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Human Resources/Strategic human resource management

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Question
Hoe can strategic human resource management help high schools face the challenge of offering flexible working to its teachers?.  How can it help them grow their own talent?  How can it help them manage change in these areas whilst still meeting the schools goals?
Where can I find journal articles specific to this?
Thank you in anticipation of your help and advice.

Answer
Developing a HRM strategy
Faced with rapid change INSTITUTIONS need to develop a more focused and coherent approach to managing people. In just the same way a IT requires a marketing or information technology strategy it also requires a human resource or people strategy.
In developing such a strategy two critical questions must be addressed.
•   What kinds of people do you need to manage and run your INSTITUTIONS  to meet your strategic business objectives?
•   What people programs and initiatives must be designed and implemented to attract, develop and retain staff to compete effectively?
In order to answer these questions four key dimensions of an INSTITUTION  must be addressed. These are:
•   Culture: the beliefs, values, norms and management style of the INSTITUTION
•   INSTITUTION : the structure, job roles and reporting lines of the organization
•   People: the skill levels, staff potential and management capability
•   Human resources systems: the people focused mechanisms which deliver the strategy - employee selection, communications, training, rewards, career development, etc.
•   Frequently in managing the people element of their seniors  will only focus on one or two dimensions and neglect to deal with the others. Typically, INSTITUTION  reorganize their structures to free SENIORS  from bureaucracy and drive for more DYNAMIC  flair but then fail to adjust their training or reward systems.
When the desired   behavior does not emerge SENIORS frequently look confused at the apparent failure of the changes to deliver results. The fact is that seldom can you focus on only one area. What is required is a strategic perspective aimed at identifying the relationship between all four dimensions.
•   If you require an INSTITUTION
 which really values quality and service you not only have to retrain staff, you must also review the organization, reward, appraisal and communications systems.
•   The pay and reward system is a classic problem in this area. Frequently organizations have payment systems which are designed around the volume of TIMESPENT/SENIORITY  produced. If you then seek to develop a INSTITUTION
 which emphasizes the SERVICE 's quality you must change the pay systems. Otherwise you have a contradiction between what the chief  is saying about quality and what your payment system is encouraging staff to do.
There are seven steps to developing a human resource strategy and the active involvement of seniors  should be sought throughout the approach.



Human Resource Management
Steps in developing HRM strategy
Step 1: Get the 'big picture'
•   Understand your  INSTITUTION
 strategy.
•   Highlight the key driving forces of your  INSTITUTION
•    . What are they? e.g. technology,  SOCIAL NEEDS.
•   What are the implications of the driving forces for the people side of your  INSTITUTION  
•   What is the fundamental people contribution to bottom line  INSTITUTION   performance?
Step 2: Develop a Mission Statement or Statement of Intent
•   That relates to the people side of the INSTITUTION

Do not be put off by negative reactions to the words or references to idealistic statements - it is the actual process of thinking through the issues in a formal and explicit manner that is important.
•   What do your people contribute?
  Step 3: Conduct a SWOT analysis of the organization
•   Focus on the internal strengths and weaknesses of the people side of the INSTITUTION
   .
•   Consider the current skill and capability issues.
  Vigorously research the external business and market environment. High light the opportunities and threats relating to the people side of the business.
•   What impact will/ might they have on business performance?
•   Consider skill shortages?
•   The impact of new technology on staffing levels?
From this analysis you then need to review the capability of your personnel department. Complete a SWOT analysis of the department - consider in detail the department's current areas of operation, the service levels and competences of your personnel staff.
Step 4: Conduct a detailed human resources analysis
Concentrate on the organization's COPS (culture, organization, people, HR systems)
•   Consider: Where you are now? Where do you want to be?
•   What gaps exists between the reality of where you are now and where you want to be?
Exhaust your analysis of the four dimensions.
Step 5: Determine critical people issues
Go back to the business strategy and examine it against your SWOT and COPS Analysis
•   Identify the critical people issues namely those people issues that you must address. Those which have a key impact on the delivery of your  INSTITUTION  strategy.
•   Prioritize the critical people issues. What will happen if you fail to address them?
Remember you are trying to identify where you should be focusing your efforts and resources.
Step 6: Develop consequences and solutions
For each critical issue highlight the options for managerial action generate, elaborate and create - don't go for the obvious. This is an important step as frequently people jump for the known rather than challenge existing assumptions about the way things have been done in the past. Think about the consequences of taking various courses of action.
Consider the mix of HR systems needed to address the issues. Do you need to improve communications, training or pay?
What are the implications for the business and the personnel function?
Once you have worked through the process it should then be possible to translate the action plan into broad objectives. These will need to be broken down into the specialist HR Systems areas of:
•   employee training and development
•   management development
•   organization development

*PERFORMANCE  APPRAISAL.
•employee reward

*EMPLOYEE  SELECTION  AND  RECRUITMENT

*MANPOWER  PLANNING

•communication
Develop your action plan around the critical issues. Set targets and dates for the accomplishment of the key objectives.
Step 7: Implementation and evaluation of the action plans
The ultimate purpose of developing a human resource strategy is to ensure that the objectives set are mutually supportive so that the reward and payment systems are integrated with employee training and career development plans.
There is very little value or benefit in training people only to then frustrate them through a failure to provide ample career and development opportunities.

