A data-driven multicriteria decision model for healthcare workforce retention strategies

The article discusses the challenges and factors influencing organizational commitment which has influence on the staff turnover in aviation organizations. The studies reveal that organizational commitment plays a huge role in a relationship between an individual and organization. If an employee’s organizational commitment is high, it is scientifically proven that his or her intention to change the organization is low. In the Lithuanian aviation sector, the impact of organizational commitment has not yet been assessed in any research. Also, the studies did not yet consider the different groups of aviation employees and the differences in their perceptions of organizational commitment. The aim of this article is to investigate the level of organizational commitment in the Lithuanian aviation sector among employees’ groups and to compare the results with the data from other surveys. The study reveals that organizational commitment is different between managerial and non-managerial staff. These results are useful for a broader analysis, which can be conducted in assessing the impact of organizational commitment between different groups of employees and to propose a model that reduces the difference in organizational commitment between different groups of employees. The observation of organizational commitment level can be made among different groups of employees.

To find the psychological contract differences for different groups of employees in both enterprise and e-business company, on the basis of cognitive big data investigating 400 employees in China by questionnaire, this study analyzed the main influencing factors and the date collected by mathematical methods. Firstly, based on literature reviews, the authors have proposed hypothesis models, including 7 assumptions. Secondly, based on classical references, the authors have summarized the organizational responsibility items from the employee’s perspective, and have refined 24 items. Then, according to 24 items, a questionnaire has been developed to measure the psychological contract differences for different groups of employees. Lastly, the authors have used 377 valid questionnaires from Chinese enterprises to conduct the ANOVA and T test, and have found that gender, age, education level, and department had significant impacts on employee psychological contract differences. The results can not only be used for finding the psychological contract differences in the enterprise, but also can be implemented for designing the contract of employees in the e-business company.

The purpose – The purpose of this study is to research motivators that help to attract, retain and motivate employees in the catering industry. Design – The special focus is given to the analysis of specific demographic factors and their influence on employee motivation. Methodology – Using available secondary data, key motivational factors for work in the catering industry are identified. Followed by a qualitative analysis, motivational factors are then compared to specific demographic factors. Approach – The survey was conducted in the municipality of Piran, which is touristly the most developed Slovenian municipality and an important tourist center in the northern Mediterranean. Findings – The findings show that motivational factors are strongly associated to different demographic factors. By understanding both, demographic factors and their influence on motivational factors, it is possible to successfully motivate different groups of employees. Practical considerations for managers of catering business, how to selectively motivate different groups of employees according to different demographic characteristics, are discussed in conclusion. The originality of this research – The originality comes from the analysis of the specifics of motivation in the catering industry, which provides the guidance and ideas for further improvements and research in this important sector of tourism.

The Role of Career Competencies on Subjective Well-being

Matching leadership styles with employment modes: strategic human resource management perspective

This study aimed to examine potential variations in employees' perceptions of the desirable psychological contract, based on gender, age, and educational level. A total of 1145 employees – 642 of whom were female – aged between 18 and 64, who had attended all educational levels, participated in the study. T-tests and analyses of variance suggest that there is no uniform view of the psychological contract content among different groups of employees. With the exception of involvement with decision-making affecting the organization, women tend to expect more from their employment relationship. As for age groups, the ‘new generation’ emphasizes balance in personal life, the ‘old generation’ is rather indifferent, while the ‘desert generation’ is the most demanding and attached to the ‘old psychological contract’. Finally, individuals with at least college education have relatively increased expectations, with the exception of co-worker support for personal problems and continuous training.

Auf Basis der Daten des Mikrozensus 2004 untersucht der Beitrag die unterschiedliche Beteiligung von Männern und Frauen, In- und Ausländern sowie Älteren und Jüngeren an Maßnahmen der beruflichen Weiterbildung. Während die Teilnahmequote der Deutschen die der Ausländer deutlich übersteigt und jüngere Erwerbspersonen häufiger an Weiterbildung partizipieren als ältere, sind die Unterschiede in der geschlechtsspezifischen Weiterbildungsbeteiligung gering. In multivariaten Analysen der Determinanten der Weiterbildungsbeteiligung der genannten Personengruppen lassen sich neben Faktoren, die sich in allen Schätzungen als einflussreich erweisen, auch solche identifizieren, die sich nur auf die Weiterbildungsteilhabe einzelner Gruppen auswirken. Dabei handelt es sich etwa um den familiären Kontext, der nur bei der Erklärung der Weiterbildungsbeteiligung der Frauen, nicht aber der der Männer, eine Rolle spielt, oder den schulischen Abschluss, der zur Erklärung der Weiterbildungsbeteiligung jüngerer Erwerbspersonen beiträgt, nicht aber zu der der älteren. Eine nähere Analyse der Gründe für die differierende Weiterbildungsbeteiligung der einzelnen Gruppen zeigt schließlich, dass Unterschiede in den individuellen Ausstattungsmerkmalen nur einen Teil der Differenzen erklären können. Neben diesem "erklärten„ Anteil der Weiterbildungsdifferenz spielt bei allen Gruppen auch der "unerklärte„ Anteil eine Rolle, der auf bestehende Barrieren seitens der Weiterbildungsteilnehmer sowie der die Weiterbildung finanzierenden Betriebe hindeutet.

