Errors of Russian Entrepreneurs in Staff Incentive

10.12737/5794 ◽  
2014 ◽  
Vol 3 (5) ◽  
pp. 48-52
Author(s):  
Кряжова ◽  
S. Kryazhova
Keyword(s):  
Human Resource ◽  
Incentive System ◽  
Staff Turnover ◽  
Social Basis ◽  
Effi Ciency ◽  
Western Experience ◽  
Modern Russian ◽  
External Motivation

This article discusses the problem of motivating staff in Russia. Many entrepreneurs make mistakes in staff incentive: one does not understand the importance of human resource, another pays attention only to external motivation, someone forgets about the importance of non-monetary factors. Nevertheless, all these errors signifi cantly reduce effi ciency and increase staff turnover, which leads to lower profi ts of the business and increase of costs. This article highlights the major errors of modern Russian entrepreneurs in the fi eld of staff incentive, and proposes measures to improve the incentive system to retain and increase the effi ciency of the staff . Focusing on the Western experience the article also provides new and innovative forms of stimulation, which can be implemented by any company; little cost is associated with implementation of recommendations proposed. Social basis within Russian organizations forms simultaneously with the introduction of new forms of motivation.

scholarly journals Laboratory Staff Turnover: A College of American Pathologists Q-Probes Study of 23 Clinical Laboratories

2019 ◽  
Vol 144 (3) ◽  
pp. 350-355 ◽  
Author(s):  
David A. Novis ◽  
Suzanne Nelson ◽  
Barbara J. Blond ◽  
Anthony J. Guidi ◽  
Michael L. Talbert ◽  
...  
Keyword(s):  
Human Resource ◽  
Clinical Laboratory ◽  
Staff Turnover ◽  
Human Resource Practices ◽  
Full Time ◽  
Turnover Rates ◽  
Full Time Equivalent ◽  
Laboratory Staff ◽  
Staff Members ◽  
Clinical Laboratories

Context.— Knowledge of laboratory staff turnover rates are important to laboratory medical directors and hospital administrators who are responsible for ensuring adequate staffing of their clinical laboratories. The current turnover rates for laboratory employees are unknown. Objective.— To determine the 3-year average employee turnover rates for clinical laboratory staff and to survey the types of institutional human resource practices that may be associated with lower turnover rates. Design.— We collected data from participating laboratories spanning a 3-year period of 2015–2017, which included the number of full-time equivalent (FTE) staff members that their laboratories employed in several personnel and departmental categories, and the number of laboratory staff FTEs who vacated each of those categories that institutions intended to refill. We calculated the 3-year average turnover rates for all laboratory employees, for several personnel categories, and for major laboratory departmental categories, and assessed the potential associations between 3-year average all laboratory staff turnover rates with institutional human resource practices. Results.— A total of 23 (20 US and 3 international) participating institutions were included in the analysis. Among the 21 participants providing adequate turnover data, the median of the 3-year average turnover rate for all laboratory staff was 16.2%. Among personnel categories, ancillary staff had the lowest median (11.1% among 21 institutions) and phlebotomist staff had the highest median (24.9% among 20 institutions) of the 3-year average turnover rates. Among laboratory departments, microbiology had the lowest median (7.8% among 18 institutions) and anatomic pathology had the highest median (14.3% among 14 institutions) of the 3-year average turnover rates. Laboratories that developed and communicated clear career paths to their employees and that funded external laboratory continuing education activities had significantly lower 3-year average turnover rates than laboratories that did not implement these strategies. Conclusions.— Laboratory staff turnover rates among institutions varied widely. Two human resource practices were associated with lower laboratory staff turnover rates.

Human resource development and ‘casualisation’ in hotels and resorts in Eastern Australia: Getting the best to the customer?

2008 ◽  
Vol 14 (4) ◽  
pp. 367-385
Author(s):  
Grant Cairncross ◽  
Stephen Kelly
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Quality Measurement ◽  
Resource Development ◽  
Staff Turnover ◽  
Knowledge Capital ◽  
Retention Strategies ◽  
Employee Recruitment ◽  
Eastern Australia ◽  
Skill Shortages

AbstractThis paper provides an analysis of human resource development and knowledge capital management relations practices used by hotels and resorts in 2007. The study examined the employment instruments used, methods of employee recruitment, selection, staff turnover trends, remuneration policies, attitudes to knowledge capital and the application of service quality measurement. The findings indicate that larger foreign-owned organisations have adopted more innovative approaches than smaller Australian-owned hotels and resorts, while skill shortages and generational attitude changes have driven more inventive retention strategies in both groups. It was also found that in spite of the adoption of more enlightened human resource strategies, staff turnover, particularly casual staff turnover, remains problematic and could negatively impact upon customer satisfaction.

STRATEGY AND TACTICS OF MANAGEMENT IN A SOCIAL AND ECONOMIC CRISIS SITUATION

10.12737/575 ◽  
2013 ◽  
Vol 1 (2) ◽  
pp. 75-84
Author(s):  
Владимир Трошихин ◽  
Vladimir Troshikhin
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Economic Crisis ◽  
Systematic Approach ◽  
Crisis Situation ◽  
Management Organization ◽  
Modern Russian

The article discusses a systematic approach to the management of personnel, in particular the formation of the concept of human resources policy, the foundations of human resource management. The author defines the kinds and features of the crisis as a context for management activities, as well as the specific features of the modern Russian crisis; proposes strategy of crisis management organization in the reorganization or liquidation of the company.

Human resource development and ‘casualisation’ in hotels and resorts in Eastern Australia: Getting the best to the customer?