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Human Resource Management
HRM systems diagnostic checklists
The following check-lists present some questions which may prove helpful for you to think about when planning your development programs for human resources (your people) in your organization.
Use them to provoke thought and to stimulate discussion. Consult with others in your organization. They will help you to identify the critical human resource issues facing your organization.
The aim is to begin to explore how a considered and planned approach to people management can improve business performance, to the benefit of all.
Use this checklist in conjunction with our TEAM  BUILDING    diagnostic instrument. It will, via your team members responses identify critical issues they perceive as important. These issues may be at odds with your own perceptions and analysis and therefore any such discrepancy will need to be addressed.
Warning Indicators
Your organization is more than likely in trouble if any of the following holds true:
•   chronic industrial relations problems
•   no means of resolving employee grievances
•   increasing / erratic employee turnover
•   increasing number of customer complaints
•   no pride in the organization
•   inter-group conflicts
•   no career paths for ambitious talented employees
•   dissatisfaction with pay and conditions
•   unclear job roles
•   no clear performance measures
•   quality is unimportant
•   bad product service / delivery records
•   poor recruitment standards / practices
•   no management development programs
•   no induction training for new employees
•   critical skill shortages
•   inter-departmental conflict
•   you do not know if any of the above are applicable
•   you ignore any of the above
Culture, organization, people, systems (COPS), checklist
Culture
•   Do your staff identify with the organization and 'the success of the organization' as being of direct benefit to themselves?
•   Do your staff see themselves as having common interests with their work colleagues and group? Is there a strong team spirit?
•   Is work allocated on the basis of individual expertise rather than position in the organization?
•   Are there sufficient skills / power bases in the organization?
•   Are there appropriate leadership skills within the organization?
•   Are your staff encouraged to say what they think about the organization?
•   Does your organization encourage innovation and creativity amongst staff?
•   Do your staff feel a sense of personal responsibility for their work?
•   Is quality emphasized in all aspects of the organization?
Organization
•   Does the structure of your organization encourage effective performance?
•   Is the organization structure flexible in the face of changing demands?
•   Is the structure too complex? If so in what areas?
•   Do your staff have clear roles and responsibilities?
•   Does your organization structure tend to push problems up rather than resolve them at the point where they occur?
•   Do your procedures and management practices facilitate the accomplishment of tasks?
•   Do you constantly seek to challenge your organization structure?
People
•   Do your staff have the necessary skills and knowledge to perform their jobs in the most effective manner?
•   Do your staff understand their jobs and how they contribute to overall business performance i.e. have clear goals and objectives?
•   Do your staff have a customer service orientation?
•   Are people with potential spotted and developed for the future?
•   Are your staff encouraged to perform well through the giving of recognition, feedback, etc.?
•   Do your people know what their expected performance standards are?
Systems
Do your organization's systems (e.g. RECRUITMENT -SELECTION, promotion, planning, management, information and control) encourage effective performance among your staff?
•   Are these systems consistent across the organization?
•   Are there clear rewards for effective performance within your work group?
•   Does the organization review its systems frequently and ensure they mutually support each other?
You may now wish to consider and write down:
•   What are the three critical people issues facing your business?
•   What plans /actions can you take to address these issues?

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QWL


introduction about qwl
definition about qwl
objectives of qwl
ways to increse qwl
specific issues in qwl
techniques to improve qwl
how to measure qwl  



1. Where can i find the information about this topic.

THE  FOLLOWING  SITES  WILL  PROVIDE
SUFFICIENT   INFORMATION   FOR  YOUR   ASSIGNMENT.

spot.pcc.edu/~rjacobs/career/flexible_work_options.htm
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www.workoptions.com/ -
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www.context.org/ICLIB/IC37/Bush1.htm
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www.hr.upenn.edu/quality/worklife/flexoptions/default.aspx [USEFUL  ONE ]
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www.hr.upenn.edu/Quality/Worklife/FlexOptions/Training.aspx [ USEFUL  ONE]
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hr.duke.edu/flexwork/
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agingandwork.bc.edu/documents/Center_on_Aging_and_Work_FlexAndOlderWorkers.pdf -
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www.apa.org/monitor/jul98/flex.html

#################################################


QWL services address the key areas of Work-Life Balance, Health Promotion and Wellness, and Staff Appreciation and Recognition.

