A Study Case about New Employee Orientation: The Benefits of Role Information
Abstract: The process through which an employee learns and adapts to a new position in an organization is often referred to as organizational socialization. Failure to provide employees with adequate socialization has been linked to negative behaviors, unmet expectations and higher levels of turnover. One of the most common ways to socialize new employees is through socialization training programs that provide a wealth of information about the job, work environment, and broader organization.
Despite the documented importance of socialization, and the widespread use of socialization training programs, the effectiveness of socialization training has received relatively little research attention. The current study attempts to answer calls to integrate previous research to propose a more effective socialization training program. Using a sample of college-age, part-time workers at a university childcare center, half of the center’s new employees received the center’s standard orientation program consisting of organization and task information. The other half received additional training that provided role information as well as other job-relevant socialization material. keep reading…
Case Study of Success in Transitioning Long-Term Unemployed IndigenousAustralians into Sustainable Employment
Introduction: Australia is wasting its talent. Throughout the country, but particularly in disadvantaged neighbourhoods, competent and capable Australians who could take an active role in wealth creation and be economically productive are excluded by circumstances, history, or barriers that can potentially be overcome. In particular, Indigenous Australians are over-represented in this group – they are three times more likely to be unemployed than other Australians and are more likely to be long-term unemployed.
Taking actions to get long-term unemployed – including Indigenous Australians – into the workforce makes business sense for organisations that are struggling to ﬁ ll vacancies with good people. Within this pool of potential recruits are people who, given the right training and support, can excel in employment. This report looks at six case studies of successful programs that have attracted long-term unemployed Indigenous Australians back into the workforce. It is intended to be detailed, grounded in practical reality and to personalise the experiences of the individuals involved so that others can learn from their experience. Keep reading…
From project completion lunches to holiday sponsorship, companies around the world dole out several innovative incentives to employees, in a bid to retain them. Here’s is a list of the ten most popular incentives that employers offer, and employees enjoy today…click here to read more
Case Study aboout Harvesting for the future – Bokamoso ESOP
In October 2006, AngloGold Ashanti Limited, the National Union of Mineworkers (NUM), Solidarity, UASA and Izingwe Holdings (Pty) Limited (Izingwe Holdings) jointly announced the launch of an employee share ownership plan (ESOP), together with a black economic empowerment (BEE) transaction. These transactions will result in 1.9% of AngloGold Ashanti’s share capital – worth some R1.8 billion – being transferred into the hands of non-managerial employees and a BEE consortium. Shareholders voted in favour of the transactions at a general meeting in December 2006. Managerial employees currently participate in a share participation scheme.
AngloGold Ashanti CEO Bobby Godsell says that this transaction is intended both to align employee rewards more closely with the company’s share price, and simultaneously to give effect to the undertakings made to the Department of Minerals and Energy (DME) at the time the company gained its mineral rights conversions in August 2005. The company undertook to establish an ESOP and a BEE transaction equivalent to at least 6% of the value of the company’s South African operations. The establishment of the ESOP involved an in-depth process of consultation between AngloGold Ashanti and the three representative unions making the process adopted unusual in the South African context. These consultations lasted for almost a year and were marked by attempts to reach consensus on all material issues, a goal which the parties believe was achieved. Keep reading…
A Case Study about Factors Responsible for Employee Turnover
Abstract: The study was conducted to determine the factors influencing the turnover of academic staff of Ahmadu Bello University Zaria between 1984 and 1994. Academic staff turnover at Ahmadu Bello University was found to be preponderantly of the voluntary type with some isolated instances of involuntary separation essentially involving termination of the appointments of staff in breach of regulations governing study fellowships, sabbaticals and other leaves.
Turnover was also found to be disproportionately higher in arts – based than science – based disciplines with the notable exception of the faculty of medicine. Poor remuneration and lack of job satisfaction were found to be vital factors influencing the decision of academic staff to quit the university. Although, poor salaries and fringe benefits featured pre-eminently among the factors determining turnover, suggestions of improved remuneration were not found to be sufficient to entice many former academics back to the university. Keep reading…
Case Study about Reducing labour turnover in Australia
Owing to its remote location in the Eastern Goldfields of Western Australia, the Sunrise Dam Gold Mine sources the majority of its labour from the Perth area. Employees have been engaged on a fly-in/fly-out (FIFO) basis, which until recently, in an arrangement common in the Australian Mining industry, followed a roster of 14 days work duty, followed by seven days at home. The mine has experienced difficulty retaining its workforce and replacing nearly half of its employees each year was proving to be a difficult and costly process. This problem had been exacerbated by the labour shortage in Australia, more particularly in Western Australia where turnover figures at Sunrise Dam reflect the difficulties facing the resource sector as a whole as the availability of skilled labour struggles to keep pace with the resource boom.
