| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "EMPLOYEE WORK PERFORMANCE": |
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Flexibility of Employee Work Hours, 2001.
A discussion regarding how employers currently treat their employees with respect to working hours and family life with specific statistical references.
1,490 words (approx. 6.0 pages), 5 sources, $ 49.95
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Abstract
In this paper the author addresses the issue of how the work environment, particularly in large companies, can meet the demands of family life. He looks at the different areas that people work in and assesses how accommodating employers are to the needs of the employees with specific reference to flexible working hours. The author also looks at how employers treat employees returning to work after maternity leave and allowing parents to attend to children during regular working hours. The author then moves on to discuss stress levels at work and how this directly relates to hours worked and time that the employee can spend with the family.
From the paper:
?However, despite the fact that today's work/life movement has its roots in dependent care, the percentage of companies that provide assistance for dependent care remains remarkably low. For example, only half (50%) have set up pre-tax accounts that help employees set aside money for child care or elder care expenses. One-third (36%) provide employees with information that help them locate child care in their communities. As we might expect, less than 1 of every 10 workplaces either has a child care center at or near the work site (9%) or helps defray some of the costs of child care (9%).?
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Employee Work Relations, 2002.
Two case studies on employee work relationships (sexual harassment and creativity training).
900 words (approx. 3.6 pages), 3 sources, $ 35.95
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Abstract
This paper takes the form of questions that answer two case studies (not included). The first case study focuses on an instance of sexual harassment, and the second focuses on creativity training in the workplace.
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Reward Systems and Employee Performance, 2004.
Examines employee performance and theories of employee motivation at Disney.
4,275 words (approx. 17.1 pages), 8 sources, MLA, $ 151.95
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Abstract
This is a paper on employee performance, on theories of employee motivation, and their practical application to the Walt Disney Company and its subsidiaries. It looks at the company's four business segments and the company's approach to employee performance and rewards system.
From the Paper
"The Walt Disney Company is the second largest media conglomerate in the world behind TimeWarner. The Media Networks section includes the ABC television network in addition to ten broadcast television stations and more than seventy radio stations. The Studio Entertainment group produces live-action and animated motion pictures ..."
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Employee Evaluation vs. Performance Appraisal, 2006.
This paper focuses on the importance of employee evaluations and performance appraisals in the workplace while also discussing the differences between the two.
2,278 words (approx. 9.1 pages), 3 sources, MLA, $ 70.95
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Abstract
This paper defines an employee's performance appraisal as a formal, structured system that compares employee performance to established standards set up by the managing staff in the workplace. This paper discusses the manner in which both appraisal and evaluation of job performance are shared with the employees. The writer of this paper contends and explains why employee appraisals are beneficial not only to the organization but to the employee as well. This paper, presented from the writer's personal point of view, details the various elements in a performance appraisal which are specifically tailored to the organization's employees, jobs and structure. This paper examines the various research studies done on this particular subject while also detailing the results and findings of these studies. This paper also includes an annual performance review form with detailed instructions on how to effectively appraise one's employment performance.
From the Paper
"Some experts in human resources or management say that performance reviews are a waste of time, since they only create confusion and ill will. They believe that nstead of annually, evaluations should be part of the everyday routine--reviewing what is being done, has been accomplished and still needs to be acted on. That would be great if everyone had the opportunity to meet for a few minutes each day. However, with the amount of work and everyone's busy schedules, this is impossible. As I noted above, it would be nice to meet formally more often, but every day or even once a week is unrealistic. Overall, I believe that the performance reviews help both the company and the employee if used correctly. The company has the opportunity to lead the personnel in the direction that will provide the best support."
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Employee Performance Management Software, 2007.
This paper discusses the implementation of an employee performance management software system.
876 words (approx. 3.5 pages), 5 sources, MLA, $ 31.95
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Abstract
In this report, the writer defines the assumptions and risks associated with implementing an employee performance management software application from a third party software vendor. The writer looks at the the technological assumptions and also the aspects that deal with changing how people do their jobs in response to the system providing more information and measures of performance than have been available in the past. The writer then discusses the issue of risks and the security of data. This paper includes an additional source copy.
