In the recent years, ¡§Atypical Employment¡¨ has been accepted by most of the enterprises. The enterprises of the software service industry use atypical employment originally from the design theory of Shamrock Organization to seek the professional technical manpower. This research is to find out the determinants of hiring contracted workers or dispatched workers based on the atypical employee. The results are as follows: I. The organizational background: 1. The larger the scale of organization is, the better the possibility of hiring the dispatched workers of the atypical employment is. 2. The software industry is more likely to hire the contracted workers of the atypical employment than other service industries are. II. The determinants of the enterprises hiring the atypical employment: 1. The higher the enterprises pay the salary packages, the better the possibility of the use of dispatched workers is. 2. The higher the employee training costs, the better the possibility of the use of the contracted workers is. 3. The higher the job needs the degree of professional skill, the better the possibility of the use contracted workers is. 4. The higher the job needs the special techniques, the better the possibility of the use of the dispatched workers is. 5. The more the enterprises have products in diversity, the better the possibility of the use of the dispatched workers is. 6. The more the flexibility of the job arrangement is, the better the possibility of the use contracted worker is. III. The changeable factors of manpower demand: 1. The higher the degree of the demand of manpower change is, the better the possibility of hiring dispatched workers.

Amid the transformation of operating environmental conditions and the changes in market, a business organization must think how to construct flexible manpower in order to respond to the changes in industries and markets. The traditional organization of hierarchy, which lacks flexibility, doesn¡¦t induce the flexible use of manpower and thus is ineffective in meeting the trends of industries and the market. Atkinson advocates demolishing the rigid system and, based on the characteristics of business production activities, dividing the organization into the core and periphery manpower so that the two sections can be complementary and each possible combination of manpower can be optimal. However, there exists the combination of three types of manpower in the shamrock organization mentioned by Handy, namely, professional core worker, temporary worker, and subcontract worker. The professional core worker can be compared to the core manpower mentioned by Atkinson, and the temporary and subcontract worker correspond to Atkinson¡¦s periphery manpower. The combination of these three types of manpower can be used to produce the foundation of the business¡¦ profitability. In addition, the current human resource arrangement should be adjusted in order to respond to the changes in the market in a timely manner. It is available to implement task flexibility, numerical flexibility, working-time flexibility, and wage flexibility to meet the practical work demands. This research based itself on the preceding concept, conducted interviews with China Steel Corporation and its subcontractors, and collected data through survey questionnaires administered to the subcontractors. The survey was conducted to understand how China Steel Corporation and its subcontractors divided their core and periphery manpower, how they constructed the shamrock organization, and how they used their manpower flexibility. The research also investigated whether there existed differences between China Steel Corporation and its subcontractors with regard to manpower flexibility. The analysis and synthesis of the data have led to the following findings: China Steel Corporation (CSC): 1.China Steel Corporation adopted for its main production line the shift system and mutual support of manpower to meet the requirements of the changing market and job demands, while the engineering and the equipment department adopted subcontracting to meet the change in the demand of manpower. 2.China Steel Corporation did not use temporary workers, but its subcontractors employed a large number of temporary and subcontract workers. As a result, the workers of China Steel Corporation and the temporary and subcontract workers of its subcontractors operate together at CSC, like the operation of a shamrock organization. 3.Without the worry of impeding quality, quantity, and safety, the job at the technical level was divided into core and non-core, with the core job emphasizing the creation of additional value. 4.The non-core job was carried out by the periphery workers, who consisted of the employees of subcontractors specialized in operation, construction and environmental protection and of other contractors. 5.China Steel Corporation enhanced the use of task flexibility through the use of task grouping, task changing, and job rotation, and expanded the scope of task flexibility through transferring and assigning personnel to auxiliary companies. At the same time, education and training were implemented to support the use of task flexibility. 6.With respect to the use of numerical flexibility, China Steel Corporation adopted subcontracting as the major measure of response. 7.With respect to the use of time flexibility, China Steel Corporation adopted such systems as flexible reporting and leaving time, shift, overtime, and optional leave instead of overtime pay. 8.As to the use of wage flexibility, China Steel Corporation raised the percentage of mobile wage, added wage flexibility, and used the bonus system to reflect the merits of the company and individual employees. Subcontractors: 1.Faced with the changes in the market and job requirements, they used temporary and subcontract workers as the major measure of response. Dependent on networks of interpersonal relationships, they hired temporary workers and provided support to subcontractors so that they tied closely into a shamrock organization. 2.About 30% of the CSC¡¦s subcontractors cultivated their employees to become their own subcontractors. The success of this plan depended on the limiting conditions for fund investment, the vitality of the industry, and the support made available by the CSC¡¦s subcontractors. 3.Monetary compensation was the major factor of retaining the core manpower, and the promotion system accounted for only 29.4% of manpower retention, which was related to the flat organizational structure. 4.More than half of the CSC¡¦s subcontractors assigned additional work, work requiring less training, and unimportant work to temporary workers. More then 60% of CSC¡¦s subcontractors would complete work requiring special skills or equipment through subcontracting. 5.With respect to the use of task flexibility, 70.2% of the CSC¡¦s subcontractors that implemented task flexibility experienced such a difficult situation in which a new hand was unable to handle his work. Only 32.7% of the subcontractors would give relevant training in advance, indicating that education and training did not support the use of task flexibility. 6.With respect to the use of numerical flexibility, 69% of the subcontractors hired temporary employees, and 62% of them used subcontracting. 7.With respect to the use of working-time flexibility, most CSC¡¦s subcontractors used overtime, shift, and varied time block as the major measure, for they had to coordinate operation with CSC and could not be independent in terms of working time. 8.With respect to the use of wage flexibility, the percentage of wage base linked to merit was low, and skills were more important than merit in deciding the wage of a temporary worker. 9.There existed no significant differences in wage and promotion between the core and periphery workers of the CSC¡¦s subcontractors. 10.There existed differences in benefits and training between the core and periphery workers of the CSC¡¦s subcontractors. Differences in the Use of Manpower Flexibility Between China Steel Corporation and Its Subcontractors: 1.China Steel Corporation had a high percentage (64%) of core workers and a relatively low percentage (36%) of periphery workers. In contrast, its subcontractors had a high percentage of periphery workers (including 34% subcontracting and 28% temporary workers, totaling 62%) and a low percentage (38%) of core workers. 2.As to the difference in task flexibility, China Steel Corporation had subsidiary companies and could expand the scope of task flexibility. In contrast, their subcontractors had no subsidiary companies and their task flexibility was restricted to the same enterprise. In comparison, China Steel Corporation invested more in education and training and was more competent in supporting task flexibility. 3.With respect to the difference in numerical flexibility, China Steel Corporation cared about the legality of using temporary workers while its subcontractors neglected this issue more or less and was less bound by labor unions with regard to using temporary workers or subcontracting. In practice, the CSC¡¦s subcontractors had more numerical flexibility than China Steel Corporation. 4.With respect to the difference in working-time flexibility, China Steel Corporation abided by the regulations regarding working overtime while its subcontractors did not pay attention to these restrictions. 5.With respect to the difference in wage flexibility, the wage structure at China Steel Corporation is institutionalized, about 30% belonged to mobile wage and was linked to the company¡¦s operation and individual employees¡¦ merit. On the contrary, the questionnaire survey collected from its subcontractors indicated that only a few of them assessed the wage base on merit.

