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induction</title> <meta name="description" content="Search results for: employee induction"> <meta name="keywords" content="employee induction"> <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 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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="employee induction"> <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> 1325</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: employee induction</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1325</span> Variants of Mathematical Induction as Strong Proof Techniques in Theory of Computing</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ahmed%20Tarek">Ahmed Tarek</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmed%20Alveed"> Ahmed Alveed</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the theory of computing, there are a wide variety of direct and indirect proof techniques. However, mathematical induction (MI) stands out to be one of the most powerful proof techniques for proving hypotheses, theorems, and new results. There are variations of mathematical induction-based proof techniques, which are broadly classified into three categories, such as structural induction (SI), weak induction (WI), and strong induction (SI). In this expository paper, several different variants of the mathematical induction techniques are explored, and the specific scenarios are discussed where a specific induction technique stands out to be more advantageous as compared to other induction strategies. Also, the essential difference among the variants of mathematical induction are explored. The points of separation among mathematical induction, recursion, and logical deduction are precisely analyzed, and the relationship among variations of recurrence relations, and mathematical induction are being explored. In this context, the application of recurrence relations, and mathematical inductions are considered together in a single framework for codewords over a given alphabet. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=alphabet" title="alphabet">alphabet</a>, <a href="https://publications.waset.org/abstracts/search?q=codeword" title=" codeword"> codeword</a>, <a href="https://publications.waset.org/abstracts/search?q=deduction" title=" deduction"> deduction</a>, <a href="https://publications.waset.org/abstracts/search?q=mathematical" title=" mathematical"> mathematical</a>, <a href="https://publications.waset.org/abstracts/search?q=induction" title=" induction"> induction</a>, <a href="https://publications.waset.org/abstracts/search?q=recurrence%20relation" title=" recurrence relation"> recurrence relation</a>, <a href="https://publications.waset.org/abstracts/search?q=strong%20induction" title=" strong induction"> strong induction</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20induction" title=" structural induction"> structural induction</a>, <a href="https://publications.waset.org/abstracts/search?q=weak%20induction" title=" weak induction"> weak induction</a> </p> <a href="https://publications.waset.org/abstracts/116467/variants-of-mathematical-induction-as-strong-proof-techniques-in-theory-of-computing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/116467.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">164</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">1324</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">1323</span> Improving the Employee Transfer Experience within an Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Drew%20Fockler">Drew Fockler</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research examines how to improve an employee’s experience when transferring between departments within an organization. This research includes a historical review of a Canadian retail organization. Based on this historical review, gaps are identified between current and future visions to show where problems with existing training and development practices need to be resolved to reduce front-line employee turnover within an organization. The strategies within this paper support leaders through the LEAD: Listen, Explore, Act and Develop, Change Management Model. The LEAD Change Management Model supports the change process. This research proposes three possible solutions to improve an employee who is transferring between departments. The best solution to resolve the problem of improving an employee moving between departments experience is creating a Training Manager position within the retail store. A Training Manager position could support both employees and leadership with training and development of staff who are moving between departments. Within this research, an implementation plan using the TransX Model was created. The TransX Model is a hybrid of Leader-Member Exchange Theory and Transformational Leadership Theory to facilitate this organizational change within an organization by creating a common vision. Finally, this research provides the next steps as well as future considerations to enhance the training manager role within an organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20transfers" title="employee transfers">employee transfers</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" title=" human resources"> human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20induction" title=" employee induction"> employee induction</a>, <a href="https://publications.waset.org/abstracts/search?q=TransX%20model" title=" TransX model"> TransX model</a>, <a href="https://publications.waset.org/abstracts/search?q=lead%20change%20management%20model" title=" lead change management model"> lead change management model</a> </p> <a href="https://publications.waset.org/abstracts/165103/improving-the-employee-transfer-experience-within-an-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/165103.