Reducing working hours in small enterprises as a post-growth practice?

2021 ◽  
pp. 85-96
Author(s):  
Hubert Eichmann
2019 ◽  
Vol 118 (3) ◽  
pp. 170-177
Author(s):  
Jin-Kwan Lee ◽  
Soo-Yong Park ◽  
Eun-hyeon Jo ◽  
Dong-hyung Lee

Small enterprises in the root industry are currently experiencing difficulties in fulfilling their deadlines due to the recent increase in the minimum wage, shortened working hours, and low productivity. Therefore, it is very important to establish a Manufacturing Execution System (MES) that can increase production and process efficiency with minimum manpower.


2020 ◽  
Vol 8 (1) ◽  
pp. 33-42
Author(s):  
Luriana Taslim ◽  
Amzul Rifin ◽  
Siti Jahroh

Cassava is the most processed staple food crops in Indonesia. Processed cassava micro and small enterprises (MSEs) are responsible for most cassava value-adding process. The major obstacle to the growth of MSEs is financing—a problem of the limited source of fund. Despite the presence of government financing support to MSEs, the number of processed cassava MSEs that have involved financing is still low. This study aimed to analyze the financing impact on the performance of processed cassava MSEs and to identify which factors influence the performance of processed cassava MSEs. Cross-sectional data of the MSEs Survey conducted in 2015 by Badan Pusat Statistik and analysis tool Multiple Linear Regression was used to answer the research objectives. Results showed that financing had a positive and significant impact on processed cassava MSEs’ sales revenue, but did not have any impact on their assets. Factors that significantly affected the performance of processed cassava MSEs were working hours per day, input value, training, products marketed in town, and business belongs in chips industry.


2019 ◽  
Vol 63 (3) ◽  
pp. 115-128 ◽  
Author(s):  
Maie Stein ◽  
Sylvie Vincent-Höper ◽  
Nicole Deci ◽  
Sabine Gregersen ◽  
Albert Nienhaus

Abstract. To advance knowledge of the mechanisms underlying the relationship between leadership and employees’ well-being, this study examines leaders’ effects on their employees’ compensatory coping efforts. Using an extension of the job demands–resources model, we propose that high-quality leader–member exchange (LMX) allows employees to cope with high job demands without increasing their effort expenditure through the extension of working hours. Data analyses ( N = 356) revealed that LMX buffers the effect of quantitative demands on the extension of working hours such that the indirect effect of quantitative demands on emotional exhaustion is only significant at low and average levels of LMX. This study indicates that integrating leadership with employees’ coping efforts into a unifying model contributes to understanding how leadership is related to employees’ well-being. The notion that leaders can affect their employees’ use of compensatory coping efforts that detract from well-being offers promising approaches to the promotion of workplace health.


1973 ◽  
Author(s):  
Paula Patkai ◽  
Kerstin Pettersson ◽  
Torbjorn Akerstedt

2009 ◽  
pp. 123-129
Author(s):  
Yu. Golubitsky

The article considers business practices of Moscow small industry in the XIX century, basing upon physiological sketches of N. Polevoy and I. Kokorev, statistical data and the classification of professions are also presented. The author claims that the heroes of the analyzed sketches are the forefathers of Moscow small businesses and shows what a deep similarity their occupations and a way of life bear to the present-day routine existence of small enterprises.


2019 ◽  
Vol 9 (1) ◽  
pp. 53-66 ◽  
Author(s):  
Dandan Irawan

Basically a natural partnership will achieve its goal if mutual requirements, mutual reinforcement, and mutual benefit can be maintained and made a strong fundamental commitment among partners. Nevertheless the development seems very slow. The cause is the presence of specific and different conditions and structure factors compared to other countries. Along with that, we still encounter various forms of gaps, such as inequality among regions, among income groups, between sectors, among economic actors, and so forth. The next problem is that in business entities including cooperatives and micro and small enterprises in running their business activities requires business partnerships with medium and large enterprises in order to improve business performance and business scale. While on the other hand our economic conditions and structures are not yet fully conducive to fostering partnerships based on purely business considerations or competitive market motivations but the business partnership of the foundation is strong enough in our country's constitution. Partnerships will work if partners are equally benefiting. Our concept of partnership is like that, although in the short term, there is a party or a party benefiting more from the other side.


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