Employee Contributions Research Articles

ASSESSING EMPLOYEE COMMITMENT AS A FUNCTION OF ORGANISATIONAL JUSTICE IN NIGERIA’S CORPORATE AFFAIRS COMMISSION

The goal of any organisation is to make considerable progress regardless of the situations with which the business has to contend. Organisational goals can be achieved with the right commitment by employees to official responsibilities. Employee commitment, however depends on how employees view the relationship they share with the organization. In this paper, an attempt is made to understand how organisational fairness impacts commitment and contributions of employees towards the achievement of organisational goal within Nigeria’s corporate affairs commission, an organisation that handles business registration in Nigeria. Using simple linear regression, each dimension of organisational justice; distributive, procedural and interactional was linearly regressed on individual types of employees’ commitment; affective, normative and continuance. Using age, sex and years of experience as control variables, it was found that organisational justice in its distributive form significantly impacts the level of commitment an employee will show as a result of being emotionally attached to an organization. In the same way, it was observed that employees of CAC exhibit normative commitment, since they perceive fairness of processes within the organization. On the other hand, a smooth relationship between CAC employees and associates (interactional justice) does not necessarily translate to continuance commitment

What happens to workplace pension saving when employers are obliged to enrol employees automatically?

We examine the effect of obliging employers to enrol employees automatically into a workplace pension scheme. We exploit the phased roll-out of automatic enrolment, by employer size, in the first country to do so nationwide (the UK), to estimate its effect on pension saving among private sector employees. We find substantial increases in pension participation and a rise in pension saving. Surprisingly, many newly enrolled employees received an employer contribution substantially above the (very low) minimum default level. Automatic enrolment also caused the pension participation of those employees who were not obliged to be automatically enrolled to more than double.

A kiegészítő melléklet tájékoztató részének vizsgálata a magyarországi sporttevékenységet végző vállalkozások körében

Currently, the role of sports has intensified and changed; by now, it has become a separate area of interest from an originally civil, exercise-based, private leisure activity. In the case of sports-related economic research, both macro- and microeconomic research can be mentioned. Its economic significance, its contribution to employment, national economic income, and consumer spending is involved in macro-level research, while the examination of the functioning of sports services and organizations, and the characteristics of demand and supply are micro-level research activities. One of the reasons for the development of sports activities was the increase in their economic significance, which created a need for their economic analysis. The necessary information can only be obtained from the two fundamental parts of the annual statements (balance sheet and profit and loss account) if the notes on the account contains the information that contribute to the more comprehensive interpretation of the other parts of the annual statement. In our research, we examine whether the notes on the accounts of companies include the information, which could help obtain necessary financial knowledge concerning the partner companies. For the analyses, we used the notes on the accounts of companies, which have sports activity (Hungarian NACE No. 931) as their main line of business. By means of text mining, we analyse the extent to which the notes on the accounts are in conformity with the Accounting Act.

Rewards Strategy: A Key Driver of Service–Profit Chain

The research deploys service–profit chain model to underscore the impact of effective rewards strategy on contribution and performance of employees in enhancing customer service and, thus, business performance. The service–profit chain postulates that higher employee satisfaction levels lead to high customer satisfaction and ultimately affect consumer loyalty and profitability. Therefore, human resource managers should implement better internal service quality practices, such as effective rewards strategy that focus on employee satisfaction, operational excellence and service orientation, to enhance firm performance. The research emphasizes that the service–profit chain begins with internal service quality triggered by financial and nonfinancial rewards and ends with business performance in terms of revenue growth and profitability. The research highlights that with effective rewards strategy, companies should take care of their employees first, because doing so will result in employees delivering a better customer experience and creating loyal customers who generate greater profits.

Artificial Intelligence in Human Resources Management: Challenges and a Path Forward

We consider the gap between the promise and reality of artificial intelligence in human resource management and suggest how progress might be made. We identify four challenges in using data science techniques for HR tasks: 1) complexity of HR phenomena, 2) constraints imposed by small data sets, 3) accountability questions associated with fairness and other ethical and legal constraints, and 4) possible adverse employee reactions to management decisions via data-based algorithms. We propose practical responses to these challenges and converge on three overlapping principles - causal reasoning, randomization and experiments, and employee contribution—that could be both economically efficient and socially appropriate for using data science in the management of employees.

