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Considers ways in which community colleges can help employers implement programs to improve the work environment and retain trained workers. Presents a model for employee retention that has worked effectively in Pueblo, Colorado. Describes Pueblo Community College's cooperative program with the Wats Marketing Group to help reduce employee turnover. (DMM)

The task of the personnel manager is to create an environment that produces commitment and motivation in employees. Motivation is greatest when the employee knows that efficient and productive behavior will lead to satisfaction. (JN)

Discusses six initiatives that organizations can support to ensure peak performance: individual knowledge portfolios; mentoring and apprenticeship relationships; electronic conferencing systems; organizational knowledge repository; community of practice; reward and recognition. Defines each initiative and describes how to make each one work in an organization. (AEF)

Presented are 16 practical rules based upon the experiences of successful managers that can help executives get more things accomplished by their subordinates. The rules include: delegate responsibility, acknowledge good work, schedule work breaks, encourage suggestions, and handle grievances promptly. (JMD)

This study aims to evaluate PT Bumi Guna Fokusindo's efforts in improving employee performance through human resource (HR) planning, the work environment, and the mediating role of motivation. The issues raised focus on the effectiveness of HR planning and work environment conditions in influencing performance, and to what extent motivation acts as a mediator in the relationship between these variables. The study analyzes the impact of HR planning and the work environment on employee performance; the role of motivation in mediating the influence of HR planning and the work environment on performance; and the direct effect of motivation on employee performance. Primary data was collected through questionnaires and analyzed using the Partial Least Squares (PLS) technique with SmartPLS 4.0. The results show that HR planning has a positive and significant effect on employee performance, emphasizing the importance of effective HR planning. However, the work environment does not have a significant effect on employee performance, although it shows a positive direction. Motivation also does not show a significant influence. HR planning does not significantly affect employee motivation. On the other hand, the work environment has been proven to significantly increase motivation. However, when employee performance is mediated by motivation between HR planning and the work environment, its effect remains insignificant. [ABSTRACT FROM AUTHOR]

The purpose of this literature research is to build a hypothesis regarding the influence between variables that can later be used for further research in the scope of human resource management. The literature review research article Organizational Development: Analysis of Return on Investment, Training Need Analysis, Job Enrichment, and Competence is a scientific literature article in the scope of human resource management science. The approach used in this literature review research is descriptive qualitative. The data collection technique is using literature studies or reviewing relevant previous articles. The data used in this descriptive qualitative approach comes from previous research that is relevant to this research and is sourced from academic online media such as the Thomson Reuters Journal, Springer, Taylor & Francis, Scopus Emerald, Sage, WoS, Sinta Journal, DOAJ, EBSCO, Google Scholar and digital reference books. In previous studies, 1 relevant previous article was used to review each independent variable. The results of this literature review article are: 1) Return on investment has an effect on Organizational Development; 2) Training Need Analysis has an effect on Organizational Development; 3) Job Enrichment has an effect on Organizational Development; and 4) Competence has an effect on Organizational Development. [ABSTRACT FROM AUTHOR]

Although employee engagement has become a vital issue in business, research on how different bundles of Human Resource (HR) practices affect employee engagement remains insufficient. This study addresses two primary aims: firstly, to investigate the direct and indirect effects of general HR practices and organizational support on employee engagement in the Vietnamese retail sector; secondly, to assess the mediating role of job enrichment in these relationships. Using Partial Least Square-Structural Equation Modeling (PLS-SEM) analysis on a sample of 796 retail employees in Vietnam, this study contributed to such a gap by investigating the mechanisms connecting different HR practices with job enrichment and engagement. Firstly, our findings confirm the direct positive impacts of organizational support and job enrichment on engagement and of organizational support and general HR practices on job enrichment itself. Secondly, although general HR practices are not found to influence employee engagement directly, their indirect influence is still significant via the full mediation of job enrichment. This research makes a substantial contribution to the current body of knowledge by enhancing our comprehension of the mechanisms that link HR practices and employee engagement. The study provides practical insights for Vietnamese retail organizations, emphasizing the importance of job enrichment, well-designed HR practices, and strong organizational support in promoting long-term employee engagement. This ultimately leads to the development of a more dedicated and committed workforce in Vietnam’s dynamic retail industry. [ABSTRACT FROM AUTHOR]

