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Difficulties Faced by Temporary Employees, 2000.
An overview of the difficulties faced by temporary workers, even in the face of government attempts to provide fair employment for the disadvantaged.
1,438 words (approx. 5.8 pages), 4 sources, $ 47.95
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From the Paper
"Government has always tried to be a ?model employer?: with job standards, protection against discrimination, proactive hiring for diversity and benefit to the citizens who tend to need the opportunity, and other considerations which might be better termed idealistic rather than from concern for productivity and efficiency. While government can never be judged in terms of profit, the basic function of jobs within organizations and agencies can be judged in terms of overall mission achievement and the peripheral benefits provided to the public and the employees involved. "
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Regular Employees vs. Temporary Employees, 2002.
An analysis and examination of the multitude of issues concerning the hiring of regular employees rather than temporary employees.
660 words (approx. 2.6 pages), 3 sources, MLA, $ 23.95
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Abstract
This paper analyzes the issues surrounding an employer's decision to hire regular rather than temporary employees. It discusses policy issues involving regular employees and temporary employees such as benefits, compensation, discharge, discipline, and overtime pay. The paper concludes with suggestions for eliminating or reducing the stark contrasts between regular employees and temporary employees.
From the Paper
"Overtime pay is another area where there is a divergence between regular employees and temporary employees. As mentioned above, regular employees are generally salaried, i.e., they work a set number of hours and receive a fixed income each month. Temporary employees are generally paid hourly and their hours of employment may vary, resulting in a variable income each month. In terms of overtime pay, regular employees who are salaried do not receive overtime pay regardless of how many hours per week they work. Regular employees who are not salaried, like temporary employees, receive overtime pay (time and one-half) for each hour over 8 hours per day and for each hour over 40 hours per week."
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The Temporary Office Employee Industry, 2005.
An in-depth analysis of the temporary office employee industry as it pertains to recruiting and retention of those employees.
2,896 words (approx. 11.6 pages), 6 sources, MLA, $ 85.95
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Abstract
This paper presents a proposal for the recruiting and retention of temporary office workers. The writer is employed as a full time on site recruiter of temporary office workers at one of Wall Street's top financial firms. It looks at how the majority of the temporary help the writer recruits are administrative assistants and other entry level finance positions and how the positions can range from a couple of days to several months in time. It attempts to analyze the industry, the company history regarding temporary employees and future trends to propose methods for the purpose of recruiting and retention of those workers.
Abstract
Introduction
Statement of the Problem
Company Specific Problems
Examination of Other Companies
Solutions for Here
From the Paper
"Temporary employees provide valuable assets to this company by providing consistent short term capable help in all departments as needed. Temporary office workers make up the bulk of the temporary staff here, therefore this proposal will concentrate on the recruiting and retention of them and other entry level financial positions. "
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Temporary Workers, 2002.
A study of the use of temporary employees in Europe and England.
860 words (approx. 3.4 pages), 2 sources, MLA, $ 30.95
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Abstract
This paper examines the European business practice of hiring temporary employees. It looks at the benefit for these businesses in that they can
finance new projects and create new business with this dynamic labor market. The paper describes how temporary employees allow business to circumvent many labor and union laws, and test the employee on the job.
From the Paper
"According to a 1999 report by the European Foundation for the Improvement of Working Conditions, over 7% of the workforce are either employed on a temporary basis or self-employed, up from 5% in 1992. 35% of all workplaces in the United Kingdom with 25 or more employees used temporary or fixed-term contracts of less than 12 months duration, up from 22% in a 1990 survey. A ccording to another survey that was conducted in the West Midlands region, 36% of workplaces in the region employed workers on a temporary basis, 23% on fixed-term contracts and 27% used temporary agency labour. (EFILWC, 2002) The survey goes on to cite an Inland Revenue Service report which concludes that the majority of temporary employees earn as much as part-time workers, and that this narrow gap is continuing to close. "
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Temporary Workers, 2004.
This paper is a case study about the problems that Arthur Reed had in filling his temporary summer work positions and about the solutions.