How Can Organizations Promote the Inclusion of Individuals on the Autism Spectrum?

A few enlightened companies have recognized, sought out, and welcomed the contributions of employees on the autism spectrum. Unfortunately, however, many individuals on the autism spectrum (IotAS),...

Artificial Intelligence in Human Resources Management: Challenges and a Path Forward

There is a substantial gap between the promise and reality of artificial intelligence in human resource (HR) management. This article identifies four challenges in using data science techniques for HR tasks: complexity of HR phenomena, constraints imposed by small data sets, accountability questions associated with fairness and other ethical and legal constraints, and possible adverse employee reactions to management decisions via data-based algorithms. It then proposes practical responses to these challenges based on three overlapping principles—causal reasoning, randomization and experiments, and employee contribution—that would be both economically efficient and socially appropriate for using data science in the management of employees.

Pertanggungjawaban Pidana Terhadap Perusahaan yang Lalai Mendaftarkan Pekerjanya Sebagai Peserta BPJS Ketenagakerjaan

This study discusses criminal liability towards companies that fail to register their workers as participating BPJS workers. Social security is very important for all Indonesian workers to have because socioeconomic risks can occur to anyone, anywhere and to anyone. The type of legal research used in this study is normative research. Results and discussion of research conducted where PT. This True Farmer Initiative has made a mistake in the form of negligence or negligence from the company that does not pay BPJS Employment contributions to workers and there are some workers who are not registered as BPJS Employment participants. This has been received by a court ruling punishing the company which resulted in the rights of the workers who could not be fulfilled. Seeing the decision that has been determined by the judge there is no criminal sentence, the judge’s decision does not provide a deterrent effect on the company. The provisions of the BPJS Employment Act currently added the application of imprisonment sanctions, so that in the future it can provide a deterrent effect on companies that fail to register their workers as BPJS Employment participants. DOI: https://doi.org/10.26905/idjch.v10i1.3180.

Do CEOs Affect Employees’ Political Choices?

Abstract We study the relation between CEO and employee campaign contributions and find that CEO-supported political candidates receive 3 times more money from employees than candidates not supported by the CEO. This relation holds around CEO departures, including plausibly exogenous departures due to retirement or death. Equity returns are significantly higher when CEO-supported candidates win elections than when employee-supported candidates win, suggesting that CEOs’ campaign contributions are more aligned with the interests of shareholders than are employee contributions. Finally, employees whose donations are misaligned with their CEOs’ political preferences are more likely to leave their employer. (JEL G30, G38, D72, P48) Authors have furnished an Internet Appendix and Data Supplement, which is available on the Oxford University Press Web site next to the link to the final published paper online.

May the Fourth Be with you: Creating Education 4.0

The paper looks back across dominant ways of delivering Higher Education until the present day and then looks forward. There is an approximate continuum described from Education 1.0 through 2.0 to 3.0. Education is mapped onto the emergence and development of the Web and the revolutions known as ‘Industrial’ over the last 250 years. Then some foresight is deployed with the particular lens of graduates’ employment prospects and contributions to the future – dubbed ‘Education 4.0’. The paper hopes to stimulate dialogue and promote preparedness and innovation for more changes arriving fast over Higher Education’s wider horizons.

Impact of Organizational Culture on Employees Job Performance in Software Houses

This paper intends to examine the general impact of organizational culture directly or indirectly on employees’ job performance. To find the impact of organizational culture on employee performance within software houses. This is a survey-based research study. Primary and secondary data were used in this study. Primary data was collected through a questionnaire and formal and informal interviews. Customer service, employee participation, reward system, innovation and risk-taking and communication system are reflected variables for this study. The sample size is (n=110); therefore, descriptive statistics, correlation analysis and regression analysis have been used. The overall results support that culture of organizations has a significant positive impact on employees’ job performance at software houses. Employee contribution is the most important element for achieving organizational goals. This study achieves an acknowledged necessity of learning the impact of culture on the job performance of employees of the software industry.