2008 ◽  
Vol 14 (4) ◽  
pp. 367-385 ◽  
Author(s):  
Grant Cairncross ◽  
Stephen Kelly
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Quality Measurement ◽  
Resource Development ◽  
Staff Turnover ◽  
Knowledge Capital ◽  
Retention Strategies ◽  
Employee Recruitment ◽  
Eastern Australia ◽  
Skill Shortages

AbstractThis paper provides an analysis of human resource development and knowledge capital management relations practices used by hotels and resorts in 2007. The study examined the employment instruments used, methods of employee recruitment, selection, staff turnover trends, remuneration policies, attitudes to knowledge capital and the application of service quality measurement. The findings indicate that larger foreign-owned organisations have adopted more innovative approaches than smaller Australian-owned hotels and resorts, while skill shortages and generational attitude changes have driven more inventive retention strategies in both groups. It was also found that in spite of the adoption of more enlightened human resource strategies, staff turnover, particularly casual staff turnover, remains problematic and could negatively impact upon customer satisfaction.

Increase of Loyalty of the Staff of Hotel Enterprises Based on the Use of Privileges Programs for Employees

2020 ◽  
Vol 9 (1) ◽  
pp. 32-37
Author(s):  
M. Zhukova ◽  
V. Zhukov
Keyword(s):  
Staff Turnover ◽  
Continuous Training ◽  
Management Mechanism ◽  
Personnel Policy ◽  
Effi Ciency ◽  
Project Groups ◽  
Hospitality Sector ◽  
Work Empowerment ◽  
Personnel Control ◽  
Formation Of Groups

It is impossible to work effi ciently in the hospitality industry, ensure high occupancy of rooms, provide highquality hotel services without professional and loyal staff at the hotel, as hotel employees are one of the components of a hotel product. Therefore, almost every hotel has the task of organizing such a personnel management mechanism that would increase the loyalty of employees, intensify their activities aimed at improving the effi ciency of the hotel. The article considers the peculiarities of the personnel policy in the hospitality sector, presents all groups of material and moral factors that motivate staff to increase the effi ciency of work in a hotel, and also highlights the industry’s main problem — staff turnover on linear positions in hotels. To increase employee loyalty, international hotel operators are actively using privilege programs for their employees. The article analyzes privilege programs for employees of three large hotel operators and, based on a survey of employees of a large Moscow hotel, it is revealed that the privilege program used in the hotel has a number of signifi cant shortcomings and is not a decisive factor in building staff loyalty to the hotel. The article shows that currently for hotels the availability of loyal employees is not so much relevant as it is necessary and expedient to direct the eff orts of the personnel policy to increase the activity of employees, increase their involvement in the company. For this, the authors recommend hotels to use the following various mechanisms and methods: the formation of groups / collectives (project groups) to solve the tasks; targeted management using a variety of personnel control and coordination tools; staff rotation with a change in the nature and content of work; empowerment of employees to eliminate the monotony of labor; organization of a system of continuous training for employees; the use of a variety of material incentive systems.

Comparative Characteristics of Teachers Motivation with Different Vocational Success

2018 ◽  
Vol 7 (4) ◽  
pp. 18-21
Author(s):  
Ю. Токарева ◽  
Yu. Tokareva ◽  
Е. Быкова ◽  
E. Bykova ◽  
Т. Гафурова ◽  
...  
Keyword(s):  
Higher Education ◽  
Social Approval ◽  
Successful Teachers ◽  
Psychological Mechanisms ◽  
Effi Ciency ◽  
Vocational Success ◽  
External Motivation

The professional effi ciency of teachers of higher education is associated with the achievement of social and scientifi c success, the psychological mechanisms which are associated with the motivational-requirement sphere. The dominant understanding needs and motives of the most successful teachers will strengthen their eff ectiveness and infl uence the motivation conditions necessary for signifi cant scientifi c and social results. The conducted research allowed to establish that successful teachers are characterized by external motivation and the need for social approval.

INFLUENCE OF REMUNERATION FACTORS ON STAFF TURNOVER IN HUMANITARIAN SECTOR

2017 ◽  
Vol 2 (1) ◽  
pp. 33 ◽  
Author(s):  
Molley Akeyo ◽  
Prof. Filippo Wezel
Keyword(s):  
Social Sciences ◽  
Human Resource ◽  
Survey Design ◽  
Computer Software ◽  
P Value ◽  
Staff Turnover ◽  
Human Resource Managers ◽  
Market Survey ◽  
Resource Managers ◽  
Descriptive Survey

Purpose: The purpose of this study was to determine the influence of remuneration factors on staff turnover in humanitarian sectorMethodology: The study adopted descriptive survey design. The population of this study was drawn from the employees of various NGOs registered with the 4 NGO coordinating bodies.Data was collected through questionnaires; it was prepared in readiness for analysis by editing, handling blank responses, coding, categorizing and keying into Statistical Package for Social Sciences (SPSS) computer software for analysis. SPSS was used to produce frequencies, descriptive and inferential statistics that were used to derive conclusions and generalizations regarding the population. Specifically, correlation and regression statistics were used.Results: The study findings revealed that remuneration was important in explaining staff turnover. This is supported by a p value 0.000 which means that remuneration is a statistically significant predictor of staff turnover.Policy recommendation: The study recommended that the human resource managers should establish competitive human resource practices that are meant to control staff turnover. For example it is recommended to the management of NGOs in Afghanistan to conduct a market survey in order to establish the optimal remuneration levels for NGO employee in order to control for the detriments that are associated with staff turnover.

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