| Papers [1-16] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "EMPLOYEE REVIEW": |
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Employee Review, 2006.
This paper examines the best practices suggested for employee review within the team work environment at the Washington Telephone Federal Credit Union.
2,390 words (approx. 9.6 pages), 4 sources, MLA, AU$ 116.95
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Abstract
This paper reports that Washington Telephone Federal Credit Union is a company, which highly supports and encourages teamwork, yet team performance is not currently a factor in its employee review policy and employees are not comfortable with the idea of a team performance review. The author points out that the methodology for this research is observation, review of the Employee handbook and interviews with senior branch managers and co-workers. The paper concludes that, if team performance evaluation is to be included as part of the salary adjustment policy, managers will bear a large responsibility in obtaining the 'buy-in' of employees.
Table of Contents:
Introduction
Methodology
Review of Literature
Interview/Questionnaire for Senior Manager
Interview/Questionnaire for Human Resources
Summary and Conclusion
Recommendations
From the Paper
"The performance review 'business objectives' are stated by Harvey & Averbook (2006) in the work entitled: "Getting Started With Performance Management" are stated to be through the creation of a "...streamlined, standard and fair review process meeting the needs of both HR and the business", which can be accomplished through standardization of forms, standardization of the rating model, and standardization of competencies. The resulting ROI is realized through: (1) increased perception of fairness, (2) reduced HR administrative costs and (3) Improved analysis of organizational capabilities."
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Regular Employees vs. Temporary Employees, 2002.
An analysis and examination of the multitude of issues concerning the hiring of regular employees rather than temporary employees.
660 words (approx. 2.6 pages), 3 sources, MLA, AU$ 37.95
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Abstract
This paper analyzes the issues surrounding an employer's decision to hire regular rather than temporary employees. It discusses policy issues involving regular employees and temporary employees such as benefits, compensation, discharge, discipline, and overtime pay. The paper concludes with suggestions for eliminating or reducing the stark contrasts between regular employees and temporary employees.
From the Paper
"Overtime pay is another area where there is a divergence between regular employees and temporary employees. As mentioned above, regular employees are generally salaried, i.e., they work a set number of hours and receive a fixed income each month. Temporary employees are generally paid hourly and their hours of employment may vary, resulting in a variable income each month. In terms of overtime pay, regular employees who are salaried do not receive overtime pay regardless of how many hours per week they work. Regular employees who are not salaried, like temporary employees, receive overtime pay (time and one-half) for each hour over 8 hours per day and for each hour over 40 hours per week."
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Managing Employee Benefits, 2006.
A review of employee benefits offered to people working in the U.S. and the advantages of offering them to employees.
5,248 words (approx. 21.0 pages), 7 sources, MLA, AU$ 207.95
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Abstract
The paper reviews the various types of benefits available to people working in United States. The paper reviews the mandatory and voluntary benefits, pension plans, contributions payable and benefits available to employees. It also discusses the advantage of offering an attractive employee benefit package and its role in employee satisfaction and job retention.
Table of Contents:
Abstract
Summary
Introduction
Mandatory Benefits
Voluntary Benefits
Health Care Plans
Other Benefits
Benefit Management Software
Conclusions
From the Paper
"The mandatory benefit contributions are unavoidable for both employers and employees. The social security, unemployment insurance and worker compensations have helped the nation provide a basic social security umbrella for its citizens. Even now the unemployed and others who do not have a minimum health and social security cover are estimated to be as many as 40 millions."
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Employee-Employer Relations and Trade Unions, 2005.
An in-depth look at the relationship between management and employees with regard to labor unions.
16,000 words (approx. 64.0 pages), 30 sources, APA, AU$ 396.95
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Abstract
This paper describes the relationship between worker motivation, or an individual's degree of willingness to assert and maintain an effort towards organizational goals, and employer-employee relations. It examines the relationship between these relationships within labor unions on group norms, conformity and group motivation, within the aspect of human resource management. In examining this relationship, the review of the literature includes a close analyses of five case studies.
