Heuristics for operational fixed job scheduling problems with working and spread time constraints

Operational fixed job scheduling problems select a set of jobs having fixed ready and processing times and schedule the selected jobs on parallel machines so as to maximize the total weight. In this study, we consider working time and spread time constrained versions of the operational fixed job scheduling problems. The working time constraints limit the total processing load on each machine. The spread time constraints limit the time between the start of the first job and the finish of the last job on each machine. For the working time constrained problem, we present a filtered beam search algorithm that evaluates the promising nodes of the branch and bound tree. For the spread time constrained problem we propose a two phase algorithm that defines the promising sets for the first jobs and finds a solution for each promising set. The results of our computational tests reveal that our heuristic algorithms perform very well in terms of both solution quality and time.     

Exploring the exit,voice, loyalty,and neglect typology: The influence of job satisfaction,quality of alternatives,and investment size

The current theory proposes that responses to dissatisfaction differ in constructiveness versus destructiveness and activity versus passivity, defining four categories of response: exit, voice, loyalty, and neglect. The manner in which employees react to job dissatisfaction is determined by three variables: overall job satisfaction; quality of job alternatives, and magnitude of investments in the job. This article presents a meta-analysis of the results of five studies in a program of research designed to test the current theory. Ten of 12 theory predictions received good support: Greater job satisfaction was associated with greater tendencies toward voice and loyalty, and with lesser exit and neglect. Superior alternatives were associated with greater tendencies toward exit and voice, and with lesser neglect. Greater investment size was associated with greater tendencies toward voice and loyalty, and with lesser neglect.     

层次分析法在岗位招聘中的应用

用人单位在招聘员工时，通常只是对众多的应聘人员进行简单的考察。因受各种主客观因素的影响，对应聘人员的评价难免有失公正。本文运用T.L.Ssaaty等人提出的层次分析法，通过建立相应的数学模型，计算出各应聘人员相对于招聘岗位的权重向量，可以解决这一问题。     

Stress: The legal and organizational implications

Evolving legal trends, as well as court cases in which stress related to employment situations led to liability for the employer, were reviewed and summarized. These results were integrated with those in current empirical stress research in order to identify potential areas of concern for managers. This unified approach was then used to examine some common organizational situations and to suggest practices, policies, and procedures that may be useful in reducing or eliminating the harmful effects of stress on employees. It was concluded that, while employers must be knowledgeable about general stressors likely to affect employee well-being, they must also identify factors unique to their own situations. The responsibility of the manager in analyzing the work situation and responding to the individuals involved is emphasized.     

Return to work after cancer and pre-cancer job dissatisfaction

We investigate the association between pre-cancer job dissatisfaction and return-to-work probability 3 years after a cancer diagnosis. We use a Danish data set combining administrative data and a survey to breast and colon cancer survivors. We find that the return-to-work probability has a negative correlation with pre-cancer job dissatisfaction with mental demands (where the correlation is driven by the high-educated) and with physical demands and the superior (where the correlation is driven by the low-educated). Educational gradients in the probability of returning to work after cancer are not significantly affected by controlling for pre-cancer job dissatisfaction and pre-cancer ability to work.     

工作嵌入、组织支持感与离职倾向关系的实证研究

文章通过对广西桂林市生产制造企业167名员工进行调查,研究工作嵌入、组织支持感及离职倾向之间的关系后发现,工作嵌入对组织支持感具有显著的正向影响,工作嵌入、组织支持感对离职倾向具有显著的负向影响,且组织支持感在工作嵌入与离职倾向的关系中发挥了中介作用     

陕西纺织类中职毕业生就业满意度调查与分析

本文通过抽样调查陕西五所纺织类中职学校近三年来毕业生就业满意度资料,剖析陕西纺织类中职毕业生就毕业"两高一低"现象有针对性的提出对策和建议。     

Is Structural Change Speeding Up? The Case of Sweden, 1850–2000

Abstract

This article focuses on the importance of structural change on productivity growth and conditions in the labour market. From a productivity perspective, a positive relation is found between structural change and productivity growth from the industrial breakthrough until the first oil crisis. From the early 1970s, this positive relation weakened and eventually became negative as labour moved from high to low productive industries. From a labour market perspective, it is found that extent of sectoral reallocation of labour has become more intense over the twentieth century. The extent of job gains and losses seems to have been more intense during the postwar period than during the industrialization phase.     

Initial compensation of new CEOs hired in turnaround situations

Our paper examines the initial compensation of new CEOs hired in turnaround situations. Building on prior literature on executive job demands, we posit that new CEOs hired in turnaround situations will receive higher pay, particularly higher performance‐based pay, and that the pay premium will incentivize them to undertake retrenchment and restructuring turnaround initiatives. An interaction between pay premium and CEO credentials is shown to have a stronger effect on the extent to which firms engage in such turnaround initiatives. Our empirical results, based on 98 new CEOs hired in 223 turnaround situations, largely support our arguments. We discuss the contribution of our study to the CEO compensation, executive job demands, and corporate turnaround literature. Copyright © 2014 John Wiley & Sons, Ltd.     

Monitoring what and how: psychological implications of electronic performance monitoring

Implementing electronic performance monitoring in the workplace might improve the efficiency and quality of employee data that are collected. These intended benefits might be discounted or even eliminated if employees have a negative reaction to the monitoring process. The goal of this exploratory study was therefore to investigate which electronic performance monitoring techniques and monitoring characteristics are associated with negative employee reactions using survey responses from 190 student workers. Results showed that close performance monitoring (via cameras, data entry, chat and phone recording) had significant negative effects on job attitudes such as job satisfaction and affective commitment. Similar effects were observed for employee self‐efficacy and perceived control. Attitudes were furthermore negatively impacted when the monitoring was focused on individuals and unpredictable, which also reduced organisational citizenship behaviour while continuous monitoring reduced self‐efficacy. These findings suggest that the benefits of close monitoring may be overshadowed by negative employee reactions.