This research focuses on training bundles, nonstandard work arrangement and their relationship in high-tech industry, and the conclusions are listed as follows, 1. Training bundles and training effectiveness Training practicability has a positive impact on employee productivity, company profitability, innovation and reduction of employee turnover rates. Training institutionalization has a positive impact on employee productivity and company profitability. Rather than reducing employee turnover rates, training has the greater positive impact on employee productivity. Furthermore, larger organizations have higher level of training practicability. 2. Nonstandard work arrangement in high-tech industry As the data showed, over 80% companies ever had nonstandard work arrangement in 2002, and in the companies that had such arrangement, fixed-term hires and subcontractors were mostly used. To adjust for business fluctuations and reduce administrative workload are first two reasons why companies use nonstandard work arrangement. Limited head count and personnel cost saving are also important factors to hire nonstandard workers. In particular, cost saving is the most important factor for companies to use subcontractors. About the occupational structure, most nonstandard workers are either present in the position of administration or production. Only subcontractors are most present in the service occupations such as janitors, cleaners or caterers. With regard to personnel cost saving, compare to using dispatched workers, part-time workers and fixed-term hires are more helpful to reduce the personnel cost. 3. Training bundles and nonstandard work arrangement The result indicates that the level of training bundles can not be the determinant of using nonstandard work arrangement. Besides, we found that organization size has a positive effect on using nonstandard work arrangement, fixed-term hires, dispatched workers and subcontractors.

Nearing the end of the 20th century, countries across the world have gradually been going into depression, without exception, this effect has also influenced Taiwan. Moreover, with the coming of age of knowledge management and change of the industry structure of the 21st century, thus the industry structure in Taiwan has also gone through some changes, adding many new non-typical jobs into the job market. Some examples include Leased Employess, Telex of Labor, part-time work, multiple job holders. Previous study on part-time work has been focused on the characteristics of the part-time workers and the influence on female part-time workers¡¦ employment and the reasons why companies use part-time work. Less research has been made on the comparison between part-time workers and regular workers. In the Human Resources of Managenment survey made by the Minster of Affairs in1997, the content regarding multiple job holders describes the distribution situation of multiple job holders. Moreover, with the fast growth of knowledge management, there exists a non-equivalency between the structure of knowledge management and the need of such a structure. Does the increasing numbers of part-time workers and multiple job holders mean that the labor market will take on a more important role? What is the difference between the education level, occupations, industry and income of these workers and regular workers? After a comparison between these two, which gains more profit? These are the questions to be answered in this research. The statistical information used in this research is secondary information from Directorate General of Budget Accounting and Statistics Executive Yuan, R.O.C regarding the Taiwan region Human Resources of Managenment statistical information, which divides labor into three groups, using work time and income level as a basis to find the characteristics between these three groups. Some implications made from the result of this research has been made for reference for the government. The results of this research are as the following: Part-time work 1¡BHighly educated part-time work are more better off than low educated part-time work because they have relatively higher pay for lesser work. 2¡BThe part-time workers of the higher level labor market are better off than the those from the agricultural, forest, fish and pasture and manufacturing. 3¡BThere is an increase of the laborers in the service sector, and a decrease of those from the agricultural, forest, fish and pasture sector, not much change in the manufacturing and industry sector. 4¡BFrom a comparison of the income of these sectors, those in industry have the highest income, and those in services are second ranking, from the level manufacturing gains the most and industry the least. Multiple job workers 1¡BThese are the least luckiest of the group because they have the highest work hours, but have the same income level as normal workers 2¡BNo matter which profession, multiple job workers are the most laborious because they have more work hours than normal workers but less income than normal workers. 3¡BNo matter which industry, multiple job workers are the most laborious because they have more work hours than normal workers but less income than normal workers. 4¡BThere is an increase of the laborers in the service sector, and a decrease of those from the agricultural, forest, fish and pasture sector, not much change in the manufacturing and industry sector. From a comparison of the income of these sectors, those in manufacturing have the highest income, and those in industry are second ranking, from the level manufacturing gains the most and services the least.