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">77</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">1322</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">1321</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">1320</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">1319</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">1318</span> A Study on Analysis of Magnetic Field in Induction Generator for Small Francis Turbine Generator</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Young-Kwan%20Choi">Young-Kwan Choi</a>, <a href="https://publications.waset.org/abstracts/search?q=Han-Sang%20Jeong"> Han-Sang Jeong</a>, <a href="https://publications.waset.org/abstracts/search?q=Yeon-Ho%20Ok"> Yeon-Ho Ok</a>, <a href="https://publications.waset.org/abstracts/search?q=Jae-Ho%20Choi"> Jae-Ho Choi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is to verify validity of design by testing output of induction generator through finite element analysis before manufacture of induction generator designed. Characteristics in the operating domain of induction generator can be understood through analysis of magnetic field according to load (rotational speed) of induction generator. Characteristics of induction generator such as induced voltage, current, torque, magnetic flux density (magnetic flux saturation), and loss can be predicted by analysis of magnetic field. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=electromagnetic%20analysis" title="electromagnetic analysis">electromagnetic analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=induction%20generator" title=" induction generator"> induction generator</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20hydro%20power%20generator" title=" small hydro power generator"> small hydro power generator</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20francis%20turbine%20generator" title=" small francis turbine generator"> small francis turbine generator</a> </p> <a href="https://publications.waset.org/abstracts/32296/a-study-on-analysis-of-magnetic-field-in-induction-generator-for-small-francis-turbine-generator" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32296.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">1475</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">1317</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">1316</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">1315</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">1314</span> Simulation Model of Induction Heating in COMSOL Multiphysics </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Djellabi">K. Djellabi</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20E.%20H.%20Latreche"> M. E. H. Latreche</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The induction heating phenomenon depends on various factors, making the problem highly nonlinear. The mathematical analysis of this problem in most cases is very difficult and it is reduced to simple cases. Another knowledge of induction heating systems is generated in production environments, but these trial-error procedures are long and expensive. The numerical models of induction heating problem are another approach to reduce abovementioned drawbacks. This paper deals with the simulation model of induction heating problem. The simulation model of induction heating system in COMSOL Multiphysics is created. In this work we present results of numerical simulations of induction heating process in pieces of cylindrical shapes, in an inductor with four coils. The modeling of the inducting heating process was made with the software COMSOL Multiphysics Version 4.2a, for the study we present the temperature charts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=induction%20heating" title="induction heating">induction heating</a>, <a href="https://publications.waset.org/abstracts/search?q=electromagnetic%20field" title=" electromagnetic field"> electromagnetic field</a>, <a href="https://publications.waset.org/abstracts/search?q=inductor" title=" inductor"> inductor</a>, <a href="https://publications.waset.org/abstracts/search?q=numerical%20simulation" title=" numerical simulation"> numerical simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=finite%20element" title=" finite element "> finite element </a> </p> <a href="https://publications.waset.org/abstracts/45850/simulation-model-of-induction-heating-in-comsol-multiphysics" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/45850.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">316</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">1313</span> Induction Heating Process Design Using Comsol® Multiphysics Software Version 4.2a</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Djellabi">K. Djellabi</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20E.%20H.%20Latreche"> M. E. H. Latreche</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Induction heating computer simulation is a powerful tool for process design and optimization, induction coil design, equipment selection, as well as education and business presentations. The authors share their vast experience in the practical use of computer simulation for different induction heating and heat treating processes. In this paper deals with mathematical modeling and numerical simulation of induction heating furnaces with axisymmetric geometries. For the numerical solution, we propose finite element methods combined with boundary (FEM) for the electromagnetic model using COMSOL® Multiphysics Software. Some numerical results for an industrial furnace are shown with high frequency. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=numerical%20methods" title="numerical methods">numerical methods</a>, <a href="https://publications.waset.org/abstracts/search?q=induction%20furnaces" title=" induction furnaces"> induction furnaces</a>, <a href="https://publications.waset.org/abstracts/search?q=induction%20heating" title=" induction heating"> induction heating</a>, <a href="https://publications.waset.org/abstracts/search?q=finite%20element%20method" title=" finite element method"> finite element method</a>, <a href="https://publications.waset.org/abstracts/search?q=Comsol%20multiphysics%20software" title=" Comsol multiphysics software"> Comsol multiphysics software</a> </p> <a href="https://publications.waset.org/abstracts/3469/induction-heating-process-design-using-comsol-multiphysics-software-version-42a" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/3469.