Paper Outline:
Abstract
Executive Summary
Introduction
Background of Labor Unions in the US
The Costs and Benefits Analysis of Unions
Human Resource Management in Organizations
Work Group Management
Performance Related Pay and Organizational Performance
Employee Motivation
Review of the Literature
Five Stage Model of Group Development: Methodology Study
Motivation Theory
Content Theories
Process Theory: Cognitive Theories
Goal-setting Theory
Expectancy Theory
Non-cognitive Theories: Behavior Modification
Broad Application of Theories to Labor Unions
Work Groups
Methodology
Statistical Analysis/Studies
Case Study #1
Case Study #2
Case Study #3
Case Study #4
Case Study #5
Analysis of the Research
Bibliography
From the Paper
"In a United States case study conducted by Sandra Black and Lisa Lynch, the relationship between workplace innovations and establishment productivity and wages was examined. Using both cross-sectional and longitudinal data, the researchers found evidence that high performance workplace practices were associated with both higher productivity and higher wages. The research revealed a positive and significant relationship between the proportion of non-managers using computers and productivity of establishments. The results were indicative that organizations that re-engineer their workplace and incorporate more high performance practices experience higher productivity. Profit sharing associated with increased productivity and employee voice has a large positive effect on productivity when it is done in the context of unionized establishments."
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Employee Retirement Income Security Act, 2006.
A report looking at the Employee Retirement Income Security Act, which was enacted in order to provide for employee benefits and pensions at the point of employee retirement in a federal program.
1,741 words (approx. 7.0 pages), 5 sources, APA, AU$ 89.95
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Abstract
This report looks at the Employee Retirement Income Security Act (ERISA) in terms of what the benefits and drawbacks of the program are in the current political and economic environment, as well as making specific recommendations about what seems to be working as a result of ERISA and what may need to be changed in the act to make it more contemporary. The report also looks at a rationale for change in the context of ERISA and related programs, including both retirement pension programs and healthcare programs.
From the Paper
"Overall, ERISA in the existing literature seems to be more beneficial than derogatory for society and employees, although there are plenty of critics of the act in the existing literature including those who state that ERISA is unfair or that it has led to or contributed to, directly or indirectly, corporate abuses of power such as the relatively recent Enron scandal. Overall however the benefits of the program are also strong in the existing literature because it is essentially an act with an overriding positive message: protection for the worker. In part the act was created to guarantee that "The men and women of our labor force will have much more clearly defined rights to pension funds and greater assurances that retirement dollars will be there when they are needed."1 In many ways President Ford was prescient: many of ERISA's reforms have improved the retirement security of American workers, particularly in the areas of vesting,2 plan funding,3 and insurance protection for defined benefit plans" (Stein, 2002). These benefits show forward progress associated with the act because they give the worker greater independence and financial power by safeguarding the rights of the worker at retirement."
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Employee Communication, 2008.
A discussion of employee communication and how the communication delivery method impacts employee satisfaction.
2,985 words (approx. 11.9 pages), 15 sources, APA, AU$ 140.95
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Abstract
This paper examines the issue of employee communication. It points out that research in areas of employee communication suggests that successful communication strategies must include a decisive effort to connect management's vision with employees at every level. The paper shows that differences in centralized versus decentralized communication strategies can often result in mixed messaging to key constituents, which can have a sustained impact on reputation. Delivery methods and issues of inconsistency can also be measured in terms of overall employee satisfaction. The paper concludes that, since employee satisfaction is essential to reduced levels of burnout and employee attrition, the need to balance delivery methods, between face time and electronic or paper communications is essential for good management.
Contents:
Introduction
Communicating Vision
Delivery Methods
Consistency vs. Inconsistency
Working Models
Non-Working Models
Conclusion
From the Paper
"Each level of an organization requires support from above and below to function. A critical aspect of this support is communication. Communication in general determines the standard by which individuals see the vision of the organization and the vision of each functional team within it. Communication must occur at every level, to ensure that all agent views are seen as essential to the whole of the process vision. The communication of changing vision is particularly important as organizations are increasingly involved in transitional cultures, that can and often do change the traditional models of vision that employees have been working toward for some time."
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Employee Retention, 2005.
This paper discusses an important aspect of human resource management in the U.K.- employee retention.