Darbo tikslas. Atskleisti darbo organizavimo ypatumus VšĮ Marijampolės ligoninėje. Tyrimo metodika. Tyrime dalyvavo VšĮ Marijampolės ligoninės pirmaeilėse pareigose dirbantis, stacionarines paslaugas teikiantis personalas: gydytojai, bendrosios praktikos slaugytojai bei slaugytojų padėjėjai. Tyrimas atliktas taikant sudarytą anoniminę anketą. Gauti tyrimo duomenys apdoroti, naudojant statistinių duomenų analizės programą SPSS 13,0 for Windows. Rezultatai. Tyrime dalyvavo 330 darbuotojų (203 slaugytojai, 77 slaugytojų padėjėjai ir 50 gydytojų). Gauti duomenys parodė, kad 99,1 proc. apklaustųjų susipažinę su individualiu darbo vietos aprašu. 50 proc. slaugytojų, mano, kad jų darbo vieta ne visuomet saugi. Daugiau kaip pusę apklaustųjų mano, kad jų darbo vieta nėra patogi ir neatitinka higieninių reikalavimų. Darbo vietos aprūpinimas žmogiškaisiais ištekliais bei techninėm priemonėm taip pat nepakankamas. 39 proc. apklaustųjų teigia, kad siekiant patenkinti visų besikreipiančių į gydymo įstaigą klientų poreikius, trūksta žmonių, taip pat paslaugų kokybei užtikrinti nepakanka aparatūros bei priemonių (26 proc. ir 20 proc.), ne visos priemonės funkcionalios – teigia 56,9 proc. respondentų. Darbo ir poilsio laiko organizavimas skiriasi, priklausomai nuo skyriaus, kuriame dirba apklaustieji bei pareigų. 27,5 proc. slaugytojų padėjėjų teigia, kad sudarant darbo grafiką neatsižvelgiama į jų pageidavimus, 92,5 proc. gydytojų po naktinio budėjimo neturi laisvos dienos bei 64 proc... [toliau žr. visą tekstą] / Aim of the study. Reveal special feature of work arrangement at Marijampolė hospital. Methods. An employee of full – time position, staff of stationary service: doctors, nurses of general care and assistans of nurses took part in the research. The anonymous quetionnaire was also used to carry out the survey. The data received was processed using the statistics processing program SPSS 13.0 for Windows. Results. 330 of staff took part in the research (included 203 nurses, 77 assistans of nurses and 50 doctors). The data received showed (99,1%) of recipients were got acquinted with individual description of work position. 50% of nuries think that their position is not safe enough. More than half of recipients think that their position is not convenient and out of requirements of hygiene. There is also lackof equipment and humanism. 39% of recipients claim that improving needs of applicants to health care institution there is shart of equipment and facilities (26% and 20 %), 56,9% respondents say most of facilities are out of work. There is difference between work and free time arrangement which depends on each department and staff position. 27,5% assistants of nuries claim that time – table is made up despote their requist. 92,5% doctors don‘t have a day – off after night shift. Also 64% doctors and 30% nuries ignore the time of lunch break. Arrangement of time for holiday isn‘t successful enough as well. The data received was evaluated where 25% respondents claim that the... [to full text]

The official standard of a 40-hour work week has not changed for decades in the United States. A flexible work arrangement (a.k.a. telework, flexible schedule or telecommuting) is an alternative to the traditional 9am to 5pm, 40+hours work week in office. In truth, the working environment has changed as employees are expected to work more than 40 hours per week and must be accessible around the clock on weekends and after the end of the workday. Millennials and Baby Boomers (called the emerging populations) are pushing the agenda on flexible work arrangements and getting more flexible schedules. Technology makes this all possible. Millennials are described as the always-connected-to-the-internet generation (Choney, 2012), while any new technological process requires significant instruction and training, and presents a challenge for older workers (Charness, 2006). This grounded theory research (Glaser and Strauss, 1999) informs and updates academics, practitioners, companies, and employees on how technology is enabling flexible working arrangements (referred to as FWA) for the emerging populations. The paper draws on both unstructured interviews and a survey with key informants across age ranges who are business owners, corporate workers, and employees. It explores the tools that are critical to connecting to the office, the advantages and disadvantages of working outside the office, and gives guidelines for employers and workers to utilize when creating a best-in-class flexible environment. Keywords: flexible work arrangement, flexible schedule, millennials, baby boomers, telecommuting, work-life conflict, technology, best practices, emerging populations / Business Administration/Human Resource Management

Syftet med föreliggande studie var att undersöka upplevelsen av den psykosociala arbetsmiljön beroende av anställningsform och kön. Datainsamlig genomfördes med ett nyutvecklat frågeformulär (EPA), som är baserat på de senaste föreskrifterna gällande organisatorisk och social arbetsmiljö. EPA bestod av sju moduler; arbetsbelastning, arbetsorganisation, handlingsutrymme, kunskap och utveckling, ledarskap, stöd samt återhämtning. I studien deltog 80 personer, 40 personer hade reglerad arbetstid som jämfördes med 38 personer som hade oreglerad arbetstid,  35 var män och 45 var kvinnor. Resultatet visade att de med oreglerad arbetstid upplevde den psykosociala arbetsmiljön något bättre men det var inte statistiskt signifikant. Männen upplevde den psykosociala arbetsmiljön bättre än kvinnorna men det fanns ingen statistisk signifikant skillnad.  För modul ledarskap fanns en statistiskt signifikant skillnad mellan könen, där männen upplevde ledarskapet bättre. Vidare förelåg inga skillnader i arbetsmiljön beroende på anställningsform eller kön. / The aim with the present study was to study the psychosocial work environment depending on employment and sex with a newly developed questionnaire (EPA), which was based on the latest regulations regarding organizational and social work environment. The questionnaire consisted of seven modules; workload, work organization, margin of action, leadership, support, knowledge and development and recuperation. In this study 80 persons participated, 40 of them had regulated working hours and 38 had unregulated working hours, 35 were men and 45 were women. The results of the study showed that persons with unregulated working hours experienced the work environment slightly better, but the result was not statistic significant. Men experienced the work environment better then women, but the result was not statistic significant. There was a statistic significant difference though, in module leadership, showing that men had a better experience of leadership. Further, the result showed that there was no diffrences in the workenvironment depending on employment and sex.