Through my research I explored the frontline worker’s perspective of anti-oppressive child welfare practice (AOP). Five frontline workers from the Children’s Aid Society of Brant, Ontario (Brant CAS) were interviewed to share how they view their practice, and the child welfare system, through an anti-oppressive lens. An Anti-oppressive theory perspective was the framework for my research, using a narrative methodology. It is through the stories of the participants that we learn there is a variance in the understanding and implementation of AOP that is affecting the practice of frontline workers, the families they work with and possibly placing children at further risk. An outcome of this research is to hopefully improve training, allowing the frontline worker to have a better understanding of the philosophy of AOP and how it applies to their practice. / Graduate

Thesis on the topic Satisfaction of health and social workers with financial rewards deals with the the subjective perception of satisfaction with the possibilities of financial compensation. The aim of of this paper is to describe the health and social care services by extension the South Bohemian Region and to map out the possibilities funding these services and not least theoretically identify the main motivational factors at work and care for employees. For processing the research part of the thesis was used quantitative research strategy, data capture been performed via interviewing methods, through a standardized questionnaire Job Satisfaction Survey, which was translated into the Czech language as a Průzkum spokojenosti se zaměstnáním M. Fraňkem. The research showed that both professions are dissatisfied with their financial rewards, but the overall rate of job satisfaction was in the range of ambivalence.

