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whistleblower</title> <meta name="description" content="Search results for: employee whistleblower"> <meta name="keywords" content="employee whistleblower"> <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 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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 whistleblower"> <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> 602</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: employee whistleblower</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">392</span> Use of Telephone Counselling in Employee Assistance Program</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Andy%20S.K.%20Cheng">Andy S.K. Cheng</a>, <a href="https://publications.waset.org/abstracts/search?q=Samuel%20Leung"> Samuel Leung</a>, <a href="https://publications.waset.org/abstracts/search?q=Cindy%20Kwok"> Cindy Kwok</a>, <a href="https://publications.waset.org/abstracts/search?q=Hector%20Tsang"> Hector Tsang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Background: Telephone counselling is one of the essential interventions that can be found in most of the Employee Assistance Programs (EAP). The purposes of this study were to (1) explore the trend of the telephone counselling from 2003-2016 in Hong Kong; (2) explore which EAP issue requires more follow-up; and 3) examine the relationship between the EAP issues and demographic data such as gender and job ranking. Method: Date of EAP services usage was collected from EAP providers in Hong Kong during 2003-2016. EAP issues were categorized into two domains, namely workplace issues and personal issues. Each domain has 12 sub-categories. Two hypotheses were formulated in this study (1) there was a gender difference in EAP issues and the follow-up hours; and (2) there was a significant difference between job ranking, EAP issues and follow-up hours. Results: A total of eight hundred and ninety-three valid cases were identified for analysis. Of them, three hundred and forty-three cases sought for follow-up. The duration of follow-up by hours was calculated for each of the follow-up cases. The results of the study shows that the top three workplace issues that required the longest duration of follow-up were (1) workload, (2) supervisor-subordinate relationship; and (3) team member’s relationship. On the other hand, the top three personal issues that required the longest duration of follow-up were (1) parenting/parent-child relationship, (2) family care, and (3) marital relationship. Two-way ANOVA was performed to compare the total follow-up hours (excluding first intake) between gender and EAP issues. There was no statistical significance for gender (p =.891), but a statistically significant main effect for EAP issues (p <.001) was found. Post-hoc analysis (Tukey’s test) showed that total follow-up hour in personal issues was statistically significant higher than that in handling workplace issues (p <.001). However, there was no statistically significant interaction effect between gender and EAP issues (p=.879) and between job ranking and EAP issues (p=.843). Conclusion: Telephone counselling is a very common intervention in addressing EAP issues arising from workplace and personal level in Hong Kong. It was frequently used to handle interpersonal relationships and the service usage was independent of gender and job ranking. <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=follow-up%20time" title=" follow-up time"> follow-up time</a>, <a href="https://publications.waset.org/abstracts/search?q=interpersonal%20relationships" title=" interpersonal relationships"> interpersonal relationships</a>, <a href="https://publications.waset.org/abstracts/search?q=telephone%20counselling" title=" telephone counselling"> telephone counselling</a> </p> <a href="https://publications.waset.org/abstracts/81567/use-of-telephone-counselling-in-employee-assistance-program" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/81567.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">216</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">391</span> The Use of Political Savviness in Dealing with Workplace Ostracism: A Social Information Processing Perspective </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Amy%20Y.%20Wang">Amy Y. Wang</a>, <a href="https://publications.waset.org/abstracts/search?q=Eko%20L.%20Yi"> Eko L. Yi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Can vicarious experiences of workplace ostracism affect employees’ willingness to voice? Given the increasingly interdependent nature of the modern workplace in which employees rely on social interactions to fulfill organizational goals, workplace ostracism –the extent to which an individual perceives that he or she is ignored or excluded by others in the workplace– has garnered significant interest from scholars and practitioners alike. Extending beyond conventional studies that largely focus on the perspectives and outcomes of ostracized targets, we address the indirect effects of workplace ostracism on third-party employees embedded in the same social context. Using a social information processing approach, we propose that the ostracism of coworkers acts as political information that influences third-party employees in their decisions to engage in risky and discretionary behaviors such as employee voice. To make sense of and to navigate through experiences of workplace ostracism, we posit that both political understanding and political skill allow third party employees to minimize the risks and uncertainty of voicing. This conceptual model was tested by a study involving 154 supervisor-subordinate dyads of a publicly listed bio-technology firm located in Mainland China. Each supervisor and their direct subordinates composed of a work team; each team had a minimum of two subordinates and a maximum of four subordinates. Human resources used the master list to distribute the ID coded questionnaires to the matching names. All studied constructs were measured using existing scales proved effective in previous literature. Hypotheses were tested using Confirmatory Factor Analysis and Hierarchal Multiple Regression. All three hypotheses were supported which showed that employees were less likely to engage in voice behaviors when their coworkers reported having experienced ostracism in the workplace. Results also showed a significant three-way interaction between political understanding and political skill on the relationship between coworkers’ ostracism and employee voice, indicating that political savviness is a valuable resource in mitigating ostracism’s negative and indirect effects. Our results illustrated that an employee’s coworkers being ostracized indeed adversely impacted his or her own voice behavior. However, not all individuals reacted passively to the social context; rather, we found that politically savvy individuals – possessing both political understanding and political skill – and their voice behaviors were less impacted by ostracism in their work environment. At the same time, we found that having only political understanding or only political skill was significantly less effective in mitigating ostracism’s negative effects, suggesting a necessary duality of political knowledge and political skill in combatting ostracism. Organizational implications, recommendations, and future research ideas are also discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20voice" title="employee voice">employee voice</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20politics" title=" organizational politics"> organizational politics</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20information%20processing" title=" social information processing"> social information processing</a>, <a href="https://publications.waset.org/abstracts/search?q=workplace%20ostracism" title=" workplace ostracism"> workplace ostracism</a> </p> <a href="https://publications.waset.org/abstracts/126585/the-use-of-political-savviness-in-dealing-with-workplace-ostracism-a-social-information-processing-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/126585.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">140</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">390</span> Profitability and Productivity Performance of the Selected Public Sector Banks in India</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sudipto%20Jana">Sudipto Jana</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Background and significance of the study: Banking industry performs as a catalyst for industrial growth and agricultural growth, however, as well involves the existence and welfare of the citizens. The banking system in India was described by unmatched growth and the recreation of bunch making in the pre-liberalization era. At the time of financial sector reforms Reserve Bank of India issued a regulatory norm concerning capital adequacy, income recognition, asset classification and provisioning that have increasingly precede meeting by means of the international paramount performs. Bank management ceaselessly manages the triumph, effectiveness, productivity and performance of the bank as good performance, high productivity and efficiency authorizes the triumph of the bank management targets as well as aims of bank. In a comparable move toward performance of any economy depends upon the expediency and effectiveness of its financial system of nation establishes its economic growth indicators. Profitability and productivity are the most important relevant parameters of any banking group. Keeping in view of this, this study examines the profitability and productivity performance of the selected public sector banks in India. Methodology: This study is based on secondary data obtained from Reserve Bank of India database for the periods between 2006 and 2015. This study purposively selects four types of commercial banks, namely, State Bank of India, United Bank of India, Punjab National Bank and Allahabad Bank. In order to analyze the performance with relation to profitability and productivity, productivity performance indicators in terms of capital adequacy ratio, burden ratio, business per employee, spread per employee and advances per employee and profitability performance indicators in terms of return on assets, return on equity, return on advances and return on branch have been considered. In the course of analysis, descriptive statistics, correlation statistics and multiple regression have been used. Major findings: Descriptive statistics indicate that productivity performance of State Bank of India is very satisfactory than other public sector banks in India. But management of productivity is unsatisfactory in case of all the public sector banks under study. Correlation statistics point out that profitability of the public sector banks are strongly positively related with productivity performance in case of all the public sector banks under study. Multiple regression test results show that when profitability increases profit per employee increases and net non-performing assets decreases. Concluding statements: Productivity and profitability performance of United Bank of India, Allahabad Bank and Punjab National Bank are unsatisfactory due to poor management of asset quality as well as management efficiency. It needs government’s interference so that profitability and productivity performance are increased in the near future. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=India" title="India">India</a>, <a href="https://publications.waset.org/abstracts/search?q=productivity" title=" productivity"> productivity</a>, <a href="https://publications.waset.org/abstracts/search?q=profitability" title=" profitability"> profitability</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20sector%20banks" title=" public sector banks"> public sector banks</a> </p> <a href="https://publications.waset.org/abstracts/39702/profitability-and-productivity-performance-of-the-selected-public-sector-banks-in-india" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39702.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">430</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">389</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">388</span> A Study of Effective Event Development and the Sustainability of Tourism Industry in Lagos State, Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Olajumoke%20Elizabeth%20Olawale-Olakunle">Olajumoke Elizabeth Olawale-Olakunle</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research examined effective event development on the sustainability of tourism in Lagos State. The objectives were to ascertain the implication of effective event development on cost, environmental innovations, opportunity for participants, job creation and working conditions. Also, there was a focus on employee participation and the sustainability of the tourism industry. However, the primary data were obtained via the use of structured questionnaire administered to the selected respondents. Simple random sampling was used to select the respondents, using the Yaro Yame formula. The formulated hypothesis was tested using Analysis of Variance (ANOVA) and Non-parametric chi-square. From the tests conducted, the results showed that effective event development has helped to reduce costs, bring about environmental innovations, offer unique opportunity among event participants, create jobs and promote better working conditions, and the influence it has on employee participation affects the sustainability of the tourism industry. Based on these results, it was concluded that effective event development helps to achieve sustainability in the tourism industry by reducing costs, ensuring efficient use of tourism resources and offers a unique opportunity among event participants. It was, therefore, recommended that events should be developed in such a way that it can help to reduce cost and help leverage the financial burdens of participants and stakeholders, thereby, achieving sustainability in the tourism industry. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=tourism" title="tourism">tourism</a>, <a href="https://publications.waset.org/abstracts/search?q=hospitality" title=" hospitality"> hospitality</a>, <a href="https://publications.waset.org/abstracts/search?q=industry" title=" industry"> industry</a>, <a href="https://publications.waset.org/abstracts/search?q=development" title=" development"> development</a> </p> <a href="https://publications.waset.org/abstracts/83262/a-study-of-effective-event-development-and-the-sustainability-of-tourism-industry-in-lagos-state-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/83262.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">393</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">387</span> Quality Determinants of Client Satisfaction: A Case Study of ACE-Australian Consulting Engineers, Sydney, Australia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Elham%20S.%20Hasham">Elham S. Hasham</a>, <a href="https://publications.waset.org/abstracts/search?q=Anthony%20S.%20Hasham"> Anthony S. Hasham</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The construction industry is one of Australia’s fastest growing industries and its success is a result of a firm’s client satisfaction with focus on product determinants such as price and quality. Ensuring quality at every phase is a must and building rapport with the client will go a long way. To capitalise on the growing demand for Engineering Consulting Firms (ECFs), we should “redefine the bottom line by allowing client satisfaction, high-quality standards, and profits to be the top priorities”. Consequently, the emphasis should be on improving employee skills through various training provisions. Clients seek consistency and thus expect that all services should be similar in respect to quality and the ability of the service to meet their needs. This calls for empowerment and comfortable work conditions to motivate employees and give them incentive to deliver quality and excellent output. The methodology utilized is triangulation-a combination of both quantitative and qualitative research. The case study-Australian Consulting Engineers (ACE) was established in 1995 and has operations throughout Australia, the Philippines, Europe, U.A.E., K.S.A., and Lebanon. ACE is affiliated with key agencies and support organizations in the engineering industry with International Organization for Standardization (ISO) certifications in Safety and Quality Management. The objective of this study is significant as it sheds light on employee motivation and client satisfaction as imperative determinants of the success of an organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=motivation" title=" motivation"> motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20behavior" title=" organizational behavior"> organizational behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=satisfaction" title=" satisfaction"> satisfaction</a> </p> <a href="https://publications.waset.org/abstracts/169303/quality-determinants-of-client-satisfaction-a-case-study-of-ace-australian-consulting-engineers-sydney-australia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/169303.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">65</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">386</span> Sustaining the Organizational Performance as Well as Maintaining Employee Satisfaction by Governing Work Life Balance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=I.%20Gupta">I. Gupta</a>, <a href="https://publications.waset.org/abstracts/search?q=C.%20Kathpal"> C. Kathpal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Introduction: Time is really the only capital that any human being has, and the only thing he cannot afford to lose. Work life balance is a contested term on which researchers have begun to study in 1960s. Work-life balance refers to how people allocate time between their jobs and other pursuits, such as family, hobbies, and community involvement and includes the mental health fitness of the employees so that the future goal of organization to sustain the employees and earning profits can be achieved. Every organization primarily involves making a parity between the employees' work and their personal life by contributing the maximum. Aims and Objectives: The aim of the present study is to examine the impact of work-life balance as well as employee satisfaction on the organizational performance by evaluating the inter-related factors in order to maintain the healthy growth of concerns. Materials and Methods: To realize the aim of the study, an unstructured questionnaire, as well as face to face interview, was conducted from 100 persons which consisted majority of male members of top as well as middle level positions in the various organizations. The prime source of data collection was primary; however, the study has also used the theoretical contribution done in this respective field by various researchers. Results: Majority of the respondents were males(80%) from age group of 25-45. The collected data was analyzed through hypothesis testing statistical techniques such as correlation analysis, single regression analysis and ANOVA which has rejected the null hypothesis that there is no relation between work-life interface and organizational performance. The major finding of this study is that work-life balance is directly related to the organizations performance. The results show that the organization which works on the employee satisfaction earns more. Along with, there is a reduction of turnout rates, absenteeism, moreover, enhancement of productivity as well as revenue of corporations. Conclusion: The present study reflects that the disparity in the work-life balance gives invitation to many disorders either mental or physical which leads the dearth in performance. As a result, not only employees, however, organizations also suffers which is clearly shown in the interviews conducted face to face with employees. The study is not targeting the particular class of audience; however, it brings out benefits to the masses. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=work-life%20balance" title="work-life balance">work-life balance</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=culture" title=" culture"> culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a>, <a href="https://publications.waset.org/abstracts/search?q=satisfaction" title=" satisfaction"> satisfaction</a> </p> <a href="https://publications.waset.org/abstracts/100994/sustaining-the-organizational-performance-as-well-as-maintaining-employee-satisfaction-by-governing-work-life-balance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/100994.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">118</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">385</span> Development of a Work-Related Stress Management Program Guaranteeing Fitness-For-Duty for Human Error Prevention</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hyeon-Kyo%20Lim">Hyeon-Kyo Lim</a>, <a href="https://publications.waset.org/abstracts/search?q=Tong-Il%20Jang"> Tong-Il Jang</a>, <a href="https://publications.waset.org/abstracts/search?q=Yong-Hee%20Lee"> Yong-Hee Lee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Human error is one of the most dreaded factors that may result in unexpected accidents, especially in nuclear power plants. For accident prevention, it is quite indispensable to analyze and to manage the influence of any factor which may raise the possibility of human errors. Out of lots factors, stress has been reported to have a significant influence on human performance. Therefore, this research aimed to develop a work-related stress management program which can guarantee Fitness-for-Duty (FFD) of the workers in nuclear power plants, especially those working in main control rooms. Major stress factors were elicited through literal surveys and classified into major categories such as demands, supports, and relationships. To manage those factors, a test and intervention program based on 4-level approaches was developed over the whole employment cycle including selection and screening of workers, job allocation, and job rotation. In addition, a managerial care program was introduced with the concept of Employee-Assistance-Program (EAP) program. Reviews on the program conducted by ex-operators in nuclear power plants showed responses in the affirmative, and suggested additional treatment to guarantee high performance of human workers, not in normal operations but also in emergency situations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20error" title="human error">human error</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20performance" title=" work performance"> work performance</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20stress" title=" work stress"> work stress</a>, <a href="https://publications.waset.org/abstracts/search?q=Fitness-For-Duty%20%28FFD%29" title=" Fitness-For-Duty (FFD)"> Fitness-For-Duty (FFD)</a>, <a href="https://publications.waset.org/abstracts/search?q=Employee%20Assistance%20Program%20%28EAP%29" title=" Employee Assistance Program (EAP)"> Employee Assistance Program (EAP)</a> </p> <a href="https://publications.waset.org/abstracts/67509/development-of-a-work-related-stress-management-program-guaranteeing-fitness-for-duty-for-human-error-prevention" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/67509.