Decision Making in the Third Sector of Israel - Employees Participation of Different Genders and Ethnicities

This paper empirically examines the major determinants of Chilean male and female employees' satisfaction. Two variables represent one's satisfaction with the workplace: having a full-time job and receiving a quality benefit package. We extract data from the 2009 national employment survey in Chile and observe over 426,000 Chilean employees in our sample. The survey data show that women's participation in the labour force is significantly lower than that of men's. Female employees tend to have higher education levels. However, male Chilean employees are more likely to work full-time and to have better benefits. We conduct econometric tests to examine various determinants of workplace satisfaction. Education and skill levels are found to have significant, positive effects on both male and female employees' satisfaction. Marriage and family status contribute the most to the differences between female and male employees' satisfaction.

<em>Marketing employees as the heart of the company have a duty to achieve good performance, work targets must be fulfilled in an effort to contribute to the company's performance. Gender differences in the domestic role of families with work and emotional differences in gender can provide benefits in the recruitment process and the job description of marketing employees. This study aims to determine differences between female employees and male employees in the role of work conflict and to know the differences between female employees and male employees in emotional work and performance as marketing employees of pharmaceutical companies. The sample of all marketing staffs of Takeda Indonesia Pharmaceutical Company in Central Java is 16 people. Primary data collection was done by a questionnaire. This research uses a quantitative descriptive method. The analysis of data uses an ANOVA analysis. The analysis of variance (ANOVA) is used because there are two independent variables with combinations scales, namely interval and nominal (gender), while the dependent variable is interval scale. The results of this research showed that the roles of conflict and performance have no differences between male employees and female employees. For emotional intelligence, there are differences between male employees and female employees. The significant differences mean that there are a real differences between male employees and female employees in their emotional intelligence. Self-control and self-motivation as a form of emotional intelligence showed differences between male marketing employees and female marketing employees.</em>

A high-quality work–family balance (WFB) can enhance job satisfaction and superior task performance, as well as reduce absenteeism and turnover rate, thereby enabling organisations to improve the effectiveness and commitment of their employees. This research investigates the features of quality WFB for female employees in a casino hotel in Macau. Many female employees continue to face the double burden of their careers and families. Long working hours, shift duties, demanding customers and stressful environment have become neglected phenomena in the casino business and could lead to an unbalanced WFB. Female employees experience disappointments and frustrations when work prevents them from providing care to their families. Previous studies have determined that male employees have better WFB than female employees. In particular, male employees know how to deal with their emotions, face responsibilities, take action and solve problems. By contrast, females are challenged to achieve WFB. Over the past decades, practitioners in the main hospitality industry have become increasingly interested in the female workforce. The high levels of family responsibility and shift work that females handle may cause them to experience high levels of work-family roles. Compared with male employees, female employees display lower levels of shift work tolerance but report more fatigue and sleepiness whilst working in a risk-exposed environment. This qualitative study involves face-to-face interviews with 30 female casino hotel employees (e.g., dealers, service staff, supervisors and managers) from 8 large major casino hotels. These respondents include single and married female frontline employees. Content analysis is performed to elaborate the female employees’ perception of WFB and identify their challenges in achieving such balance. Recommendations are provided for HR practitioners in terms of the appropriate policies and strategies to improve WFB of female casino hotel employees. Therefore, the proper approach will enable casino hotels to retain the best talents and increase the productivity and competitiveness of their organisation.

Background Gender differences in sick leave due to common mental disorders (CMD) are pronounced, with more women taking sick leave. Research has reported gender differences in work modifications during return-to-work (RTW) following CMD-related sick leave. Although workplaces play a critical role in prevention, studies rarely focus on managers who are responsible for implementing preventive measures and overseeing RTW. We hypothesized that managers would propose different preventive actions depending on the gender of the individual experiencing CMD Aim To examine actions proposed by managers to prevent CMD-related sick leave, and to investigate how these preventive actions vary based on employee gender. Data and methods The study (n = 2147) surveyed 3,000 public sector managers via the Swedish Citizen Panel in 2024. Using an experimental design with randomized video vignettes with either a male or female employee, participants answered 20 questions about preventive actions. Chi-square analysis examined gender differences across actions. Factor analysis grouped the actions into three types: actions to adapt tasks, to involve experts, and to provide social support to the employee. Sum scores for each action type were analyzed with the Mann-Whitney U-test to compare the number of actions proposed for male and female vignettes. Results Most of the 20 actions were proposed by the managers but only one, “increase staffing to compensate for reduced work capacity” showed a significant difference between a male and female vignette (p = 0.030). No significant differences were found in the number of proposed actions for male and female vignettes across the three action types (p-values: 0.71, 0.31, 0.70). Conclusions This study found little evidence that gender impacts the preventive measures proposed by managers, with no significant differences across action types. This contradicts research where work modifications are implemented differently for female and male employees. Key messages • Managers proposed a broad range of measures to prevent sick leave due to common mental disorders. • Common mental disorders drive the development of sick leave, especially for women. However, this study found minimal gender-based differences in managers’ preventive strategies.

