| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "FLEXIBILITY EMPLOYEE WORK HOURS": |
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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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Flexible Working Hours, 2006.
A research proposal regarding flexible working hours (FWH).
4,448 words (approx. 17.8 pages), 19 sources, MLA, $ 116.95
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Abstract
This research proposal aims to examine the following hypothesis: When employers encourage and empower employees to utilize flexible work hours, while simultaneously affording opportunities for employees to progress within the company, employees, as well as employers, most likely gain a predisposition to profit - literally and figuratively.
Table of Contents:
Abstract
II. Work - Work - Work
The Need for Flexible Working Hours
1.1 Aims and Objectives
Proposed Questions
1.2 Scope
1.3 Rationale
1.4 Background
II. Literature Review
A time to . . .
Sex Factors in/of FWHs
Flexible Work Options Questionnaire
Attitudes Regarding FWHs
FWHs in Politics
Value of a Worker
To Retain Qualified People
Steps to a Flexible Working Life
III. Methodology
The "Right" Kind of Atmosphere
3.1 Approach
3.2 Data Gathering Method
3.3 Validity of Data
3.4 Originality & Limitations of Data
3.5 Summary
Caring Is Key
From the Paper
"The primary barrier that may prevent employees from using FWOs to their best advantage is financial as FWOs may entail reduced hours and subsequent income reduction. Variations that do not include financial penalties, however, may include parental leave; flex; educational pursuits; training; career's leave; telecommuting; etc. Employees, nevertheless, may hesitate to utilize these options if they think doing so will net unfavorable considerations. Lack of support from supervisors, and/or negative judgments or perceptions regarding an employee's work commitment may prevent them from utilizing FWHs."
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Flexible Work Schedules, 2008.
This paper is a research analysis of how a flexible work schedule can benefiti organizational productivity and a positive work culture.
2,724 words (approx. 10.9 pages), 7 sources, APA, $ 81.95
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Abstract
This paper provides a thorough analysis of flexible work arrangements that will integrate other aspects of organizational development and human resource management so that the benefits and challenges of the process can be reviewed. The paper provides an analysis of the current literature involving flexible work arrangements within an organizational setting. Also, the paper demonstrates methodology by outlining a case study for an organization that has implemented the flexible work schedule and thoroughly outlined the issues or elements that have affected the operations of the human resource model as well as the overall strategic development of the organization. Finally, the paper concludes with the noted recommendations or implications of the research, which will be supported with elements of a literature review and analysis section.
Outline:
Introduction
Literature Review
Analysis
Conclusion
From the Paper
"HP had disappointing profits, especially in wake of the software boom and increased competition from other technology companies catering to business solutions. Divisions had even more disappointing figures and have showed a very low productivity rate. There has also been a high staff turnover and increased absenteeism, (Georgetown Case Study, n.d., p 2). There are some blatant internal issues affecting the HP, which are centered on lack of creativity and flexibility within the technology unit; especially with competition that was innovative and creating more effective products. Similarly, employees were being constantly lured away by our competitor."
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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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Human Resources, 2000.
A look at the benefits and problems associated with giving employees flexible working hours.
1,095 words (approx. 4.4 pages), 4 sources, $ 38.95
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Abstract
This paper discusses staffing flexibility as a potential strategic asset for a company. It examines how organization flexibility involves dynamic adaptation in three areas:organizational factors, individual factors and environmental factors. Reasons for resistance to using flexible working hours are looked at. The benefits as well as the problems are scrutinized, with the final conclusion that with some planning, forethought and the right situation, various factors can come together to create a flexible arrangement acceptable to the worker and beneficial to the employer.
From the Paper
"Flexibility is a recently defined organizational strategic asset; it provides a significant competitive advantage for companies aware of the need to adapt quickly to changing markets and factors of demand, either through better customer access or innovation. Flexible organizations may use any or a combination of available popular scheduling strategies. A key factor in identifying those companies that will be successful in a flexible market calling for innovative solutions is the ability to provide a progressive management style with openness to new ideas."
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Employee Relations Issues, 2008.
A comprehensive account of many of the issues that arise in an employer-employee relationship.
3,920 words (approx. 15.7 pages), 12 sources, APA, $ 106.95
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Abstract
This paper states that current employee relation issues cover many facets. The paper then proceeds to discuss such issues as employee privacy, retirements issues, working hours, health problems, strikes, financial implications of offspring and obesity of the workers.