Employment underpins the successful resettlement and integration of refugees, and human resource (HR) professionals are integral to successful employee–employer relationships. Until recently, research has largely overlooked the role of HR professionals in the recruitment and integration of employees at work. Reviewing the literature on refugee employment through an HR lens, this review offers insights and practical solutions that contribute to the effective recruitment and workplace integration of refugees. We identify strategies such as onboarding programs, job enrichment and internships that offer realistic job previews, and the opportunity for people from a refugee background to validate and demonstrate their credentials. In addition, we describe the benefits of organisations' engagement in external relationship management to champion changes in industrial relations and foster cross‐sector partnerships that aid refugee employment. In the discussion, we describe the practical implications of our review, and highlight directions for future research that addresses different stakeholder needs and priorities. [ABSTRACT FROM AUTHOR]

In order to explore the specific path of the influence of job autonomy on the satisfaction of knowledge employees, the current study deduced and established a Chain Mediation Model, which was based on the Resource-Gain-Development Model and the Conservation of Resources Theory. Primary data were gathered through questionnaire surveys at several cities in China by using a professional platform named "Wenjuanxing." The target populations were employees with a bachelor's degree or above, who were engaged in higher knowledge content and have mastered certain professional knowledge and skills, including technical R & D personnel, management personnel, professionals (such as accountants, lawyers, and medics) and other personnel generally recognized by the academic community. In order to improve the reliability of the sample and reduce the error caused by regional differences, the questionnaires were disseminated to involve as many cities in China as possible, such as Tianjin, Beijing, Chengdu, Wuhan, and Guangzhou. SPSS24.0 and Aoms24.0 were used as multivariate data analysis tools for statistical analysis. The results showed that job autonomy can significantly improve the satisfaction of knowledge employees; however, it cannot affect the satisfaction of knowledge employees through self-efficacy. The findings of the study also revealed that job autonomy has a positive impact on both resource source domain satisfaction and resource acceptance domain satisfaction through work-family enrichment, especially the positive emotions in the resource source domain. Job autonomy improves the self-efficacy of knowledge employees, which, in turn, improves their overall satisfaction through the work-family enrichment path. [ABSTRACT FROM AUTHOR]

• Perceived organizational support promotes a positive organizational safety climate. • The reciprocal relationship could not be found over the time of one year. • Stabilities were higher for perceived organizational support than for safety climate. Introduction: The objective of this study was to determine the reciprocal relationship between safety professionals perceived organizational support (POS) and perceived safety climate. Safety professionals are most effective when they perceive support from management and employees and they also attribute most of their success to support from the organization. Their work directly improves safety climate, and organizations with a high safety climate show a higher value for the safety professional. The causal direction of this relationship is, however, unclear. Method : Using a sample of 162 safety professionals, we conducted a cross-lagged panel study over one year to examine whether safety professionals' POS improves their perceived safety climate and/or whether safety climate also increases POS over time. Data were collected at two points and, after testing for measurement invariance, a cross-lagged SEM was conducted to analyze the reciprocal relationship. Results : Our findings show that safety professionals' POS was positively related to perceived safety climate over time. Perceived safety climate, however, did not contribute to safety professionals' POS. Conclusions : This study significantly adds to the discussion about the factors influencing safety professionals' successful inclusion in organizations, enabling them to perform their work and, thus, improve occupational safety. Practical Applications : Since safety climate increases in organizations in which safety professionals feel supported, this study points out the kind of support that contributes to improved organizational safety. Support for safety professionals may come in classical forms such as approval, pay, job enrichment, and information on or influence over organizational policies. [ABSTRACT FROM AUTHOR]

Purpose: In the field of innovation, there is growing interest in exploring the factors that determine the extent to which firms can learn from external sources. However, most previous studies neglect the role of human factors. Little is known about which employee behaviors are desirable for boundary-spanning learning activities and which human resource management (HRM) practices are appropriate to respond to external knowledge transfer across boundaries. To fill this gap, the authors investigate the role of empowerment-focused HRM in interfirm learning and explore the integration of external inputs from the perspective of employees. Design/methodology/approach: Based on empirical survey data collected from different countries, the authors test the proposed model with structural equation modeling. Findings: The authors' findings indicate that empowerment-focused HRM practices, including job enrichment, job autonomy, teamwork and cross-functional communication, are positively associated with relationship learning. Originality/value: In this study, the authors present a theoretical explanation for how empowerment-focused HRM may influence firm's innovation through relationship learning process and provide empirical evidence regarding the specific HRM practices that can have different effects on the different phases of relationship learning. [ABSTRACT FROM AUTHOR]