4,115 words (approx. 16.5 pages), 16 sources, APA, AU$ 175.95
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Abstract
This paper explains that the problem of employee retention involves such substantial sums of money that a great deal of research into the retention issue has been conducted. The author points out the importance of retaining employees through the strategy of engagement by 1) involvement in decision-making, 2) having management listen to their views, 3) opportunities to develop their jobs beyond what they were originally assigned to do and 4) the concern management shows for the health and welfare of the employee. The paper reports that a charity organization, which has been losing good employees because of an inability to "pay staff what they are worth", launched a new benefits package project to motivate retention, which offered such items as discounted child care vouchers and subsidized health care.
Table of Contents
Introduction
The Literature on Employee Retention - What are the Problems?
The Literature - Why do Employees Leave their Jobs?
The Literature - What Some Companies are doing to Retain Employees
Keeping Employees through "Engagement":
Keeping Employees through Reward Management
What is a Total Reward Strategy?
Keeping Employees through the "Psychological Contract"
Keeping Employees through Inspired Leadership - Charles Handy
Keeping Employees through Inspired Leadership - Kouzes & Posner
Employee Retention through Innovative Policies - Journalism (Literature)
From the Paper
"The CIPD data published by TalentDrain shows that in order to retain good employees by meeting their psychological growth needs, 58% of companies institute "training and development" strategies, 20% of companies redesign job duties, and 29% implement mentoring systems.
In order to enhance "the everyday experience" of employees, 52% of companies utilize "improved induction processes"; 48% of companies surveyed work towards "improved communication"; 32% approach the "work-life balance" of the worker; 35% implement "flexible working" hours; 32% have established "family-friendly provisions" that go beyond the UK legal minimum provisions."
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Employee Stock Ownership after 9/11, 2002.
This paper examines the effects of the September 11th terrorist attack on employees' employee stock ownership plans in the airlines industry.
2,100 words (approx. 8.4 pages), 5 sources, APA, AU$ 104.95
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Abstract
The paper explains what an Employee Stock Ownership Plan (ESOP) is and describes how September 11th had a dramatic effect on America's airline industry which in turn had a negative impact on the ESOPs for most airline employees. Further, the paper examines three different airlines and concludes that Airline industry ESOPs tend to be very volatile.
Table of Contents:
Abstract
Main Body
Discussion
Results
Conclusions
Recommendations
Works Cited
From the Paper
"In the United States, the main vehicle for employee ownership in a company is the Employee Stock Ownership Plan (ESOP) that first became a recognized plan in 1974. There are between 17 and 20 million U. S. employees participating in large ESOPs or other contribution plans holding stock. Employees may own stock directly in their companies through stock purchase programs or be members of work cooperatives."
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Employee Morale in Corporate America, 2005.
An analysis of the importance of employee morale and how critical it is to the success of a company.
6,001 words (approx. 24.0 pages), 13 sources, MLA, AU$ 226.95
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Abstract
The purpose of this report is to educate upper-level management and line managers on the importance of employee morale. It first discusses what morale is and its significance in the corporate structure. Then it addresses who is affected by low morale and how. It also explains the high costs related to low employee morale, the critical role managers play in morale, signs of deteriorating employee morale, and techniques for improving morale. In the concluding pages, a proposal is presented on how upper-level management within corporate America can help improve morale. Some of the solutions include transformational training for managers, employee empowerment, improved ties between reward and performance, and improvements on basic employee practices, all of which can be implemented using a 7-step morale-boosting program described in the recommendations section of this paper.
Outline
Overview: Report
Introduction: Employee Morale Problem
Background: Corporate America's Morale Problem
What is Morale?
Significance of Employee Morale
Deteriorating Employee Morale
Case Studies
Recommendations: Ideas for Improving Employee Morale
Techniques for Improving Morale
Action Plan
Tying it All Together
Conclusion
From the Paper
"A great way to help upper-level management discover employee problems is through an employee satisfaction survey. A well-orchestrated employee survey can lead to high return rates and help uncover hidden many workplace problems. However in order to receive helpful information from these surveys they must: (1) establish clear goals and objectives, (2) ask the right questions the right way, (3) collect data the right way at the right time, and (4) ensure confidentiality. The most important thing is that management must take clear follow-up actions. After reviewing and collecting the data have a group meeting informing the employees on the findings of the survey, how management intents to go about addressing the issues, ask for feedback, and implement the necessary changes."