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">449</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">1312</span> Fault Diagnosis in Induction Motor</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kirti%20Gosavi">Kirti Gosavi</a>, <a href="https://publications.waset.org/abstracts/search?q=Anita%20Bhole"> Anita Bhole</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper demonstrates simulation and steady-state performance of three phase squirrel cage induction motor and detection of rotor broken bar fault using MATLAB. This simulation model is successfully used in the fault detection of rotor broken bar for the induction machines. A dynamic model using PWM inverter and mathematical modelling of the motor is developed. The dynamic simulation of the small power induction motor is one of the key steps in the validation of the design process of the motor drive system and it is needed for eliminating advertent design errors and the resulting error in the prototype construction and testing. The simulation model will be helpful in detecting the faults in three phase induction motor using Motor current signature analysis. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=squirrel%20cage%20induction%20motor" title="squirrel cage induction motor">squirrel cage induction motor</a>, <a href="https://publications.waset.org/abstracts/search?q=pulse%20width%20modulation%20%28PWM%29" title=" pulse width modulation (PWM)"> pulse width modulation (PWM)</a>, <a href="https://publications.waset.org/abstracts/search?q=fault%20diagnosis" title=" fault diagnosis"> fault diagnosis</a>, <a href="https://publications.waset.org/abstracts/search?q=induction%20motor" title=" induction motor"> induction motor</a> </p> <a href="https://publications.waset.org/abstracts/22499/fault-diagnosis-in-induction-motor" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22499.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">633</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">1311</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">1310</span> Variable Frequency Converter Fed Induction Motors</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdulatif%20Abdulsalam%20Mohamed%20Shaban">Abdulatif Abdulsalam Mohamed Shaban</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A.C motors, in general, have superior performance characteristics to their d.c. counterparts. However, despite these advantage a.c. motors lack the controllability and simplicity and so d.c. motors retain a competitive edge where precise control is required. As part of an overall project to develop an improved cycloconverter control strategy for induction motors. Simulation and modelling techniques have been developed. This contribution describes a method used to simulate an induction motor drive using the SIMULINK toolbox within MATLAB software. The cycloconverter fed induction motor is principally modelled using the d-q axis equations. Results of the simulation for a given set of induction motor parameters are also presented. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=simulation" title="simulation">simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=converter" title=" converter"> converter</a>, <a href="https://publications.waset.org/abstracts/search?q=motor" title=" motor"> motor</a>, <a href="https://publications.waset.org/abstracts/search?q=cycloconverter" title=" cycloconverter"> cycloconverter</a> </p> <a href="https://publications.waset.org/abstracts/21497/variable-frequency-converter-fed-induction-motors" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/21497.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">609</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">1309</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">1308</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> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1307</span> Design of 100 kW Induction Generator for Wind Power Plant at Tamanjaya Village-Sukabumi</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Andri%20Setiyoso">Andri Setiyoso</a>, <a href="https://publications.waset.org/abstracts/search?q=Agus%20Purwadi"> Agus Purwadi</a>, <a href="https://publications.waset.org/abstracts/search?q=Nanda%20Avianto%20Wicaksono"> Nanda Avianto Wicaksono</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper present about induction generator design for 100kW power output capacity. Induction machine had been chosen because of the capability for energy conversion from electric energy to mechanical energy and vise-versa with operation on variable speed condition. Stator Controlled Induction Generator (SCIG) was applied as wind power plant in Desa Taman Jaya, Sukabumi, Indonesia. Generator was designed to generate power 100 kW with wind speed at 12 m/s and survival condition at speed 21 m/s. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=wind%20energy" title="wind energy">wind energy</a>, <a href="https://publications.waset.org/abstracts/search?q=induction%20generator" title=" induction generator"> induction generator</a>, <a href="https://publications.waset.org/abstracts/search?q=Stator%20Controlled%20Induction%20Generator%20%28SCIG%29" title=" Stator Controlled Induction Generator (SCIG)"> Stator Controlled Induction Generator (SCIG)</a>, <a href="https://publications.waset.org/abstracts/search?q=variable%20speed%20generator" title=" variable speed generator"> variable speed generator</a> </p> <a href="https://publications.waset.org/abstracts/21929/design-of-100-kw-induction-generator-for-wind-power-plant-at-tamanjaya-village-sukabumi" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/21929.