Outline:
Executive Summary
Clarifying Assumptions
Assessment of Risks
From the Paper
"Given the highly confidential nature of the employee and managerial data, its is critical for the employee performance management software application have a high level of security associated with it. Starting with the databases, the specific application(s) chosen in this area need to support record locking and write-one verification, which is part of any database being ACID-compliant. Simply put, these are databases that have assurance of atomicity, consistency, isolation of data, and durability, hence the acronym ACID-compliant."
"While ACID-complaint databases greatly enhances the security of the data, and safeguards them from being destroyed or compromised, another risk is that of an audit. For every publicly-held company in the U.S., the need to have systems and databases that are complaint with Sarbanes-Oxley Act is also critical. The risk of non-compliance in terms of human resources records can be quite expensive for any company to resolve."
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Employee Performance Management, 2005.
Considers the usefulness and use of employee performance management systems.
690 words (approx. 2.8 pages), 4 sources, APA, $ 23.95
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Abstract
This paper considers the usefulness and use of employee performance management systems and how EPM is used at Seagate. It also considers advantages and disadvantages of EPM to monitor and motivate employees.
From the Paper
"Monitoring measuring and motivating employee performance is one of the principle tasks of the human resources group at any company. When employees are productive and motivated the quality of the company is enhanced ..."
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Employee Performance Improvement, 2002.
The application of a consulting skills model to enhance employee performance.
3,070 words (approx. 12.3 pages), 4 sources, MLA, $ 89.95
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Abstract
This paper provides an overview of a consulting project conducted for the purposes of employee performance improvement and discusses the implementation and utilization of the consulting skills model within this project. By utilizing the model provided by P. Block, it presents each of the phases associated with the consulting project with tasks completed during each phase addressed. It also provides background information on the organization involved in the project and concludes with reflections on what was learned by the student in assuming a consultant role during the project.
Outline
Background Information
Phase 1: Contracting
Phase II: Discovery and Dialogue
Phase III: Feedback and the Decision to Act
Phase IV: Engagement and Implementation
Phase V: Extension, Recycle or Termination
Conclusions and Reflections
From the Paper
"During the initial phone contact between the consultant and the client, information was gathered as to an established date and time for the contracting meeting, the time (i.e., duration) allotted for the meeting, who would be attending, expectations regarding outcomes of the meeting and expectations concerning the potential outcomes of the project. As recommended by Block (1981; 2002), while this information was recognized as essential for planning the contract meeting, it also provided the consultant with the opportunity to begin to emphasize expectations regarding the ?50/50? nature of the client-consultant relationship. Stumpf and Longman (2000) also stressed the importance of such a relationship in what they described as a partnership between the client and the consultant. As this type of relationship was the preferred choice of the consultant, an effort was made to convey the value in establishing a mutually beneficial and shared working relationship with the client."
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Employee Work Performance, 2005.
Report on Ferdinand F. Fournies's book, "Why Employees Don't Do What They Are Supposed to Do - and What to Do About It".
881 words (approx. 3.5 pages), 1 source, APA, $ 31.95
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Abstract
This paper summarizes and positively reviews Fournies's book on strategies for management and how to improve employee performance. The paper highlights the key points of the book and looks at who could best apply Fourneis's approach.
From the Paper
"And that is followed, as all of his opening paragraphs are, by a series of bullet points, including "what your employees are saying to each other": "Whatever you do, don't tell the boss you don't know how to do something"; "if you don't know how to do it, fake it...they will never trace the error back to you"; among other silly but realistic rationalizations employees invoke to mask their ignorance, indifference, or incompetence."
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Employee Performance Appraisal, 2000.
An examination of the theories and applications for assessing workers in public administration.
2,025 words (approx. 8.1 pages), 7 sources, $ 71.95
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Abstract
During the course of its history, public administration has increasingly focused on developing standards of performance appraisal that are just, equitable, clear, and pertinent to the tasks to be accomplished.