We propose that "growth need strength" is an important individual factor for employees' creative performance. Using an interactionist perspective, we examine the relationship between growth need strength and a supportive work context on self-reported creativity across a wide range of jobs that vary in complexity. Controlling for the effects of individual factors that have been previously linked to creativity (i.e., creative personality, intrinsic motivation, and cognitive style), we find that growth need strength has both a positive main effect on creativity and an interactive effect with context. Furthermore, job complexity moderates this association. Implications for managers are discussed. [ABSTRACT FROM AUTHOR]

This article illustrates how work contexts motivate employees to care about making a positive difference in other people's lives. I introduce a model of relational job design to describe how jobs spark the motivation to make a prosocial difference, and how this motivation affects employees' actions and identities. Whereas existing research focuses on individual differences and the task structures of jobs, I illuminate how the relational architecture of jobs shapes the motivation to make a prosocial difference. [ABSTRACT FROM AUTHOR]

This paper tests three possible explanations for why firms adopt job rotation: employee learning (rotation makes employees more versatile), employer learning (through rotation, employers learn more about individual workers' strengths), and employee motivation (rotation mitigates boredom). Whereas previous studies have examined either establishment characteristics or a single firm's personnel records, this study merges information from a detailed survey of Danish private sector firms with linked employer-employee panel data, allowing firm characteristics, work force characteristics, and firms' human resource management practices to be included as explanatory variables. The results reject the employee motivation hypothesis, but support the employee learning and, especially, the employer learning hypotheses. Firms allocating more resources to training were more likely to rotate workers; rotation schemes were more common in less hierarchical firms and in firms with shorter average employee tenure; and both firm growth rates and firms' use of nation-wider recruitment were positively associated with rotation schemes. [ABSTRACT FROM AUTHOR]

One of the most profound organizational changes currently under way is the application of project-based structures within and between firms. This change is happening in both growth and mature industries. Several management scholars have taken interest in the reasons why firms adopt project-based ways of working. However, the effect of project-based organizing on the firm's HRM is a recurrent problem and a challenge to many companies. We develop a framework for the analysis of HRM in project-intensive firms. Based on a study of four companies and the transformation of their organizational structures and processes, we identify four managerial issues and a number of questions that must be addressed to improve HRM in project-intensive firms. [ABSTRACT FROM PUBLISHER]

The article presents the results of a study on the role of contextual factors on the level of success of reduced-load work in a sample of high level professionals and managers. Results reported in this article come from a qualitative study of eighty-two cases of reduced-load work arrangements among corporate professionals and managers in forty-two organizations in Canada and the U.S. In all of the cases, the target individuals studied had worked on a reduced-load basis for a minimum of six months. Most of the cases involved one-on-one negotiation between the individual employee and the senior manager involved, and the timing was most often associated with the birth of a first or subsequent child. Multiple-data sources and collection methods were used. Researchers face-to-face interviews with each reduced-load target manager or professional, as well as his or her spouse or partner, senior manager, a peer co-worker, and a human resources representative. Interviews were semi-structured and included the following topics: the structure of and reasons for the reduced-load work arrangement; how the job was restructured to accommodate the reduced-load schedule; perceptions of the challenges and difficulties involved in restructuring the job; costs and benefits of reduced-load work arrangements from multiple perspectives; and factors important in making the reduced-load work arrangements successful or unsuccessful.

Managers from 24 geopolitical entities provided data on work locus of control, job satisfaction, psychological strain, physical strain, and individualism/collectivism. The hypothesis that the salutary effects of perceived control on well-being are universal was supported because relations of work locus of control with well-being at work were similar in almost all the sampled areas. Furthermore, the individualism/collectivism level of each sample did not moderate the magnitude of correlations of work locus of control with measures of well-being. Findings indicate that control beliefs contribute to well-being universally, but we suggest that how control is manifested can still differ. [ABSTRACT FROM PUBLISHER]

Emphasizing that both general job availability and individual attributes determine actual ease of movement in the job market, the author proposes a voluntary turnover model that combines aspects of signaling and human capital perspectives with approaches emphasizing job satisfaction and general job availability. Longitudinal data on 5,506 individuals were analyzed via survival analysis with time-dependent covariates and repeated turnover events. Most notably, the effects of job satisfaction and unemployment rate on voluntary turnover were moderated by education, cognitive ability, and occupation-specific training. [ABSTRACT FROM AUTHOR]

