Current Issue : April - June Volume : 2016 Issue Number : 2 Articles : 5 Articles
The present paper intends to achieve a comparison regarding work-life balance of high-skilled\nemployees in five services sectors in Romania: advertising-marketing, IT&C, financial-banking,\nresearch & development, higher education. The research methodology is specific to a qualitative\nresearch, consisting of in-depth face-to-face interviews with high-skilled employees without\nmanagerial functions and managers of the above mentioned five sectors services. The paper\nbegins with a literature review on a significant dimension of the employeesââ?¬â?¢ life quality,\nspecifically the work-life balance, followed by a comparative statistical data analysis on the\ncurrent situation of work-life balance in European countries. The results of the conducted field\nresearch showed that regarding work-life balance related to the necessity to provide some\nhours of oneââ?¬â?¢s free time in order to finish work duties, the best situation was found in IT&C\nsector and R&D sector (where none of the interviewees works in his free time and the\nemployeesââ?¬â?¢ personal lives are not affected), followed by banking sector, where half of the\ninterviewees work in their free time, in order to finish their tasks, then higher-education sector,\nwhere the majority claims to be working frequently after finishing teaching, in order to solve\nwork tasks ââ?¬â?? preparing lectures, research or administrative activities, coordinating theses,\nwhich affects their personal life, and the advertising sector, with two-thirds of respondents\nstated that they work in their free time, after hours, which affects their personal lives....
The concept of organizational cronyism has been investigated to explain different concepts in\nthe literature. In this study, we aim at researching the influence of organizational cronyism on\norganizational commitment of individuals and explain how the influence differentiates their\ncareer satisfaction or frustration with work perception of individuals. Therefore, we focused\non government officials working in a public institution and examine their perception of\ncronyism in the organization. Having gathered the data from 193 government officials,\nconfirmatory as well as explanatory factor analyses initially was initially conducted on the\nscales of organizational cronyism, organizational commitment, career satisfaction and\nfrustration with work. After controlling the validity and reliability of the scales, measurement\nmodel and structural model testing were carried out. Results indicated that organizational\ncommitment partially mediated the relationship between organizational cronyism and career\nsatisfaction. In addition, organizational commitment partially mediated the relationship\nbetween organizational cronyism and frustration with work....
For the purpose of adapting to the fast-developing dynamic environment and being a part of this development,\nre engineering has the importance of being a significant argument for companies. On the other hand, nepotism and mobbing\nwhich can be seen as in-company negative conflicts have the potential of adversely affecting this development process. In\nthis sense, this study focuses on evaluating the effects of reengineering, nepotism and mobbing on employee performance.\nWithin the scope of this study, 204 valid questionnaires have been received from finance sector and certain analyses have\nbeen conducted by use of multiple regression model. With the analysis results, it has been concluded that ââ?¬Å?company key\nfeaturesââ?¬Â and ââ?¬Å?structural characteristics of the organizationââ?¬Â which are the sub-dimensions of reengineering are directly and\npositively effective on employee performance. The analysis results not only contribute to the related domain literature, but\nalso present advices to the implementers. This study has great importance as it assesses employee performance in an\nintegrated manner that is in terms of reengineering as a positive factor and in terms of nepotism and mobbing as a negative\nfactor....
Although reputation management literature has been dominated by marketing and\ncommunications-led perspectives, there is anagreementthat corporate reputation and good\ngovernance are often built from the internal towards external stakeholders. Lately,\nbalancing the usage of social media as opposed to conventional media has demanded both\nhuman resources managementand public relations to become more strategic in addressing\nthe role of brand communication via social media to gain competitiveness and business\nvalue. The purpose of the present study is to investigate the role of brand management for\nengaging employees, while building the reputation of the company. Most research on\nreputation management and branding focus either on social expectations and trust of\nexternal stakeholders and emphasis on internal stakeholders, particularly employees, is\nquite recent. ââ?¬Å?Employer brandingââ?¬Â has been the application of branding principles for\ncompetitive advantage in strategic human resource management. Internal marketing of\nemployer brands need to support external marketing so that organizational reputation is\npersistent. Employee commitment here refers to the degree to which an employee has\npositive associations and perceptions towards the organization, its brand values, brand\npersonality and reputation. The research erhas drawn upon prior research to develop\nan integrated model that aims at linking strategic human resources management (SHRM),\nbranding and corporate reputation. By using structured interviews of managers from\nvarious companies in different sectors, comparing and contrasting challenges and\nimplications may pave the way for an integrated understanding of employees as the\nultimate brand ambassadors/ advocates....
The purpose of this study is to determine the job satisfaction levels of\nemployees of sports federation and general directorate of sport, and to\nanalyze according to some variables. ââ?¬Å?Minnesota Job Satisfaction\nQuestionnaireââ?¬Â was used to determine the job satisfaction levels of\nemployees. Since the data didnââ?¬â?¢t fulfill the parametric assumptions,\nnonparametric Kruskall-Wallis and Man-Whitney U tests were used on the\nanalysis according to job satisfaction levels. According to results of analysis,\n98.8% of employeesââ?¬â?¢ job satisfaction levels are medium and high. It was\nrevealed that there is a statistically significant difference between\nemployeesââ?¬â?¢ general job satisfaction, internal and external sub-dimension\npoints according to age groups, marital status, situation of selecting their jobs\nwillingly and educational level. As a result; it was seen in terms of general\njob satisfaction and internal satisfaction that internal satisfaction levels of\nemployees who are 40 or more in comparison with employees who are\nbetween 22-40 age groups, internal satisfaction levels of employees whose\nmarital status are married in comparison with employees whose marital\nstatus are single, general satisfaction and internal satisfaction levels of\nemployees who selected their job willingly and general, internal and external\nsatisfaction levels of employees whose education levels are associate degree\nin comparison with employees whose education levels are bachelorââ?¬â?¢s degree\nand postgraduate are higher....
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