This study investigates the job satisfaction levels of female and male employees working in the Business Process Outsourcing (BPO) industry. The purpose of the study is to identify any differences in job satisfaction between male and female employees and explore the elements that lead to these differences. Job satisfaction is an essential factor in the retention and motivation of employees in any industry. Several studies have investigated the factors that contribute to JS among employees in different industries. However, few studies have explored JS among BPO employees, particularly the differences between female and male employees. Possible outcomes of the research can aid BPO companies yearn for advances in the work culture, job characteristics, and work-life balance policies to increase employee job satisfaction levels. Furthermore, the area itself highlights the need for gender-specific interventions to address the different needs and preferences of male and female employees in the BPO industry. The study had considered sample of 206 respondents (employees of BPO) to compare the level of job satisfaction among male and female employees of BPO and concludes that there is a significant difference in job satisfaction level among male and female employees of BPO.

This study explores the link between employee participation in decision-making and their commitment to the organization, with an emphasis on factors like job satisfaction, job security, and quality control. Using a mixed-method approach, data was gathered through quantitative surveys and qualitative interviews with employees from various sectors. The analysis aimed to assess how participation in decision-making affects organizational commitment. The findings show that employees who are involved in decision-making processes tend to have higher job satisfaction and a stronger sense of commitment to the organization. Participation fosters trust in leadership and a sense of ownership, leading to improved morale. However, some negative outcomes were noted, such as increased stress and conflict when decision-making processes are not transparent or well-managed. Job security was found to be a significant factor influencing employees’ willingness to engage in decision-making activities. The study concludes that fostering a culture of employee participation can enhance organizational commitment, but organizations must be mindful of potential challenges. Transparent, inclusive decision-making processes are essential for maximizing the benefits of participation while minimizing negative consequences. Future research should examine how different organizational structures impact employee participation and commitment.

Research purposes- Gender issues was being relevant issue in the past decades. Also, work engagement play important roles to boost organization profitability. This paper aimed to investigate the differences between male and female employees in work engagement.Methodology- Sample for this study were 243 banking employees. Validity and reliability conducted in this study was using Confirmatory Factor Analysis (CFA) with the Work Engagement CFA score was .802 (sig.000) and Cronbach Alpha score for Work engagement was .900 (Minimum Score is 0.7) in SPSS 25. Independent T-test used in this research to find out the differences between male employees and female employees work engagement.Findings- The research Levene’s Test for F score was 1.820 (sig. 0179) or in other words is insignificant. So, the result conclusion was that it was not any differences in engagement significant level between female employees and male employees in the Indonesia banking sector.Practice Implication- To enhance productivity through work-engagement, banking industry has wide choice in recruiting female and male employee (both gender suitable with banking industry job description).Originality- Findings in this research occurred the relationship model between work-engagement based on gender perspectives.Keywords: Gender, Work Engagement, Productivity