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">404</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">384</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">383</span> Comparison the Anchoring Effect Application in Employee Management in Silesian Voivodeship with Prague, Moravian-Silesian Region and Vysočina Region</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Omar%20Ameir">Omar Ameir</a>, <a href="https://publications.waset.org/abstracts/search?q=Jakub%20Chlopeck%C3%BD"> Jakub Chlopecký</a>, <a href="https://publications.waset.org/abstracts/search?q=Jaroslav%20Hub%C3%A1%C4%8Dek"> Jaroslav Hubáček</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Behavioral aspects are very important for successful human resource management. This fact is becoming more and more apparent. Therefore, the paperdeals with behaviora leconomics, human resource management, and theenterpriseswith 100+ employees. More precisely, thepaperfocuses on the degree of the anchoring effect, i.e. the degree of the use of the instruments for influencing and persuasionthatmanagersapply to manage their employees. This paper builds on the results of previous researches and further develops these results. The authors used the questionnaire to identify how much the anchoring effect is applied in enterprise with 100+ employees. The main goal of the paper is to compare the anchoring effect application in employee management in SilesianVoivodeship (Polish region) with three Czech regions which are Prague, Moravian-Silesian region, and Vysočina region. The comparison applies to enterprises with 100+ employees. The second goal of the paper is to find out how tentheanchoring effectisused in the SilesianVoivodeship. The authors set one hypothesis and the result soft the paper rejected it. The basic assumption led the authors of this paper to this research. The authors predicted that managers of SilesianVoivodeshipcompanies use anchoring methods less often than the three regions mentioned above, i.ethemanagersof Prague companies, themanagersofMoravian-Silesian region companies, and themanagersofVysočina region companies. Confirmation or rejection of the above mentioned assumptions discussed in more detail. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=anchoring%20effect" title="anchoring effect">anchoring effect</a>, <a href="https://publications.waset.org/abstracts/search?q=behavioral%20economics" title=" behavioral economics"> behavioral economics</a>, <a href="https://publications.waset.org/abstracts/search?q=enterprises%20with%20100%2B%20employees" title=" enterprises with 100+ employees"> enterprises with 100+ employees</a>, <a href="https://publications.waset.org/abstracts/search?q=nescience%20of%20the%20anchoring" title=" nescience of the anchoring"> nescience of the anchoring</a> </p> <a href="https://publications.waset.org/abstracts/141960/comparison-the-anchoring-effect-application-in-employee-management-in-silesian-voivodeship-with-prague-moravian-silesian-region-and-vysocina-region" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/141960.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">177</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">382</span> Understanding the Perceived Barriers and Facilitators to Exercise Participation in the Workplace</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jayden%20R.%20Hunter">Jayden R. Hunter</a>, <a href="https://publications.waset.org/abstracts/search?q=Brett%20A.%20Gordon"> Brett A. Gordon</a>, <a href="https://publications.waset.org/abstracts/search?q=Stephen%20R.%20Bird"> Stephen R. Bird</a>, <a href="https://publications.waset.org/abstracts/search?q=Amanda%20C.%20Benson"> Amanda C. Benson</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The World Health Organisation recognises the workplace as an important setting for exercise promotion, with potential benefits including improved employee health and fitness, and reduced worker absenteeism and presenteeism. Despite these potential benefits to both employee and employer, there is a lack of evidence supporting the long-term effectiveness of workplace exercise programs. There is, therefore, a need for better-informed programs that cater to employee exercise preferences. Specifically, workplace exercise programs should address any time, motivation, internal and external barriers to participation reported by sub-groups of employees. This study sought to compare exercise participation to perceived barriers and facilitators to workplace exercise engagement of university employees. This information is needed to design and implement wider-reaching programs aiming to maximise long-term employee exercise adherence and subsequent health, fitness and productivity benefits. An online survey was advertised at an Australian university with the potential to reach 3,104 full-time employees. Along with exercise participation (International physical activity questionnaire) and behaviour (stage of behaviour change in relation to physical activity questionnaire), perceived barriers (corporate exercise barriers scale) and facilitators to workplace exercise participation were identified. The survey response rate was 8.1% (252 full-time employees; 95% white-collar; 60% female; 79.4% aged 30–59 years; 57% professional and 38% academic). Most employees reported meeting (43.7%) or exceeding (42.9%) exercise guidelines over the previous week (i.e. ⩾30 min of moderate-intensity exercise on most days or ⩾ 25 min of vigorous-intensity exercise on at least three days per week). Reported exercise behaviour over the previous six months showed that 64.7% of employees were in maintenance, 8.3% were in action, 10.9% were in preparation, 12.4% were in contemplation, and 3.8% were in the pre-contemplation stage of change. Perceived barriers towards workplace exercise participation were significantly higher in employees not attaining weekly exercise guidelines compared to employees meeting or exceeding guidelines, including a lack of time or reduced motivation (p < 0.001; partial eta squared = 0.24 (large effect)), exercise attitude (p < 0.05; partial eta squared = 0.04 (small effect)), internal (p < 0.01; partial eta squared = 0.10 (moderate effect)) and external (p < 0.01; partial eta squared = 0.06 (moderate effect)) barriers. The most frequently reported exercise facilitators were personal training (particularly for insufficiently active employees; 33%) and group exercise classes (20%). The most frequently cited preferred modes of exercise were walking (70%), swimming (50%), gym (48%), and cycling (45%). In conclusion, providing additional means of support such as individualised gym, swimming and cycling programs with personal supervision and guidance may be particularly useful for employees not meeting recommended moderate-vigorous volumes of exercise, to help overcome reported exercise barriers in order to improve participation, health, and fitness. While individual biopsychosocial factors should be considered when making recommendations for interventions, the specific barriers and facilitators to workplace exercise participation identified by this study can inform the development of workplace exercise programs aiming to broaden employee engagement and promote greater ongoing exercise adherence. This is especially important for the uptake of less active employees who perceive greater barriers to workplace exercise participation than their more active colleagues. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=exercise%20barriers" title="exercise barriers">exercise barriers</a>, <a href="https://publications.waset.org/abstracts/search?q=exercise%20facilitators" title=" exercise facilitators"> exercise facilitators</a>, <a href="https://publications.waset.org/abstracts/search?q=physical%20activity" title=" physical activity"> physical activity</a>, <a href="https://publications.waset.org/abstracts/search?q=workplace%20health" title=" workplace health"> workplace health</a> </p> <a href="https://publications.waset.org/abstracts/102054/understanding-the-perceived-barriers-and-facilitators-to-exercise-participation-in-the-workplace" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/102054.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">146</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">381</span> The Impact of Work-Related Crime on the Work Environment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Monica%20Kaltenbrunner">Monica Kaltenbrunner</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Work-related crime has severe consequences for individual employees and society, and the problem has received widespread attention. For those who work where this type of criminality occurs, it can deteriorate the work environment. The purpose of the systematic literature review is to collate and enhance knowledge about work-related crime and its consequences for the work environment, primarily from an employee perspective. A comprehensive literature search was conducted in three databases, with the final search in May 2024. Grey literature was searched for on relevant websites. Only literature conducted in the EU, Norway, and Canada between 2013 and 2024 was included. Industries represented are land-based industry, hotel and restaurant, health and welfare/domestic work, construction, vehicles and transport, and cleaning. The literature review includes 39 publications, of which 33 are scientific studies. The results show that both men and women work in a work-related crime setting, most from Central and Eastern Europe, Asia, Africa, and South America. The results demonstrate that, regardless of workers’ gender or industry, workers are being exploited. Their work environment is characterized by high demand, low influence and low support. It is also common for the work environment to involve different risks, such as safety problems and risks of harassment and discrimination. This systematic literature review is one of few that focuses on the employee perspective on the work environment in workplaces where work-related crime occurs and collates existing research within the field. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=occupational%20safety%20and%20health" title="occupational safety and health">occupational safety and health</a>, <a href="https://publications.waset.org/abstracts/search?q=undeclared%20work" title=" undeclared work"> undeclared work</a>, <a href="https://publications.waset.org/abstracts/search?q=migrant" title=" migrant"> migrant</a>, <a href="https://publications.waset.org/abstracts/search?q=exploitation" title=" exploitation"> exploitation</a> </p> <a href="https://publications.waset.org/abstracts/193500/the-impact-of-work-related-crime-on-the-work-environment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/193500.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">7</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">380</span> Paternalistic Leadership and Organizational Citizenship Behavior: Moderating Role of Employee Loyalty to Supervisor</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Obiajulu%20Anthony%20Ugochukwu%20Nnedum">Obiajulu Anthony Ugochukwu Nnedum</a>, <a href="https://publications.waset.org/abstracts/search?q=Bernard%20Chukwukelue%20Chine"> Bernard Chukwukelue Chine</a>, <a href="https://publications.waset.org/abstracts/search?q=Jerome%20Ogochukwu%20Ezisi"> Jerome Ogochukwu Ezisi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A notable challenge of organizational citizenship behavior in Nigerian organizations is the prevalence of individualistic work cultures among employees, as this mindset can result in employees being less willing to go beyond their formal job requirements to contribute to the organization overall success. However, the dearth and scarce research on the antecedents of organizational citizenship behavior, such as paternalistic leadership and employee loyalty to supervisors in sub-Saharan African cultures such as Nigeria, motivated the current study to take a deep investigation into the moderating role of employee loyalty to supervisor on the relationship between paternalistic leadership and organizational citizenship behavior. The relevance of the current study ensures that when employees are loyal to their paternalistic leaders who show care and support, they are more likely to exhibit organizational citizenship behavior. The current study employed a sample size of four hundred and twenty participants (one hundred and five managers and three hundred and five subordinates) from eleven large organizations randomly selected through lucky dip from twenty-two large organizations from the directory of the Chamber of Commerce and Industry in Anambra state, south-eastern Nigeria. Also, a twelve-item organizational citizenship behavior scale, a thirty-nine-item paternalistic leadership scale, and a six-item loyalty to supervisor scale were employed for the collection of data for the current study. Adopting a one manager/Leader by triad subordinates cross-sectional survey design, Hayes process micro model and statistical package for social sciences (SPSS) version twenty-five, the findings from the result of the analysis of the hypotheses demonstrated that loyalty to supervisor moderated the relationship between paternalistic leadership and organizational citizenship behavior-conscientiousness. Also, the findings from the result revealed that loyalty to the supervisor moderated the relationship between authoritative leadership and organizational citizenship behavior identification. Furthermore, the findings from the result showed that loyalty to the supervisor moderated the relationship between moral leadership and organizational citizenship behavior. Accordingly, the result from the analysis implies that when employees are loyal to their supervisors, they are more likely to exhibit organizational citizenship behavior by going above and beyond their formal job requirements, as this loyalty can be fostered through a paternalistic leadership style that emphasizes a supportive and caring relationship between supervisors and subordinates. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=authoritative%20leadership" title="authoritative leadership">authoritative leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=moral%20leadership" title=" moral leadership"> moral leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=loyalty%20to%20supervisor" title=" loyalty to supervisor"> loyalty to supervisor</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a> </p> <a href="https://publications.waset.org/abstracts/175804/paternalistic-leadership-and-organizational-citizenship-behavior-moderating-role-of-employee-loyalty-to-supervisor" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/175804.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">58</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">379</span> Leader Personality Traits and Constructive Voice Behavior: Mediating Roles of Empowering Leadership and Leader-Member Exchange</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Umamaheswara%20Rao%20Jada">Umamaheswara Rao Jada</a>, <a href="https://publications.waset.org/abstracts/search?q=Susmita%20Mukhopadhyay"> Susmita Mukhopadhyay</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employee voice behavior has emerged as an important topic in relation to understanding the paybacks within the organizations. Organizations are expecting employees to contribute in the form of suggestions and ideas that not only help an organization to grow but also survive the turbulent times. Leadership in the organization enables and arouses an individual to offer constructive ideas. The significant impact of leadership is undeniable in a context of creating an environment that promotes a free flow of thoughts and ideas in the organization which in turn is significantly influenced by the personality of the leader. Therefore our study aims at examining the underlying factors which influence employee constructive voice behavior in connection with leader’s personality, empowering form of leadership and leader-member exchange in the organization sequentially. A standardized survey questionnaire was used to collect sample of 272 service executives in India. Smart PLS 2.0 was used to test hypothesis and explore the mediation effect. The result shows that the leader personality traits of agreeableness and conscientiousness were positively related to empowering leadership, whereas neuroticism was unrelated to empowering leadership. Empowering leadership influenced followers’ constructive voice behavior significantly. Furthermore, the relationship was partially mediated by leader member exchange relationship. Theoretical and practical implications of the findings, as well as directions for the future line of research, have been presented in the study. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=constructive%20voice" title="constructive voice">constructive voice</a>, <a href="https://publications.waset.org/abstracts/search?q=empowering%20leadership" title=" empowering leadership"> empowering leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=leader%20member%20exchange%20%28LMX%29" title=" leader member exchange (LMX)"> leader member exchange (LMX)</a>, <a href="https://publications.waset.org/abstracts/search?q=leader%20personality%20traits" title=" leader personality traits"> leader personality traits</a> </p> <a href="https://publications.waset.org/abstracts/71219/leader-personality-traits-and-constructive-voice-behavior-mediating-roles-of-empowering-leadership-and-leader-member-exchange" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/71219.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">300</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">378</span> Developing Commitment to Change in Egyptian Modern Bureaucracies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nada%20Basset">Nada Basset</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: To examine the nature of the civil service sector as an employer through identifying the likely ways to develop employees’ commitment towards change in the civil service sector. Design/Methodology/Approach: a qualitative research approach was followed. Data was collected via a triangulation of interviews, non-participant observation and archival documents analysis. Non-probability sampling took place with a case-study method applied on a sample of 33 civil servants working in the Egyptian Ministry of State for Administrative Development (MSAD) which is the civil service entity acting as the change agent responsible for managing the government administrative reforms plan in the civil service sector. All study participants were actually working in one of the change projects/programmes and had a minimum of 12 months of service in the civil service. Interviews were digitally recorded and transcribed in the form of MS-Word documents, and data transcripts were analyzed manually using MS-Excel worksheets and main research themes were developed and statistics drawn using those Excel worksheets. Findings: The results demonstrate that developing the civil servant’s commitment towards change may require a number of suggested solutions like (1) employee involvement and participation in the planning and implementation processes, (2) linking the employee support to change to some tangible rewards and incentives, (3) appointing some inspirational change leaders that should act as role models, and (4) as a last resort, enforcing employee’s commitment towards change by coercion and authoritarianism. Practical Implications: it is clear that civil servants’ lack of organizational commitment is not directly related to their level of commitment towards change. The research findings showed that civil servants’ commitment towards change can be raised and promoted by getting them involved in the planning and implementation processes, as this develops some sense of belongingness and ownership, thus there is a fair chance that low organizationally committed civil servants can develop high commitment towards change; given they are provided a favorable environment where they are invited to participate and get involved into the move of change. Originality/Value: the research addresses a relatively new area of ‘developing organizational commitment in modern bureaucracies’ by virtue of investigating the levels of civil servants’ commitment towards their jobs and/or organizations -on one hand- and suggesting different ways of developing their commitment towards administrative reform and change initiatives in the Egyptian civil service sector. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=change" title="change">change</a>, <a href="https://publications.waset.org/abstracts/search?q=commitment" title=" commitment"> commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=Egypt" title=" Egypt"> Egypt</a>, <a href="https://publications.waset.org/abstracts/search?q=bureaucracy" title=" bureaucracy"> bureaucracy</a> </p> <a href="https://publications.waset.org/abstracts/18076/developing-commitment-to-change-in-egyptian-modern-bureaucracies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18076.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">483</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">377</span> Humanising the Employment Environment for Emergency Medical Personnel: A Case Study of Capricorn District in Limpopo Province: South Africa</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Manganyi%20Patricia%20Siphiwe">Manganyi Patricia Siphiwe</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Work environments are characterised by performance pressure and mechanisation, which lead to job stress and the dehumanisation of work spaces. The personnel’s competence to accomplish job responsibilities and high job demands lead to a substantial load of health. Therefore, providing employees with conducive working environments is essential. In order to attain it, the employer should ensure that responsive and institutional safe systems are in place. The employer’s responses to employees’ needs are of significance to a healthy and developmental work environment. Denying employees a developmental and flourishing workplace is to deprive a workplace of being humane. Stressors coming from various aspects in the workplace can yield undue pressure and undesired responses for the workforces. Against the profiled background, this paper examines the causes and consequences of workplace stress within the Emergency Medical sector. The paper utilised a qualitative methodology and in-depth interviews for data collection with the purposively sampled emergency medical personnel. The findings showed that workplace stress has been associated with high demands and lack of support which has an adverse effect on biopsychosocial wellbeing of employees. This paper, therefore, recommends an engaged involvement of social workers through work organisational initiatives, such as Employee Assistance Programmes (EAP) and related labour relations policy activities to promote positive and developmental working environments. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=stress" title="stress">stress</a>, <a href="https://publications.waset.org/abstracts/search?q=employee" title=" employee"> employee</a>, <a href="https://publications.waset.org/abstracts/search?q=workplace" title=" workplace"> workplace</a>, <a href="https://publications.waset.org/abstracts/search?q=wellbeing" title=" wellbeing"> wellbeing</a> </p> <a href="https://publications.waset.org/abstracts/158591/humanising-the-employment-environment-for-emergency-medical-personnel-a-case-study-of-capricorn-district-in-limpopo-province-south-africa" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/158591.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">93</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">376</span> The Nature of Problems Faced by Organization in Recruitment: A Comparative Analysis between Public and Private Sector of Russia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zarema%20Urustamova">Zarema Urustamova</a>, <a href="https://publications.waset.org/abstracts/search?q=Chunsheng%20Shi"> Chunsheng Shi</a>, <a href="https://publications.waset.org/abstracts/search?q=Ghulam%20Mujtaba%20Kayani%C2%A0"> Ghulam Mujtaba Kayani </a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research paper helps to understand the comparative analysis of recruitment problems which majorly faced by HRD of Public/Semi-Govt. and private sectors of Russia. The natures of different recruitment problems faced by HRD are different in both sector of Russia. Recruitment is one of very critical and important decision taken by HR department and some recruitment problems are highly faced by HR department of public/semi Govt. sector but are not major problems for private sector. Moreover, some problems are majorly influence in private sector but are not major problems in public/semi-govt. sector of Russia in recruitment. It is also identified that some recruitment problems are majorly affect in recruitment in both sectors. This paper helps to understand the recruitment problems faced by HR department while recruiting the new employee in both sectors. This paper also identified that “environment” and “prejudice” in public sector have higher affect and considered as a major problems in employee recruitment and “reference”, “selection standards” are considered as a least affecting problems of recruitment in public sector. Further, in private sector, “prejudice” and “culture” are major issues and “selection standards” and “reference” is considered as least affecting recruitment problems in private sector of Russia. So, HR department will be able to hire right person on right time, and it is possible when different HR departments focus to overcome these recruitment problems more efficiently and effectively. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Govt.%20%2FSemi-Govt.%20vs.%20private%20sector" title="Govt. /Semi-Govt. vs. private sector">Govt. /Semi-Govt. vs. private sector</a>, <a href="https://publications.waset.org/abstracts/search?q=HR%20department" title=" HR department"> HR department</a>, <a href="https://publications.waset.org/abstracts/search?q=recruitment%20problems" title=" recruitment problems"> recruitment problems</a>, <a href="https://publications.waset.org/abstracts/search?q=Russia" title=" Russia"> Russia</a> </p> <a href="https://publications.waset.org/abstracts/18567/the-nature-of-problems-faced-by-organization-in-recruitment-a-comparative-analysis-between-public-and-private-sector-of-russia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18567.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">380</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">375</span> Improving the Quality of Staff Performance with a Talent-Driven Approach: Case Study of SAIPA Automotive Manufacturing Company in Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdolmajid%20Mosleh">Abdolmajid Mosleh</a>, <a href="https://publications.waset.org/abstracts/search?q=Afzal%20Ghasimi"> Afzal Ghasimi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this research is to investigate and identify effective factors that can improve the quality of personal performance in industrial companies. In the present study, it was assumed that the hidden variables of talent management could be explained by an important part of the variance in improving the quality of employee performance. This research is targeted in terms of applied research. The statistical population of the research is SAIPA automobile company with a number (N=10291); the sample of 380 people was selected based on the Cochran formula in a random sampling method among employed people. The measurement tool in this research was a questionnaire of 33 items with a control questionnaire that included two talent management departments (talent identification and talent exploitation) and improvements in staff performance (enhancement of technical and specialized capabilities, managerial capability, organizational interaction, and communication). The reliability of the internal consistency method was confirmed by the Cronbach's alpha coefficient and the two half-ways. In order to determine the validity of the questionnaire structure, confirmatory factor analysis was used. Based on the results of the data analysis, the effect of talent management on improving the quality of staff performance was confirmed. Based on the results of inferential statistics and structural equations of the proposed model, it had high fitness. <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=talent%20management" title=" talent management"> talent management</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20improvement" title=" performance improvement"> performance improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=SAIPA%20automobile%20manufacturing%20company" title=" SAIPA automobile manufacturing company"> SAIPA automobile manufacturing company</a> </p> <a href="https://publications.waset.org/abstracts/156831/improving-the-quality-of-staff-performance-with-a-talent-driven-approach-case-study-of-saipa-automotive-manufacturing-company-in-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/156831.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">90</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">374</span> New Employee on-Boarding Program: Effective Tool for Reducing the Prevalence of Workplace Injuries/Accidents </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=U.%20Ugochukwu">U. Ugochukwu</a>, <a href="https://publications.waset.org/abstracts/search?q=J.%20Lee"> J. Lee</a>, <a href="https://publications.waset.org/abstracts/search?q=P.%20Conley"> P. Conley</a> </p> <p class="card-text"><strong>Abstract:</strong></p> According to a recent survey by the UT Southwestern Workplace Safety Committee, the three most common on-the-job injuries reported by workers at the medical center are musculoskeletal injuries, slip-and-fall injuries and repetitive motion injuries. Last year alone, of the 650 documented workplace injuries and accidents, 45% were seen in employees in their first-two years of employment. UT Southwestern New Employee On-Boarding program was created and modeled to follows OSHA’s model that consist of: determining if training is needed, identifying training needs, identifying goals and objectives, developing learning activities, conducting the training, evaluating program effectiveness, and improving the program. The hospital’s management best practices were recreated to limit and control workplace injuries and accidents. Regular trainings and workshops on workplace safety and compliance were initiated for new employees. Various computer workstations were evaluated and recommendations were made to reduce musculoskeletal disorders. Post exposure protocols and workers protection programs were remodeled for infectious agents and chemicals used in the hospital, and medical surveillance programs were updated, for every emerging threat, to ensure they are in compliance with the US policy, regulatory and standard setting organizations. If ignorance of specific job hazards and of proper work practices is to blame for this higher injury rate, then training will help to provide a solution. Use of this program in training activities is just one of many ways UT Southwestern complied with the OSHA standards that relate to training while enhancing the safety and health of their employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ergonomics" title="ergonomics">ergonomics</a>, <a href="https://publications.waset.org/abstracts/search?q=hazard" title=" hazard"> hazard</a>, <a href="https://publications.waset.org/abstracts/search?q=on-boarding" title=" on-boarding"> on-boarding</a>, <a href="https://publications.waset.org/abstracts/search?q=surveillance" title=" surveillance"> surveillance</a>, <a href="https://publications.waset.org/abstracts/search?q=workplace" title=" workplace"> workplace</a> </p> <a href="https://publications.waset.org/abstracts/16834/new-employee-on-boarding-program-effective-tool-for-reducing-the-prevalence-of-workplace-injuriesaccidents" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/16834.