This paper examines the response of older workers to an employee ownership alternative when A&P shut down all supermarkets in one geographic area of the United States. Older workers lost more benefits and were more dissatisfied with the contract negotiations that resulted in employee ownership but this dissatisfaction was not related to willingness to pledge money to become an employee owner. Older workers who were not old enough to retire, who were willing to take risks, and who believed in entrpreneurism were most likely to want to become employee owners, but, in general, employee ownership does not appear to be a particularly desirable solution to problems of unemployment among older workers.
The Oil & Gas Employee Safety Handbook increases awareness of the hazards employees could be exposed to in the oil and gas drilling and servicing industry. It is designed specifically for employees working in the oil and gas industry, covers the critical training topics oil and gas field workers need to understand. This handbook reviews key worker safety and health topics, identifies common workplace hazards to help prevent accidents and injuries. It includes chapter quizzes to test employee understanding of topics
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Recent difficulties in obtaining quality child care by Clinton administration nominees underscore the shortcomings in employee benefits available to the U.S. labor force. The author uses data from the 1991 National Organizations Survey to examine the extent to which employers provide various types of benefits. Factor analysis of 13 programs and services uncovers three underlying dimensions: (a) a personal benefits package consisting of medical, dental, life insurance, pensions, disability, and drug/alcohol abuse treatment; (b) a familial benefits bundle of maternity leave, sick leave, elderly care, child care, and job training programs; and (c) participant benefits comprising cash bonuses and profit sharing. Poisson regression and multicategory logistic regression analyses examine hypotheses about the organizational capacity, employee demand, and environmental factors associated with more comprehensive employee benefit programs. Implications of the results for understanding organizations' human resources practices and their social contracts with employees are discussed.
The purpose of this study was to determine the effect of employee participation in job design activities on manufacturing performance and employee attitudes. Nine supervisors were given training in the use of participative job design techniques. As part of this training, each supervisor conducted eight or more group problem-solving sessions with his employees. These groups and a matched control group, which did not use participative methods, were evaluated in terms of output, employee attitudes, and the level of participation. The percentage of favorable job attitudes and the amount of performance improvement were both positively related to level of group participation. Output was increased by 45 and 90%, respectively, in the groups which achieved medium and high levels of employee participation.
PurposeThe purpose of this paper is to explore hotel employees' views on how human resource management (HRM) practices influence their turnover intentions.Design/methodology/approachThe data for this empirical study were collected through in-depth semi-structured interviews with 15 employees who had experience of working in various hotels in Macau, China. The thematic analysis approach was carried out to analyze the interview data and interpret the findings.FindingsThe findings of this study demonstrate that although employee-oriented human resource policies and practices are favored, the way HR department handles and implement those policies are valued more by hotel employees. Furthermore, the retention of an organizational culture that helps create a feeling of ownership among employees is highly influenced by employees' turnover intentions. The current study demonstrates that the HR department in hotels holds a powerful position, and therefore, hotel employees expect their HR department to play greater and proactive roles in the HRM apart from providing equitable opportunities for their growth. This implication is particularly important for Integrated Resorts where a large number of employees collectively work to serve a range of customers who visit hotels for a variety of purposes.Practical implicationsThis study suggests that addressing employees' needs particularly those related to resolving complaints and managing relationships with other colleagues and providing opportunities for employees' family members to take part in the organization's activities and use its facilities are important practices that HR department can initiate to encourage employees' engagement in hotels. Furthermore, the study shows that managers need to understand their employees' perspectives as they can help resolve problems at the root level where they grow, and send a signal to the employees that the management is genuinely interested in resolving their problems and making them happy and satisfied.Originality/valueAlthough several studies have provided valuable insights into the relationship between HRM practices and employee turnover intentions, most of those studies have used quantitative approaches to collect and analyze data. Furthermore, almost none of the findings were derived from the hotel sector. This study explores hotel employees' views on the relationship between HRM practices and employee turnover intention using qualitative methods.
In this article, thirteen case studies are analysed which study the innovation processes renewing structures and forms of employee participation in companies in private and public sectors of industry in the Netherlands. In the majority of the case studies, new hybrid forms between representative and direct participation have been launched, in which elected members of works councils co-operate with non-member employees, mostly in temporary projects. These initiatives show successful results in mobilizing employee involvement in representative as well as in direct workers' participation, and in improving efficiency and effectiveness in consultations with management in the workplace, as well as with company directors. At the same time, however, works councils have compromised on lowering the number of seats on their councils, leading to dilemmas around questions of democracy, formal powers and coordination. Furthermore, these experiments show limitations in their scope. Firstly, they hardly address more effective inclusion of the many (younger) workers with flexible contracts in employee participation schemes, nor the broader potential impacts on companies' strategic decision-making. It can be concluded that practices aimed at renewing employee participation develop within the confines of the traditional characteristics of Dutch industrial relations, such as cooperative relationships between works councils and management, a low level of interventions from trade unions and a focus on the field of operational management (rather than on conflictual workers interests and strategic issues).
volume 1. Overview -- Collective bargaining and arbitration -- Cause for disciplinary action -- Nexus -- Disciplinary penalties -- Remedies -- State administrative review -- Federal agency actions and MSPB review -- Judicial review -- Disability discrimination -- State and local employees' constitutional rights -- Right of privacy -- Alcohol, drugs, AIDS, and other testing -- volume 2. Constitutional rights during investigation -- Public employee First Amendment rights -- Freedom of political belief, association, and affiliation -- Procedural due process : property -- Procedural due process : liberty -- Preclusion and abstention -- Wrongful discharge : tort -- Wrongful dischage : breach of contract -- Common-law torts associated with employment and discharge -- Sexual harassment
PurposeThe purpose of this paper is to examine the response of industrial relations systems to the current financial crisis.Design/methodology/approachThis editorial outlines the effect of the financial crisis on industrial output, unemployment and redundancies. It then examines the impact in the banking and manufacturing sectors of the single European market before looking more closely at the impact on individual European countries. There is also a look at public policy, labour market mechanisms design to protect employment levels and workers incomes.FindingsThe financial crisis has led to large rises in unemployment and redundancies and to large falls in industrial output. Collective bargaining has played an important problem‐solving role in achieving a peaceful adjustment at the workplace to falls in product demand. Collective agreements have been concluded designed to preserve jobs by providing for shorter working time with the state providing compensation for the corresponding fall in income.Originality/valueThe paper offers insights into the financial crisis and employee relations.