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">504</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">1306</span> Influence of Transformation Leadership Style on Employee Engagement among Generation Y</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Z.%20D.%20Mansor">Z. D. Mansor</a>, <a href="https://publications.waset.org/abstracts/search?q=C.%20P.%20Mun"> C. P. Mun</a>, <a href="https://publications.waset.org/abstracts/search?q=B.%20S.%20Nurul%20Farhana"> B. S. Nurul Farhana</a>, <a href="https://publications.waset.org/abstracts/search?q=Wan%20Aisyah%20Nasuha%20Wan%20Mohamed%20Tarmizi"> Wan Aisyah Nasuha Wan Mohamed Tarmizi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this research is to determine the influence of transformation leadership style on employee engagement among Generation Y. The growing of Generation Y employees in Malaysia has raised concerns about how to engage and motivate this cohort. Transformation Leadership style is one of the key factors to increase employee engagement levels in the organization. This study has proven to be important for the researchers and the organization to properly understand the concept of employee engagement, transformation leadership style and their relationship. The samples in this study included 221 respondents of Generation Y who are currently working in Selangor and Klang Valley area in Malaysia. The data were collected using questionnaires and analyzed by using Statistical Package for Social Science (SPSS). The results show that there is a significant relationship between the dimension of intellectual stimulation, inspiration motivation and individual consideration on employee engagement. In contrast, the results have revealed that there is no significant relationship between idealized influences of a leader on employee engagement among Generation Y. <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=transformational%20leadership%20styles" title=" transformational leadership styles"> transformational leadership styles</a>, <a href="https://publications.waset.org/abstracts/search?q=gen%20Y" title=" gen Y"> gen Y</a>, <a href="https://publications.waset.org/abstracts/search?q=survey" title=" survey"> survey</a> </p> <a href="https://publications.waset.org/abstracts/63641/influence-of-transformation-leadership-style-on-employee-engagement-among-generation-y" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/63641.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">344</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">1305</span> A Review of the Antecedents and Consequences of Employee Engagementc</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ibrahim%20Hamidu%20Magem">Ibrahim Hamidu Magem</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employee engagement has continued to gain popularity among practitioners, consultants and academicians recent years. This is due to the fact that the engaged employees are central to organizational success in today’s highly competitive and rapidly changing business environment. Employee engagement depicts a situation whereby employee’s harnessed themselves to their work roles. The importance of employee engagement to organizations cannot be overemphasized in today’s rapidly changing business environment. Organizations both large and small are constantly striving to improve their performance, retain employees, reduce absenteeism, and create loyal customers among others. To be able to achieve these organizations need a team of highly engaged employees. In line with this, the study attempts to provide a valuable framework for understanding the antecedents and consequences of employee engagement in organizations. The paper categorizes the antecedents of employee engagement into individual and organizational factors which it is assumed that the existence of such factors could result into engaged employees that will be of benefit to organizations. Therefore, it is recommended that organizations should revisit and redesign its employee engagement system to enable them attain their organizational goals and objectives. In addition, organizations should note that engagement is personal but organizational engagement programmes should be about everyone in the organization. The findings from this paper adds to existing studies about employee engagement and also provide awareness to academics and practitioners about the importance of employee engagement to improve organizations efficiency and effectiveness, as well as to impact to overall firm performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=antecedents" title="antecedents">antecedents</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=job%20involvement" title=" job involvement"> job involvement</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a> </p> <a href="https://publications.waset.org/abstracts/53259/a-review-of-the-antecedents-and-consequences-of-employee-engagementc" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/53259.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">260</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">1304</span> Unravelling the Impact of Job Resources: Alleviating Job-Related Anxiety to Forster Employee Creativity Within the Oil and Gas Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nana%20Kojo%20Ayimadu%20Baafi">Nana Kojo Ayimadu Baafi</a>, <a href="https://publications.waset.org/abstracts/search?q=Kwesi%20Amponsah-Tawiah"> Kwesi Amponsah-Tawiah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study investigated the relationship between job-related anxiety and employee creativity. The study further explored the role of job resources in moderating the relationship between job-related anxiety and employee creativity within the oil and gas industries. The study utilized a cross-sectional survey design. A non-probability sampling technique, specifically convenience sampling, was used to sample 1200 participants from multiple companies within the oil and gas industries. The collected data were analyzed using Regression analysis and PROCESS macro for the moderation analysis. The study empirically demonstrated a negative significant relationship between job-related anxiety and employee creativity. It also exhibited that job resources moderated the relationship between job-related anxiety and creativity. This study addresses gaps in previous studies by highlighting the significance of job resources in how job-related anxiety affects employee creativity. <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=job-related%20anxiety" title=" job-related anxiety"> job-related anxiety</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20resource" title=" job resource"> job resource</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources" title=" human resources"> human resources</a> </p> <a href="https://publications.waset.org/abstracts/186438/unravelling-the-impact-of-job-resources-alleviating-job-related-anxiety-to-forster-employee-creativity-within-the-oil-and-gas-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/186438.