Current Issue : October-December Volume : 2021 Issue Number : 4 Articles : 5 Articles
This study examines the impact of Intelligent Energy assessed by the eight criterias to be followed by Malaysian listed companies (PLCs), regulated by Bursa Malaysia and which are monitored for industry best practice by the Malaysian Corporate Governance Code 2017 (MCCG 2017)—30 percent Women Boards of Directors as well as by the existence of the Board Sustainability Committee’s proposed industry best practice which have not been endorsed by the MCCG 2017 to date. In order to explore the reporting of the eight criteria of intelligent energy amongst Malaysian oil and gas public listed companies, in terms of gender-based and sustainability-based, it follows the methodology of descriptive statistics, regression analysis and content analysis derived from previous studies and the analysis of annual reports and integrated reports. This research provides a thorough analysis of present study breakthroughs in the worldwide oil and gas industry’s Integrated Operations......................
In the context of the COVID-19 pandemic outbreak, fiscal policies become essential in combating the crisis effects on both the labour market and the business sector. Thus, finding the most effective fiscal policy solutions to ensure a smoother economic recovery from the pandemic effects becomes a major concern worldwide. As compared to more developed countries, developing economies tend to have harder and usually longer recovery periods from economic crises. Therefore, this paper aims to study the changes in fiscal policies in correlation with the evolutions and transformations of the labour market for a case of a developing country. Evidence for the case of Romania is provided, where labour force participation is very low and youth unemployment is among the highest in Europe. This paper discusses the national legislative framework of fiscal policies and the recent labour market changes. Forecasts of moderate levels of economic growth are radically changed following the outbreak of the COVID-19 pandemic in early 2020....
Presenteeismisanunderreportedphenomenon.However,peopleareslowlybeginningtoshedmorelightonitasworkplacesbecomemoredemandingoftheiremployees.Whileanemployeemaythinkheisdoingwellbystillshowingupforworkdespitebeinginjured,stressedorill,theoppositeisusuallytrue.Thispaperexaminedthemaininfluencingfactorsthataffectpresenteeisminalocalgovernmentlinkedcompany.Thefactorsexaminedwerejobinsecurity,jobdemandsandhealthissues.Quantitativedatawascollectedusingthenon-probabilityself-administeredquestionnairethatconsistofquestionswith6-pointsLikertscalesdistributedtosamplesof120employeesinadivisionwithintheorganisation.The data collectedwasanalysedusingPearsonCorrelationandMultipleRegressionAnalysistodeterminerelationshipbetweendifferentvariables.Basedonthefindings,jobinsecurityhasthestrongestandmostsignificantrelationshiptopresenteeism,whilstjobdemandsandhealthissueswereweakandnotsignificant.Thisstudyalsofoundthatjobinsecurityasthemostinfluencingfactorthataffectspresenteeisminthislocalgovernmentlinkedcompany.Thefindingshavemadesignificantcontributiontowardsdevelopinginitiativesfocusingonjobinsecuritywhichisuniquetothisorganisationtomanagefutureescalationofpresenteeism....
On the background of mixed ownership reform, the equity mix has an increasing impact on corporate performance. Our research selects the panel data of 620 Shanghai and Shenzhen A-share manufacturing listed companies from 2015 to 2019, and constructs a model of the mediating effect of “equity mix-executive incentives-corporate performance” to test the impact of equity mix on firm performance, and further explore the mediating effect of executive incentives between the equity mix and firm performance. Research shows that: the “U”-shaped relationship between equity mix and company performance is confirmed, executive compensation incentives have a partial mediating effect between equity mix and firm performance, and executive equity incentives have a complete mediating effect between equity mix and company performance....
Organizations have different approaches to attract and retain desired employees based on the company values, goals, and capacity. However, the turnover rate is increasing worldwide and Mongolia is not an exception. To succeed we should manage each employee individually. However, in real life companies do not have that capacity and resources. To manage more effectively, companies might need to group employees by their needs. Some research materials show that generations share similar values. Therefore, solution to that issue could be dividing employees by their birth generation. This paper aims to identify differences and similarities of X and Millennial generations job satisfaction factors of Mongolian employees. To effectively manage individual’s need, questionnaire of this work was developed based on previous works on job satisfaction aspect, which distributed to 389 employees from Mongolia working in Mongolia, USA, Canada and Australia. The sorting criterion was affiliation to the generational cohort, Baby Boomers generation 2.8%, Generation X 36%, Generation Y 57.1% and Generation Z 4.1% respectively. Respondents geographical location: Ulaanbaatar (Capital of Mongolia) 68.1%, Aimags (Rural areas of Mongolia) 27.5% and abroad (USA, Canada, Australia) 4.4% respectively. This study reveals that employee engagement factor importance and reward program effectiveness differ by generations. Overall, company reputation, job security, benefits are rated differently by generations in regards to their importance level. Furthermore, generations prefer government award programs significantly different. The research results might serve companies and organizations to customize their program to attract and retain desired Mongolian employees based on their specific needs. To the best of the author’s knowledge, there is no study conducted regards to job satisfaction and employee engagement factors of Mongolian employees by their generation....
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