845 words (approx. 3.4 pages), 3 sources, APA, $ 30.95
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Abstract
The paper discusses that, while there is always a certain amount of turnover in a job that pays relatively poorly and involves a lot of hard physical labor, there are a number of steps that Reed could take to lessen his turnover rate. The author points out that a common flaw of managers is to believe that people should simply be happy to have a job of any sort and not to be too particular about its rewards. The paper suggests many benefits that would help retain the temporary workers, such as that base pay should be supplemented by an increase of $.25 per hour for every 40 hours the temporary employee works, which would give those temporary workers some incentive to stay.
From the Paper
"The company should provide the steel-toed boots that the workers are required to wear. There will of course be a cost to the company in doing this, but it will be relatively small (since there are only a few temporary workers at a time) and the company can spread the cost over time as more workers (with different-sized feet!) are hired. It is not reasonable to ask temporary workers to buy expensive shoes that they cannot wear in any other situation and since these are a requirement by the company, they should be provided by the company."
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Strategies to Retain Good Employees, 2006.
An essay discussing what employees can do to minimize employee turnover rates.
1,223 words (approx. 4.9 pages), 9 sources, MLA, $ 41.95
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Abstract
This paper examines and discusses several articles on strategies for retaining good employees. The paper concludes, after review the articles, that motivation more than money is the best strategy for retaining employees. The paper lists what factors in a job employees find most motivating and then suggests specific strategies for managers to implement that can help them hold on to their good employees.
From the Paper
"In the movie "Jerry Maguire" the line everybody soon yelled was "Show me the money!" But, the fact of the matter is that many employees, even those working at minimum wage, don't consider money the first and only means to be motivated. In a recent article dealing with problems of employee retention it was argued that merely paying them more may not be a solution. "By employing a full range of the following management levers, companies can solve their retention problems in a cost-effective way. 1. Opportunity for advancement. 2. Empowerment. 3. Challenging and interesting work. 4. Job security. 5. Respectful treatment and 6. Employer recognition." (Weiss, p. 1). Retaining good employees means motivating them."
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The Importance of Satisfied Employees, 2001.
An examination of the link between satisfied employees and employee motivation.
2,111 words (approx. 8.4 pages), 7 sources, MLA, $ 66.95
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Abstract
This paper looks at the correlation between job satisfaction and motivation. Job satisfaction may mean many different things to different workers, but is described as a self-defined positive attitude toward a person?s job. It discusses how an employee who has a high level of job satisfaction will receive benefits in the way of improved physical and/or emotional health.
From the Paper
"Just as a satisfied employee will add to the bottom line, a dissatisfied employee will take value from the company. A dissatisfied employee is more likely to call off work, causing costly time lost. They may suffer from medical conditions related to stress, which could affect overall medical costs and performance. They often do great harm to company morale and run the risk of destroying group cohesiveness. This kind of disgruntled employee may spread this attitude to other employees, which can severely affect the entire organization?s productivity. In many cases, an angry employee may even seek retaliation by destroying company property or stealing to get even. In rare cases, disgruntled employees have been known to resort to violence."
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Unprofessional Employees, 2008.
This paper explores the issue of unprofessional employees and its implications for managers.
1,672 words (approx. 6.7 pages), 5 sources, APA, $ 54.95
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Abstract
The paper describes the characteristics of unprofessional employees and looks at how an unprofessional employee manages to join the company. The paper discusses how an employee's unprofessionalism can result from the company itself or other employees. The paper looks at the role of the manager and maintains that he/she should help employees fix their problems instead of simply firing them. The paper notes the benefits for companies who regularly assess employees' performance and conduct a thorough screening process prior to hiring.
Outline:
Introduction
Identify the problem
Resolution
Summary and Conclusions
From the Paper
"Unprofessional employees are not necessarily the ones that have insufficient qualifications for the job. They also include employees that are impolite, rude, refuse to follow instructions, miss critical details, and lack follow-up. Some of them are slovenly or dress inappropriately. Their overall demeanor shows that they are uninterested in the work that they are doing and are not troubled about their performance. Unprofessional employees generally perform poorly and often ruin the company image. Their working behaviors can give the companies many serious consequences which affect profit margins, productivity, other employees and the future of the businesses."