Outline:
Current Employee Privacy Issues
Private Retirement Programs
Flexible Working Rights
Costs of Child Care
Strikes
Public Health Privatization
Pitfalls in the US Work Force
Ethics of Outsourcing
Inflated Rates on Outsourcing Deals
Defined Contribution in the Global Scenario
Weight Crisis and Health Care Costs
Expatriates' Taxes and Other Woes
From the Paper
"The decline in the importance of private defined benefit plans in relation to defined contribution plans has been attributed to certain factors (Ostaszewski 2001). These factors include costs of government regulation, societal and cultural changes, modified employer attitudes, and employees' insufficient knowledge about defined benefit plans. Some observers interpret the decline as the end of private defined benefit plans. The last 25 years were characterized by a change in the relationship between total compensation, including proprietor's income, and wages. A study conducted showed that the shift from defined benefit plans correlated with the shift from labor's wages. It underscored the importance of wages as an index for defined benefit plans. It also called attention to the weakness of the wage index in the national income, which pointed to the weakness of defined benefit plans. There were indications that both labor's wages and defined benefit plans were affected by changes in the national economy, the changing role of government as well as the changed views on risk perception and distribution."
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Employee Turnover, 2007.
This paper looks at direct and indirect costs associated with employee turnover.
1,639 words (approx. 6.6 pages), 7 sources, MLA, $ 53.95
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Abstract
In this article, the writer researches and examines the effects of employee turnover on an organization, including the costs in terms of financial aspects as well as costs associated with customer retention. It is clear that employee turnover is very costly to organizations and as noted in the introduction of this study employee turnover rates are as high as 23.4% in some industries, which demonstrates a very large financial cost to these organizations. As demonstrated by this report, the costs associated with employee turnover are costs both of the direct and indirect nature. The writer concludes that there are methods of avoiding employee turnover which are briefly touched upon within the scope of this present research. The writer further concludes that there are methods that hold promise for the organization in the reduction of employee turnover and the costs in terms of finance and productivity that the organization suffers due to employee turnover.
Outline:
Objective
Introduction
Costs Associated with Employee Turnover
Causes of Employee Turnover
Comprehensive Cost Calculation
Calculation of Losses Associated with Employee Turnover
Strategies for Avoiding Employee Turnover
Summary and Conclusion
From the Paper
"The employee will likely only contribute at a 25% level of productivity for the first few weeks therefore; the organization must calculate 75% of the employee's salary for at least two to four weeks of their new employment. During weeks, five through twelve the employee will likely contribute at a 50% level of productivity requiring the organization calculate 50% of the individual's salary for that period. During the thirteenth through the twentieth week, the employee will likely contribute at a 75% level of productivity requiring the organization to calculate 25% of the individual's salary for that period."
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Employee Retirement Income Security Act, 2006.
A report looking at the Employee Retirement Income Security Act, which was enacted in order to provide for employee benefits and pensions at the point of employee retirement in a federal program.
1,741 words (approx. 7.0 pages), 5 sources, APA, $ 56.95
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Abstract
This report looks at the Employee Retirement Income Security Act (ERISA) in terms of what the benefits and drawbacks of the program are in the current political and economic environment, as well as making specific recommendations about what seems to be working as a result of ERISA and what may need to be changed in the act to make it more contemporary. The report also looks at a rationale for change in the context of ERISA and related programs, including both retirement pension programs and healthcare programs.
From the Paper
"Overall, ERISA in the existing literature seems to be more beneficial than derogatory for society and employees, although there are plenty of critics of the act in the existing literature including those who state that ERISA is unfair or that it has led to or contributed to, directly or indirectly, corporate abuses of power such as the relatively recent Enron scandal. Overall however the benefits of the program are also strong in the existing literature because it is essentially an act with an overriding positive message: protection for the worker. In part the act was created to guarantee that "The men and women of our labor force will have much more clearly defined rights to pension funds and greater assurances that retirement dollars will be there when they are needed."1 In many ways President Ford was prescient: many of ERISA's reforms have improved the retirement security of American workers, particularly in the areas of vesting,2 plan funding,3 and insurance protection for defined benefit plans" (Stein, 2002). These benefits show forward progress associated with the act because they give the worker greater independence and financial power by safeguarding the rights of the worker at retirement."
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Employee Communication, 2008.
A discussion of employee communication and how the communication delivery method impacts employee satisfaction.