As the 21st century proceeds, individuals are increasingly working into later years to support themselves and maintain their quality of life. This changing pattern of employment has implications for workers, employers and society alike. Although older workers have much to contribute, individuals may experience health issues or physical, sensory or psychological changes related to ageing. Health and safety statistics indicate that older workers are a vulnerable group. Employers then, have a responsibility to examine the working environment and protect those with reduced capabilities. For society to function, older workers need to be able to remain in work, otherwise this will impact on both the economy and older individuals quality of life. This thesis aimed to understand the opportunities and challenges employers encounter when trying to protect and promote the health and safety of older workers. The research used qualitative approaches, combining interviews and focus groups to provide rich data on the circumstances of older workers. Triangulation was used, collecting data over different time periods, from different sources, to help balance out any weaknesses across the studies. Data were analysed using thematic analysis. A review of the literature found that there is no consistent definition of ageing or older worker. Many researchers have used chronological age and, therefore, this thesis used 50 as a threshold. The literature highlights that older workers have a wealth of knowledge and skills to bring to the workplace. Negative perceptions, however, regarding natural ageing and adaptability exist. Other authors have argued that organisations need to provide a safe environment for older workers and implement measures to mitigate changes in abilities, whilst recognising that there is no one size fits all strategy. First, an initial scoping study was undertaken with employers, which sought to understand their perceptions concerning the ageing workforce. The study also collected information on the health and safety age management strategies that have been implemented within the organisations. Interviews with employers (senior managers who influence health and safety management strategies) (n=41) revealed that, in line with literature, there is recognition that older workers bring benefits to the workplace. However, some comments demonstrated inaccurate stereotyping. The interviews found that these employers were uncertain how to proceed with implementing actions to protect the health and safety of their older workers. Two subsequent studies, consisting of focus groups (n=10) and interviews (n=50) were then conducted, which explored older workers experiences of working into later life and their views on the issues identified by the employer interview study. The older worker interviews also examined their perceptions regarding their health and capabilities, appropriate health and safety measures in response to this and interviewees anticipated future in the workforce. Older workers explained that they do not feel supported or engaged. They are fearful of reporting capability changes that may affect their ability to perform work tasks, as they believe this may have negative consequences for their future employment. During discussions, they suggested various measures that may help them remain in the workforce for longer. The information gathered during the literature review and the findings from the first three studies, were then used to develop examples of good practice health and safety measures that organisations could implement to help protect and promote the health and safety of older workers. A final interview study with key employer representatives (n=16) was conducted, to understand whether the health and safety good practice measures might be considered beneficial and achievable. This study found that although organisations recognised the benefits of health and safety measures tailored for older workers, the feasibility of some of the suggestions was in doubt. Budgetary constraints, insufficient time and lack of necessary knowledge were seen as particular obstacles to implementation. This thesis has identified that although research evidence exists in relation to measures to support the health and safety of older workers, e.g. the benefits of health promotion, improved work scheduling, workplace assessments etc, this is rarely translated into practice. Within organisations, there is uncertainty about age management for older workers and limited understanding of the divergent needs as workers capabilities change. The default position then becomes to cater for a typical worker. A coordinated multi-disciplinary approach between health and safety, occupational health, human resources and operational management is required. This thesis argues for an integrated age management strategy, with an emphasis on proactive prevention, in the interests of protecting and promoting the health and safety of older workers.

