The impact of wearable devices on employee wellness programs: A study of hotel industry workers

Hospitality workplaces are particularly challenging contexts in which to implement wellness initiatives. The present study implemented a technology-based wellness intervention to improve various aspects of employee wellness in contemporary hotel workplaces. The participants were given a wearable device (Fitbit, used here as an innovative tool) in order to monitor their activity levels and sleep patterns over a 14-day period. Additionally, the participants provided researchers with food diaries in separate electronic form. Information regarding job satisfaction, job engagement, organizational citizenship behaviors, and intention to leave was obtained before and after the observation period. The results demonstrate an increase in physical activity, an increase in healthy food consumption, and a reduction in overall caloric intake. Furthermore, positive changes in employee engagement, job satisfaction, and organizational commitment were noted. Care should be exercised when implementing such interventions in order to ensure data privacy and positive employee relations.     

Retaining and engaging older workers: A solution to worker shortages in the U.S.

Over the next 20 years, many organizations will experience significant shortages of skilled workers. At the same time, because of longer lifespans and a gradual rise in what society has considered the traditional retirement age of 65, older workers will represent a growing proportion of the American workforce. For a variety of reasons, many of these older workers desire to continue working and, if retained and engaged, they constitute a significant labor source for mitigating the emerging shortages of skilled workers. However, many organizations are not prepared to take advantage of this demographic shift; some even generate barriers that impede the retention and engagement of older workers. In this article, we identify a variety of ways in which organizations can retain and engage older workers to meet their staffing needs and enhance organizational performance. We also discuss the relationship of these proposals to prominent theories of motivation in management.     

规范劳动合同制是地勘单位用工制度改革的关键

文章认为,计划经济体制下形成的,地勘单位采用行政命令配合思想政治工作的方式,对固定职工进行各个用工环节的管理模式,已不适合市场经济条件和经济全球化的要求,地勘单位必须规范劳动合同制管理,进行用工制度改革。文章分析了地勘单位劳动管理现状,论述了实行劳动合同制管理的必然性和紧迫性,以及现今地勘单位在规范劳动合同管理方面存在的差距。最后提出了地勘单位规范全员劳动合同制管理的四项措施建议。     

参与管理对组织效率的影响

在当今社会，人们发现单纯依靠命令式管理来提高员工工作效率，似乎收效不大，于是寻求人本管理，采取激励的方法来提高员工的积极性，以影响组织效率。本文通过让员工参与管理，满足员工个人成长、自我价值实现的需要，充分调动员工的积极性，达到组织效率提高的目的。     

责任感、信任感与职工持股

中国企业中实行的职工持股制度，目的是为了解决长期以来企业中存在的“人人皆主人，无人会负责”的职工缺乏主人翁意识的状况。职工在工作中的责任感和信任感的存在，对企业的活动及其效益皆具有非常重要的意义。职工持股制度的着眼点是把激励建立在可感知的利益和“期望的利益”之上，这对于增强企业职工的主人翁意识与强化企业与职工之间的信任关系大有益处，它使职工对企业的参与有了可靠的物质基础和切入点。     

悖论思维对创造力的“过犹不及”效应研究

悖论思维帮助个体发现对立事物间的联系,有利于创造性想法或创意的生成,但过高水平的悖论思维极易导致认知过载,使个体无暇顾及需要想象力和灵感的创造性活动。基于"过犹不及效应",本文提出悖论思维对员工创造力产生非线性影响。同时,根据能力-动机-机会(AMO)的理论框架,探索个人学习能力在这一关系中的中介作用,以及领导调节聚焦行为的调节作用。本文认为:悖论思维与员工创造力呈倒U型关系,个人学习能力在上述关系中起中介传导作用,领导促进型聚焦行为强化了变量间的间接关系,而领导防御型聚焦行为削弱了变量间的间接关系。通过对313名员工的三阶段调查分析,数据支持了本研究提出的假设。虽然适度的悖论思维有助于员工提升学习能力,但过度的悖论思维反而会降低员工学习效率进而削弱员工创造力,领导调节聚焦行为决定了员工是否能完成学习能力到创造力的转化。研究结论为员工创造力的影响因素研究提供了新思路,引导企业通过甄选员工和调整领导行为来激发员工创造力。     

关系取向对员工满意影响的实证研究

在现有文献中,有关关系取向对员工满意影响的研究尚属空白.(1)通过15位服务人员的深度访谈,对关系取向的内涵进行定性探索;(2)预调查对量表的信度和效度进行评价并修改部分问项;(3)对天津连锁药店的86位店长和217位销售人员的正式问卷调查表明:关系取向、关系交换与员工满意正相关;个体文化差异对关系交换有负向影响,而对关系取向有正向影响.研究结果可以指导经理们提高上下级关系管理的有效性.     

基于忠诚度的知识型员工流失预警管理研究

员工忠诚是员工对企业的行为忠诚与态度忠诚的有机统一.基于忠诚度的知识型员工流失预警指标包括社会环境、员工个人特性、企业状况、领导的影响力、报酬制度、员工在企业的状况等.根据这六个指标确定的指标权重建立的评价集,可计算出员工的忠诚度,从而对员工流失进行预警管理.     

Can employee ownership and human resource management policies clash in worker cooperatives? Lessons from a defunct cooperative

The article analyzes the interaction between employee ownership, HRM policies and practices, and HRM outcomes in what was the world's biggest industrial worker cooperative for decades, and now defunct, Fagor Electrodomésticos. Using longitudinal internal data and detailed interviews with key stakeholders, this paper sheds light on how employee ownership conditioned HRM policies. HRM outcomes—such as job satisfaction and absenteeism—are also analyzed over a long period of time. Chronic nepotism when recruiting new members, failures in the training policy, impoverished and Taylorist working systems, and reverse dominance hierarchies are analyzed as factors that increased free riding and caused low satisfaction and the disengagement of working members. This case study contributes to the literature on HRM and worker cooperatives as it provides some insights that are rarely found in that literature. It also provides guidance to worker cooperatives about increasing the fit between employee ownership and HRM policies and outcomes.