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Temporary Labor Programs, 2002.
An analysis of how a temporary business employment service for youths aids the transition from school to the workplace.
1,205 words (approx. 4.8 pages), 7 sources, MLA, $ 41.95
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Abstract
This paper examines how temporary labor programs have long been utilized as mechanisms to assist businesses accomplish long term goals and help fill temporary labor needs resulting from absent employees or busy employment cycles. It looks at how many youths can benefit from youth employment programs, gaining valuable skills and practical experience that will teach them how to turn classroom skills into lifelong lessons. It proposes a project to teach youths of approximately high school ages 16-18 how to establish a stable career outlook by investing in a temporary employment program.
Outline
Statement of Purpose
Setting of the Problem
History and Background of the Problem
Scope of the Proposed Research Project
Literature Review
Research Method/Design
Data Collection Plan
Data Analysis Plan
From the Paper
"Temporary employment programs are put into place to help young people gain ?practical experience working for agencies.? As early as 1960 a temporary labor program was established on public lands to employ youths in maintenance and administrative positions in New York City. The assistance of youth labor not only helped youths find practical uses for classroom learned skills, it also facilitated the completion of many outstanding projects. The Mound City Group National Monument utilized temporary employment in 1967 to enhance the existing administrative and maintenance staffs (Hopewell, 2002). Use of temporary employment became much more widespread in the 1970?s, when Manpower, Inc. came about. The temporary agency augmented maintenance operations for organizations such as Mound City Group by as much as 2,871 man-hours (Hopewell, 2002)."
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Recruiting and Retaining Employees, 2002.
A paper which provides methods on recruiting top employees and retaining their services.
2,585 words (approx. 10.3 pages), 5 sources, MLA, $ 78.95
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Abstract
The paper discusses why employees should consider recruitment as a continuing process and that, even during economic doldrums, a peak performer can bring new accounts with them or they could have an idea that will spark new business. It shows that employers must also make sure that they know how to keep existing employees happy. Employees are the cornerstone to good business. This paper outlines methods for recruiting some of the best employees and methods for keeping good workers satisfied.
From the Paper
"Young and creative employees want to see a tangible return on their investment in a company. Employment opportunities are viewed as short-term. Good employees are often on the look-out for new opportunities. Employees may feel as if they have a greater stake in the company if their value is raised and would want to stay at a company that provides learning opportunities and training. They are more likely to stay with a company, sometimes even with less money, if a company takes the time to improve the employee's skills."
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Employees? Private Lives and Employers? Rights, 2004.
A discussion about whether employers should have the right to look into their employees? private lives.
2,014 words (approx. 8.1 pages), 4 sources, MLA, $ 63.95
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Abstract
This paper shows that, while employers have some very valid reasons for checking into the backgrounds and private lives of employees, there is a point where employers just get nosy. It is these kinds of inquisitions that most people object to. This paper hypothesizes that most employees or prospective employees will not object to having basic information about them checked out, but employers that actively spy on their employees during their off hours go too far.
From the Paper
"It was with this concern in mind that many employers began to take more of an interest in their employees? private lives. It was not so much an interest in them as people, but rather an interest in whether they were going to cause problems for the company at some later date because they had some habit or hang-up that many people would find morally objectionable. The interest in what employees did during their time away from the company became a subject of concern simply because employers became worried about getting into problems by being associated with a certain kind of person."
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Researching and Protecting Prospective Employees, 2006.
This paper explores an employee's right to privacy in the workplace and contains a detailed action plan for researching potential employees.
2,705 words (approx. 10.8 pages), 13 sources, APA, $ 81.95
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Abstract
This focus of this paper is to determine which employer actions are in violation of federal rules on access and use of personal data. This paper discusses which policies and procedures should be developed for protecting and maintaining the confidentiality of personal records and related employee information. This paper contains a detailed action plan for researching and gathering pertinent information on prospective employees while also protecting the potential employee's right to privacy. This writer of this paper also probes state and federal laws on employee privacy and the unlawful practices of file tampering and discrimination in the workplace.
