finance">Islamic finance</a>, <a href="https://publications.waset.org/abstracts/search?q=shariah%20compliance" title=" shariah compliance"> shariah compliance</a>, <a href="https://publications.waset.org/abstracts/search?q=profi%0Ct%20and%20loss%20sharing" title=" profit and loss sharing"> profit and loss sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=derivatives" title=" derivatives"> derivatives</a>, <a href="https://publications.waset.org/abstracts/search?q=risks" title=" risks"> risks</a>, <a href="https://publications.waset.org/abstracts/search?q=hedging" title=" hedging"> hedging</a>, <a href="https://publications.waset.org/abstracts/search?q=salam%20contract" title=" salam contract"> salam contract</a> </p> <a href="https://publications.waset.org/abstracts/41170/modeling-salam-contract-for-profit-and-loss-sharing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/41170.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">332</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">927</span> Formal Verification for Ethereum Smart Contract Using Coq</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Xia%20Yang">Xia Yang</a>, <a href="https://publications.waset.org/abstracts/search?q=Zheng%20Yang"> Zheng Yang</a>, <a href="https://publications.waset.org/abstracts/search?q=Haiyong%20Sun"> Haiyong Sun</a>, <a href="https://publications.waset.org/abstracts/search?q=Yan%20Fang"> Yan Fang</a>, <a href="https://publications.waset.org/abstracts/search?q=Jingyu%20Liu"> Jingyu Liu</a>, <a href="https://publications.waset.org/abstracts/search?q=Jia%20Song"> Jia Song</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The smart contract in Ethereum is a unique program deployed on the Ethereum Virtual Machine (EVM) to help manage cryptocurrency. The security of this smart contract is critical to Ethereum’s operation and highly sensitive. In this paper, we present a formal model for smart contract, using the separated term-obligation (STO) strategy to formalize and verify the smart contract. We use the IBM smart sponsor contract (SSC) as an example to elaborate the detail of the formalizing process. We also propose a formal smart sponsor contract model (FSSCM) and verify SSC’s security properties with an interactive theorem prover Coq. We found the 'Unchecked-Send' vulnerability in the SSC, using our formal model and verification method. Finally, we demonstrate how we can formalize and verify other smart contracts with this approach, and our work indicates that this formal verification can effectively verify the correctness and security of smart contracts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=smart%20contract" title="smart contract">smart contract</a>, <a href="https://publications.waset.org/abstracts/search?q=formal%20verification" title=" formal verification"> formal verification</a>, <a href="https://publications.waset.org/abstracts/search?q=Ethereum" title=" Ethereum"> Ethereum</a>, <a href="https://publications.waset.org/abstracts/search?q=Coq" title=" Coq"> Coq</a> </p> <a href="https://publications.waset.org/abstracts/85595/formal-verification-for-ethereum-smart-contract-using-coq" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85595.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">691</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">926</span> Psychological Contract and Job Embeddedness Perspectives to Understand Cynicism as a Behavioural Response to Pressures in the Workplace</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Merkouche%20Wassila">Merkouche Wassila</a>, <a href="https://publications.waset.org/abstracts/search?q=Marchand%20Alain"> Marchand Alain</a>, <a href="https://publications.waset.org/abstracts/search?q=Renaud%20St%C3%A9phane"> Renaud Stéphane</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizations are facing competitive pressures constraining them to modify their practices and change initial work conditions of employees, however, these modifications have to sustain initial quality of work and engagements toward the workforce. We focus on the importance of promises in the perspective of psychological contract. According to this perspective, employees perceiving a breach of the expected obligations from the employer may become unsatisfied at work and develop organizational withdrawal behaviors. These are negative counterproductive behaviours aiming to damage the organisation according to the principle of reciprocity and social exchange. We present an integrative model of the determinants and manifestations of organizational withdrawal (OW), a set of behaviors allowing the employee to leave his job or avoid his assigned work. OW contains two main components often studied in silos: work withdrawal (delays, absenteeism and other adverse behaviors) and job withdrawal (turnover). We use the systemic micro, meso and macro sociological approach designing the individual at the heart of a system containing individual, organizational, and environmental determinants. Under the influence of these different factors, the individual assesses the type of behavior to adopt. We provide better lighting for understanding OW using both psychological contract approach through the perception of its respect by the organization and job embeddedness approach which explains why the employee does not leave the organization and then remains in his post while practicing negative and counterproductive behaviors such as OW. We study specifically cynicism as a type of OW as it is a dimension of burnout. We focus on the antecedents of cynicism to try to prevent it in the workplace. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=burnout" title="burnout">burnout</a>, <a href="https://publications.waset.org/abstracts/search?q=cynicism" title=" cynicism"> cynicism</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20embeddedness" title=" job embeddedness"> job embeddedness</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20withdrawal" title=" organizational withdrawal"> organizational withdrawal</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20contract" title=" psychological contract"> psychological contract</a> </p> <a href="https://publications.waset.org/abstracts/59168/psychological-contract-and-job-embeddedness-perspectives-to-understand-cynicism-as-a-behavioural-response-to-pressures-in-the-workplace" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59168.