Demographic Differences in Protean Career Behavior: A Study of a High Demographic Inequality Labor Market

The protean career concept is dominating recent career research. Demographic groups are postulated to differ on protean career behavior with implications for career development, social equity and management of an increasingly diversified workforce. The purpose of this paper is to explore the unique contributions of employees’ gender, nationality, sector and age in the deployment of career advancement strategies in the high demographic inequality labor market of Kuwait. This is one of the few studies with an exclusive focus on demographic differences in protean behavior. Most protean career research treats demographic difference as an ancillary focus, even though demographic differences are part of the foundation of psychological sciences. The study utilized a set of questionnaires on a sample of 908 highly educated young employees working in Kuwait. Primary findings are that there are greater demographic differences in protean career in Kuwait than in the West. Men, Kuwaitis, private sector and younger employees deploy significantly more career advancement strategies and have stronger strategy orientations than women, self-initiated expatriates (SIEs), civil servants and older employees. The results are attributed to contextual inequalities in opportunities because they echo the Kuwaiti segmented labor market by gender, nationality and sector. They also reveal that women’s and SIEs’ proactive career histories have not been sustained in the Kuwaiti workplace. These demographic differences in protean behavior suggest that the potential benefits of this behavior are limited to members of particular groups, and any intervention strategies to support career development may, therefore, benefit a large portion of the workforce that is impacted by the inequalities. The originality and value of this study stems from addressing four literature gaps. Specifically, it examines the understudied protean behavior as most studies have focused on attitudes. It centers on demographic differences in protean career behavior, utilizes native and SIE samples working in high inequality non-Western context.

P4.14: Financial burden of critically-ill patients receiving parenteral nutrition (PN) in a reference intensive care unit (ICU) in Istanbul: An additional cost from Syrian refugees

Introduction: The number of critically-ill patients has increased over the years due to progress in intensive care medicine and parenteral nutrition (PN) techniques. Long-term survival is possible and does not depend only primarily on the disease etiology (head trauma and pulmonary complications etc.) but on accompanying morbidities and complications such as central venous catheter infections. Prolonged ICU admissions are costly as well. Therefore, covering the cost of these critical patients (primary disease treatment including interventional and surgical issues, all consultations and treatment protocols) is an important issue, and having health insurance coverage for their treatment and all of the needed follow-up care (including almost 4 millions Syrian refugees, as well) is critical. Methods: A computer-based analysis was done retrospectively to search the covering health insurance programmes of our patients treated in our adult ICUs during January to December 2018. Syrian refuees were also included in the study, as state insurance coverage was supplied to all. Other then known government-issued general health insurance, private health insurance options and the payments done by the patients’ own resources were also interrogated. Results: A total of 186 patients were included in the study. Mean age was 51 years (range, 18–91). The average period of ICU stay was 45 days (range, 1–204), including longer hospitalization time due to surgical complications or existing comorbidities. The postoperative stay in intensive care unit (ICU) was also included in this period. In our data, the only health insurance coverage was seen to be supplied by the state (n=186, 100 %). There was no private insurance coverage. No patients used their own financial resources for treatment, as well (including Syrian refugees). Conclusion: It is well-known that state insurance in Turkey covers all policlinic applications and postdischarge home care (including all refugees), and patients pay only a small amount of fee as employee contribution for the medications at pharmacies. The new information in the present study is the governmental coverage of all Syrian refugees in ICUs, as well. Taking the great amount of bill that an ICU patient should encounter, the importance of state insurance is obvious for the comfort of patient and the ease of financial portion of their treatment.

The Mediating Role of Organizational Commitment on Leadership Behavior and Employee Performance

Employee contributions through performance in an organization will determine the success of the organization. Employee performance will be significant if managed properly and effectively. This study aims to explain the mediating role of organizational commitment on leadership behavior and employee performance. The sample used in this study were 70Stikom Bali employees with total sampling technique (saturated sample) because of small size population. The data obtained were analyzed by descriptive analysis and PLS. The results of the study found that leadership behavior had a positive and significant impact on employee performance. Leadership behavior is found to had a positive and significant impact on organizational commitment. Organizational commitment was also found to had a positive and significant impact on employee performance. Furthermore, organizational commitment is able to mediate partially on the leadership behavior and employee performance. Organizational commitment has a dominant influence on employee performance, where the management of Stikom Bali needs to increase employee participation to be involved in every organizational problem solving and make them feel fully part of the organization.