Aim: This thesis aims to investigate the varying needs and perceptions of employees in different positions within a single organization in Brazil with regard to flexiblework arrangements. Methodology: The study selected eight employees from diverse positions within the organization through purposive and snowball sampling techniques. The datacollection process employed a semi-structured interview approach, using an interview guide exploring the perception and needs of the employees regarding flexible work arrangements. The primary objective of the interviews was to offer valuable insights into employees' experiences and viewpoints, which aids in understanding the workforce's needs and requirements. Findings: The analysis found that employees across the different hierarchies in the organization exhibited a shared inclination towards remote work due to its advantages. However, the choices made by the employees were influenced by the team and managerial dynamics, client demands, and peak periods of activity. The findings disclosed that the advantages of flexible working arrangements are multifaceted encompassing work-life balance, quality of life, and cost savings. Conversely, challenges in the form of limited communication and relationship building opportunities, hierarchical complexities, and the high commuting costs incurred by hybrid workers were identified. The findings, therefore, emphasized the importance of fostering support, collaboration, and a positive work environment. Conclusion: Overall, the organization actively promotes adaptability to remote work, offering incentives and the necessary equipment to facilitate work-from-home arrangements. This research, therefore, underscores the need to embrace remote work and advocate for an enabling environment that addresses the diverse needs and challenges encountered by employees engaging in flexible work practices.

Pharmacists experience high levels of stress at work, especially from factors intrinsic to their jobs and management roles. In South Africa, the public sector is confronted with situational difficulties such as a shortage of staff and poor working conditions Accordingly, a comparative survey was conducted using a self–constructed questionnaire to obtain individual responses from the pharmacists in the public, as well as the private sector. The focus population was the pharmacists in the public, as well as the private hospitals in the North–West Province. The public sector consists of 30 hospitals and the private sector of 20. By using the convenient sampling method, 100 samples were taken. The questionnaire measured six factors of job satisfaction, namely: job design, salary/remuneration satisfaction, performance management, working arrangements, organisational climate, and professional development. The questionnaire was distributed to 100 pharmacists in total, and a response rate of 66% was obtained. The only medium practical significance shown in the results was between the averages of the private sector (2.89) in contrast with the public sector (3.38). This indicates that the public sector demonstrates less satisfaction with their performance management than the private sector. The data also indicated that the public sector pharmacists are less satisfied with job design, performance of management, professional development, and their working arrangements. The private sector showed only a small difference in the means, when compared to the public sector. It is clear that both sectors illustrate a moderate level of job satisfaction. Recommendations, therefore, included the revisiting of the job design by increasing job rotation and task identity. The need for self–actualization has to be acknowledged and the opportunity for promotion needs to be provided. The link between the actual activity and the bonus, with regards to performance management, has to be re–established, and there has to be transparency throughout. Decision–making control is extremely important and seeing that 82% of the pharmacists were female, the employer can consider accommodating family responsibilities, compressed working weeks, flexible working hours, job sharing, and part–time work. Professional development is also very important within any company and it is vital that the employer deposits time, money and skill into the staff. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

Pharmacists experience high levels of stress at work, especially from factors intrinsic to their jobs and management roles. In South Africa, the public sector is confronted with situational difficulties such as a shortage of staff and poor working conditions Accordingly, a comparative survey was conducted using a self–constructed questionnaire to obtain individual responses from the pharmacists in the public, as well as the private sector. The focus population was the pharmacists in the public, as well as the private hospitals in the North–West Province. The public sector consists of 30 hospitals and the private sector of 20. By using the convenient sampling method, 100 samples were taken. The questionnaire measured six factors of job satisfaction, namely: job design, salary/remuneration satisfaction, performance management, working arrangements, organisational climate, and professional development. The questionnaire was distributed to 100 pharmacists in total, and a response rate of 66% was obtained. The only medium practical significance shown in the results was between the averages of the private sector (2.89) in contrast with the public sector (3.38). This indicates that the public sector demonstrates less satisfaction with their performance management than the private sector. The data also indicated that the public sector pharmacists are less satisfied with job design, performance of management, professional development, and their working arrangements. The private sector showed only a small difference in the means, when compared to the public sector. It is clear that both sectors illustrate a moderate level of job satisfaction. Recommendations, therefore, included the revisiting of the job design by increasing job rotation and task identity. The need for self–actualization has to be acknowledged and the opportunity for promotion needs to be provided. The link between the actual activity and the bonus, with regards to performance management, has to be re–established, and there has to be transparency throughout. Decision–making control is extremely important and seeing that 82% of the pharmacists were female, the employer can consider accommodating family responsibilities, compressed working weeks, flexible working hours, job sharing, and part–time work. Professional development is also very important within any company and it is vital that the employer deposits time, money and skill into the staff. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.