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">252</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">925</span> Waad Bil Mourabaha Pricing</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dchieche%20Amina">Dchieche Amina</a>, <a href="https://publications.waset.org/abstracts/search?q=Aboulaich%20Rajae"> Aboulaich Rajae</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this work, we will modelize Waad Bil Mourabaha contract. This islamic contract provides the right to buy goods at a future date with a Mourabaha. Waad is a promise of sale or purchase of goods, declared in a unilateral way. In spite of the divergence between some schools of Islamic law about the Waad, this contract will allow us to study sophisticated and interesting contract: Waad Bil Mourabaha that can be used for hedging. In order to price Waad Bil Mourabaha contract, we will use an adapted Black and Scholes model using the Shariah compliant assumptions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Islamic%20finance" title="Islamic finance">Islamic finance</a>, <a href="https://publications.waset.org/abstracts/search?q=Black-Scholes%20model" title=" Black-Scholes model"> Black-Scholes model</a>, <a href="https://publications.waset.org/abstracts/search?q=call%20option" title=" call option"> call option</a>, <a href="https://publications.waset.org/abstracts/search?q=risks" title=" risks"> risks</a>, <a href="https://publications.waset.org/abstracts/search?q=hedging" title=" hedging"> hedging</a> </p> <a href="https://publications.waset.org/abstracts/15514/waad-bil-mourabaha-pricing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15514.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">507</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">924</span> Factors Affecting Employee Performance: A Case Study in Marketing and Trading Directorate, Pertamina Ltd.</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saptiadi%20Nugroho">Saptiadi Nugroho</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Nur%20Muhamad%20Afif"> A. Nur Muhamad Afif</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Understanding factors that influence employee performance is very important. By finding the significant factors, organization could intervene to improve the employee performance that simultaneously will affect organization itself. In this research, four aspects consist of PCCD training, education level, corrective action, and work location were tested to identify their influence on employee performance. By using correlation analysis and T-Test, it was found that employee performance significantly influenced by PCCD training, work location, and corrective action. Meanwhile the education level did not influence employee performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20development" title="employee development">employee development</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title=" employee performance"> employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20management%20system" title=" performance management system"> performance management system</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a> </p> <a href="https://publications.waset.org/abstracts/6460/factors-affecting-employee-performance-a-case-study-in-marketing-and-trading-directorate-pertamina-ltd" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6460.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">390</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">923</span> Attributes of Employee Engagement Best Practices: A Guideline for SMEs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ghazanfar%20Bozai">Ghazanfar Bozai</a>, <a href="https://publications.waset.org/abstracts/search?q=Kanwal%20Gul"> Kanwal Gul</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In Pakistan, SMEs are the major source of contribution to the economy, but due to lack of proper HR practices (lack of employee engagement), these fast growing business shut down with in few years of startup. The purpose of this study is to conduct a comprehensive literature survy of the major best practices used for employee engagement globally. This paper could be used as employee engagement best practices guide for SME’s in developing countries. This article is focused on identifying the attributes of employee engagement in different countries/ cultures and organizations. It will provide a summary of employee engagement models used globally and how SMEs could pick suitable attributes of employee engagement as per their structural culture. This article will add valuable literature on employee engagement in developing countries for new startups and small, medium business. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=attributes" title="attributes">attributes</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20practices" title=" human resources practices"> human resources practices</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20medium%20enterprises" title=" small medium enterprises"> small medium enterprises</a> </p> <a href="https://publications.waset.org/abstracts/78599/attributes-of-employee-engagement-best-practices-a-guideline-for-smes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/78599.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">251</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">922</span> The Specificity of Employee Development in Polish Small Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=E.%20Rak">E. Rak</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of the paper is to identify some of the specific characteristics of employee development, as observed in the practice of small enterprises in Poland. Results suggest that a sizeable percentage of employers are not interested in improving the development of their employee base. This aspect is often perceived as insignificant. In addition, many employers have no theoretical or practical knowledge of employee development methods. Lack of sufficient financial support is reported as third on the list of the most important barriers to employee development. Employees, on the other hand, typically offload the responsibility of initiating this type of activities onto the employer. Employee development plans are typically flexible and accommodating. The original value offered by this research comes in the form of a detailed characteristics of employee development in small enterprises, accompanied by identification of specificity of human resource development in Polish companies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20development" title="employee development">employee development</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20development" title=" human resources development"> human resources development</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20enterprises" title=" small enterprises"> small enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=trainings" title=" trainings"> trainings</a> </p> <a href="https://publications.waset.org/abstracts/51189/the-specificity-of-employee-development-in-polish-small-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/51189.