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">330</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">373</span> Niftiness of the COLME to Promote Shared Decision-Making in Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Prakash%20Singh">Prakash Singh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The question that arises is whether a theory such as the Collegial Leadership Model of Emancipation (COLME) has the potency to introduce leadership change by empowering and emancipating their employees. It is a fallacy to simply assume that experience alone, in the absence of theory, will contribute to this knowledge base to develop collegial leaders. The focus of this study is to therefore ascertain whether the COLME can serve as a conceptual framework to transform traditional bureaucratic management practices (TBMPs) in order to promote shared decision-making in organizations such as schools. All the respondents in this exploratory qualitative study embraced collegiality to transform TBMPs in their organizations. For the positive effects to be sustained, the collegial practices need to be evolutionary and emancipatory in order to evoke the values of collegial leadership as elucidated by the findings of this study. Interviewees affirmed that the COLME provides an astute framework to develop commendable collegial leadership practices as it clearly outlines procedures to develop and use the leadership potential of all the employees in order to foster joint accountability. They acknowledged that when the principles of collegiality are flexibly applied, they contribute to the creation of a holistic milieu in which all employees are able to express themselves freely, without fear of failure, and thus feel that they are part of the democratic decision-making process. Evidently, a conceptual framework such as the COLME can serve as a benchmark for leadership effectiveness because organizational outcomes need to be measured against standards of excellence in meeting both employee and customer expectations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=collegial%20leadership%20model" title="collegial leadership model">collegial leadership model</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20empowerment" title=" employee empowerment"> employee empowerment</a>, <a href="https://publications.waset.org/abstracts/search?q=shared%20decision-making" title=" shared decision-making"> shared decision-making</a>, <a href="https://publications.waset.org/abstracts/search?q=traditional%20bureaucratic%20management%20practices" title=" traditional bureaucratic management practices"> traditional bureaucratic management practices</a> </p> <a href="https://publications.waset.org/abstracts/29682/niftiness-of-the-colme-to-promote-shared-decision-making-in-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29682.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">494</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">372</span> The Impact of Training on Commitment, Retention, Job Satisfaction and Performance of Private Sector Banks in Bangladesh</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Md.%20Arifur%20Rahman">Md. Arifur Rahman</a>, <a href="https://publications.waset.org/abstracts/search?q=Ummya%20Salma"> Ummya Salma</a>, <a href="https://publications.waset.org/abstracts/search?q=Nazrul%20Islam"> Nazrul Islam</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Private sector banking business is one of the leading businesses of Bangladesh as it is profitable and directly attached with the economic development of the country. Training has got very high importance in this sector for increasing the performance of the banks. It has a long term impact on a number of aspects of the bank employees and their performances. It is an investment of the organization that is permanent in nature. Study shows that there are positive relationships between training and the employee commitment, job retention, job satisfaction and company performance. Training is also concerned with promotion, compensation, work-life policies, career development, task and contextual performance of the employees. As such, this paper aims at identifying the impact of training on employee commitment, job retention, job satisfaction and the performance of the private sector banks in Bangladesh. Both primary and secondary data were used to conduct the study. Data were collected from the bank officers who were trained in their banks. Both descriptive and inferential statistics were used to analyze the data. Descriptive statistics were used to describe the present situation of the banks and their employees. Inferential statistics were used to identify the factors and their significance concerned with training. Results show that there is a significant relationship between the performance and the training of the employees. It also shows that the training can motivate employees and encourage them to work hard. However, this study did not find any relationship between the commitment of the employees and the training. This study suggests that for increasing the performance of the banks, training is a must which is to be given deliberately for improving the specific skills of the bank employees. <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=promotion" title=" promotion"> promotion</a>, <a href="https://publications.waset.org/abstracts/search?q=compensation" title=" compensation"> compensation</a>, <a href="https://publications.waset.org/abstracts/search?q=work-life%20policies" title=" work-life policies"> work-life policies</a> </p> <a href="https://publications.waset.org/abstracts/49445/the-impact-of-training-on-commitment-retention-job-satisfaction-and-performance-of-private-sector-banks-in-bangladesh" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/49445.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">286</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">371</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">370</span> Organizational Challenges Facing a Small Recruitment Agency: Case Study of a Firm Based in South India</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anirban%20Sengupta">Anirban Sengupta</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The recruitment industry plays a critical role in connecting employers with talent. While there are many big recruitment firms and big organizations can also afford to have their own recruitment teams, small recruitment agencies form an essential part of the ecosystem serving a vast majority of small and medium sized clients. These clients utilize the services of the recruitment agencies to be able to scale their operations. However, there are significant organizational challenges that a small recruitment agency faces to build a sustainable and growing business. This case study explores the organizational challenges faced by a small recruitment agency in South India in an increasingly competitive landscape. Through this paper, the authors hope to understand, analyze and share the challenges faced by this firm and suggest a systematic approach to address the challenges. The study uses both qualitative and quantitative data collected from the agency’s management and employees based on the year 2024. The findings reveal that the agency struggles with limited resources, unpredictable clients, and a lack of scalable processes and systems, which impacts not only the business outcomes but also key areas like employee performance management, compensation and benefits, and employee well-being. Based on these insights, the study proposes several strategies for overcoming these challenges, such as implementing scalable systems and processes. This research contributes to the understanding of the specific obstacles faced by small recruitment agencies in regional contexts and offers actionable recommendations for improving their organizational health, which may, in turn, positively impact their competitiveness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=recruitment" title="recruitment">recruitment</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20challenges" title=" organizational challenges"> organizational challenges</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20management" title=" performance management"> performance management</a>, <a href="https://publications.waset.org/abstracts/search?q=recruitment%20technology" title=" recruitment technology"> recruitment technology</a> </p> <a href="https://publications.waset.org/abstracts/194532/organizational-challenges-facing-a-small-recruitment-agency-case-study-of-a-firm-based-in-south-india" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/194532.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">9</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">369</span> Preceptor Program: A Way to Reduce Absconding Rate and Increase Patient Satisfaction</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Akanksha%20Dicholkar">Akanksha Dicholkar</a>, <a href="https://publications.waset.org/abstracts/search?q=Celin%20Jacob"> Celin Jacob</a>, <a href="https://publications.waset.org/abstracts/search?q=Omkar%20More"> Omkar More</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Work force instability, as demonstrated by high rates of staff turnover and lingering vacancy rates, continues to be a major challenge faced by health care organizations. The impact is manifested in workflow inefficiencies, delays in delivering patient care, and dissatisfaction among patients and staff, all of which can have significant negative effects on quality of care and patient safety. In addition, the staggering administrative costs created by a transient work force threaten health care organizations financial viability. One nurse retention strategy is to have newly hired nurses partake in Preceptorship. Precepting is a way to enculturate new employees into their role. Also good professional, collegial relationship between an experienced nurse and a newly hired nurse relations was evidenced. This study demonstrates impact of preceptor program on absconding rate, employee satisfaction & Patient satisfaction. Purpose of study: To decrease absconding rate. Objective: 1. To reduce the high absconding rate among nurses in Aster Medcity (AMC). 2. To facilitate the acclimatization of the newly hired nurse into their role, focusing on professional growth, inter-professional relationships and clinical skills required for the job. Methodology: Descriptive study by Convenience sampling method and collect data by direct observation, questionnaire, interviews. Sample size as per Sample size statistical table at 95 % CI. We conducted a pre and post intervention analysis to assess the impact of Preceptorship at AMC, with a daily occupancy of approx. 