From the Paper
"Contemporary Techniques of Performance Appraisal
Introduction
During the course of its history, public administration has increasingly focused on developing standards of performance appraisal that are just, equitable, clear, and pertinent to the tasks to be accomplished. One recent effort to create such standards is the International City Management Association Center for performance Measurement. Its mission was to help local governments obtain comparable data on the quality and efficiency of service delivery in their areas (ICMA's Center for performance measurement, 1998). One of the..."
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Employee Performance, 2000.
A legal analysis of management's evaluation of workers. Includes equality, standards, data storage, promotions and termination and court decisions.
2,475 words (approx. 9.9 pages), 12 sources, $ 87.95
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From the Paper
"Legal Aspects Of Performance Evaluations
Employee work performance evaluation can be defined as the process of identifying, observing, measuring and developing human performance in businesses and organizations. The identification element of an employee performance evaluation is the process of determining what areas need to be studied by the evaluators (Cardy & Dobbins, 1994, p. 1). Human resource performance evaluation forms are then created based on the criteria and relevant characteristics that need to be reviewed and monitored within an organization.
Performance is difficult to accurately measure, and it has been one of the most vexing problems that continue to plague human resource managers..."
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Employee Involvement in Performance Appraisal Systems, 2001.
Impact on motivation. Value of worker involvement in program modification of companies. Theories & practice. Case studies & examples.
3,600 words (approx. 14.4 pages), 22 sources, $ 127.95
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From the Paper
"Performance management and appraisal systems for workers have been the focus of extensive empirical research in recent years, with an emphasis emerging on the active role that employees themselves can and should take in both designing and modifying such programs (Kirkpatrick, 1984). For many workers, the performance appraisal is both feared and resented; workers often feel, with some legitimacy, that the performance appraisal process itself is biased against their needs or concerns (Wing, 2000). Managers sometimes fear employee reactions to ratings and raise or bonus determinations, and express doubt at to the efficacy ..."
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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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Employee Perceptions and Empowerment, 2002.
Examines the relationships among employees' work perceptions of expectations, opportunities, fulfillment and performance.
25,550 words (approx. 102.2 pages), 186 sources, MLA, $ 249.95
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Abstract
This paper explores the area of consumer food marketing which has been an unresearched area in the realm of empowerment and employee perceptions. The purpose of the research is to determine the relationships among the study variables of opportunity, fulfillment, expectations and performance, since these factors are related to perceptions of empowerment in the literature, and to determine if these factors varied by age, income and marital status in a sample of 224 participants. This problem is studied through the use of the Work Perceptions Profile, a survey devised, tested and validated by Pace and Mills (1990). Data in the paper is analyzed by correlational and chi square statistics to answer the research questions regarding variable correlational relationships and effects of demographics (age, income, marital status).
Table of Contents:
Introduction
Employee Perceptions to Empowerment
Statement of the Problem
Background of the Study
Theoretical Support
Definition of Terms
Significance of the Study
Scope, Delimitations, & Limitations
Research Questions
Summary
Literature Review
Introduction
Theoretical Models
Psychoanalytical Models
Behavioral Models
Self-Efficacy Models
Models of Motivation
Empowerment
Job Characteristics and Job Design
Research Study and Design
Job Satisfaction
Career Self-Efficacy
Life Styles and Marital Status
Summary
Methodology
Research Methods
Population and Sample
Instrumentation
Procedures
Data Analysis
Limitations
Results
Study Background
Findings
Corollaries of Age and Income
Opportunities for Growth
Perceptions of Fulfillment
Perceptions of Advancement
Perceptions of Performance
Summary, Conclusions and Recommendations
Conclusions
Implications
Limitations
Recommendations
Researcher Note
References
From the Paper
"Literature on empowerment shows the subject has been approached mainly from an end-state perspective or has focused on a single dimension. Relevant literature can generally be grouped into result orientation. Successful cases on empowerment studies includes (Berman, 1995; Burbidge, 1995) study on operational orientation, which focuses on empowerment through delayering, involving, establishing commitment, teaming and intervening (Bogg, 1995; Lashley, 1995b; Nixon, 1994; Osborne, 1994). Empowerment has been studied from the perspective of trait orientation, characterized by preconditions of control and power, trust and inclusion, accountability, honesty and risk-taking (Anfuso, 1994; Foster-Fishman & Keys, 1995). Another study on empowerment focused mainly on individual orientation, which included personal feeling, personal power, self-determination and cognitive variables of empowerment (Baird, 1994; Fulford & Enz, 1995; Spreitzer, 1995). In-depth investigation of a single dimension may provide a useful perspective, yet, at the implementation level, such an approach does not reflect adequately the complex sets of variables involved. Zimmerman (1990) commented that an overly individualistic conception of empowerment might limit one's understanding of the environmental influences, organizational factors, or social, cultural and political contexts. As organizations have striven to become more competitive, many have overlooked a critical element-the overall framework that could turn empowerment from a nice concept to a competitive advantage. Those employees? perception of expectations, opportunities, fulfillment and performance when factored into the organization?s culture, could determine if these variables impact an employee?s perception of empowerment. The culture of the organization could increase employee loyalty which would increase employment longevity and reducing the attrition rate."