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">374</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">921</span> Employer Brand Image and Employee Engagement: An Exploratory Study in Britain</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Melisa%20Mete">Melisa Mete</a>, <a href="https://publications.waset.org/abstracts/search?q=Gary%20Davies"> Gary Davies</a>, <a href="https://publications.waset.org/abstracts/search?q=Susan%20Whelan"> Susan Whelan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Maintaining a good employer brand image is crucial for companies since it has numerous advantages such as better recruitment, retention and employee engagement, and commitment. This study aims to understand the relationship between employer brand image and employee satisfaction and engagement in the British context. A panel survey data (N=228) is tested via the regression models from the Hayes (2012) PROCESS macro, in IBM SPSS 23.0. The results are statistically significant and proves that the more positive employer brand image, the greater employee’ engagement and satisfaction, and the greater is employee satisfaction, the greater their engagement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employer%20brand" title="employer brand">employer brand</a>, <a href="https://publications.waset.org/abstracts/search?q=employer%20brand%20image" title=" employer brand image"> employer brand image</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20satisfaction" title=" employee satisfaction"> employee satisfaction</a> </p> <a href="https://publications.waset.org/abstracts/81648/employer-brand-image-and-employee-engagement-an-exploratory-study-in-britain" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/81648.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">337</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">920</span> Validating the Contract between Microservices</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Parveen%20Banu%20Ansari">Parveen Banu Ansari</a>, <a href="https://publications.waset.org/abstracts/search?q=Venkatraman%20Chinnappan"> Venkatraman Chinnappan</a>, <a href="https://publications.waset.org/abstracts/search?q=Paramasivam%20Shankar"> Paramasivam Shankar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Contract testing plays a pivotal role in the current landscape of microservices architecture. Testing microservices at the initial stages of development helps to identify and rectify issues before they escalate to higher levels, such as UI testing. By validating microservices through contract testing, you ensure the integration quality of APIs, enhancing the overall reliability and performance of the application. Contract testing, being a collaborative effort between testers and developers, ensures that the microservices adhere to the specified contracts or agreements. This proactive approach significantly reduces defects, streamlines the development process, and contributes to the overall efficiency and robustness of the application. In the dynamic and fast-paced world of digital applications, where microservices are the building blocks, embracing contract testing is indeed a strategic move for ensuring the quality and reliability of the entire system. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=validation" title="validation">validation</a>, <a href="https://publications.waset.org/abstracts/search?q=testing" title=" testing"> testing</a>, <a href="https://publications.waset.org/abstracts/search?q=contract" title=" contract"> contract</a>, <a href="https://publications.waset.org/abstracts/search?q=agreement" title=" agreement"> agreement</a>, <a href="https://publications.waset.org/abstracts/search?q=microservices" title=" microservices"> microservices</a> </p> <a href="https://publications.waset.org/abstracts/180208/validating-the-contract-between-microservices" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/180208.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">57</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">919</span> Lease Contract: Concept and Types, Comparative Legal Analysis Between Bulgarian Legislation and European Countries</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Veselin%20Konstantinov%20Hristov">Veselin Konstantinov Hristov</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In recent years, the lease contract has become more and more applicable and occupies a key place in commercial relations and business. In Bulgaria, the legal regulation of the leasing contract is relatively new and imperfectly developed. There are many legal loopholes and it is they that determine the need for a comparative legal analysis. The purpose of the study is to analyze the various European legislations regarding the leasing contract and to find effective solutions for the legal system of Bulgaria. First of all, are examined the concept of the leasing contract, which originated in the United States of America around the 1950s and spread in Europe, and the etymology of the term "leasing". After that, the main types of lease contracts – financial and operational – are examined and analyzed in detail. Their features and characteristics were studied, as well as a comparative analysis was made between them. Next, in the research, a comparative-legal analysis of the leasing contract in different European countries was made in terms of its development and distribution, as well as its legal characteristics. The mechanism of action and functioning of the leasing contract in several European countries is analyzed. Conclusions are made regarding the legal framework under which the lease contract is most effective. Types of leasing contracts specific only to certain European countries and their advantages are examined. In conclusion, recommendations are made to improve the legal framework of the leasing contract in Bulgaria. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=alternative%20financing" title="alternative financing">alternative financing</a>, <a href="https://publications.waset.org/abstracts/search?q=leasing%20contract" title=" leasing contract"> leasing contract</a>, <a href="https://publications.waset.org/abstracts/search?q=financing%20instruments" title=" financing instruments"> financing instruments</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a> </p> <a href="https://publications.waset.org/abstracts/167808/lease-contract-concept-and-types-comparative-legal-analysis-between-bulgarian-legislation-and-european-countries" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/167808.