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Employee Turnover at Domino's Pizza, 2008.
This paper explores the employee turnover at Domino's Pizza and recommends a strategy for increasing employee retention.
1,110 words (approx. 4.4 pages), 4 sources, APA, AU$ 61.95
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Abstract
The paper examines the high employee turnover rate in Domino's Pizza and attributes it to bad culture, or defective human resources management. The paper proposes strategies that could lead to an increased employee retention rate and then recommends the employee supervision strategy combined with other strategies regarding financial incentives, other benefits and creating a workplace that suits all employees. The paper recommends that this strategy's results be evaluated after a year.
From the Paper
"The case study to be discussed focuses on one of the most painful human resources issues, and that is employee turnover and the way it manifests at Domino's Pizza. The company's turnover rate reached 158% in 1999. In the food industry, this turnover rate is not unusual, as turnover of 200% rate has been registered by other companies in this field. However, a complex set of measures needed to be taken. As a consequence, Domino's CEO started to focus on the company's human resources, by implementing certain strategies, like: improving store managers' workplace quality, improving personnel selection, recruitment, and retention methods, or using financial incentives."
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Employee Turnover, 2008.
A research proposal to explore turnover causes at a small help desk.
3,980 words (approx. 15.9 pages), 23 sources, APA, AU$ 172.95
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Abstract
This paper explains that the purpose of the proposed qualitative study is to survey the staff of a small help desk at a company named Convergent, regarding the causes of turnover and the impact leadership styles and motivational factors have on turnover. The paper relates that the literature review indicates that more research is needed to help identify employees at risk of quitting and to implement broad-ranging programs, which foster a sense of team work and a shared sense of purpose on the job. The paper then reports that the mixed methodology for this research will include an extensive literature review, case studies and a survey. An annotated bibliography is included with the paper.
Table of Contents:
Introduction
Statement of the Research Problem
Purpose of the Study
Research Questions
Significance of Research
Definition of Key Terms
Brief Review of Literature
Causes of Employee Turnover
Table 1. Four Paths to Employee Turnover
Impact of Employee Turnover on Small Businesses
Reducing Employee Turnover
Summary
Methodology
Approach to Research
Data Collection and Analysis
Ethical Assurances
From the Paper
"Because employee turnover has been recognized as a serious problem for many companies, the topic has received an increasing amount of attention in recent years. The studies to date have shown time and again that just as it is more profitable for companies to keep the customers they already have instead of trying to find new ones, it is in almost any company's best interests to retain their existing employees to avoid the enormous costs and adverse impacts typically associated with employee turnover. The costs associated with unreasonably high levels of turnover have been well documented."
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Employee Regulations, 2002.
An examination of employee regulations to facilitate management needs and employees? rights.
3,949 words (approx. 15.8 pages), 12 sources, MLA, AU$ 170.95
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Abstract
This paper examines how, in order to maintain balance in every process and to develop eligibility, a company needs solid regulations to cover management and employee needs. It looks at such issues as employee motivation and provides a listing of qualities of regulations that facilitate the employees as well as their managers. Examples given include easy-to-understand job descriptions and guidance on how employees can maximize their performance and potentials for employees and for the managers such qualities as the simplification of management responsibility to define goals for each division and subdivision and each individual worker. It evaluates how overall integration is the only answer to create balanced performance of regulations, so the regulations will play fair and protect the rights from both parties. Company should state clearly to employees what they expect and the standard performance and employees can also provide feedback as well to ensure their needs and complaints are fulfilled.
From the Paper
"Although managers mostly are related with planning and periodical-achievement-estimation function in the company resource profile, basically they have similar functions as other employees, unless they are the same personnel. Managers do not only set targets for achievement but also encourage all staffs to fully participate following their qualities and regulations. They need to think about the best way to demand high quality performance and timely fashion. The audacious task takes more than other duties, since not all employees simply follow guidelines from the company, or get motivated with the regulations. Managers need to educate them to understand that both managers and company have the same goals, and it is not the owner?s goals only. Also, employees need to understand why they are required to work hard, improve their skills, or join arduous trainings to escalate their level."