Using National Longitudinal Survey of Youth data, the authors analyze the determinants and consequences of a promotion among young workers. Most events that workers called 'promotions' involved no change in position or duties, but were simply an upgrade of the current position. Typically, only one person was considered for the promotion. Men were more likely to be promoted than women, and whites more likely than blacks or Hispanics. The acquisition of company training and the receipt of a prior promotion were two of the most important predictors of promotion. Consequences of promotion included increased wages, training receipt, supervisory responsibilities, and increased job satisfaction. There is little evidence that promotion had a direct impact on job attachment. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to increase understanding of the influence mechanisms of specific HR practices variables – salary, job stability and job enrichment – upon employee commitment, through the mediating role of job satisfaction, in a developing country context. Crucially, these indicate employee commitment.Design/methodology/approach The study analyzed three specific HR practices with a sample of 263 employees in the banking industry of Pakistan. A structural equation modeling methodology is adopted.Findings The findings indicate that remuneration strategies were positively related to job satisfaction and employee commitment. Regarding the intervening impact of job satisfaction, this study found that it mediates only for non-monetary strategies between job satisfaction and employee commitment.Research limitations/implications A key limitation is that this is a cross-sectional study, perhaps not generalizable over longitudinal approaches. Another limit is posed by the developing country context of this study, perhaps not applicable to some developed countries.Practical implications From an HR perspective, managing salary structure is an ongoing issue. The proposed model suggests the use of specific practices about satisfaction and commitment as intermediate steps to manage employee commitment.Originality/value The research offers a unique understanding from the developing country context of Pakistan. This provides a novel study conducted to examine employee commitment using the high-performance work practices model. [ABSTRACT FROM AUTHOR]

The article presents a study on the effectiveness of role clarity in the performance of sales personnel. Role clarity is defined as the knowledge of the necessary tools and information needed to perform a specific duty. The authors hypothesize that a salesperson with adequate role clarity performs better on the job. The study focused on five different job-related criteria including job interest, job innovation, job satisfaction, job tension, and propensity to leave the organization. Some of the variables in the study are outlined, and the manager's duties relating to role clarity are defined. A conclusion is made based on the results.

In today's business environment, human resource development (HRD) and organization development (OD) practitioners need to be experts at helping executives and managers deal with organizational change. This article presents survey research findings, based on responses from 357 HRD/OD practitioners, related to this critical area of expertise. The authors first describe the results of their research, and then conclude with implications of these results for HR and related professionals. Overall, HRD/OD practitioners were found to be quite knowledgeable about managing organizational change, and were more likely to describe their work style as transformational rather than transactional. [ABSTRACT FROM AUTHOR]

This article cites a study which investigates the profit-oriented objectives various behind job enrichment projects of different organizations. The data for this study used was collected during an extensive investigation of 58 job enrichment projects in as many organizations. Individuals in 189 companies and six agencies of the Federal Government which were believed to have enrichment projects were contacted and asked to cooperate in a study designed to investigate the economic benefits of Job Enrichment. Ninety percent of those contacted responded. Three different strategies emerged from a study of these objectives. The first strategy is characterized by organizations striving primarily for economic returns. Within these organizations projects were implemented principally for the financial benefits which might occur. A second strategy was illustrated by firms interested strictly in non-economic motives. This is best described as an attempt to improve employee well-being with a complete lack of concern regarding the occurrence of economic returns. The data revealed that most organizations choose a performance related strategy, that is the third strategy, which falls somewhere between the two. This can, suggestively, be described best as a desire to improve profitability while at the same time creating what are believed to be better jobs for the employees involved.

Job evaluation and job enrichment are two concepts in conflict and when juxtaposed they collide. In this article, the author analyzes the collision course and suggests the kinds of new thinking needed to harmonize the two. For many years, industrial compensation specialists advocated the painstaking work of job analysis. It was needed during an industrial era when chaos prevailed in respect to defining work. Leaders in the rationalization of work, the pioneer industrial engineers, desired to impose order on this chaos. For them, getting the job facts was essential to controlling work assignments, supervising the behavior and performance of employees, and establishing criteria for the recruitment, selection, training, development, and pay of all employees. The development of job analysis was characterized by the specific delineation of work according to its elements and tasks, including the detailing of the employee's qualifications, skills, and contributions. The point of view, which was adopted, meant that jobs and human behavior in the conduct of work were minutely subdivided in a meticulous process of analysis, after which the constituent parts were reviewed to determine the complexity of one job in relation to all others.