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">82</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">918</span> A Case Study at PT Bank XYZ on The Role of Compensation, Career Development, and Employee Engagement towards Employee Performance </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Badawi%20Saluy">Ahmad Badawi Saluy</a>, <a href="https://publications.waset.org/abstracts/search?q=Novawiguna%20Kemalasari"> Novawiguna Kemalasari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aims to examine, analyze and explain the impacts of compensation, career development and employee engagement to employee’s performance partially and simultaneously (Case Study at PT Bank XYZ). The research design used is quantitative descriptive research causality involving 30 respondents. Sources of data are from primary and secondary data, primary data obtained from questionnaires distribution and secondary data obtained from journals and books. Data analysis used model test using smart application PLS 3 that consists of test outer model and inner model. The results showed that compensation, career development and employee engagement partially have a positive impact on employee performance, while they have a positive and significant impact on employee performance simultaneously. The independent variable has the greatest impact is the employee engagement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=compensation" title="compensation">compensation</a>, <a href="https://publications.waset.org/abstracts/search?q=career%20development" title=" career development"> career development</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title=" employee performance"> employee performance</a> </p> <a href="https://publications.waset.org/abstracts/88863/a-case-study-at-pt-bank-xyz-on-the-role-of-compensation-career-development-and-employee-engagement-towards-employee-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/88863.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">152</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">917</span> The Contract for Educational Services: Civil and Administrative Aspects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yuliya%20Leonidovna%20Kiva-Khamzina">Yuliya Leonidovna Kiva-Khamzina</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The legal nature of the contract for educational services causes a lot of controversies. In particular, it raises the question about industry sector relationships, which require making a contract for educational services. The article describes the different types of contracts classifications for services provision from the perspective of civil law, deals with the specifics of the contract on rendering educational services; the author makes the conclusion that the contract for the provision of educational services is a complex institution that includes elements of the civil and administrative law. The following methods were used to conduct the study: dialectical method of cognition, the historical method, systemic analysis, classification. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=administrative%20aspect" title="administrative aspect">administrative aspect</a>, <a href="https://publications.waset.org/abstracts/search?q=civil%20aspect" title=" civil aspect"> civil aspect</a>, <a href="https://publications.waset.org/abstracts/search?q=educational%20service" title=" educational service"> educational service</a>, <a href="https://publications.waset.org/abstracts/search?q=industry" title=" industry"> industry</a>, <a href="https://publications.waset.org/abstracts/search?q=legal%20nature" title=" legal nature"> legal nature</a>, <a href="https://publications.waset.org/abstracts/search?q=services%20provision" title=" services provision"> services provision</a> </p> <a href="https://publications.waset.org/abstracts/51623/the-contract-for-educational-services-civil-and-administrative-aspects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/51623.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">324</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">916</span> Employee Commitment as a Means of Revitalising the Hospitality Industry post-Covid: Considering the Impact of Psychological Contract and Psychological Capital</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Desere%20Kokt">Desere Kokt</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Hospitality establishments worldwide are bearing the brunt of the effects of Covid-19. As the hospitality industry is looking to recover, emphasis is placed on rejuvenating the industry. This is especially pertinent for economic development in areas of high unemployment, such as the Free State province of South Africa. The province is not a main tourist area and thus depends on the influx of tourists. The province has great scenic beauty with many accommodation establishments that provide job opportunities to the local population. The two main economic hubs of the Free State province namely Bloemfontein and Clarens, were the focus of the investigation. The emphasis was on graded accommodation establishments as they must adhere to the quality principles of the Tourism Grading Council of South Africa (TGCSA) to obtain star grading. The hospitality industry is known for being labour intensive, and employees need to be available to cater for the needs of paying customers. This is referred to as ‘emotional labour’ and implies that employees need to manage their feelings and emotions as part of performing their jobs. The focus of this study was thus on psychological factors related to working in the hospitality industry – specifically psychological contract and psychological capital and its impact on the commitment of employees in graded accommodation establishments. Employee commitment can be explained as a psychological state that binds the individual to the organisation and involves a set of psychological relationships that include affective (emotions), normative (perceived obligation) and continuance (staying with the organisation) dimensions. Psychological contract refers to the reciprocal beliefs and expectations between the employer and the employee and consists of transactional and rational contracts. Transactional contracts are associated with the economic exchange, and contractional issues related to the employment contract and rational contracts relate to the social exchange between the employee and the organisation. Psychological capital refers to an individual’s positive psychology state of development that is characterised by self-efficiency (having confidence in doing one’s job), optimism (being positive and persevering towards achieving one’s goals), hope (expectations for goals to succeed) and resilience (bouncing back to attain success when beset by problems and adversity). The study employed a quantitative research approach, and a structured questionnaire was used to gather data from respondents. The study was conducted during the Covid-19 pandemic, which hampered the data gathering efforts of the researchers. Many accommodation establishments were either closed or temporarily closed, which meant that data gathering was an intensive and laborious process. The main researcher travelled to the various establishments to collect the data. Nine hospitality establishments participated in the study, and around 150 employees were targeted for data collection. Ninety-two (92) questionnaires were completed, which represents a response rate of 61%. Data were analysed using descriptive and inferential statistics, and partial least squares structural equation modelling (PLS-SEM) was applied to examine the relationship between the variables. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20commitment" title="employee commitment">employee commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=hospitality%20industry" title=" hospitality industry"> hospitality industry</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20contract" title=" psychological contract"> psychological contract</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20capital" title=" psychological capital"> psychological capital</a> </p> <a href="https://publications.waset.org/abstracts/153932/employee-commitment-as-a-means-of-revitalising-the-hospitality-industry-post-covid-considering-the-impact-of-psychological-contract-and-psychological-capital" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/153932.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">105</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">915</span> A Survey on the Blockchain Smart Contract System: Security Strengths and Weaknesses</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Malaw%20Ndiaye">Malaw Ndiaye</a>, <a href="https://publications.waset.org/abstracts/search?q=Karim%20Konate"> Karim Konate</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Smart contracts are computer protocols that facilitate, verify, and execute the negotiation or execution of a contract, or that render a contractual term unnecessary. Blockchain and smart contracts can be used to facilitate almost any financial transaction. Thanks to these smart contracts, the settlement of dividends and coupons could be automated. Smart contracts have become lucrative and profitable targets for attackers because they can hold a great amount of money. Smart contracts, although widely used in blockchain technology, are far from perfect due to security concerns. Since there are recent studies on smart contract security, none of them systematically study the strengths and weaknesses of smart contract security. Some have focused on an analysis of program-related vulnerabilities by providing a taxonomy of vulnerabilities. Other studies are responsible for listing the series of attacks linked to smart contracts. Although a series of attacks are listed, there is a lack of discussions and proposals on improving security. This survey takes stock of smart contract security from a more comprehensive perspective by correlating the level of vulnerability and systematic review of security levels in smart contracts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=blockchain" title="blockchain">blockchain</a>, <a href="https://publications.waset.org/abstracts/search?q=Bitcoin" title=" Bitcoin"> Bitcoin</a>, <a href="https://publications.waset.org/abstracts/search?q=smart%20contract" title=" smart contract"> smart contract</a>, <a href="https://publications.waset.org/abstracts/search?q=criminal%20smart%20contract" title=" criminal smart contract"> criminal smart contract</a>, <a href="https://publications.waset.org/abstracts/search?q=security" title=" security"> security</a> </p> <a href="https://publications.waset.org/abstracts/135465/a-survey-on-the-blockchain-smart-contract-system-security-strengths-and-weaknesses" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/135465.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">168</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">914</span> Employee Engagement: Tool for Success of Higher Education in Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pooree%20Sakot">Pooree Sakot</a>, <a href="https://publications.waset.org/abstracts/search?q=Marndarath%20Suksanga"> Marndarath Suksanga</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizations are under increasing pressure to improve performance and maximize the contribution of every employee. Employee engagement has become an attractive business proposition. The triple bottom line consists of three Ps: profit, people and planet. It aims to measure the financial, social and environmental performance of the corporation over a period of time. People are the most important asset of every organization. Most of the studies suggest that employee engagement improves the bottom line in almost every instance and it is well worth all organizational efforts to actively engage employees. Engaged employees have an impact on productivity and financial performance. Efficient leadership and effective management can take place if emerging paradigm like employee engagement is appropriately understood and put into practice. Employee engagement starts at the first step i.e. recruitment of an employee to the last step i.e. retirement .The HR Practices of an organization play the most major role in helping the employees walk the extra mile. Effective employee engagement is the key component for improved organizational performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title="employee engagement">employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title=" higher education"> higher education</a>, <a href="https://publications.waset.org/abstracts/search?q=tool" title=" tool"> tool</a>, <a href="https://publications.waset.org/abstracts/search?q=success" title=" success"> success</a> </p> <a href="https://publications.waset.org/abstracts/30256/employee-engagement-tool-for-success-of-higher-education-in-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/30256.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">335</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">913</span> The Impact of Transformational Leadership on Individual Attributes</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bilal%20Liaqat">Bilal Liaqat</a>, <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Umar"> Muhammad Umar</a>, <a href="https://publications.waset.org/abstracts/search?q=Zara%20Bashir"> Zara Bashir</a>, <a href="https://publications.waset.org/abstracts/search?q=Hassan%20Rafique"> Hassan Rafique</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohsin%20Abbasi"> Mohsin Abbasi</a>, <a href="https://publications.waset.org/abstracts/search?q=Zarak%20Khan"> Zarak Khan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Transformational leadership is one of the most studied topics in the organization sciences. However, the impact of transformational leadership on employee’s individual attributes have not yet been studied. Purpose: This research aims to discover the relationship between transformational leadership and employee motivation, performance and creativity. Moreover, the study will also investigate the influence of transformational leadership on employee performance through employee motivation and employee creativity. Design-Methodology-Approach: The data was collected from employees in different organization. This cross-sectional study collected data from employees and the methodology used includes survey data that were collected from employees in organizations. Structured interviews were also conducted to explain the outcomes from the survey. Findings: The results of this study reveal that transformational leadership has a positive impact on employee’s individual attributes. Research Implications: Although this study expands our knowledge about the role of learning orientation between transformational leadership and employee motivation, performance and creativity, the prospects for further research are still present. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20creativity" title="employee creativity">employee creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20motivation" title=" employee motivation"> employee motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title=" employee performance"> employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a> </p> <a href="https://publications.waset.org/abstracts/85528/the-impact-of-transformational-leadership-on-individual-attributes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85528.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">228</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">912</span> Effect of Training and Development on Employee Performance in the Banking Industry: A Case Study of Some Selected Banks within Bauchi Metropolis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sagir%20Abubakar">Sagir Abubakar </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organization must move along with the employees, because organization should adapt itself to the changing environment. The paper examines the effect of training and development on employee performance. Training and development has an important role in improve the performance, skills and attitude of employee in an organization. Training and development will also help an employee to do his present job or to prepare him for a higher position with increased responsibilities. The paper analyses the employee performance towards training and development conducted in some selected banks within Bauchi metropolis. Review of related literature was done on, training, training objectives, methods and development and its method. A census survey was carried out using staff of GTB and Skye Banks Bauchi branch where a total of 40 questionnaires were administered personally by the researcher and there were 100% responses. Correlation analysis was adopted for the analysis of data collected. The study concludes that 95% of respondents agreed that training and development are vital for both employee and organizations performance. They also suggest that training and development should be made compulsory for all categories of employee in an organization. Training and Development programmes are necessary in any organization for improving the quality of work of the employee. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=training" title="training">training</a>, <a href="https://publications.waset.org/abstracts/search?q=development" title=" development"> development</a>, <a href="https://publications.waset.org/abstracts/search?q=employee" title=" employee"> employee</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=banks" title=" banks"> banks</a> </p> <a href="https://publications.waset.org/abstracts/14490/effect-of-training-and-development-on-employee-performance-in-the-banking-industry-a-case-study-of-some-selected-banks-within-bauchi-metropolis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14490.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">470</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">911</span> An Application of Bidirectional Option Contract to Coordinate a Dyadic Fashion Apparel Supply Chain </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Arnab%20Adhikari">Arnab Adhikari</a>, <a href="https://publications.waset.org/abstracts/search?q=Arnab%20Bisi"> Arnab Bisi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Since the inception, the fashion apparel supply chain is facing the problem of high demand uncertainty. Often the demand volatility compels the corresponding supply chain member to incur substantial holding cost and opportunity cost in case of the overproduction and the underproduction scenario, respectively. It leads to an uncoordinated fashion apparel supply chain. There exist several scholarly works to achieve coordination in the fashion apparel supply chain by employing the different contracts such as the buyback contract, the revenue sharing contract, the option contract, and so on. Specially, the application of option contract in the apparel industry becomes prevalent with the changing global scenario. Exploration of existing literature related to the option contract reveals that most of the research works concentrate on the one direction demand adjustment i.e. either to match the demand upwards or downwards. Here, we present a holistic approach to coordinate a dyadic fashion apparel supply chain comprising one manufacturer and one retailer with the help of bidirectional option contract. We show a combination of wholesale price contract and bidirectional option contract can coordinate the under expanded supply chain. We also propose a framework that captures the variation of the apparel retailer’s order quantity and the apparel manufacturer’s production quantity with the changing exercise price for the different ranges of the option price. We analytically explore that corresponding cost parameters of the supply chain members along with the nature of demand distribution play an instrumental role in the coordination as well as the retailer’s ordering decision. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=fashion%20apparel%20supply%20chain" title="fashion apparel supply chain">fashion apparel supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20coordination" title=" supply chain coordination"> supply chain coordination</a>, <a href="https://publications.waset.org/abstracts/search?q=wholesale%20price%20contract" title=" wholesale price contract"> wholesale price contract</a>, <a href="https://publications.waset.org/abstracts/search?q=bidirectional%20option%20contract" title=" bidirectional option contract"> bidirectional option contract</a> </p> <a href="https://publications.waset.org/abstracts/38689/an-application-of-bidirectional-option-contract-to-coordinate-a-dyadic-fashion-apparel-supply-chain" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38689.