The assessment of psychological well-being (PWB) in organizations requires relevant, requisitely holistic factors and indicators. We focus in particular on the Ryff and Keyes multidimensional model of well-being, which has strongly influenced our own model. This article introduces the results of our empirical research about PWB in organizations in Slovenia, which aimed to develop a measuring instrument for this multidimensional problem and use exploratory factor analysis to explore the multiple-criteria model for the assessment of PWB in organizations. Chosen factors and indicators were structured in the multiple-criteria model, which enabled us to assess the aggregate level of PWB measure for different groups of employees; in particle, this article focuses on their workplace, as this research topic has not been studied in the recognized literature so far. Results can be used as the basis for the interventions to attain or increase the PWB in organizations among different groups of employees. Based on our findings, we can establish that operational heads record the highest level of PWB and contractors the lowest level of PWB.

Small enterprises with fewer than 50 employees form the backbone of the economy in many countries and significantly contribute to gross domestic product, employment, and exports. Given their importance and role in economic development, economies can benefit from a strong, productive, innovative, growing small enterprises sector. Employees play an essential role in the development of small enterprises. For this reason, it is important to examine the extent to which small enterprise owners pay attention to human resource management and its development. Previous research on human resource management has mainly focused on large enterprises, while there is little evidence on how small enterprises manage and develop their employees. This paper analyses the approach to human resource management in two small Croatian enterprises. Based on six semi-structured qualitative interviews conducted with three different groups of employees – the senior manager, the middle manager, and the senior staff, two qualitative case studies were conducted to gain a deeper understanding of the approach to managing and developing employees in small enterprises. The findings suggest that small enterprise managers know the importance of their employees and the need to support their future development. Although small enterprises implement and adapt human resource management practices according to their capabilities and limitations, it is evident that fostering and empowering employees is embedded in their organizational culture.

Examines the human resource (HR) policies adopted by two Japanese retail stores in Hong Kong. Finds that the two Japanese retail stores employ different HR policies in terms of recruitment and selection, remuneration and welfare, and training and development for different groups of employees within the same Hong Kong operation. The implementation of the different HR policies for different groups of employees is attributable, first, to the influence of the parent company’s environment ‐ socio‐economic conditions, characteristics of the top management, corporate strategy and use of technology in the parent company; and, second, to the different types of employee in the two stores in Hong Kong ‐ the male and female expatriates among the parent‐country nationals (PCNs), and the professionals with high levels of skill, full‐time managers and employees with lower level skills, and part‐time employees among the home‐country nationals (HCNs).

It is estimated that civilian employees comprise 30 per cent of the police workforce in England and Wales, yet their working experiences have largely been ignored in the management literature. This article aims to help fill this void by analysing the antecedents of organisational commitment of 369 civilian support employees and how they compare with those of 1,242 police officers working in a large English police force. The study reveals that how individuals feel they are managed and supported has a strong bearing on organisation commitment, and that this is true for two very different groups of employees – police officers and civilian support staff. The implications for HRM development are discussed. The article concludes by suggesting that the findings could be extrapolated to a wide range of other public sector organisations, since they provide insights into managerial practices that have an impact on commitment regardless of job type.