The article focuses on the task of personnel administration. The article notes that personnel administration does not contribute all it might to cutting better patterns of human behavior on the job. A specific shortcoming lies in the neglected use of motivation as a basis for selection. The authors consider why this possibility remains largely unexploited, discuss the research finding that indicate its promise, and suggest a procedure to select for motives. The key to the use of motivation in selection lies in recognizing what patterns of behavior are instrumental to successful performance of the job and in finding persons predisposed by their needs or motives to behave that way. Since motives mingle with several factors in affecting performance, selecting for motives alone makes about as much sense as selecting for abilities alone. Any selection practices that seek to identify and match motivational predispositions and task requirements had better be accompanied by well designed ability-sensitive selection practices and management practices that nurture desired motivation and behavior.

The effectiveness of assessment centers for many types of selections is well documented. In addition, in at least one such use, it is shown that the method does not discriminate against minorities. Longitudinal studies clearly show that the assessment process can be a definite improvement over other means of identifying supervisory potential at the lower levels. The extension of the assessment center process to the selection of upward mobility candidates was apparently well-founded. It appears that supervisory ratings should be given very little weight in such selection processes other than perhaps to measure dependability or loyalty factors. Furthermore, it may well be worthwhile to conduct a controlled study of the conventional systems of performance evaluation in which supervisors individually fill out forms to assess job performance without training in objective observation and standardized rating. Accurate performance evaluation is crucial to employee motivation and fair promotion systems. The intuitive assumption that a supervisor is in a position to evaluate employee performance with at least some accuracy may be quite wrong. Instead, completion of performance ratings through some system such as a trained panel of supervisors might be much more fair and accurate.

In an experimental study of job satisfaction, seventy-four women, divided equally between those with rural backgrounds and those from urban areas, were hired to perform a repetitive clerical task for three hours. Tests showed no significant differences between the groups in clerical ability or task performance, but rural subjects were found to be more satisfied than urban subjects with their pay and with the routine task itself. [ABSTRACT FROM AUTHOR]

Recent debates between the job enrichment and social-information-processing perspectives have led to a trend toward greater situationalism in organizational research. This paper, however, argues for a more dispositional approach in which the role of the person is emphasized. Using a longitudinal sample, measures of affective disposition from as early as adolescence were used to predict job attitudes in later life. Results showed that dispositional measures significantly predicted job attitudes over a time span of nearly fifty years. The implications of these findings are discussed in terms of both theories of job attitudes and organizational development activities that attempt to alter employee job satisfaction. [ABSTRACT FROM AUTHOR]

This study questions traditional assumptions linking organizational career assistance programs with increased employee satisfaction with and commitment to organizations. A model of individual career thinking is proposed in which a match between individual and organizational career plans is the primary determinant of satisfaction and remaining with an organization. Evidence from 266 individuals supports the influence of such matching and suggests revisions of the model. [ABSTRACT FROM AUTHOR]

The article focuses on the reaction of union leaders toward job enrichment and motivation programs. The study presented attempts to examine the attitudes of union members to the use of job enrichment as a possible collective bargaining issue. According to the author, this study differs from earlier works in a number of ways, including its request that union members allocate the percentages of time that representatives will spend for traditional negotiation issues as well as issues surrounding job enrichment.

The purpose of this research program was to develop a comprehensive and reliable measure of employee perceptions of the work environment (PWE). The PWE measure is designed to aid researchers and practitioners in assessing the current state of a given work environment and in evaluating the effect of programs aimed at modifying organized work environments. The PWE scales provide measures of 11 empirically-derived dimensions of perceived work environment. Reliability, validity, and stability data based on five data collections involving 1,200 employees in four organizations indicate that the PWE measure has quite satisfactory psychometric characteristics. [ABSTRACT FROM AUTHOR]

Findings from studies that have investigated the relationship between task- relevant ability and turnover have been inconsistent. A process model is presented that suggests that ability may be related to turnover through the individual's perception of both the ease and desirability of movement. The potential effect of ability on the turnover process and its practical and theoretical implications are discussed. [ABSTRACT FROM AUTHOR]

By monitoring changes in organizations, adaptive experiments can be performed, and can contribute to understanding organizational behavior (OB). They require a particular measurement approach which contains longitudinal data, a comparison group or groups, a broad range of measures, an independent researcher, and measures of the change itself. [ABSTRACT FROM AUTHOR]

Differences in motivational properties between job enlargement and job enrichment are investigated. Differences in employees' motivation and ability should be reflected in determining an appropriate type of job design. Expectancy/instrumentality theory of motivation provides a basis for explaining employees' responses to various job designs. [ABSTRACT FROM AUTHOR]