构建企业和谐的劳动关系

构建企业和谐的劳动关系是企业发展的内在需要,也是落实以人为本为核心的科学发展观的具体体现.构建企业和谐劳动关系的内涵为:企业员工自身的和谐;员工与员工的和谐;员工与企业的和谐;企业内部诸要素的和谐.本文将从五个方面就构建企业和谐的劳动关系做一浅析.     

基于"命运共同体"视角的和谐员工关系构建研究

和谐员工关系不仅是企业发展的内在动力,也是社会和谐的重要基础.本文探索了构建和谐员工关系的意义,构建了基于命运共同体视角的和谐劳动关系管理钻石结构,揭示了和谐员工关系带来的启示.     

怎样构建企业和谐劳动关系

文章由<中国和世界隔着一条下水道>引出企业和谐劳动关系的构建,作者从加强沟通是构建和谐劳动关系的金钥匙、赋予员工充分的自主权是构建和谐劳动关系的动力、制度机制建设是构建和谐劳动关系的保障;企业履行社会责任是构建和谐劳动关系的关键;劳动者自身素质的提高是构建和谐劳动关系的基础等五个方面论述了怎样构建企业和谐劳动关系.     

和谐文化是促进老企业可持续发展的推动力

企业的可持续发展是要靠其核心竞争力,核心竞争力根植于和谐文化的基础上。由于老企业的历史原因,不和谐的问题沉积较多,要建立和谐的企业关系必须化解矛盾,关爱员工,培养人才,实现现员工自我价值,为企业和谐发展增后劲,企业要承担责任,追求超越企业自身利益的社会价值和精神,提炼企业和谐文化的精髓,关注民生,促进企业永久的和谐,以此推动企业的可持续发展。     

浅谈运用儒家思想构建企业和谐劳动关系

构建和谐劳动关系是现代企业管理的必然要求,也是企业经营管理的重要元素。特别是在当前我国经济已由高速增长阶段转向高质量发展阶段,正处在转变发展方式、优化经济结构、转换增长动力的攻关期,必然导致建立在原有产业基础和传统生产方式上的劳动关系被打破,劳动关系运行协调面临新的压力和挑战。企业构建和谐劳动关系则显得尤为迫切和必要。在构建和谐劳动关系过程中,要把以人为本、贵在人和的儒家思想融入始终,要从物质基础、人文关怀、精神满足等方面尽最大努力满足员工需求。     

重视推广EAP员工帮助计划

EAP（即Employee Assistance Program）一般译作“员工帮助计划”,是企业为员工设置的一套长期的精神福利和身心健康支持项目。通过专业人员为企业和员工提供诊断、评估、培训、专业指导和咨询,帮助员工及其家庭成员解决各种心理和行为问题,目的在于提高员工的身心健康和工作绩效,改善企业的团队组织气氛与管理效能,推进企业和谐发展、创新发展。     

以人为本——企业和谐发展的根本

在构建和谐企业实践中,要始终坚持以人为本,突出人的重要作用,始终坚持把广大员工的利益作为一切工作的根本出发点和落脚点.以人为本是科学发展观的本质和核心,员工是企业中最宝贵的财富,也是生产要素中最活跃的因素.因此正确认识和把握以人为本,对于企业的持续、健康、和谐发展至关重要.本文拟就如何坚持以人为本构建和谐企业谈点粗浅见解.     

发挥工会组织优势促进企业和谐发展

随着社会主义市场经济制度的不断完善,改革的不断深入,企业内部的组织结构、运行机制、劳动关系等相应都在发生不同程度的变化,这些变化从某种意义上讲,就影响了企业的持续发展与和谐稳定.工会组织如何才能够在企业改革的大局中发挥优势,保持员工队伍的稳定,促进企业和谐发展,笔者认为,须从以下几个方面八手.     