WORK LIFE  BALANCE — Manage the competing demands of home and work.

FLEXIBLE  WORK OPTIONS offer creative solutions to help you balance work and family demands.

DAY  CHILD CARE  is available when  public schools close due to inclement weather (pre-enrollment required).

WORK AND FAMILY SERVICE provide support for dependent care issues, including school strikes, elder care challenges, and more.

EDUCATIONAL  WORKSHOPS cover a variety of topics, from finance to family relationships.

HEALTH  PROMOTIONS AND  WELLNESS— Improve your physical and emotional health and wellbeing.

EMPLOYEE  ASSISTANCE  PROGRAM provides free, 24/7 resources for you and your family, including counseling, referrals and information about personal or professional concerns.

ANNUAL  HEALTH  FAIRS held each year in April feature free health screenings and a wealth of information.

FLU  SHOTS  are available to faculty and staff every fall.

DISCOUNT  FITNESS  CLUB  PROGRAM  offers discounted memberships to local health clubs.

WELLNESS  WORKSHOPS explore nutrition, lifestyle, exercise and other health-related topics.

RECREATING  PROGRAM  provides group exercise classes, personal training, gym membership and more at attractive rates.

WALKING  PROGRAM makes walking, jogging or running a part of your routine by tracking your progress and keeping you motivated.

WEIGHT  REDUCTION  PROGRAMS helps members shed excess pounds with on-campus meetings.

WEIGHT  MAINTENANCE  gives you the support you need to avoid gaining weight during the holiday season.

SMOKING  CESSATION   PROGRAM can help you kick the habit.

STAFF RECOGNITION/ REWARDS Enjoy  recognition and appreciation of your contributions to Penn's mission.

 LENGTH  OF  SERVICE  REWARDS  reward long-standing commitment to Penn.

EXCELLENCE  AWARDS honor achievements by individuals or teams who go above and beyond the call of duty.

FAMILY   DAY  is an annual celebration of the Penn community, featuring food, fun and football.


Quality of Worklife programs are constantly evolving. If you have a suggestion for a new program, or feedback on existing programs,

=========================
WHAT ARE FLEXIBLE WORK OPTIONS
Flexible work options offer creative approaches for completing work while promoting balance between work and personal commitments. These approaches involve use of non-traditional work hours, locations, and/or job structures, flexible work arrangements, time worked does not equate to achieved outcomes. Outcomes are based on the staff member's achievement of results and use of competencies critical to achieving those results. Except in the case of conversion from full-time to a less-than-full time schedule, such as for a part-time assignment or job share, the total numbers of hours worked and expected productivity remain the same.
Typical flexible work options are:
FLEXTIME :The most requested, easiest to manage and the most affordable FWO, flextime offers flexibility in arrival, departure and/or lunch times, typically with a designated core-time mid-day during which all staff are present.

FLEXPLACE :This arrangement allows for a portion of the job to be performed off-site, on a regular, recurring basis. The majority of work time is spent at the office and the off-site work typically is done at home. It may be the most complicated flexible work option to arrange since it generally requires electronic equipment and technological support.

COMPRESSED  WORK  SCHEDULE :A traditional 35-40 hour work week is condensed into fewer than five days of work. This option is more easily applied to non-exempt (weekly paid) staff for whom maximum work hours are identified, but it is not ruled out for monthly paid staff who may work more than 40 hours during the work week. The Fair Labor Standards Act requires weekly paid staff to be paid overtime if they work over 40 hours in a work week.

PART-TIME  WORK ---is a regular arrangement for between 17.5 and 28 hours a week. This is different from a temporary work assignment where an employee is expected to have a temporary, non-recurring relationship to the workplace and does not receive paid time off.


JOB-SHARING : allows two staff members to share the responsibilities of one full-time position, typically with a prorated salary and paid time off. This is not the same as a part-time job. Each staff member shares a specific proportion of a full-time position. Creative and innovative schedules can be designed to meet the needs of the job sharers and the office. Note: If one position is scheduled for less than 17.5 hours a week, it becomes temporary and cannot retain regular part-time status.
===============================

Creating an Employee Supportive
Workplace . Achieving Work-Life  Quality and Balance