Submitted by Maria Creuza Silva (mariakreuza@yahoo.com.br) on 2014-10-06T17:02:05Z No. of bitstreams: 1 DISSERTAÇÃO ANA LECIA COSTA. 2014.pdf: 579239 bytes, checksum: 5e92e1e55c37b019b7638854f4501f80 (MD5) / Approved for entry into archive by Maria Creuza Silva (mariakreuza@yahoo.com.br) on 2014-10-07T14:14:23Z (GMT) No. of bitstreams: 1 DISSERTAÇÃO ANA LECIA COSTA. 2014.pdf: 579239 bytes, checksum: 5e92e1e55c37b019b7638854f4501f80 (MD5) / Made available in DSpace on 2014-10-07T14:14:23Z (GMT). No. of bitstreams: 1 DISSERTAÇÃO ANA LECIA COSTA. 2014.pdf: 579239 bytes, checksum: 5e92e1e55c37b019b7638854f4501f80 (MD5) / A questão dos recursos humanos tem sido considerada bastante complexa, na medida em que envolve problemas relativos à formação e à disponibilidade das diversas categorias de trabalhadores que podem realizar as ações de Vigilância Sanitária nas diversas regiões, estados e municípios. Este estudo teve como objetivo geral descrever e analisar o perfil do trabalhador de Vigilância Sanitária na esfera estadual da Bahia em relação às necessidades do processo de trabalho. E como objetivos específicos, identificar as necessidades do processo de trabalho em VISA no que tange ao perfil profissional, identificar as lacunas existentes e demandas de formação na VISA e identificar os cursos nos quais os trabalhadores da VISA participaram e as suas respectivas áreas temáticas. Trata-se de um estudo descritivo e exploratório. Os dados do estudo foram oriundos da análise de documentos e de entrevistas com informantes-chave. Os documentos analisados foram o Relatório de Gestão da Secretaria de Saúde do Estado da Bahia SESAB/RAG-2010, o Plano Estadual de Saúde - PES 2008/2011, os Relatórios de Gestão da Diretoria de Vigilância Sanitária – DIVISA e da Superintendência de Vigilância à Saúde – SUVISA, os dois últimos editais dos concursos públicos da SESAB e o Plano de Cargos, Carreira e Vencimentos – PCCV/SESAB. O estudo constatou que o número de trabalhadores de VISA lotados na SESAB é insuficiente para atender à demanda de trabalho, principalmente no que diz respeito à ausência de determinadas categorias profissionais que não aquelas consideradas “grupo ocupacional serviços públicos de saúde” a exemplo de arquiteto e físico. Identificou-se também a ausência de um modelo organizacional similar para a DIVISA (nível central) e para as DIRES (nível regional), além da coerência entre os processos de formação/atualização promovida pela DIVISA/SESAB e as necessidades do serviço. / The issue of human resources has been considered quite complex , in that it involves issues concerning training and the availability of different categories of employees who can perform the actions of Sanitary Surveillance in the various regions , states and municipalities. This study had as main objective to describe and analyze the profile of the Health Surveillance worker at state of Bahia to the needs of the labor process. And how specific goals, identify the needs of the labor process VISA regarding the professional profile, identify gaps and training demands on VISA and identify the courses in which workers participated VISA and their respective subject areas. This is a descriptive, exploratory study. Data for the study came from the analysis of documents and interviews with key informants. The documents analyzed were the Management Report of the Secretary of Health of the State of Bahia SESAB/RAG-2010, the State Health Plan - PES 2008/2011 , the Management Report of the Board of Health Surveillance - MOTTO and the Superintendency of Surveillance health - SUVISA, the last two notices of public tenders SESAB and Career Plan , Career and Salaries - PCCV / SESAB . The study found that the number of workers in crowded VISA SESAB is insufficient to meet the demand for labor , especially with regard to the absence of specific professions than those considered " occupational group public health services " example of the architect and physical . Also identified the absence of a similar to MOTTO (central level) and for DIRES ( regional level ) organizational model , beyond the coherence between the processes of formation / update sponsored by MOTTO / SESAB and service needs.

Dans les années 1870, la taille du diamant est introduite dans le Haut-Jura. A la veille de la Première Guerre mondiale, elle y occupe environ 1 500 ouvriers. Elle constitue une nouvelle activité dans un territoire industriel où sont fabriqués d'autres produits manufacturés, notamment les « articles de Saint-Claude » et les pipes de bruyère, et façonnées d'autres pierres précieuses ou fines. Cette thèse vise à montrer que le succès de l'introduction de cette nouvelle branche industrielle dans le Haut-Jura résulte de la capacité d'un territoire industriel local à s'insérer dans le processus de mondialisation de l'économie. Dans une première partie, l'organisation de la production du diamant taillé est étudiée et contextualisée à l'échelle locale, celle du district industriel de Saint-Claude. Dans une deuxième partie, les modes d'intégration du Haut-Jura dans le monde du diamant (sous-traitance, place sur les marchés diamantaires) sont décrits. Dans une dernière partie, sont analysées les stratégies développées par les acteurs de la branche diamantaire du district industriel de Saint-Claude pour optimiser leur insertion dans le processus de mondialisation de l'économie. / Diamond cutting was introduced in Haut Jura, i.e the Jura mountains, in the 1870's. At the onset of World War One, about 1,500 workers were employed in this field . It was a new activity in an industrial area where other manufactured goods were produced, notably the so-called "articles de Saint Claude", i.e objects made of box wood or horn, briar pipes and the cutting of other precious and semi precious stones. This thesis aims at showing that implementing this new activity in Haut Jura was a success thanks to the capacity of local industrialists to adapt to the emerging globalisation of economy. The first part deals with the organisation of the diamond cutting industry from a local perspective, i.e the Saint Claude area. The second part studies how Haut Jura inserted itself in the diamond market , through for instance subsidiary work and representatives on diamond markets. A last part deals with the strategies carried out by diamond cutters from Saint Claude in order to make the most of their part in the globalisation process.

