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Chorkaew Jaturanonda Suebsak Nanthavanij Pornpimol Chongphaisal 《International Journal of Human Resource Management》2013,24(10):1834-1851
Five hundred Thai organizations (from both public and private sectors) were surveyed to learn how decision criteria were weighed when conducting job rotation. The organizations were categorized into three groups, namely, government agency (GA), private service company (PSC), and private manufacturing company (PMC). Three purposes of job rotation were considered: (1) restructuring of the organization, (2) periodic reshuffling of employee-job assignments, and (3) efficiency/productivity improvement. The findings from responded questionnaires (with a response rate of 41.40 per cent) show that the criterion weights are significantly dependent on both the organization type and the purpose of job rotation. It is found that organizations from both sectors considered ‘knowledge, skills, and abilities’ as a predominant decision criterion, irrespective of the purpose of job rotation. For the organizations that periodically reshuffled their current employee-job assignments, ‘job seniority’ was also considered as an important criterion. Regarding the other two job rotation purposes, organizations from the public sector consistently gave more attention to ‘job seniority,’ ‘years of service,’ and ‘age’ than did those from the private sector. 相似文献
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Mehmet Devrim Aydin Dogan Nadi Leblebici Mahmut Arslan Mustafa Kilic Mustafa Kemal Oktem 《International Journal of Human Resource Management》2013,24(5):701-719
In this study, IQ and EQ determinants of pre-eminent achievement in organizations were explored to help HRM specialists in selecting more appropriate job applicants, having potential for outstanding performance in their career paths. Several EQ elements were proved the most important in the achievement. However, IQ elements still play a very important role in superior performance. Results also exhibit that correlation of IQ and EQ levels of superior performers is significant and strong. In conclusion, HRM specialists have to test both IQ and EQ in the hiring process, to create a high-performing workforce in their organizations. 相似文献
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