Topics covered in this report include:
Introduction
Attitudes on Privacy
Research Instruments
Structured Interview
Unstructured Interviews
Action Plan
Conclusion
References
From the Paper
"The researcher's opinion is kept out of this kind of research because he won't be able to influence the participant, thus making the survey a good method of research. Finally, surveys are not invasive to the participants, as most surveys will arrive through the mail or even distributed for some to take home. In order to determine who needs to be trained, researchers could analyze the data from the survey of those who show that they access and use data intentionally. Also, it would be wise to provide training to those who unintentionally access data. A follow up questionnaire can also be used after any training sessions to see if employees are satisfied with the training they received."
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Empowerment of Employees, 2007.
This paper discusses the empowerment of employees and explores methods in which this may be carried out.
2,588 words (approx. 10.4 pages), 7 sources, MLA, $ 78.95
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Abstract
In this article, the writer notes that a critical aspect of business today is the need to empower employees, thereby creating a healthier business from within filled with capable and self-relying team members.
The writer points out that in order to stay competitive with today's changing business world, many companies have decided to transition from an authoritarianism structure to an empowerment structure. The writer then studies methods in which it is possible to empower employees and looks at why these methods are critical for company growth and employee development. The writer concludes that the traditional idea of centralized management is fading; thus, with innovation, a decentralized leadership scheme is more likely to be practiced in today's modern businesses.
Outline:
Introduction
Problem Statement
Methodology
What is Empowerment and Where Did this Theory Originate?
How Can Companies Empower Employees and What Methods are Currently Being Used?
What is the Manager's Role in the Structure of Empowerment and How Empowerment Contributes to the Success of a Business?
Concluding Thoughts and Recommendations:
From the Paper
"This changing trend is where the concept of empowerment emerged."
"Empowerment is defined by the delegation of autonomy to employees and allowing them to have the responsibility and authority of completing the task at hand. This theory does not indicate an employee's total control over production, but it does provide them with the autonomy to make certain needed decisions. They are able to offer individual ideas and work more collectively in the planning process. Empowerment has moved beyond the principle of delegation, instead it redistributes power and decision making. This theory moves past the controls that once existed and instead allows responsibility and accountability."
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Conflict with Employees, 2005.
Uses a personal case study to show how conflict between employees is hard to handle as a manager.
774 words (approx. 3.1 pages), 3 sources, APA, $ 27.95
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Abstract
This paper examines how an incident involving conflicting employees was dealt with by a manager. The paper shows that two things must be kept in mind when dealing with employees who are not getting along. The first point is to recognize the symptoms of problems very early. The second critical element is how to deal with the problem once it is recognized. Unresolved problems between employees will affect the entire workplace. Employee conflicts never get better unattended, only worse.
From the Paper
"The good aspect about this recent situation was that Ms. X showed her true colors in a public forum. Others now had a glimpse of her resentful thoughts. Staff members now have a suspicious prospective of ethics which is not good for teamwork. Another positive note is that I showed good judgment by not responding to the insult or threat made at the time by Ms X. I knew that making a comment back would make me look just as bad as she did standing in front of the department."
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Training and Development of Employees, 2004.
A discussion of the importance of training employees and a question about who should have the responsibility for the training and development of these individuals.
2,895 words (approx. 11.6 pages), 3 sources, MLA, $ 85.95
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Abstract
This paper examines who should take responsibility for retraining employees in specific fields. It explains that the first option is for the state to have this responsibility, the second is for employers to have this responsibility, and the third is for employees to have this responsibility. Each of these options has reasons both for and against. These three options are discussed in turn, with reference to both the reasons for and against. Following this discussion, the information is combined to reach a conclusion on who should have responsibility for the training and development of employees.
From the Paper
"The training and development of employees is necessary for the operation of the State because individuals provide all the goods and services the State requires via work activities. For example, doctors and nurses provide health care services, plumbers and carpenters provide home-building services, and teachers and professors provide educational services. Workers also provide goods via work activities. For example, factory workers manufacture goods, engineers design and allow for structures such as roads and bridges to be created, and a range of professionals are involved in the development and production of all kinds of consumer products from clothing to cars to toothbrushes."
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