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Reward Systems and Employee Performance, 2004.
Examines employee performance and theories of employee motivation at Disney.
4,275 words (approx. 17.1 pages), 8 sources, MLA, AU$ 240.95
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Abstract
This is a paper on employee performance, on theories of employee motivation, and their practical application to the Walt Disney Company and its subsidiaries. It looks at the company's four business segments and the company's approach to employee performance and rewards system.
From the Paper
"The Walt Disney Company is the second largest media conglomerate in the world behind TimeWarner. The Media Networks section includes the ABC television network in addition to ten broadcast television stations and more than seventy radio stations. The Studio Entertainment group produces live-action and animated motion pictures ..."
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Employee Loyalty and Organizational Commitment, 2005.
This informative paper details the mitigating factors of downsizing at NASA's Office of Education. The writer of this paper also examines employees' reactions to the cutbacks while questioning if impending layoffs automatically decrease employee loyalty.
5,572 words (approx. 22.3 pages), 12 sources, MLA, AU$ 215.95
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Abstract
This well-researched paper details the fiscal and budgetary reasons for the substantial downsizing at Global Science & Technology, a subsidiary of NASA's Office of Education, as well as three additional companies contracted by NASA's Peer Review Services. This paper, written from the writer's personal point of view, contains insightful research that proves downsizing and layoffs produce decreased loyalties among employees. This in-depth paper contains a proactive solution and implementation plan to regain employee loyalty and trust which include developing human resource programs and creating avenues for promotion. Topics covered in this report include: Introduction Problem Statement Literature Review Causes Solutions and Implementation Plan Developing Human Resources Programs Establish Avenues for Promotion References Reflection
From the Paper
"The process by which personnel were selected explains the vehement reaction. When the time came to select staff for termination, the manager held a series of closed-door meetings at which employees were discussed and ranked. His first mistake was not communicating the criteria that would be used to make the selections. Many employees felt that seniority would factor into play, but when the first three names identified staff who had been with the company the longest, confusion and anger began to surface. Rumors about "the list" began to circulate, and staff members, who never did receive any kind of meaningful communication, thought the worst. The layoff timing and methodology also demoralized personnel. Three people were laid off one week, two the next, and three the next. The first batch found that they had been locked out of their computers when they came back from lunch."
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Employee Turnover, 2006.
A study of the problems contributing to the high rate of employee turnover at the Global Science & Technology company.
5,086 words (approx. 20.3 pages), 12 sources, APA, AU$ 202.95
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Abstract
This research paper analyzes the problem of high employee turnover within a specific division of the Global Science and Technology (GST) company. In addition to reviewing research that addressed job satisfaction, job insecurity, motivation, social identity, and organizational commitment (loyalty) and how these factors might relate to employee turnover rates, the author of the study also examines possible problems at the organizational level that might be contributing to the high turnover rate. Appended to the paper are the author's own reflections about the company and his experience as an employee there. Table of Contents Introduction Problem Statement Literature Review Causes Solutions and Implementation Plan Developing Human Resources Program Establish Avenues for Promotion
From the Paper
"NASA Peer Review Services (NPRS) is a consolidated contract made up of three companies: Global Science & Technology (GST), Science Applications International Corporation (SAIC), and Indyne, Inc. Each company supports different research or education divisions within NASA. My employer, GST, supports the Offices of Education (Code N), Aerospace Technology (Code R), and Exploration Systems (Code T). SAIC supports the Offices of Earth Science (Code Y) and Space Science (Code S). Indyne supports the Office of Biological and Physical Research (Code U). Together, these three companies provide support for all of NASA's grant/contract review and selection processes. My division, supporting Codes N, R, and T (hereafter referred to as "NRT"), is somewhat unique. Although we provide peer review support like the other divisions at NPRS, we also coordinate large outreach initiatives, design programmatic websites and databases, research and write educational policy, evaluate program effectiveness, and report program outcomes. This type of support is highly knowledge-driven, and most of our staff are career oriented, possess advanced degrees, and take pride in collaborating with NASA to contribute documents of significant programmatic impact, such as strategic plans and evaluation methodologies."
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