No description available.

Bakgrund och problem: Ett välkänt ekonomiskt styrmedel som används av företagsledare för att motivera anställda till att utföra prestationer som ligger i linje med företagets mål är belöningssystem. Belöningssystem fungerar olika i olika branscher och måste anpassas efter typ av verksamhet och anställda. Ett relativt outforskat område är industribranschen, här utförs ofta kärnprocessen av arbetarna på golvet vilket gör det intressant att se hur ett industriföretag jobbar med belöningssystem mot dessa typer av anställda och identifiera kritiska områden för belöningssystemets funktion mot arbetare då detta är ett ostuderat område. Syfte: Syftet med denna studie är att bidra med ökad förståelse om hur industriföretag jobbar med belöningssystem gentemot arbetare och vad dessa arbetare har för erfarenheter av detta system. Metod: En kvalitativ fallstudie är utförd på företaget Atlas Copco Power Technique Nordic som är verksamma inom industribranschen. Åtta respondenter har intervjuats genom semi-strukturerade intervjuer. Studien har anammat en abduktiv forskningsansats  Slutsats: Atlas Copco Power Technique Nordic använder sig av många olika belöningar i olika former för att motivera sina anställda, en kombination av icke-monetära belöningar är den främsta nyckeln för att skapa motivation hos anställda. Det framkommer att de monetära belöningarna exklusive lön inte har betydande påverkan på arbetarnas motivation och vilja att prestera. Det visar sig även att mål och rättvisa har en betydande roll vad gäller arbetarnas positiva inställning till belöningssystemet. / Background and problem: A well-known financial instrument used by business leaders to motivate employees to perform in line with the company's goal is the reward system. Reward systems work differently in different industries and must therefore be adapted to the type of business and type of employees in an organization. A relatively unexplored area is the industrial industry. Here the core processes are often performed by the blue-collar workers which makes it interesting to see how an industrial company works with reward systems towards these types of workers and identify critical areas for the reward system's function towards blue-collar workers as this is an unstudied area. Purpose: The purpose of this study is to contribute to an increased understanding of how industrial companies work with reward systems towards blue-collar workers and what experience these workers have of this system. Method: A qualitative case study has been carried out at the company Atlas Copco Power Technique Nordic, which is active in the industrial industry. Eight respondents were interviewed through semi-structured interviews. The study has adopted an abductive research approach  Conclusion: Atlas Copco Power Technique Nordic uses many different rewards in different ways to motivate its employees, and the combination of non-monetary rewards is the main key to creating motivation in employees. It appears that the monetary rewards excluding wages have no meaningful effect on blue collar worker’s motivation and desire to perform. It also appears that goalsetting and justice play a significant role in terms of blue collar worker’s positive attitudes towards the reward system.

The purpose of this qualitative study was to get a better understanding how professionals working with unaccompanied refugee children perceive and reflect on their emotions evoked by their work and on their preparedness to handle them. Therefore, I chose to investigate how the sample of professional recognised, expressed and managed their emotions at work; what role did support and self-reflection play in exploring emotions; how the professionals saw the role of emotions in their work with unaccompanied refugee children; and how the participants described their preparedness to handle their emotions from the social work education. Semi-structured interviews were conducted with nine professionals working directly with unaccompanied refugee children. The findings indicated a lack of consistency in the views; where some said emotions could be utilised as a tool in social work, others viewed that expressing emotions might be seen unprofessional. Self-reflection and support of the colleagues and the counsellor in handling emotions were valued by the participants; it was seen to be helpful in working on emotions and becoming a better professional. Another emerging theme was the lack of discussion about emotions in social work education.