浅析科研院所和谐与工会组织作为

构建和谐院所的重点是要处理好员工与院所、管理者与员工、员工与员工之间的关系,构建一个相对和谐的环境与氛围。工会是党联系人民群众的桥梁和纽带,是职工利益的代表者和维护者,理应发挥重要作用。本文就工会在创建科研院所和谐的过程中,就如何确定工会的地位,如何充分履行工会的维护职能、建设职能、参与职能、教育职能、信息沟通、群众活动、组织建设等方面,浅谈一下自己的认识。     

突出教育提素质创新载体强队伍

企业要想科学发展、和谐发展,必须坚持以人为本,发扬大庆精神,创新和改进企业思想政治工作,抓好文明创建活动,加强员工队伍建设,优化企业环境,严明规章制度,树立企业和员工良好形象,促进企业又好又快发展.     

青钢推动五型班组建设实践

青钢第二高速线材厂建设＂安全型、技能型、效益型、创新型、和谐型＂的＂五型＂班组,制定了建设标准和工作计划,培育职工理念,建立机制,开展一年一度的QC小组活动。通过＂五型＂班组实践,提高了班组员工思想素质和岗位技能、班组内部管理水平,提升了班组产品质量形象和服务形象。     

Transforming service employees and climate: A multilevel, multisource examination of transformational leadership in building long-term service relationships.

This longitudinal field study integrates the theories of transformational leadership (TFL) and relationship marketing to examine how TFL influences employee service performance and customer relationship outcomes by transforming both (at the micro level) the service employees' attitudes and (at the macro level) the work unit's service climate. Results revealed that, at the individual level, managers' TFL was positively related to employee service performance, which, in turn, positively predicted customers' expressed intention to maintain a long-term service relationship with the service employee and manager-reported number of the employee's long-term customers measured 9 months later. In addition, the relationship between TFL and employee service performance was partially mediated by employee self-efficacy. Furthermore, store-level TFL was positively associated with store-level service climate, and service climate further enhanced the relationship between individual-level TFL and employee service performance. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Retaining your high performers: Moderators of the performance–job satisfaction–voluntary turnover relationship.

Two divergent ideas explain the relationship between performance and voluntary turnover. One suggests that higher performing employees, who are rewarded for their superior work product, will desire to remain with an organization that values their performance and will, consequently, be less likely than lower performing employees to voluntarily leave. An alternative idea suggests that higher performing employees, who are more desirable to external companies as a result of their superior work product, will have more external job opportunities and will, consequently, be more likely than their lower performing colleagues to voluntarily leave. The current study evaluated the behaviors and attitudes of 12,545 insurance employees over a 3-year period to examine how these 2 divergent expectations influence the performance–voluntary turnover relationship. Results show that both pay growth and the relevant unemployment rate interact with performance to influence the performance–voluntary turnover relationship and that they work independently of employee job satisfaction influences. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The relationship between satisfaction, attitudes, and performance: An organizational level analysis.

Previous research has consistently shown little relationship between job satisfaction, job attitudes, and performance for individuals, but little work has investigated these relationships at the organizational level of analysis. This study investigated the relationship between employee satisfaction, other job-related attitudes (commitment, adjustment, and psychological stress), and organizational performance. Organizational performance data were collected for 298 schools; employee satisfaction and attitude data were collected from 13,808 teachers within these schools. Correlation and regression analyses supported the expected relationships between employee satisfaction/attitudes and organizational performance. Implications of these findings are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Alabama laws on drug testing in the work place

Alabama law related to employee work place drug testing consists of the newly enacted drug free work place program, the workers' compensation law and the unemployment compensation law. These laws contain specific requirements relating to the performance of employee drug testing. Physicians will play a key role in the management, supervision and implementation of employer drug testing programs and should become familiar with state and federal laws and regulations pertaining to the operation of those programs.     

Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs.

In this study, the authors examine the relationship between abusive supervision and employee workplace deviance. The authors conceptualize abusive supervision as a type of aggression. They use work on retaliation and direct and displaced aggression as a foundation for examining employees' reactions to abusive supervision. The authors predict abusive supervision will be related to supervisor-directed deviance, organizational deviance, and interpersonal deviance. Additionally, the authors examine the moderating effects of negative reciprocity beliefs. They hypothesized that the relationship between abusive supervision and supervisor-directed deviance would be stronger when individuals hold higher negative reciprocity beliefs. The results support this hypothesis. The implications of the results for understanding destructive behaviors in the workplace are examined. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Correction to Thau and Mitchell (2010).