300 patients. Result: Preceptor program has had a significant improvement positive impact on all measured parameters. Absconding rate came down from 20% to 0% (P= 0.001). Patient satisfaction scores rose from 85% to 95%. Employee satisfaction rose form 65% to 85%. Conclusion: The project proved that Preceptor Development Programme and the steps taken in hand holding of the new joinees were effective in reducing the absconding rate among nurses and improved the overall satisfaction of new nurses. Preceptee satisfaction with the preceptorship experience was correlated with favorable evaluation of the relationship between the preceptee and preceptor. These findings indicate that when preceptors and preceptees have the benefit of formal preceptorship programs that are well supported, and when the preceptors’ efforts are rewarded, satisfaction is enhanced for both participants, preceptor commitment to the role is reinforced. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=absconding%20rate" title="absconding rate">absconding rate</a>, <a href="https://publications.waset.org/abstracts/search?q=preceptor" title=" preceptor"> preceptor</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20satisfaction%20index" title=" employee satisfaction index"> employee satisfaction index</a>, <a href="https://publications.waset.org/abstracts/search?q=satisfaction%20index" title=" satisfaction index"> satisfaction index</a> </p> <a href="https://publications.waset.org/abstracts/51352/preceptor-program-a-way-to-reduce-absconding-rate-and-increase-patient-satisfaction" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/51352.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">307</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">368</span> Impact of Higher Educational Institute's Culture on Employees' Satisfaction and Commitment in Sultanate of Oman</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mahfoodh%20Saleh%20Al%20Sabbagh">Mahfoodh Saleh Al Sabbagh</a>, <a href="https://publications.waset.org/abstracts/search?q=Amitabh%20Mishra"> Amitabh Mishra</a>, <a href="https://publications.waset.org/abstracts/search?q=Anwar%20Al%20Sheyadi"> Anwar Al Sheyadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A tremendous transformation is taking place in the state of education in Sultanate of Oman. The vision 2040 for Higher Education focuses on both academic and technical sides of education aims at improving the quality of education as per higher international standards with emphasis on learning and innovation, creativity and scientific research. The objective is to achieve a proficient education system that keeps abreast of the recent development, the essentials of sustainable development and enhancing the national identity. Higher Education Institutes have contributed immensely to the growth of education in Oman, in this context; Business Organization represents the most complex social structure known today due to its dynamic nature. Employees are considered as one of the dynamic resources of the organization and through their commitment and involvement organization becomes competitive. Organization Culture can be promoted to facilitate the achievement of job satisfaction and employees commitment. The purpose of the research is to explore the impact of Higher Educational Institutions Culture on employee satisfaction, and commitment. Based on primary data, the study was conducted in Higher Education Institutions in the Sultanate of Oman. Data was collected through questionnaire consisting of 60 questions related to culture, satisfaction, and commitment. The sample consisted of 330 employees of leading Higher Education Institutes in the Sultanate of Oman. Structural Equation Modeling was carried out on the data through SPSS and AMOS. Results indicate that culture of organization is significantly related with employees’ satisfaction and commitment both in direct and indirect ways. Significant theoretical and practical implications are driven from the outcomes of the study. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organization%20culture" title="organization culture">organization culture</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20satisfaction%20and%20commitment" title=" employee satisfaction and commitment"> employee satisfaction and commitment</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=Sultanate%20of%20Oman" title=" Sultanate of Oman"> Sultanate of Oman</a> </p> <a href="https://publications.waset.org/abstracts/31279/impact-of-higher-educational-institutes-culture-on-employees-satisfaction-and-commitment-in-sultanate-of-oman" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/31279.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">318</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">367</span> An Analysis of Human Resource Management Policies for Constructing Employer Brands in the Logistics Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M%C3%BCberra%20Y%C3%BCksel">Müberra Yüksel</a>, <a href="https://publications.waset.org/abstracts/search?q=%C3%96mer%20Faruk%20G%C3%B6r%C3%A7%C3%BCn"> Ömer Faruk Görçün</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of the present study is to investigate the role of strategic human resource management (SHRM) in constructing "employer branding" in logistics. Prior research does not focus on internal stakeholders, that is, employees. Despite the fact that logistic sector has become customer-oriented, the focus is solely on service quality as the unique aspect of logistic companies for competitive advantage. With an increasing interest lately in internal marketing of the employer brand, the emphasis is on the value that human capital brings to the firm which cannot be imitated. `Employer branding` has been the application of branding and relationship marketing principles for competitive advantage in SHRM. Employer branding is an organizing framework for human resource managers since it represents an organization’s efforts to promote, both within and outside, a coherent view of what makes the firm different and desirable as an employer, i.e., the distinct “employer brand personality” and "employee value propositions" (EVP) offered. The presumption of employer branding enhanced by internal marketing is to make customer-conscious employees to handle services better by being aligned with business mission and goals. Starting from internal customers and analyzing the gaps of EVP by using analytical hierarchy process methodology (AHP) and inquiring whether these brand values are communicated and conceived well may be the initial steps in our proposal for employer branding in logistics sector. This empirical study aims to fill this research gap within the context of an emergent market- Turkey, which is located at a hub of transportation and logistics. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Strategic%20Human%20Resource%20Management%20%28SHRM%29" title="Strategic Human Resource Management (SHRM)">Strategic Human Resource Management (SHRM)</a>, <a href="https://publications.waset.org/abstracts/search?q=employer%20branding" title=" employer branding"> employer branding</a>, <a href="https://publications.waset.org/abstracts/search?q=Employee%20Value%20%20Propositions%20%28EVP%29" title=" Employee Value Propositions (EVP)"> Employee Value Propositions (EVP)</a>, <a href="https://publications.waset.org/abstracts/search?q=Analytical%20Hierarchy%20Process%20%28AHP%29" title=" Analytical Hierarchy Process (AHP)"> Analytical Hierarchy Process (AHP)</a>, <a href="https://publications.waset.org/abstracts/search?q=logistics" title=" logistics "> logistics </a> </p> <a href="https://publications.waset.org/abstracts/15751/an-analysis-of-human-resource-management-policies-for-constructing-employer-brands-in-the-logistics-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15751.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">343</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">366</span> An Exploration of Why Insider Fraud Is the Biggest Threat to Your Business</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Claire%20Norman-Maillet">Claire Norman-Maillet</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Insider fraud, otherwise known as occupational, employee, or internal fraud, is a financial crime threat. Perpetrated by defrauding (or attempting to defraud) one’s current, prospective, or past employer, an ‘employee’ covers anyone employed by the company, including board members and contractors. The Coronavirus pandemic has forced insider fraud into the spotlight, and it isn’t dimming. As the focus of most academics and practitioners has historically been on that of ‘external fraud’, insider fraud is often overlooked or not considered to be a real threat. However, since COVID-19 changed the working world, pushing most of us into remote or hybrid working, employers cannot easily keep an eye on what their staff are doing, which has led to reliance on trust and transparency. This, therefore, brings about an increased risk of insider fraud perpetration. The objective of this paper is to explore why insider fraud is, therefore, now the biggest threat to a business. To achieve the research objective, participating individuals within the financial crime sector (either as a practitioner or consultants) attended semi-structured interviews with the researcher. The principal recruitment strategy for these individuals was via the researcher’s LinkedIn network. The main findings in the research suggest that insider fraud has been ignored and rejected as a threat to a business, owing to a reluctance to admit that a colleague may perpetrate. A positive of the Coronavirus pandemic is that it has forced insider fraud into a more prominent position and giving it more importance on a business’ agenda and risk register. Despite insider fraud always having been a possibility (and therefore a risk) within any business, it is very rare that a business has given it the attention it requires until now, if at all. The research concludes that insider fraud needs to prioritised by all businesses, and even ahead of external fraud. The research also provides advice on how a business can add new or enhance existing controls to mitigate the risk. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=insider%20fraud" title="insider fraud">insider fraud</a>, <a href="https://publications.waset.org/abstracts/search?q=occupational%20fraud" title=" occupational fraud"> occupational fraud</a>, <a href="https://publications.waset.org/abstracts/search?q=COVID-19" title=" COVID-19"> COVID-19</a>, <a href="https://publications.waset.org/abstracts/search?q=COVID" title=" COVID"> COVID</a>, <a href="https://publications.waset.org/abstracts/search?q=coronavirus" title=" coronavirus"> coronavirus</a>, <a href="https://publications.waset.org/abstracts/search?q=pandemic" title=" pandemic"> pandemic</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20fraud" title=" internal fraud"> internal fraud</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20crime" title=" financial crime"> financial crime</a>, <a href="https://publications.waset.org/abstracts/search?q=economic%20crime" title=" economic crime"> economic crime</a> </p> <a href="https://publications.waset.org/abstracts/174096/an-exploration-of-why-insider-fraud-is-the-biggest-threat-to-your-business" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/174096.