Current Issue : April - June Volume : 2021 Issue Number : 2 Articles : 5 Articles
In listed companies, directors (including independent directors and non-independent directors, etc.) are responsible for grasping the company’s development direction, deciding on major company matters, and supervising the management, so as to obtain certain remuneration from the company. Therefore, directors’ performance and remuneration in return for their performance will inevitably affect the corporate governance level of listed companies and thus affect performance of listed companies. This article takes the performance of directors of listed companies and the remuneration of directors as the entry point. From the perspectives of rights and obligations, this paper studies the relationship between the performance of directors, remuneration and company performance, in order to improve the governance level of directors of listed companies. Based on the data of Shenzhen and Shanghai A-share listed companies from 2005 to 2019, this paper analyzes the relationship between directors’ performance, remuneration and company performance of Chinese listed companies. The results show that directors’ meeting attendance is positively correlated with company performance; and there is no obvious correlation between directors’ negative opinions and company performance; directors’ remuneration is significantly positively correlated with company performance. The research in this article has positive enlightenment and reference for improving the directors’ governance of listed companies. Finally, based on the conclusions, several countermeasures and suggestions are proposed to improve the governance of directors: further clarify the responsibilities of directors to avoid confusion and overlap with management responsibilities; give full play to the supervisory function of directors to management, especially pay attention to the supervisory duties of non-independent directors or internal directors; the remuneration of directors should be more reasonable, and the remuneration should be determined according to the requirements and performance of directors’ duties; improve the evaluation and assessment mechanism of directors, pay more attention to the qualifications and ability of directors....
This study examined the role of human resource practice and job characteristics on employee engagement and organizational commitment, and also examined the role of employee engagement as the mediator on the relationship between human resource practice, job characteristics and organizational commitment. Previous studies found that HR practice and job characteristics play significant role in increasing employee engagement and organizational commitment. However, the process of how HR practice and job characteristics influence organizational commitment trough employee engagement is rarely discussed yet, especially in the context of Indonesia. Data from 213 respondents were collected through questionnaires and analyzed using structural equational modeling. The result showed that HR practice and job characteristics positively influence organizational commitment, while job characteristics positively influence organizational commitment, and employee engagement positively influence organizational commitment. However, surprisingly the result of this study also showed that HR practice negatively influence employee engagement. This study revealed different result with the majority of the studies that found HR practice has positive influence on employee engagement. Regarding this surprising result we conclude that HR practice can be considered as “best practice” that can differ for each company and can produce different results in their implementation for each company or organization. Therefore, the context in which this practice is implemented play significant role in determining the result....
The current Direct Support Professional workforce crisis was considered from the perspective of supply/demand economic theory. It is suggested that the workforce crisis is largely caused by the inability of provider agencies to balance the demand for and supply of Direct Support Professionals by manipulating wages. Governmental fixed prices for supports and services are suggested as a primary contributing factor....
With increase in globalization over the time, Diversity is become an important factor in heterogeneous working places. Diversity elements and its consequences on employee satisfaction is an important research topic in research and diverse markets. The purpose of current research paper is to investigate the impact of various diversity elements on satisfaction of employees at working place in Saudi Arabia. This research is taking workforce diversity elements as gender, age, education and ethnicity, and investigates their impact on employee satisfaction. A four hundred Employees of AYTB, a well reputed oil & gas contracting company working in Saudi Arabia, was taken as a sample. Questionnaire developed by (Omkar & Josiah, 2015) is used for data collection by random sampling technique. Software SPSS is used for data analysis. This study confirms the significant positive relationship b/w Gender & Ethnicity and Education with employees’ satisfaction towards diversity at working place. In addition, this paper finds no significant role of age for employee satisfaction towards diversity at working place. It is expecting, this research paper plays a vital role for understanding of diversity and its impacts on employee’s satisfaction. It is also expecting that this research study will be helpful for companies & managers for managing the diversity & enhancing human resource development and sustaining more employee’s satisfaction at working place....
Leading across national borders is a challenge, partly due to the cultural differences among employees in different locations. We investigate this dynamic for employees of a Swiss financial services company located in Switzerland and in Poland by surveying employees about their leadership expectations and experiences, as well as about their cultural values. We find that the leadership expectations of employees in these two locations do not differ significantly. However, their experience does, indicating the opportunity for further development of local Polish management practices and leadership behavior, and underlying the importance of local leadership development. In addition, we find that a few cultural dimensions have a significant impact on leadership expectations in both countries, indicating the opportunity to further refine situational leadership behavior throughout the organization independently of location. While organizations spanning acrossWestern and Central European locations need to deal with significant differences in cultural and leadership expectation, our results suggest that they can effectively align leadership practices and thus mitigate the practical challenges arising from these differences....
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