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">45</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">1303</span> Service Orientation, Employee Service Skills and Employee Performance of Travel Agency in Surabaya</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hatane%20Semuel">Hatane Semuel</a>, <a href="https://publications.waset.org/abstracts/search?q=Foedjiawati"> Foedjiawati</a>, <a href="https://publications.waset.org/abstracts/search?q=Michelle%20Sunur"> Michelle Sunur</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study took the research object of fifteen legal travel agencies in Surabaya. The respondents are taken through purposive sampling of a number of 100 employees out of Fifteen travel agencies which are varied in its division. Service orientation is constructed based on several dimensions; such as, service leadership practices, service encounter practices, human resources management practices, and service system practices. Service skills are constructed with dimensions; namely: technical skills, interpersonal skills, and problem-solving skill. While employee performance is constructed with dimensions; namely: quantity of work, quality of work, timeliness of work and organization of work. The results show that there is a direct positive influence on employee performance service orientation. Additionally, service orientation influences indirectly positive on employee performance through the service skills. Therefore, the total effect of service orientation on employee performance is proven stronger. <p class="card-text"><strong>Keywords:</strong> <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=service%20orientation" title=" service orientation"> service orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20skills" title=" service skills"> service skills</a>, <a href="https://publications.waset.org/abstracts/search?q=travel%20agencies" title=" travel agencies"> travel agencies</a> </p> <a href="https://publications.waset.org/abstracts/62045/service-orientation-employee-service-skills-and-employee-performance-of-travel-agency-in-surabaya" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/62045.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">354</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">1302</span> Factors That Stimulate 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=Ewa%20Rak">Ewa Rak</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper is part of a broader research project on employee development in small enterprises, financed by Polish National Science Centre. The project results will serve as basis for a doctoral dissertation. The paper utilises literature studies and qualitative research conducted in small enterprises operating in the Lower Silesia region of Poland. This paper aims to identify some of the factors that stimulate employee development in small companies operating in Poland. The great variety of business pursuits and applications represented by this sector makes it hard to determine a universal configuration of factors to offer best possible conditions for employee development. Research results suggest that each of the examined companies had one or two of such factors in focus, and serving as the basis for the entire pro-development system. These include: employment security (both for employee and entrepreneur) and extensive knowledge and experience of entrepreneurs, but only if it is combined with a willingness and ability to share it. <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=factors%20that%20stimulate%20employee%20development" title=" factors that stimulate employee development"> factors that stimulate 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=Poland" title=" Poland"> Poland</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=training" title=" training"> training</a> </p> <a href="https://publications.waset.org/abstracts/33454/factors-that-stimulate-employee-development-in-polish-small-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33454.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">268</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">1301</span> The Relationships between the Feelings of Bullying, Self- Esteem, Employee Silence, Anger, Self- Blame and Shame</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=%C5%9Eebnem%20Aslan">Şebnem Aslan</a>, <a href="https://publications.waset.org/abstracts/search?q=Demet%20Akar%C3%A7ay"> Demet Akarçay</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of this study is to investigate the feelings of health employees occurred by bullying and the relationships between these feelings at work place. In this context, the relationships between bullying and the feelings of self-esteem, employee silence, anger, self- blame and shame. This study was conducted among 512 health employees in three hospitals in Konya by using survey method and simple random sampling. The scales of bullying, self-esteem, employee silence, anger, self-blame, and shame were performed within the study. The obtained data were analyzed with descriptive analysis, correlation, confirmative factor analysis, structural equation modeling and path analysis. The results of the study showed that while bullying had a positive effect on self-esteem (.61), employee silence (.41), anger (.18), a negative effect on self-blame and shame (-.26) was observed. Employee silence affected self-blame and shame (.83) as positively. Besides, self-esteem impacted on self- blame and shame (.18), employee silence (.62) positively and self-blame and shame was observed as negatively affecting on anger (-.20). Similarly, self-esteem was found as negatively affected on anger (-.13). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=bullying" title="bullying">bullying</a>, <a href="https://publications.waset.org/abstracts/search?q=self-esteem" title=" self-esteem"> self-esteem</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20silence" title=" employee silence"> employee silence</a>, <a href="https://publications.waset.org/abstracts/search?q=anger" title=" anger"> anger</a>, <a href="https://publications.waset.org/abstracts/search?q=shame%20and%20guilt" title=" shame and guilt"> shame and guilt</a>, <a href="https://publications.waset.org/abstracts/search?q=healthcare%20employee" title=" healthcare employee"> healthcare employee</a> </p> <a href="https://publications.waset.org/abstracts/74237/the-relationships-between-the-feelings-of-bullying-self-esteem-employee-silence-anger-self-blame-and-shame" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/74237.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">297</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">1300</span> The Role of Employee Incentives in Financing from Customers</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mengyu%20Lu">Mengyu Lu</a>, <a href="https://publications.waset.org/abstracts/search?q=Yongsheng%20Guo"> Yongsheng Guo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study investigates how employee incentives affect employee performance in financing from customers. This study followed a grounded theory approach where data were collected through 29 interviews. Main themes and categories were identified through the coding processes. This study found that casual conditions, including financial barriers, informal finance, business location, customer base and customer relationship, influenced the adoption of customer finance in the case of SMEs. The SMEs build and maintain long-term relationships with customers through personal communications. The SMEs engage and motivate employees in customer communications and business financing strategy through financial incentives programs, including bonuses, salary rises, rewards and non-financial incentives, including training opportunities, extra holiday leave, and flexible working hours. Employee performance was measured through financing contribution and job contribution. As a consequence, customers will be well served by employees and get a better customer experience. SMEs can get benefits such as employee engagement, employee satisfaction and sustainable financing sources. This study gets in sight of employee incentives in improving employee performance in customer finance and makes implications to human capital theories. Suggestions are provided to the decision-makers in businesses as incentive programs improve employee performance that, eventually contributes to overall business performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=SMEs" title="SMEs">SMEs</a>, <a href="https://publications.waset.org/abstracts/search?q=financing%20from%20customers" title=" financing from customers"> financing from customers</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20incentives" title=" employee incentives"> employee incentives</a>, <a href="https://publications.waset.org/abstracts/search?q=performance-based%20measurement" title=" performance-based measurement"> performance-based measurement</a> </p> <a href="https://publications.waset.org/abstracts/184591/the-role-of-employee-incentives-in-financing-from-customers" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/184591.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">56</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">1299</span> Comparison of Cervical Length Using Transvaginal Ultrasonography and Bishop Score to Predict Succesful Induction</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lubena%20Achmad">Lubena Achmad</a>, <a href="https://publications.waset.org/abstracts/search?q=Herman%20Kristanto"> Herman Kristanto</a>, <a href="https://publications.waset.org/abstracts/search?q=Julian%20Dewantiningrum"> Julian Dewantiningrum</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Background: The Bishop score is a standard method used to predict the success of induction. This examination tends to be subjective with high inter and intraobserver variability, so it was presumed to have a low predictive value in terms of the outcome of labor induction. Cervical length measurement using transvaginal ultrasound is considered to be more objective to assess the cervical length. Meanwhile, this examination is not a complicated procedure and less invasive than vaginal touché. Objective: To compare transvaginal ultrasound and Bishop score in predicting successful induction. Methods: This study was a prospective cohort study. One hundred and twenty women with singleton pregnancies undergoing induction of labor at 37 – 42 weeks and met inclusion and exclusion criteria were enrolled in this study. Cervical assessment by both transvaginal ultrasound and Bishop score were conducted prior induction. The success of labor induction was defined as an ability to achieve active phase ≤ 12 hours after induction. To figure out the best cut-off point of cervical length and Bishop score, receiver operating characteristic (ROC) curves were plotted. Logistic regression analysis was used to determine which factors best-predicted induction success. Results: This study showed significant differences in terms of age, premature rupture of the membrane, the Bishop score, cervical length and funneling as significant predictors of successful induction. Using ROC curves found that the best cut-off point for prediction of successful induction was 25.45 mm for cervical length and 3 for Bishop score. Logistic regression was performed and showed only premature rupture of membranes and cervical length ≤ 25.45 that significantly predicted the success of labor induction. By excluding premature rupture of the membrane as the indication of induction, cervical length less than 25.3 mm was a better predictor of successful induction. Conclusion: Compared to Bishop score, cervical length using transvaginal ultrasound was a better predictor of successful induction. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bishop%20Score" title="Bishop Score">Bishop Score</a>, <a href="https://publications.waset.org/abstracts/search?q=cervical%20length" title=" cervical length"> cervical length</a>, <a href="https://publications.waset.org/abstracts/search?q=induction" title=" induction"> induction</a>, <a href="https://publications.waset.org/abstracts/search?q=successful%20induction" title=" successful induction"> successful induction</a>, <a href="https://publications.waset.org/abstracts/search?q=transvaginal%20sonography" title=" transvaginal sonography "> transvaginal sonography </a> </p> <a href="https://publications.waset.org/abstracts/65273/comparison-of-cervical-length-using-transvaginal-ultrasonography-and-bishop-score-to-predict-succesful-induction" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/65273.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">1298</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">1297</span> Diagnosis of Induction Machine Faults by DWT</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hamidreza%20Akbari">Hamidreza Akbari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this paper, for detection of inclined eccentricity in an induction motor, time–frequency analysis of the stator startup current is carried out. For this purpose, the discrete wavelet transform is used. Data are obtained from simulations, using winding function approach. The results show the validity of the approach for detecting the fault and discriminating with respect to other faults. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=induction%20machine" title="induction machine">induction machine</a>, <a href="https://publications.waset.org/abstracts/search?q=fault" title=" fault"> fault</a>, <a href="https://publications.waset.org/abstracts/search?q=DWT" title=" DWT"> DWT</a>, <a href="https://publications.waset.org/abstracts/search?q=electric" title=" electric"> electric</a> </p> <a href="https://publications.waset.org/abstracts/13400/diagnosis-of-induction-machine-faults-by-dwt" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/13400.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">350</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">1296</span> Talent Management, Employee Competency, and Organizational Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sunyoung%20Park">Sunyoung Park</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Context: Talent management is a strategic approach that has received considerable attention in recent years to improve employee competency and organizational performance in many organizations. The implementation of talent management involves identifying objectives and positions within the organization, developing a pool of high-potential employees, and establishing appropriate HR functions to promote high employee and organizational performance. This study aims to investigate the relationship between talent management, HR functions, employee competency, and organizational performance in the South Korean context. Research Aim: The main objective of this study is to investigate the structural relationships among talent management, human resources (HR) functions, employee competency, and organizational performance. Methodology: To achieve the research aim, this study used a quantitative research method. Specifically, a total of 1,478 responses were analyzed using structural equation modeling based on data obtained from the Human Capital Corporate Panel (HCCP) survey in South Korea. Findings: The study revealed that talent management has a positive influence on HR functions and employee competency. Additionally, HR functions directly affect employee competency and organizational performance. Employee competency was found to be related to organizational performance. Moreover, talent management and HR functions indirectly affect organizational performance through employee competency. Theoretical Importance: This study provides empirical evidence of the relationship between talent management, HR functions, employee competency, and organizational performance in the South Korean context. The findings suggest that organizations should focus on developing appropriate talent management and HR functions to improve employee competency, which, in turn, will lead to better organizational performance. Moreover, the study contributes to the existing literature by emphasizing the importance of the relationship between talent management and HR functions in improving organizational performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20competency" title="employee competency">employee competency</a>, <a href="https://publications.waset.org/abstracts/search?q=HR%20functions" title=" HR functions"> HR functions</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a> </p> <a href="https://publications.waset.org/abstracts/168290/talent-management-employee-competency-and-organizational-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/168290.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">96</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=employee%20induction&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20induction&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20induction&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20induction&page=5">5</a></li> <li class="page-item"><a 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