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">64</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">365</span> Human Resource Practices and Organization Knowledge Capability: An Exploratory Study Applied to Private Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mamoona%20Rasheed">Mamoona Rasheed</a>, <a href="https://publications.waset.org/abstracts/search?q=Salman%20Iqbal"> Salman Iqbal</a>, <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Abdullah"> Muhammad Abdullah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational capability, in terms of employees’ knowledge is valuable, and difficult to reproduce; and help to build sustainable competitive advantages. Knowledge capability is linked with human resource (HR) practices of an organization. This paper investigates the relationship between HR practices, knowledge management and organization capability. In an organization, employees play key role for the effective organizational performance by sharing their knowledge with management and co-workers that contributes towards organization capability. Pakistan being a developing country has different HR practices and culture. The business opportunities give rise to the discussion about the effect of HR practices on knowledge management and organization capability as innovation performance. An empirical study is conducted through questionnaires form the employees in private banks of Lahore, Pakistan. The data is collected via structured questionnaire with a sample of 120 cases. Data is analyzed using Structure Equation Modeling (SEM), and results are depicted using AMOS software. Results of this study are tabulated, interpreted and crosschecked with other studies. Findings suggest that there is a positive relationship of training & development along with incentives on knowledge management. On the other hand, employee’s participation has insignificant association with knowledge management. In addition, knowledge management has also positive association with organization capability. In line with the previous research, it is suggested that knowledge management is important for improving the organizational capability such as innovation performance and knowledge capacity of firm. Organization capability may improve significantly once specific HR practices are properly established and implemented by HR managers. This Study has key implications for knowledge management and innovation fields theoretically and practically. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20participation" title="employee participation">employee participation</a>, <a href="https://publications.waset.org/abstracts/search?q=incentives" title=" incentives"> incentives</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=organization%20capability" title=" organization capability"> organization capability</a>, <a href="https://publications.waset.org/abstracts/search?q=training%20and%20development" title=" training and development"> training and development</a> </p> <a href="https://publications.waset.org/abstracts/92663/human-resource-practices-and-organization-knowledge-capability-an-exploratory-study-applied-to-private-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/92663.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">160</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">364</span> The Impact of Formulate and Implementation Strategy for an Organization to Better Financial Consequences in Malaysian Private Hospital</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Naser%20Zouri">Naser Zouri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: Measures of formulate and implementation strategy shows amount of product rate-market based strategic management category such as courtesy, competence, and compliance to reach the high loyalty of financial ecosystem. Despite, it solves the market place error intention to fair trade organization. Finding: Finding shows the ability of executives’ level of management to motivate and better decision-making to solve the treatments in business organization. However, it made ideal level of each interposition policy for a hypothetical household. Methodology/design. Style of questionnaire about the data collection was selected to survey of both pilot test and real research. Also, divide of questionnaire and using of Free Scale Semiconductor`s between the finance employee was famous of this instrument. Respondent`s nominated basic on non-probability sampling such as convenience sampling to answer the questionnaire. The way of realization costs to performed the questionnaire divide among the respondent`s approximately was suitable as a spend the expenditure to reach the answer but very difficult to collect data from hospital. However, items of research survey was formed of implement strategy, environment, supply chain, employee from impact of implementation strategy on reach to better financial consequences and also formulate strategy, comprehensiveness strategic design, organization performance from impression on formulate strategy and financial consequences. Practical Implication: Dynamic capability approach of formulate and implement strategy focuses on the firm-specific processes through which firms integrate, build, or reconfigure resources valuable for making a theoretical contribution. Originality/ value of research: Going beyond the current discussion, we show that case studies have the potential to extend and refine theory. We present new light on how dynamic capabilities can benefit from case study research by discovering the qualifications that shape the development of capabilities and determining the boundary conditions of the dynamic capabilities approach. Limitation of the study :Present study also relies on survey of methodology for data collection and the response perhaps connection by financial employee was difficult to responds the question because of limitation work place. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=financial%20ecosystem" title="financial ecosystem">financial ecosystem</a>, <a href="https://publications.waset.org/abstracts/search?q=loyalty" title=" loyalty"> loyalty</a>, <a href="https://publications.waset.org/abstracts/search?q=Malaysian%20market%20error" title=" Malaysian market error"> Malaysian market error</a>, <a href="https://publications.waset.org/abstracts/search?q=dynamic%20capability%20approach" title=" dynamic capability approach"> dynamic capability approach</a>, <a href="https://publications.waset.org/abstracts/search?q=rate-market" title=" rate-market"> rate-market</a>, <a href="https://publications.waset.org/abstracts/search?q=optimization%20intelligence%20strategy" title=" optimization intelligence strategy"> optimization intelligence strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=courtesy" title=" courtesy"> courtesy</a>, <a href="https://publications.waset.org/abstracts/search?q=competence" title=" competence"> competence</a>, <a href="https://publications.waset.org/abstracts/search?q=compliance" title=" compliance "> compliance </a> </p> <a href="https://publications.waset.org/abstracts/37195/the-impact-of-formulate-and-implementation-strategy-for-an-organization-to-better-financial-consequences-in-malaysian-private-hospital" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/37195.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">304</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">363</span> The Differences in Organizational Citizenship Behavior Based on Work Status of Hotels Employees in Bali in Terms of Quality of Work Life</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ni%20Wayan%20Sinthia%20Widiastuti">Ni Wayan Sinthia Widiastuti</a>, <a href="https://publications.waset.org/abstracts/search?q=Komang%20Rahayu%20Indrawati"> Komang Rahayu Indrawati</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The increasing number of tourists coming to Bali, causing accommodation facilities, such as hotels have increased. The existence of hotel needs will be the source of labor and cost efficiency, so that hotel management employs employees with different working status. The hospitality industry is one of the sectors that require organizational citizenship behavior because, the main goal of every hotel, in general, was to provide the best service and quality to tourists. The purpose of this study was to determine the differences in organizational citizenship behavior based on work status of employees at the Hotel in Bali in terms of quality of work life. Research sample was chosen randomly through two-stage cluster sampling which succeeds to obtain 126 samples from 11 hotels in Denpasar, Bali. The subjects consisted of 64 employees with Employment Agreement of Uncertain Time or who is often called a permanent employee and 62 employees with Employment Agreement of Certain Time or better known as contract employees, outsourcing, and daily workers. Instruments in this study were the scale of organizational citizenship behavior and the scale of quality of work life. The results of ANCOVA analysis showed there were differences in organizational citizenship behavior based on employee work status in terms of quality of work life. Differences in organizational citizenship behavior and quality of work life based on work status of employees using comparative test was analysis by independent sample t-test shows there were differences in organizational citizenship behavior and quality of work life between employees with different working status in hotels in Bali. The result of the regression analysis showed the functional relationship between quality of work life and organizational citizenship behavior. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=hotel%20in%20Bali" title="hotel in Bali">hotel in Bali</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20of%20work%20life" title=" quality of work life"> quality of work life</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20status%20of%20employees" title=" work status of employees"> work status of employees</a> </p> <a href="https://publications.waset.org/abstracts/85127/the-differences-in-organizational-citizenship-behavior-based-on-work-status-of-hotels-employees-in-bali-in-terms-of-quality-of-work-life" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85127.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">286</span> </span> </div> </div> <ul class="pagination"> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20whistleblower&page=7" rel="prev">&lsaquo;</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20whistleblower&page=1">1</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20whistleblower&page=2">2</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=employee%20whistleblower&page=5">5</a></li> <li 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