근로자의 이직은 근로자의 재교육 비용을 발생시키며 특히 여성의 경우 경력단절을 유발 시킨다는 점에서 중요한 이슈이다. 본 연구는 여성의 노동시장참여 증가에 따른 여성친화적인 조직환경의 변화가 근로자의 이직에 어떤 영향을 미치는지 살펴보고자 한다. 구체적으로 조직 단위에서 조직 내 여성 비율, 특히 여성 중간관리자 비율, 여성 상위관리자 비율이 남녀근로자의 이직률에 미치는 효과를 확인하고, 가족친화제도 도입과 활용, 초과근무시간이 남녀근로자의 이직률에 어떠한 영향을 미치는지 살펴보고자 하였다. 이를 위해 한국노동연구원의 사업체패널자료 중 2011년과 2013년 사업체 패널 자료를 분석에 활용하여 남녀근로자의 이직에 대한 검토를 하였다. 분석 방법은 위계적 회귀 분석을 적용하였다. 연구 결과, 여성 비율의 증가와 가족친화제도 및 초과근로시간은 여성 근로자의 이직률을 낮추지 못하는 것으로 확인되었다. 오히려 전체 여성 비율의 경우 여성비율이 증가할수록 여성 이직률이 증가하는 양상을 보였다. 남성이직률의 경우 여성중간관리자 비율, 여성 상위관리자 비율의 증가는 남성이직률을 모두 증가시키는 것으로 확인되었다. 가족친화 제도 도입은 여성이직률을 감소시키는 효과는 없었으나 남성 이직률을 감소시키는 것으로 나타났다. 마지막으로 초과근로시간과 이직률의 관계는 남성과 여성 모두에서 유의하지 않은 것으로 확인되었다. 이러한 분석결과는 향후의 여성비율과 가족친화정책에 관한 연구가 남성 및 여성근로자를 함께 고려하여야 할 필요가 있음을 시사한다. 연구의 결과 및 한계점은 논의에 제시하였다.Since the study of Kanter(1977), there has been an increased interest in how the proportion of female employees in the workplace shape their behavior and career advancement opportunities. In addition, the effects of women-friendly organizational climates on female employee turnover have been gaining attention. In this study, we examine the effect of female workforce participation ratio within organization on the turnover rate of female and male employees in the workplace. Moreover, we examine the introduction and implementation of family-friendly system and the impact of overtime on employee turnover rate. In order to carry out this study, we utilized the Korean Labor Institute’s Workplace panel data collected in 2011 and 2013. We applied hierarchical regression analysis. Our study showed that the increase in the proportion of women in the workplace did not result in higher turnover rates of women. Introducing family-friendly system and employee overtime also did not reduce female turnover rate. However, the proportion of women in managerial positions increased male turnover rates. Furthermore, the adoption of family-friendly system were found to reduce the turnover rate of men. Finally, the relationship between overtime and male turnover rate was not significant. The results suggests that family friendly system and proportion of women affect not just female employees, but also male employees, and that the effect of family friendly initiatives or gender equity initiatives should be examined for both male and female employee.

This study analyzes the effects of decoupling of telework on job satisfaction using the 2013 Federal Employee Viewpoint Survey. The research divides telework programs for public employees by two criteria: (a) whether or not federal agencies have officially adopted the program, and (b) whether or not public employees actually participate in the program. We find that both organizational adoption and employee participation in telework have a positive relationship with job satisfaction, and these results support the social exchange theory. We also observe that the effects of decoupling of telework on job satisfaction are more significant for female public employees than for male public employees. The results imply that female employees have the lowest levels of job satisfaction when agencies officially adopt telework but employees cannot utilize the program. However, male employees have the lowest levels of job satisfaction when they are unable to utilize a nonexistent telework program.

International research results underpin that turbulent, continuously changing environment makes everyday operations for nonprofit (nongovernmental, voluntary) sector organizations harder. It also can be observed that in this situation, nonprofit organizations acquire knowledge from business sector organizations which enables them to improve their structures and processes. They implement methods of the business sector as means of ensuring long term existence, better performance and sustainable success. In recent years, this process has generated new dilemmas for those who are concerned with the future of this sector: if and how the strengthening focus on knowledge processes such as learning and development of individuals working for nonprofit organizations impact organizational knowledge and organizational development and, how important professionalization is for them. The goal of this paper is, to give an overview of special issues of learning and growing professionalization of non profit organizations, and to contribute to the research of these processes. Empirical evidence is provided on the base of a large sample survey that involves approximately 1.000 Hungarian foundations or associations. With the help of the research findings the paper shall expand our general knowledge about professionalization trends in the sector, and also provide deeper insight in details of the relationship between participation in organizational development programs and becoming more professional in everyday operations and services.

Background This study was an attempt to assess and compare the gender-wise lifestyle patterns and well-being status among the employees of a tertiary care teaching hospital. Material and Methods This is a cross-sectional, questionnaire-based study conducted at a tertiary care hospital between May and August 2019. A total of 777 employees belonging to both genders (male and female) and working at different professional levels were assessed. All the enrolled employees were subjected to a comprehensive study tool consisting of various dimensions of their health, which included physical, mental, social, spiritual and intellectual health dimensions. Results Among the participants, 327 (42.1%) were male and 450 (57.9%) were female. There was no significant difference in the mean age of male (37.91 ± 7.52) and female (36.85 ± 8.16) employees (p = 0.07). A significantly higher proportion of diabetes and hypertension were seen in male employees (9.8% and 14.4%, respectively) than in female (5.6% and 6.2% respectively). The overall well-being was better in male employees than in females and was statistically significant (p < 0.0001). We found that male employees had statistically significant better well-being in terms of physical, mental and social health whereas female employees had intellectual health. Conclusion The overall well-being in healthcare staff was good at our tertiary care hospital, and the outstanding/good well-being rate was higher in male employees than in female employees. Female employees experienced risks with regard to their physical health.