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Team Work at Work, 2004.
An analysis of the benefits of team-based organization systems.
1,028 words (approx. 4.1 pages), 3 sources, MLA, $ 36.95
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Abstract
This paper outlines the concept of team-based organization systems and how they benefit or do not benefit the management, labor unions, and the employees. The writer compares the organization/business to that of a political system and shows how the various team structures work with this theory. The paper concludes that organizations that follow the team-based system not only benefit from the managerial level, but also from the members level.
From the Paper
"Organizational structure plays a great role in determining the result of the desired output. During the 19th century, management theorists realized that employee productivity largely depended on the work process rather than the workers themselves. Factors like skills, environment, machineries and managers all were considered secondary to productivity. However, with the emergence of scientific management these factors came forward and management realized that they play critical role in achieving organizational goals. The reason being that organizations developed the socio-economic understanding of the employees as well as the psychological factors such as motivation, aspiration, personal goals and careers."
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Performance Appraisal, 2002.
This paper is a research study of the effectiveness of performance appraisals, a term used for evaluating performance of employees in an organization, and the issues accompanying performance appraisals.
8,830 words (approx. 35.3 pages), 20 sources, APA, $ 184.95
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Abstract
This paper is a research project which used a review of literature and previously completed research projects to evaluate if the achievement of organizational goals and objectives can be measured in part by effective performance appraisals. The paper reports that all of the studies confirm that effective and proper performance appraisals do result in better job performance, measuring performance effectively and enhancing care for work ethic. The author believes that an individual performance evaluation plan increases the employee?s specific understanding of his jobs and the specific tasks that make up those jobs.
Table of Contents
Introduction
Statement of Problem
Hypothesis
Research Questions
Assumptions
Literature Review
Causes of Performance Appraisal
Steps Leading to Performance Appraisal
Performance Appraisal
Research Methodology
Variables
Results
Data Analysis and Interpretation
Discussion
Conclusion
Recommendations
Conclusion and Implications
From the Paper
"Till the end of 80s, though there was a large body of research in aspects of performance appraisal concerning accuracy of measurement, employee participation, types of performance measurements and other areas, there was no substantial research that specifically linked increased job performance and effective performance measurement with the performance appraisals. Then in 1994, a study conducted by Bruns and McKinnon, studied the following hypotheses and determined the link between performance appraisals and increased job performance through them. The first hypothesis stated that employees in organizations with well-defined, regular performance appraisal systems have more knowledge of their daily activities in more specific, precise terms than employees in corporations where this is not the case. The study further concluded that these organizations hence experience increased employee performance. The second hypothesis stated that employees in companies with well-defined and periodic performance appraisal systems concentrate their tasks on areas on which they are evaluated. In other words, such performance appraisals effectively measure the employee performance. This study has further been used throughout this paper as a recent step in this evolutionary process with the previous studies taken as classics."
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