Box 12, IRS W-2, to the Rescue: The Effect of Transferring Pre-Tax Employer-Sponsored Health Insurance Funds to Employees On After-Tax Income, Federal Income and Payroll Taxes, Health Insurance Premiums, and Health Care Costs

Current tax law prevents workers from trading pre-tax employer-sponsored insurance (ESI) premiums for greater after-tax take-home income. Many workers thus may pay for health plans that are more expensive or have different features from plans they would directly choose for themselves. The tax subsidization of ESI also likely leads to excessive spending on health care because it lowers its costs relative to other non tax-subsidized goods and services. Some propose limiting or eliminating this employer-based health insurance tax exemption for these reasons; its regressivity; and its drain of potential tax revenues. Because of the long history and popular support for ESI, we consider these proposals as practically and politically infeasible. Instead, we simulate the financial results of expanding employee choice and ability to control costs within the traditional structure of ESI by allowing employees, either through Health Reimbursement Accounts (HRAs) or other tax-free mechanisms, to receive their employers’ premium contribution directly and then purchase health insurance themselves from a larger number of health plans than those currently offered to them. The minimal choice in most current ESI plans may force enrollees into plans that do not reflect their preferences and thus imposes an allocative cost. Some empirical research indicates that enrollees would welcome expansion in their choice of plans and that it yields beneficial financial results. Other research, however, indicates that choice overload leads to sub-optimal selection results. It is likely that differences in the educational and transparency support resources partially explain these conflicting results. In our simulation, employees could deduct for income tax purposes the amount used for insurance and, if they spend less than the amount transferred, adjusted for a cross-subsidization holdback from lower-cost employees to higher-cost ones, take the remainder as taxed income. The simulation indicates that annual after-tax household income would have grown by $101–$252 billion and federal tax revenues increased by $39–$163 billion, depending on the concentration of risk in the ESI pool. Lower- and middle-income households gained proportionately more income than higher income ones. The greater take-up of slimmed down policies leads to reduced net spending in the health care delivery system, which, because of the large size of the ESI enrollee pool, would likely spill over to governmental health care programs. These results are based on three specific assumptions about the concentration of risk in the corporate pool and complete ESI implementation of our proposal. Research about the impact of reduced coverage insurance policies generally indicates that they are significantly lower priced. As for health status, the nation’s largest social science experiment, conducted primarily in the 1970s, found that reduced coverage had no impact except for low-income people who are currently covered by Medicaid and the Affordable Care Act. However, subsequent analysis revealed that reduced coverage affected the use of preventive care, even if it was fully insured. Harnessing consumer choice requires a fully transparent and informative ESI system. Informed employee insurance selections require an adequate choice of reasonable insurance plans, disclosure by employers of their contributions, how much employee take-home wages are reduced to pay for ESI, the actuarial value of the plans, and how those employee contributions and actuarial values compare to peer firms and change over time. This enhanced disclosure will likely cause an increase in plan choice. Instructional and navigational support also appear to be key to effective choice of insurance plans.

Effective Human Resource Management With Employee Value Proposition

The Employee Value Proposition represents the perceived overall deal between employer and employee. The employer makes an offer to the employee (or the give) and expects contributions (or the get) from the employee in return. The inducements and contributions consist of mutual obligations and promises. Inducements typically concern things such as career progression, organizational support, fair and transparent performance management, and more tangible things such as pay and holiday entitlements. Contributions related to things such as working hours, being an advocate of the employer within and outside the organization, bringing skills, enthusiasm, and entrepreneurship to productive work. Importantly, within the overall deal, there are nested deals operating at different levels of the organization, such as the tailored, workable arrangements forged between team leader and team members, these reflect opportunities available for employees to shape their work experience. Top-performing companies create a sustainable EVP and total rewards strategy based on the needs, demographics, and preferences of their workforce. Employee value Proposition refers to the rewards and benefits that an employee receives in return for the performance that he gives at the workplace in the organization. Manpower Planning: Manpower planning is defined as putting the right number of people, the right kind of people at the right place, the right time, doing the right things for which they are suited for the achievement of organizational goals. EVP is at the core of all other organizational processes. The characteristics of the EVP need to be reflected in the corporate and employer brands. This paper takes the Review of Concept of Employee Value Proposition and its relationship with Human Resource Management