2,985 words (approx. 11.9 pages), 15 sources, APA, $ 88.95
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Abstract
This paper examines the issue of employee communication. It points out that research in areas of employee communication suggests that successful communication strategies must include a decisive effort to connect management's vision with employees at every level. The paper shows that differences in centralized versus decentralized communication strategies can often result in mixed messaging to key constituents, which can have a sustained impact on reputation. Delivery methods and issues of inconsistency can also be measured in terms of overall employee satisfaction. The paper concludes that, since employee satisfaction is essential to reduced levels of burnout and employee attrition, the need to balance delivery methods, between face time and electronic or paper communications is essential for good management.
Contents:
Introduction
Communicating Vision
Delivery Methods
Consistency vs. Inconsistency
Working Models
Non-Working Models
Conclusion
From the Paper
"Each level of an organization requires support from above and below to function. A critical aspect of this support is communication. Communication in general determines the standard by which individuals see the vision of the organization and the vision of each functional team within it. Communication must occur at every level, to ensure that all agent views are seen as essential to the whole of the process vision. The communication of changing vision is particularly important as organizations are increasingly involved in transitional cultures, that can and often do change the traditional models of vision that employees have been working toward for some time."
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Managing Employee Benefits, 2004.
Examines the effects of a change in employee benefits at a large daily newspaper.
3,305 words (approx. 13.2 pages), 5 sources, MLA, $ 94.95
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Abstract
This paper examines how one company, a large daily newspaper, has tried to strike a benefits system that is simple enough to manage and yet flexible enough to meet the needs of its employees.
From the Paper
"The pay or salary that a job offers has for centuries been the most important benefit offered to employees. The reason for this is in part historical: In the 19th century a salary was in most cases the only benefit that was offered. Moreover, salaries are clear-cut: They are easy for the worker to calculate and to compare whereas other benefits ? such as a promise of promotion if a position opens up ? are far less tangible and far harder to calculate the worth of. Finally, it is important to acknowledge that the relationship that exists between any employer and his or her worker is at the most fundamental level an economic one. While an employee may get any number of rewards from a job, the reason that one takes a job is an economic one: If one did not need the money one would undertake the same work as a volunteer or as a hobbyist. And because money lies at the heart of the relationship between worker and employer the question of salary must be central as well."
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Flexibility, 2006.
An essay on the importance of being flexible in the workplace.
938 words (approx. 3.8 pages), 0 sources, $ 33.95
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Abstract
This essay discusses the important quality of flexibility in an employee and a manager. The paper is written from the author's perspective and describes how his own flexibility has been key to his success as a manager and how it will help him receive the promotions and advancements in his job that he is seeking.
From the Paper
"Flexibility is a basic requirement of getting through life. People have daily routines, but these sometimes change, and not everything fits into a routine anyhow. Flexibility - the ability to be open to change and to new information - is what allows people to function despite the fact that they do not do the same thing, every day. For example, a person may drive the same route to work every day. But one day, there is a car accident along the usual route, and traffic is backed up. If a person is flexible, he or she can quickly react to the situation and take a different route to work that day, thereby avoiding a huge delay. Few events in a person's life go exactly as they were planned to occur. Flexibility prevents people from breaking down completely every time a change of plans occurs."
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Employee Retention, 2005.
This paper discusses an important aspect of human resource management in the U.K.- employee retention.
4,115 words (approx. 16.5 pages), 16 sources, APA, $ 110.95
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Abstract
This paper explains that the problem of employee retention involves such substantial sums of money that a great deal of research into the retention issue has been conducted. The author points out the importance of retaining employees through the strategy of engagement by 1) involvement in decision-making, 2) having management listen to their views, 3) opportunities to develop their jobs beyond what they were originally assigned to do and 4) the concern management shows for the health and welfare of the employee. The paper reports that a charity organization, which has been losing good employees because of an inability to "pay staff what they are worth", launched a new benefits package project to motivate retention, which offered such items as discounted child care vouchers and subsidized health care.
Table of Contents
Introduction
The Literature on Employee Retention - What are the Problems?
The Literature - Why do Employees Leave their Jobs?
The Literature - What Some Companies are doing to Retain Employees
Keeping Employees through "Engagement":
Keeping Employees through Reward Management
What is a Total Reward Strategy?
Keeping Employees through the "Psychological Contract"
Keeping Employees through Inspired Leadership - Charles Handy
Keeping Employees through Inspired Leadership - Kouzes & Posner
Employee Retention through Innovative Policies - Journalism (Literature)
From the Paper
"The CIPD data published by TalentDrain shows that in order to retain good employees by meeting their psychological growth needs, 58% of companies institute "training and development" strategies, 20% of companies redesign job duties, and 29% implement mentoring systems.