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">441</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">910</span> The Impact of Employee Assistance Program on New Hire Well Being and Turnover</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Steffira%20Anjani">Steffira Anjani</a>, <a href="https://publications.waset.org/abstracts/search?q=Agnes%20Dessyana"> Agnes Dessyana</a>, <a href="https://publications.waset.org/abstracts/search?q=Luciyana%20Lesmana"> Luciyana Lesmana</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employee well-being has been a major factor for an employee to deliver optimal performance in the workplace. During the COVID-19 pandemic, there has been a major concern for organizations to develop Employee Assistance Program as an approach to maintain employees’ well-being. However, there is little published evidence assessing the effectiveness of Employee Assistance Program for the employee’s well-being. The purpose of this paper is to advance theory and practice by understanding how the Employee Assistance Program (EAP) impacts to new hire well-being and turnover, especially in private organization. This paper provides an intervention framework used for new employees. The intervention program (onboarding and support group) is carried out to improve new hire well-being and to make them stay at the organization. The intervention is delivered to 36 new hire employees that were recruited from January 2021 to still ongoing 2022. The result of level 1 evaluation shows that new hire employees give a good rating to the intervention program. Next, the result of level 2 evaluation shows that the intervention has a significant difference in new hire well-being before and after the intervention program (Z=-2,11, p<0.05) and increases the percentage of recruitment quality index (RQI = 10%). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Employee%20Assistance%20Program" title="Employee Assistance Program">Employee Assistance Program</a>, <a href="https://publications.waset.org/abstracts/search?q=well-being" title=" well-being"> well-being</a>, <a href="https://publications.waset.org/abstracts/search?q=turnover" title=" turnover"> turnover</a>, <a href="https://publications.waset.org/abstracts/search?q=intervention%20program" title=" intervention program"> intervention program</a> </p> <a href="https://publications.waset.org/abstracts/146622/the-impact-of-employee-assistance-program-on-new-hire-well-being-and-turnover" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/146622.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">167</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">909</span> Recovery of Damages by General Cargo Interest under Bill of Lading Carriage Contract</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Eunice%20Chiamaka%20Allen-Ngbale">Eunice Chiamaka Allen-Ngbale</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Cargo claims are brought by cargo interests against carriers when the goods are not delivered or delivered short or mis-delivered or delivered damaged. The objective of the cargo claimant is to seek recovery for the loss suffered through the award of damages against the carrier by a court of competent jurisdiction. Moreover, whether the vessel on which the goods were carried is or is not under charter, the bill of lading plays a central role in the cargo claim. Since the bill of lading is an important international transport document, this paper examines, by chronicling the progress of a cargo claim as governed by the English law of contract. It finds that other than by contract, there are other modes of recovery available to a consignee or endorsee of a bill of lading to obtain a remedy under the sui generis contract of carriage contained in or evidenced by a bill of lading. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=bill%20of%20lading" title="bill of lading">bill of lading</a>, <a href="https://publications.waset.org/abstracts/search?q=cargo%20interests" title=" cargo interests"> cargo interests</a>, <a href="https://publications.waset.org/abstracts/search?q=carriage%20contract" title=" carriage contract"> carriage contract</a>, <a href="https://publications.waset.org/abstracts/search?q=transfer%20of%20right%20of%20suit" title=" transfer of right of suit"> transfer of right of suit</a> </p> <a href="https://publications.waset.org/abstracts/137752/recovery-of-damages-by-general-cargo-interest-under-bill-of-lading-carriage-contract" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/137752.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">144</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">908</span> Talent Management by Employee Involvement in Healthcare Industries of India: An Analytical Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alpa%20Mehta">Alpa Mehta</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Talent acquisition, development, and retention are major issues encountered in the health care industries in any country. Recent authentic data showed that employee turnover in the field of health care is increasing day by day compare to other industrial sectors. There are many reasons behind retention issues. One of such can be the lack of involvement and engagement of health workers in day to day HRM. Health care is a noble profession and employee has to deal with the patient with the optimum level of satisfaction and productivity. So employee morale and motivation should be high. This area of concern is mostly ignored by management, and ultimately it turns into dissatisfaction and abandonment in search of other jobs. The paper analyses the HRM tools to retain healthcare employee with high moral through employee involvement. The paper includes the case study of One of the Prominent Health care institute of India has found out a way to retain talented employees in the organization with the tool of employee engagement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20involvement" title="employee involvement">employee involvement</a>, <a href="https://publications.waset.org/abstracts/search?q=health%20care%20industry" title=" health care industry"> health care industry</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20management" title=" human resources management"> human resources management</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20retention" title=" talent retention"> talent retention</a> </p> <a href="https://publications.waset.org/abstracts/64055/talent-management-by-employee-involvement-in-healthcare-industries-of-india-an-analytical-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64055.