In order to investigate ways of ameliorating the difficulties associated with the reality of having employees working in remote locations, AngloGold Ashanti Australia commissioned a study in 2005 and 2006 that explored the trends of FIFO operations. The report emanating from the study established that a 14/7 roster was no longer viewed as competitive when compared with other job opportunities, as employees looked to improve their quality of life. Although the mine facilities were seen as excellent, the roster only allowed employees to return home every third weekend, and the time spent away from family and friends was viewed as significant. The lack of competitiveness of the roster was confirmed by the labour turnover statistics. keep reading…
Employees have shown a great desire for ﬂexible work arrangements (FWAs). National data reveals that nearly 80% of workers say they would like to have more ﬂexible work options and would use them if there were no negative consequences at work. However, most workers do not have access to ﬂexible work arrangements and barriers to their effective implementation persist in many organizations as the following nationally representative employer-based survey data reveals.
Many businesses have responded and various studies indicate both a growth in ﬂexible work options and an expanded understanding of their relevance to workforce recruitment, morale, production, and retention. However, to the extent that ﬂexibility is available, access differs considerably across occupations with managerial, administrative and professional workers having the most ﬂexibility. Uniform information on FWA characteristics, access and utilization is not available across job sectors and occupations. Most publicly available literature on the implementation of FWAs is employer-based and tends to emphasize the processes through which companies develop and market their ﬂexible arrangements and only minimally describes the speciﬁc details of actual policies and their use. To the extent that these programs have been documented, several themes emerge. Read more on Flexible Work Arrangements
Study Report for Employer Behavior During Union Representation Campaigns: Undermining The Right To Organize
Executive Summary: Undermining the Right to Organize examines employer behavior when workers express their desire for a union at work and engage the National Labor Relations Board (NLRB) election process; and the impact of these actions on workers’ ability to exercise their legal right to form unions. The findings of this report suggest that unions were unable to maintain worker support throughout the course of representation campaigns because employer interference eroded that support.
The impact of employer anti-union campaigns on the success of union organizing drives has been substantial. For example, in 2002, labor unions filed 179 petitions with the National Labor Relations Board (NLRB) to represent previously unorganized workers at workplaces in the Chicago metropolitan area. In nearly all of the cases, when these petitions were filed, the majority of workers indicated they supported unionization before the election process began. In several cases, unions demonstrated more than 80 percent support. However, unions were victorious in only 31 percent of these campaigns. At some point after workers petitioned for union representation, pro-union workers lost their majority status. keep reading on Union Representation Campaigns
A Case Study about The Impact of Rewards on Employee Performance: Organisations
Introduction : Constant Changes occurring in the world today, especially with regards to technology and innovation, there is a need for companies to reassess the manner in which they communicate to both their employees and their customers. At the same time, there is also a need for these companies to organise the tasks at hand, design systems and processes, and re-evaluate and improve current management styles (Harmon, 2007). This is especially needed in areas where the competition is constantly increasing and consistently challenging.
Two of these industries are the banking industry and the hospitality industry (which the researcher shall discuss in detail in the following sections of this paper). In this chapter, the researcher shall provide a brief overview of the remaining sections of this paper, the aims and objectives of this research study, and its rationale. In addition, the researcher shall lso provide a conclusion summarizing what this chapter shall be about, which shall also be a recurring feature of succeeding chapters. Keep reading..
A Case Study on Performance Appraisal System and Analysis
Abstract: Researchers, Barbara Alston and Dr. Eleanor Marschke conducted an investigative performance appraisal system audit for the position of Administrative Specialist for EB Payroll and Human Resource Services, Inc.’s (a fictitious name) branch location in Seattle, Washington. The Administrative Supervisor gave oral authorization for this audit team to conduct this research. The current performance appraisal system in the Administrative Department received a grade of “D”, below standard, as assessed with the established criteria and compared with other departments within the organization as outlined in the pages to follow.
Introduction: Performance Management is an organization’s capacity or capability of developing the human resources of an organization to achieve their goals to not only keep up with the competition but to outshine their competitors. Cascio and Aquinis (2005) define performance management as a continuous process of attracting, hiring, motivating and assessing the performance of individuals in an organization in achieving their goals. Both Cascio and Aquinis (2005) and Grote (2002) state the performance appraisal is defined as the process in which an organization defines responsibilities and assesses the performance of individuals or teams as a measure against performance standards set by the organization. Keep reading..