Purpose Grounded on the complexity theory, this study aims to explore the interplay of antecedent conditions of cultural (innovative, supportive and bureaucratic) and structural (centralisation, formalisation) attributes in fostering a higher level of organisational commitment (OC) across gender profiles. Design/methodology/approach Using a sample of 267 employees from Brunei’s service organisations, the study employed the fuzzy-set qualitative comparative analysis (fsQCA) to validate the research proposition. Findings The study’s findings showed that a single cultural or structural organisational attribute alone is not sufficient to foster high OC among male and female employees. Rather, various combinations of cultural and structural attributes that could lead to greater OC in both female and male employees – nine configurations for each group. Interestingly, despite being conducted in service organisations, the study findings also underscored the prevalence of bureaucratic culture in both gender profiles, which is often present in conjunction with other attributes. Originality/value This study complements the extant research examining antecedents of OC by elucidating the multiple configurations of cultural and structural organisational attributes leading to greater OC. It also extends the current literature by highlighting the nuances between male and female employees in the combinations of conditions crucial for fostering their OC.

The federal government utilizes diversity management and inclusive organizational practices as principal strategies to achieve higher retention of diverse employees. Child care programs are one of the most important diversity management initiatives to enhance employees’ work–life balance and achieve higher retention. However, existing literature suggests that due to gender norms, child care responsibilities and child care programs have different implications for mothers-in-workforce as compared with fathers-in-workforce. Therefore, using 2010 to 2015 federal agency-level longitudinal panel analysis, this study, focuses on a gender-based examination of the effect of satisfaction with child care programs on the retention of male and female federal employees. Also examined is the moderating effect of organizational inclusion on the relationship between satisfaction with child care programs and employee retention. Findings suggest that structural provisions such as satisfactory child care programs are not adequate in enhancing retention of either male or female employees. Satisfaction with child care programs is less likely to increase retention of female employees than male employees. However, as compared with male employees, female employees are more likely to be retained when satisfactory child care programs are combined with inclusive organizational practices. The article discusses implications of these findings for public strategic human resources management, diversity management and inclusion practices, and gender equity.

PurposeThe purpose of this paper is to investigate gender differences in organizational commitment (OC) and the relationship between OC and rewards among employees who work for Japanese manufacturing companies within China.Design/methodology/approachThis study utilized hierarchical regression analysis to examine survey data obtained from 27,854 employees who worked for 64 Japanese manufacturing companies within China.FindingsThe results reveal that autonomy and role clarity had a stronger influence, and co-worker support had a weaker influence, on OC for male employees than for female employees. These differences may be because more male employees than female employees prefer working with higher autonomy and well-defined roles than with co-worker support. After all, male employees, who place a great emphasis on independence, competition, decision-making and challenges, rely on intrinsic rewards more than social rewards.Research limitations/implicationsThis study used data collected from Japanese manufacturing companies to understand the differences between OC and rewards in local male and female Chinese employees. We recommend that future research uses other national affiliates to clarify the characteristics of male and female Chinese workers more objectively and to test the validity of this research.Practical implicationsThe results of this study support revising human resource management practices within multinational enterprises to enable female and male host-country workers to contribute to their companies on a long-term basis by taking into account the differences between the cultures of the home and host countries.Originality/valueAlthough previous research has elucidated the OC–rewards relationship in particular countries, it has not met the requirements of foreign managers from different corporate cultures who face differences in the OC–rewards relationship between their male and female employees. In this sense, this research is the first attempt to tackle this theme and contribute to the literature.

This study aims at examining gender differences in the experience of work–family interference and perceived job–life satisfaction in a group of Iranian employees. The participants in the study consist of 387 Iranian male and female employees from a variety of organizations. The results of t tests and multiple regression analysis using EQS 6.1 support the hypothesis that Iranian male and female employees experience similar interference in their work–family domains although they spend different numbers of hours in the workplace. The findings also show that whereas work-to-family interference has significant and negative effects on job–life satisfaction among male employees, for female employees, working hours and family-to-work interference had even more significant and negative effects on their job–ife satisfaction. Implications are discussed and recommendations made regarding future research and interventions in this area.