In order to enhance "the everyday experience" of employees, 52% of companies utilize "improved induction processes"; 48% of companies surveyed work towards "improved communication"; 32% approach the "work-life balance" of the worker; 35% implement "flexible working" hours; 32% have established "family-friendly provisions" that go beyond the UK legal minimum provisions."
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Employee Stock Ownership after 9/11, 2002.
This paper examines the effects of the September 11th terrorist attack on employees' employee stock ownership plans in the airlines industry.
2,100 words (approx. 8.4 pages), 5 sources, APA, $ 65.95
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Abstract
The paper explains what an Employee Stock Ownership Plan (ESOP) is and describes how September 11th had a dramatic effect on America's airline industry which in turn had a negative impact on the ESOPs for most airline employees. Further, the paper examines three different airlines and concludes that Airline industry ESOPs tend to be very volatile.
Table of Contents:
Abstract
Main Body
Discussion
Results
Conclusions
Recommendations
Works Cited
From the Paper
"In the United States, the main vehicle for employee ownership in a company is the Employee Stock Ownership Plan (ESOP) that first became a recognized plan in 1974. There are between 17 and 20 million U. S. employees participating in large ESOPs or other contribution plans holding stock. Employees may own stock directly in their companies through stock purchase programs or be members of work cooperatives."
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Employee Morale in Corporate America, 2005.
An analysis of the importance of employee morale and how critical it is to the success of a company.
6,001 words (approx. 24.0 pages), 13 sources, MLA, $ 142.95
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Abstract
The purpose of this report is to educate upper-level management and line managers on the importance of employee morale. It first discusses what morale is and its significance in the corporate structure. Then it addresses who is affected by low morale and how. It also explains the high costs related to low employee morale, the critical role managers play in morale, signs of deteriorating employee morale, and techniques for improving morale. In the concluding pages, a proposal is presented on how upper-level management within corporate America can help improve morale. Some of the solutions include transformational training for managers, employee empowerment, improved ties between reward and performance, and improvements on basic employee practices, all of which can be implemented using a 7-step morale-boosting program described in the recommendations section of this paper.
Outline
Overview: Report
Introduction: Employee Morale Problem
Background: Corporate America's Morale Problem
What is Morale?
Significance of Employee Morale
Deteriorating Employee Morale
Case Studies
Recommendations: Ideas for Improving Employee Morale
Techniques for Improving Morale
Action Plan
Tying it All Together
Conclusion
From the Paper
"A great way to help upper-level management discover employee problems is through an employee satisfaction survey. A well-orchestrated employee survey can lead to high return rates and help uncover hidden many workplace problems. However in order to receive helpful information from these surveys they must: (1) establish clear goals and objectives, (2) ask the right questions the right way, (3) collect data the right way at the right time, and (4) ensure confidentiality. The most important thing is that management must take clear follow-up actions. After reviewing and collecting the data have a group meeting informing the employees on the findings of the survey, how management intents to go about addressing the issues, ask for feedback, and implement the necessary changes."
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Learn Programming in 24 Hours, 2007.
This paper discusses the book "Sam's Teach Yourself Visual Basic in 24 Hours" that claims to teach complex programming skills in 24 hours.
2,755 words (approx. 11.0 pages), 1 source, MLA, $ 82.95
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Abstract
The paper challenges the assumption that the Visual Basic self-help book can teach some of the most complex programming skills in a short 24 hours. The paper discusses the major drawbacks of this book, including the faulty assumption that each chapter is just one hour, the fact that it doesn't go into great enough depth on advanced functions and that there is nothing on data integration or XML. The paper explains that this book needs to be at least four books in a series, but the publisher wanted to drive up the perceived value to the reader and therefore the price of the book. The "Teach Yourself in 24 Hours" has alluring and broad market potential. The paper concludes that the book should be called "Mastering Visual Basic" instead and the key points on programming and integration should be included.
Outline:
24 Hours Assumes The Perfect Storm for Learning
The book's Most Major Flaws
Summary
From the Paper
"Even the most advanced students who are ready for tackling this book would take at least a week's worth of accumulated time testing, verifying, and learning the concepts of the book. When the publishers state learning the subject in 24 hours, they are only speaking of time-on-task, not the ability to comprehend and use the insights gained.
"If this sounds like the publishers are over-committing and under-delivering, they are. It may take an accumulated time of 24 hours to read the book, yet comprehending and applying the complex concepts of this book will take at a minimum days for the most advanced students, to weeks for those just learning a programming language."
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