Duration Of Employees Research Articles

Особенности организационной субкультуры представителей экстремальных профессий

<p style="text-align: justify;">The article is devoted to a review of foreign publications in the field of phenomenology of organizational subculture of employees of high-risk professions. The problems of scientific research in this area are represented in foreign psychology by such vectors as: the study of various problems of the relationship between extreme activity and organizational subculture, assessment of the impact of extremity on the subculture, personal characteristics and behavior of employees. The publications assess the impact of extreme professional activity on the organizational subculture and its main elements, unambiguously linking the conditions of extreme work and the corresponding consequences both at the level of personal or behavioral changes and at the level of subculture. It is shown that the duration of employees' stay in extreme conditions of activity is of no fundamental importance for the organizational subculture in comparison with the severity of the corresponding stress factors, as well as with the nature and characteristics of work. Extremity potentiates the emergence of both positive aspects of the subculture (professional identity, corporate solidarity, etc.) and negative ones (personal distancing, consolidation of the service team on a negative basis, etc.). Foreign approaches to the study of organizational subculture in the field of extreme professions differ significantly from the national ones, based on traditional value-semantic relations both in interpersonal communication and in intra-organizational interaction. The material allows to improve psychopractics in an extreme field of activity.</p>

Bolstering the Moderating Effect of Supervisory Innovative Support on Organisational Learning and Employees’ Engagement

Organisational learning, as the process of continuous information acquisition, dissemination and exploitation, often leads to an organisation’s competitiveness. Hence, this study examined the relationship between organisational learning and employee engagement. The study also investigated the extent to which supervisory innovative support moderates organisational learning and the effectiveness of employee engagement. Five hundred forty-one (541) participants were surveyed using stratified and purposive sampling methods to make up the sample size. To be more precise, Smart Partial Least Square (PLS 3.0) was used to analyse the relationship between the study’s variables. The hypothesis test found that supervisory innovative support moderated the relationship between organisational learning and employee engagement to a significant extent (R2 = 0.810 Adjusted R2 = 0.806 p-value 0.05). As a result, the study recommends that pharmaceutical companies clarify their policies and culture to employees so that supervisory support can lead to higher employee engagement through organisational learning. Pharmaceutical firms should also provide financial incentives based on employee duration or distinctive contributions to company goals.

Ethics of care and selective organisational caregiving by private employers for employees with chronic illness in a middle-income country.

For people with chronic illnesses in low-and-middle-income countries, access to enabling resources that contribute to health, economic and social resilience such as continued employment, often fall outside the health sector's remit or delivery of national structural protection. In the absence of sufficient laws and policies that mitigate discrimination and enhance reasonable work modifications, private employers have a high degree of agency and discretion in how they hire, manage, or terminate employees with chronic illnesses (ECI). There is a scarcity of research on how employers make decisions under these conditions. Using a constructivist grounded theory approach, we interviewed and analysed data from 30 human resource (HR) professionals and decision-makers within private organisations in Klang Valley, Malaysia (June 2015-September 2016). In this paper, we use 'ethics of care' as an analytic, and moral lens to present HR's decision-making rationales in caring for and managing ECI. Respondents described the positive influence of international practices, including through parent company policies, as a reference for best practice. While overt bias and discriminatory perceptions were predictably described, participants also discussed care as relational organisational culture, and strategy, albeit selectively. Apart from illness factors such as duration and severity, descriptions of 'selective caregiving' included considerations of an employee's duration in organisations, the perceived value of the employee to employers, organisation size, ethos, resources and capabilities, and how organisations managed the uncertainty of illness futures as a potential risk to organisation outcomes. Selective caregiving can contribute to social, economic and health inequalities in populations with chronic illness. Nevertheless, global health actors can use the problems identified by participants, as entry points to engage more closely with employers and the broader private and commercial sectors in LMICs, to facilitate more inclusive care, and care-based intersectoral work to address the social and economic determinants of health.

INTEGRATING SUSTAINABILITY AND SKILLIN THE ‘VUCA’ WORLD WITH MILLENNIALS: A MACRO-VIEW

Gone are the days when organizational stability was proportional to the duration of employees’ stay. Instead, it is the ‘skill’ basket that has redefined the stability perspective. It also becomes important to discuss the HR issues because of the VUCA (Volatile, Uncertain, Complex, Ambiguous) scenario that has encapsulated every organisation and its workforce in the regime of technological upswing. Job rotation once happed to define the sustainability. Today, in the scenario where lay-offs are common, would multi-skilling help overcome the same? We need to understand skills in a totally newer perspective in the age of ‘Millennials’. The paper looks at this issue and suggests how skill and sustainability can be intertwined to result in a win-win situation.

Meaning and Power in Organizational Symbols: Employees’ Reactions to their Organizations’ Logos

Organizational symbols, specifically logos, have been previously examined for their potential influence on external audiences, especially customers. The present study, however, examined responses of internal audiences, members of the organization, to the organizational logo. A pilot qualitative study done in India was conducted in which six themes regarding the relationship of employees with their organizations’ logos were developed inductively. Based on the results of the pilot study and drawing on mere exposure, response-competition, and social categorization theories, the main study, a quantitative study in U.S., was conducted. The frequency and duration of employees’ exposure to their organization’s logo predicted their affective organizational commitment and organizational self-concept, especially when in an out-group context, thus contributing to employee positive attitudes and collective identity. In addition, exposure to the logo was more strongly related to employees’ reactions to the organizatio...

A renewal model with duration in a grade for manpower planning

The duration of employees in a grade in a manpower system can influence the grade in which the employees are promoted to. Thus, an employee can have a double jump in promotion due to his/her length of stay in the grade before promotion. Existing Renewal models for manpower planning have not incorporated the duration of stay in a grade before promotion in the framework of the Renewal model. Delay in promotion could be due to economic recession during that period or lack of vacancy in the higher grade. However, this can increase the level of attrition in the organization. Thus, in this paper, the duration of employees in a grade before promotion is incorporated into the framework of the Renewal model. Specifically, we examined the case in which the employee has spent at least the minimum period in the grade. Such incorporation would go a long way to assessing the impact of duration of stay in a grade before promotion on the transition of the employees and gives room for precise prediction of the transitions in the system. We showed that the variance of the grade size at any time t in such a system is twice the variance of the recruitment in that grade at that time.

Job tenure as a moderator of stressor–strain relations: A comparison of experienced and new-start teachers

Few studies have investigated the extent to which the effects of work stressors on strain change over the duration of employees’ job incumbencies. Drawing on Karasek's (1979) job demands-control-support model, the current study examined the moderating influence of job tenure (experienced versus novice worker status) on stressor-strain relations. Using a sample of 422 experienced and 248 beginning schoolteachers in Australia, job factors and job strain were assessed on two occasions, 8 months apart. Analyses revealed that the three job factors were each correlated with strain as predicted, although the (elusive) demands×control interaction effect was evidenced amongst “new-start” teachers only. The findings provide mixed support for Karasek's model, and draw attention to the need to consider the role of job tenure and career stage in studies of work stress, as work stressor-strain effects may be routinely underestimated in research that ignores these factors.

Retaining a Mexican Labor Force

This paper sets forth the findings of a research study undertaken in Chihuahua, Mexico. The length of stay of 1 866 employees in six maquiladora plants is analyzed across a maximum of 24 months. By drawing on discrete time hazard modeling, the research analyzes the extent to which work and nonwork factors contributed to employee length of stay in the late 1980s. It examines, in particular, the influence of position, cohort grouping, plant type, and demographic characteristics on employee duration in the participating plants.