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">456</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">907</span> Employee Well-being in the Age of AI: Perceptions, Concerns, Behaviors, and Outcomes</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Soheila%20Sadeghi">Soheila Sadeghi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> — The growing integration of Artificial Intelligence (AI) into Human Resources (HR) processes has transformed the way organizations manage recruitment, performance evaluation, and employee engagement. While AI offers numerous advantages—such as improved efficiency, reduced bias, and hyper-personalization—it raises significant concerns about employee well-being, job security, fairness, and transparency. The study examines how AI shapes employee perceptions, job satisfaction, mental health, and retention. Key findings reveal that: (a) while AI can enhance efficiency and reduce bias, it also raises concerns about job security, fairness, and privacy; (b) transparency in AI systems emerges as a critical factor in fostering trust and positive employee attitudes; and (c) AI systems can both support and undermine employee well-being, depending on how they are implemented and perceived. The research introduces an AI-employee well-being Interaction Framework, illustrating how AI influences employee perceptions, behaviors, and outcomes. Organizational strategies, such as (a) clear communication, (b) upskilling programs, and (c) employee involvement in AI implementation, are identified as crucial for mitigating negative impacts and enhancing positive outcomes. The study concludes that the successful integration of AI in HR requires a balanced approach that (a) prioritizes employee well-being, (b) facilitates human-AI collaboration, and (c) ensures ethical and transparent AI practices alongside technological advancement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=artificial%20intelligence" title="artificial intelligence">artificial intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources" title=" human resources"> human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20well-being" title=" employee well-being"> employee well-being</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20support" title=" organizational support"> organizational support</a>, <a href="https://publications.waset.org/abstracts/search?q=transparency%20in%20AI" title=" transparency in AI"> transparency in AI</a> </p> <a href="https://publications.waset.org/abstracts/190691/employee-well-being-in-the-age-of-ai-perceptions-concerns-behaviors-and-outcomes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/190691.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">29</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=contract%20employee&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=contract%20employee&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=contract%20employee&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=contract%20employee&page=5">5</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=contract%20employee&page=6">6</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=contract%20employee&page=7">7</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=contract%20employee&page=8">8</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=contract%20employee&page=9">9</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=contract%20employee&page=10">10</a></li> <li class="page-item disabled"><span class="page-link">...</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=contract%20employee&page=31">31</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=contract%20employee&page=32">32</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=contract%20employee&page=2" rel="next">&rsaquo;</a></li> </ul> </div> </main> <footer> <div id="infolinks" class="pt-3 pb-2"> <div class="container"> <div style="background-color:#f5f5f5;" class="p-3"> <div class="row"> <div class="col-md-2"> <ul class="list-unstyled"> About <li><a href="https://waset.org/page/support">About Us</a></li> <li><a href="https://waset.org/page/support#legal-information">Legal</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/WASET-16th-foundational-anniversary.pdf">WASET celebrates its 16th foundational anniversary</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Account <li><a href="https://waset.org/profile">My Account</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Explore <li><a href="https://waset.org/disciplines">Disciplines</a></li> <li><a href="https://waset.org/conferences">Conferences</a></li> <li><a href="https://waset.org/conference-programs">Conference Program</a></li> <li><a href="https://waset.org/committees">Committees</a></li> <li><a href="https://publications.waset.org">Publications</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Research <li><a href="https://publications.waset.org/abstracts">Abstracts</a></li> <li><a href="https://publications.waset.org">Periodicals</a></li> <li><a href="https://publications.waset.org/archive">Archive</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Open Science <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Open-Science-Philosophy.pdf">Open Science Philosophy</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Open-Science-Award.pdf">Open Science Award</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Open-Society-Open-Science-and-Open-Innovation.pdf">Open Innovation</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Postdoctoral-Fellowship-Award.pdf">Postdoctoral Fellowship Award</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Scholarly-Research-Review.pdf">Scholarly Research Review</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Support <li><a href="https://waset.org/page/support">Support</a></li> <li><a href="https://waset.org/profile/messages/create">Contact Us</a></li> <li><a href="https://waset.org/profile/messages/create">Report Abuse</a></li> </ul> </div> </div> </div> </div> </div> <div class="container text-center"> <hr style="margin-top:0;margin-bottom:.3rem;"> <a href="https://creativecommons.org/licenses/by/4.0/" target="_blank" class="text-muted small">Creative Commons Attribution 4.0 International License</a> <div id="copy" class="mt-2">© 2024 World Academy of Science, Engineering and Technology</div> </div> </footer> <a href="javascript:" id="return-to-top"><i class="fas fa-arrow-up"></i></a> <div class="modal" id="modal-template"> <div class="modal-dialog"> <div class="modal-content"> <div class="row m-0 mt-1"> <div class="col-md-12"> <button type="button" class="close" data-dismiss="modal" aria-label="Close"><span aria-hidden="true">×</span></button> </div> </div> <div class="modal-body"></div> </div> </div> </div> <script src="https://cdn.waset.org/static/plugins/jquery-3.3.1.min.js"></script> <script src="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/js/bootstrap.bundle.min.js"></script> <script src="https://cdn.waset.org/static/js/site.js?v=150220211556"></script> <script> jQuery(document).ready(function() { /*jQuery.get("https://publications.waset.org/xhr/user-menu", function (response) { jQuery('#mainNavMenu').append(response); });*/ jQuery.get({ url: "https://publications.waset.org/xhr/user-menu", cache: false }).then(function(response){ jQuery('#mainNavMenu').append(response); }); }); </script> </body> </html>