Reports an error in "Self-gain or self-regulation impairment? Tests of competing explanations of the supervisor abuse and employee deviance relationship through perceptions of distributive justice" by Stefan Thau and Marie S. Mitchell (Journal of Applied Psychology, , , np). The note to Table 10 on p. 1024 inadvertently referred to PYM as the path from ego depletion to deviant employee behaviors. The note instead should have referred to PYM as the path from intrusive thoughts to deviant employee behaviors. (The following abstract of the original article appeared in record 2010-16976-001.) Two competing explanations for deviant employee responses to supervisor abuse are tested. A self-gain view is compared with a self-regulation impairment view. The self-gain view suggests that distributive justice (DJ) will weaken the abusive supervision–employee deviance relationship, as perceptions of fair rewards offset costs of abuse. Conversely, the self-regulation impairment view suggests that DJ will strengthen the relationship, as experiencing abuse drains self-resources needed to maintain appropriate behavior, and this effect intensifies when employees receive inconsistent information about their organizational membership (fair outcomes). Three field studies using different samples, measures, and designs support the self-regulation impairment view. Two studies found that the Abusive Supervision × DJ interaction was mediated by self-regulation impairment variables (ego depletion and intrusive thoughts). Implications for theory and research are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Self-gain or self-regulation impairment? Tests of competing explanations of the supervisor abuse and employee deviance relationship through perceptions of distributive justice.

[Correction Notice: An erratum for this article was reported in Vol 95(6) of Journal of Applied Psychology (see record 2010-22091-001). The note to Table 10 on p. 1024 inadvertently referred to PYM as the path from ego depletion to deviant employee behaviors. The note instead should have referred to PYM as the path from intrusive thoughts to deviant employee behaviors.] Two competing explanations for deviant employee responses to supervisor abuse are tested. A self-gain view is compared with a self-regulation impairment view. The self-gain view suggests that distributive justice (DJ) will weaken the abusive supervision–employee deviance relationship, as perceptions of fair rewards offset costs of abuse. Conversely, the self-regulation impairment view suggests that DJ will strengthen the relationship, as experiencing abuse drains self-resources needed to maintain appropriate behavior, and this effect intensifies when employees receive inconsistent information about their organizational membership (fair outcomes). Three field studies using different samples, measures, and designs support the self-regulation impairment view. Two studies found that the Abusive Supervision × DJ interaction was mediated by self-regulation impairment variables (ego depletion and intrusive thoughts). Implications for theory and research are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Affective commitment to the organization: The contribution of perceived organizational support.

Three studies examined the interrelationships among work experiences, perceived organizational support (POS), affective commitment (AC), and employee turnover. Using a diverse sample of 367 employees drawn from a variety of organizations, Study 1 found that POS mediated positive associations of organizational rewards, procedural justice, and supervisor support with AC. Study 2 examined changes of POS and AC in retail employees over a 2-year span (N?=?333) and a 3-year span (N?=?226). POS was positively related to temporal changes in AC, suggesting that POS leads to AC. Study 3 found a negative relationship between POS and subsequent voluntary employee turnover that was mediated by AC in retail employees (N?=?1,124) and in poultry- and feed-processing workers (N?=?262). These results suggest that favorable work conditions operate via POS to increase AC, which, in turn, decreases employee withdrawal behavior. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Differentiated leader–member exchanges: The buffering role of justice climate.

The leader–member exchange (LMX) literature has established that leaders differentiate among their followers. Yet little is known about the effects of LMX differentiation (within-group variation in LMX quality). In this study, we contend that the effects of LMX differentiation on the employee outcomes of work attitudes, coworker relations, and employee withdrawal behaviors will be contingent upon the level of procedural and distributive justice climate. Data from 276 employees working in 25 stores of a retail chain in Turkey supported our hypotheses such that LMX differentiation was related to more negative work attitudes and coworker relations, and higher levels of withdrawal behaviors only when justice climate was low. (PsycINFO Database Record (c) 2010 APA, all rights reserved)