Objectives: Job insecurity is a work stressor which has become increasingly relevant in the last decades due to major changes such as globalization and flexibility demands, which have been followed by organisational restructuring. This leaves a lot of employees worried about the future of their job. Research has contributed to a great body of knowledge around this work stressor regarding antecedents as well as consequences and moderators. Two recent meta-analyses have summarized the major consequences associated with job insecurity, such as decreased mental as well as physical health and impaired organisational attitudes such as job satisfaction, organisational commitment and trust. However, there is a need for a closer focus on identifying risk groups, that is, employees who are more vulnerable to experiencing job insecurity in order to apply knowledge in organisations and focus primarily on these employees to build up future preventions. The major aim of this study is to investigate how different groups of employees feel depending on their pattern of job insecurity over time. This is done by studying those who feels most threatened by job insecurity and who have responded the most negatively in terms of decreased work attitudes as well as decreased mental health. In addition we test who benefit the most from supervisor and co-worker support. Methods: A sample of 567 Swedish accountants has been examined longitudinally, where the majority of the sample had a university background and 60% was female. The hypothesis was tested whether there are differences in relations between groups of different job insecurity patterns and the known outcomes of job insecurity such as mental health, job satisfaction, commitment as well as work-family conflict. Results: Results show a difference between groups of insecure employees. Implications and conclusion: As this study tests a new approach on how to view job insecurity, with following change over time, it is first of all important to evaluate if previous results which did not differentiate between those groups hold also for in this study. Moreover, it has major implications for potential interventions to identify groups of employees that are suffering the most.

ObjectivesStudies in the goods supply chain in areas outside of warehousing show evidence of gender and racial/ethnic inequalities in working conditions (i.e. in work organization, work environment, and employment conditions). This review aimed to identify, summarize, and discuss research focused on inequality in warehousing and its effects on warehouse working conditions. In the review, racial/ethnic inequality includes inequality related to country of birth and (im)migration status.MethodsWe performed a systematic search in the Scopus and Web of Science databases to identify warehouse studies that addressed working conditions and (in)equality at a workplace level. Screening of records was performed using the Rayyan systematic review tool. Risk of bias was assessed according to established methods and checklists.ResultsDatabase searches yielded 4910 articles. After title-abstract-keyword and full-text screenings, 21 articles were included. Results showed inequality based on gender and race/ethnicity in both work organization (different tasks were performed by different groups of employees), work environment conditions (physical and psychosocial aspects differed), and employment conditions (disparate employment types and incomes between groups of employees). Health differences, as a possible result of unequal working conditions, were evident between different racial/ethnic groups of employees. A hierarchy that included both gender and race/ethnicity was found, with (im)migrant and racialized women positioned at the bottom.ConclusionsWe found evidence that gender and race/ethnicity influenced work organization, work environment conditions, and employment conditions. Evidence was found for an intersection between gender and race/ethnicity. To improve working conditions, and subsequently occupational health, we encourage researchers to simultaneously consider gender and race/ethnicity factors at work, and to consider both why inequality is present and how it impacts working conditions in future studies of warehousing, particularly in online retailing.

Several relational demography studies have demonstrated asymmetrical effects of dissimilarity across different groups of employees. Some groups of employees appear to be more influenced by differences from fellow employees, whereas other groups of employees appear indifferent. Although numerous theoretical explanations have been developed to account for these asymmetrical effects, this paper argues that such effects are actually methodological artifacts resulting from an imbalance in the proportion of group members and deficiencies in the most commonly used measure of dissimilarity, Euclidean distance. This paper illustrates how such asymmetrical effects can be observed even when none exist in the population. Suggestions for methodological improvements in future diversity research are discussed along with recommendations for managing diversity in organizations.

Job satisfaction and employee loyalty are Human resource management concepts that significantly contribute to individual and organizational performance. Both job satisfaction and employee loyalty represents one of the most critical challenges faced by the managers in organization today when it comes to managing their employees. Employees are the most valuable resource for all organizations; the longer an employee works for a company the more valuable it becomes. The aim of the study was to examine the impact of job satisfaction on employee loyalty in case of higher education sector. Descriptive analysis, independent-samples t test and bivariate correlation were employed to analyze a sample of 129 employees from one new higher institution in the middle region of Sarawak. The empirical results showed that career development, reward and compensation, job security and workplace environment have positive significant relationship with job satisfaction and loyalty among the new employees at the private institution. We have also examined the interaction among job satisfaction and employee loyalty among different groups of employees. The analysis revealed that most of the new employees between 21- 30 years old (1 year working experience) have the highest job satisfaction and loyalty indices while workplace environment is the most important factor toward job satisfaction and loyalty among the employees. In this regard, the management of the institution should develop a long term human resource strategies in order to retain the young employees in the long term. This would ultimately contributing to the high performance and productivity of the institution in the future as well as economic and social development in Sarawak.