In-work poverty: reversing a trend through business commitment

PurposeThis study aims to explore whether employer action may contribute towards reducing in-work poverty. Essentially, the study examines the extent to which small firm owners accept as being among their core responsibilities the support of the working poor both from an ethical and financial perspective. It further explores the impact of employee-friendly policies to support the working poor on the organizational performance of small enterprises.Design/methodology/approachA qualitative approach was adopted consisting of 60 responses from 30 small firm owners and 30 employees. More specifically, the study draws on the empirical data collected through face-to-face semi-structured interviews with the firm owners of 30 low-paying enterprises operating in Greece and 30 employees working in those firms.FindingsThe findings reveal that employer measures to reduce in-work poverty such as systematic training, travel allowance, provision of free meals and retail vouchers, bonus schemes and other indirect financial rewards do enhance overall employee well-being, which, in turn, makes employees more engaged with their work and motivate them to “go the extra mile” for their employer. As a result, organizations appear to enjoy several benefits including less absenteeism and staff turnover, reduced errors in production and increased productivity.Practical implicationsThe present analysis argues that a narrow focus by policymakers on both direct and indirect governmental measures (e.g. an increase of the minimum wage, childcare and housing support) to reduce in work-poverty could be problematic as there are employer instruments that could also have a direct and indirect impact on employee income that could be useful when thinking about how in-work poverty can best be addressed. The empirical work showed that the above-mentioned measures have the potential to bring various organizational benefits including increased staff loyalty, less absenteeism, improved customer service and increased productivity. Such findings indicate that there is a strong business case for employers to combat in-work poverty and provide “better” jobs to individuals.Originality/valueThe emphasis of research around in-work poverty has been placed predominantly on welfare state measures to support the working poor, whereas the contribution of employers has been ignored. The present study fills this knowledge gap by leading to a better understanding of whether there is a business case for employers to fight in-work poverty.

From the history of the creation of the Department of Psychiatry of the Dagestan Medical Institute (1936–1941)

The work is devoted to the history of the establishment of the Department of Psychiatry of the Dagestan Medical Institute. In the article, based on the first time archival materials introduced into the scientific circulation from the funds of the Central State Archive of the Republic of Dagestan and the archive of the Dagestan State Medical University, the organization of the psychiatric department and the clinic is highlighted. The contribution of the first employees was noted, the difficulties encountered in the first years of the department’s existence were highlighted. Also reviewed is the scientific work of the Department of Psychiatry of the Dagestan Medical University in the late 1930s.

Consumption and production-based CO2 pricing policies: macroeconomic trade-offs and carbon leakage

This paper applies a DYNK (Dynamic New Keynesian) model to compare the traditional environmental tax reform for greenhouse gas (GHG) emissions with a taxation scheme that taxes GHG emissions embodied in consumption within the framework of a unilateral policy of the EU-27. The embodied emissions of different commodities are taxed independently of their origin. The GHG tax rates applied are identical and new revenues are in both cases recycled via lower social security contributions of employers. The results show the macroeconomic results, driven by the different impact of the taxation schemes on price competitiveness of EU-27 firms. These differences drive the leakage and show negative leakage in the case of taxing embodied GHG emissions. Both taxation schemes are also regressive for household incomes emphasizing the importance of the choice of revenue recycling. In terms of emission reduction, we find the taxation of emissions embodied in consumption less effective.

Study on the Factors that Determine the Success of ERP Implementation

Abstract The world boundaries are broken with the advancement of technology and the emergence of digitized industries where economies are connected via the cloud. As a result, effective management of information internally and externally is needed to cope with the quick changes in markets. For a long time, Enterprise Resource Planning (ERP) systems have been used to streamline company processes data, and hierarchy. ERP’s are capable of managing big data, integrating business processes and providing effective communication channels within the entire organization. ERP’s provide many benefits to businesses if implemented right. However, an alarming 70% of ERP implementations fail. The failure can very well bankrupt the organization and at the same time affect the vendors very negatively. The aim of this paper is to discuss the critical success factors in ERP implementations from the employees, management, consultants and vendors perspectives. Prior research has identified critical success factors for ERP implementations but none classified them according to the above perspectives (employees, management, consultants and vendors). Surveys were conducted with 60 ERP project participants including senior managers, employees and vendors. A regression analysis was made to investigate the relation between the success of ERP implementations (dependent variable) and the contributions of employees, management, consultants and vendors (independent variables). The study shows that there exists a positive relation between successful ERP implementation and the following: management support, employees’ motivation, training, management, vision, and professional consultants. Add to that, the study aids managers and ERP participants to identify the major success factors that must be implemented for the objective of having successful ERP deployment.