Work-Life quality and balance have become the most pressing
issues experienced by workers today. This program is based
upon the premise that we cannot manage time but we can
manage our most important workplace activities, when they are
clearly identitified and prioritized.
Achieving work-life quality and balance requires the
complementary efforts of:
• An Organizational Support System
and implementation of:
• Manager/Supervisor/Employee-Designed Work-Life Process
The Organizational Support System consists of:
. Program support
. Leadership support
. Cultural Transformation
The Manager/Supervisor/Employee Designed Work-Life
Process consists of:
• Personal Work-Life Plan
• Implementation Process
Innovations International, Inc.          2
Creating an Employee Supportive Workplace
Achieving Work-Life Quality and Balance
An Organizational Support System
Program Support: This component involves the various unique
programs offered by an organization to their employees. These
programs include, but are not limited to:
1. Family-Friendly Initiatives
2. Child Care
3. Elder Care
4. Adoption
5. Family Leave
6. New Mothers
7. Family Education Expenses
8. Employee Assistance Programs
9. Personal Problems
10. Financial, Mental, Health, and Chemical Dependency
11. Work-friendly Programs
12. Flexibility in Work Hours
13. Telecommuting or working at home
14. Zero Tolerance Harassment (including race, color, sex, etc.)
15. Disability and Religious Accommodation
16. Anti-harassment Training, Prevention, and Procedures
17. Pay Equity Evaluations and Adjustments
18. Employee Satisfaction Survey
19. Disability Strategy
20. Retirement Planning Program
Innovations International, Inc.          3
Creating an Employee Supportive Workplace
Achieving Work-Life Quality and Balance
26. On-site summer camp
27. Workshops or seminars for quality, balance, and work-life issues
28. Diversity training
29. Manager/supervisor work-life appraisals
30. Career counseling programs
31. Wellness programs for employees and their families
32. 401(k) or 403(b) individual retirement plan
21. Reduced schedules
22. Family leave for childbirth or adoption
23. Job sharing
24. Leave for school/childcare functions
25. Childcare near or at worksite
Innovations International, Inc.          4
Creating an Employee Supportive Workplace
Achieving Work-Life Quality and Balance
Leadership Support: This component is a four-hour workshop for
leadership personnel (support) to learn the mind-set and skills
necessary to support the work-life quality and balance of employees. It
also includes a segment for leadership to define for themselves those
values/activities/practices that are of value for their own personal and
professional well-being. The workshop is titled .Creating an Employee
Supportive Workplace Environment that Fosters Work-Life
Quality and Balance..
The workshop begins with a review of the .Sanity. workshop that
employees experience in order to acquaint support personnel with worklife
plans and expectations of employees.
Learning Objectives
The objectives of this workshop are to learn:
1. The critical factors and guiding principles for creating an
employee-supportive workplace environment.
2. The workplace expectations of employers and employees that
create an employee-supportive workplace environment.
3. A new paradigm for compatibly integrating and performing
work and personal life responsibilities.
4. How to facilitate the resolution of difficult work-life choices
that employees experience.
5. The workplace values/activities/practices that are most
important to those in leadership, management, or supporting
roles.
6. Implementation strategies for creating an employee
supportive workplace environment.
Innovations International, Inc.          5
Creating an Employee Supportive Workplace
Achieving Work-Life Quality and Balance
Cultural Transformation: This component of the Organizational
Support System involves the design of a strategic plan to achieve a
workplace culture where:
. People are our most important resource . attracting and retaining
intellectual capital
. Performance is the measure of success
. Workplace values, such as teamwork, flexibility, support, and creativity
and innovation are integrated with critical business decisions and
functions
. Leadership, unambiguously, espouses and practices humanistic values .
respect, equality, honesty, integrity, and wisdom . in managing and
leading
. Personal/family responsibilities minimally impact workplace
responsibilities and performance
. Creativity and innovation flourish
. Development, visible opportunities, and advancement are based upon
potential and performance
. Work processes are flexibly designed and implemented
. Core values are a living, practiced reality
The design of the plan includes both tactical (how) and strategic (why)
dimensions designed to attract, recruit, develop, and retain exceptional
employees. In essence, to be an .employer of choice.. Such a plan is
obviously an integral dimension of a diversity inclusive environment.
This plan is commonly based upon the results of a Work-Life Quality
and Balance survey or other internal organizational means of
addressing the most prominent issues that prevent an employeesupportive
culture.
Innovations International, Inc.          6
Creating an Employee Supportive Workplace
Achieving Work-Life Quality and Balance
Manager/Supervisor/Employee-Designed Work-Life Process
An Employee-Designed Work-Life Process is the result of identifying
our innermost values and then translating those values into a balance of
activities in the areas of self, family, work, and service. Two basic
premises of this work-life program are that we are individually
responsible for creating quality and balance in our lives; and, these are
most constructively accomplished with an employee-supportive
workplace environment.
The work-life process is a result of an implementation plan designed
during a day-long, highly interactive, hands-on workshop titled
Creating Sanity in the Midst of Chaos . Achieving Work-Life
Quality and Balance. This workshop is designed for managers,
supervisors, and employees. Prior to the one-day workshop, each
participant completes a confidential questionnaire on work-life balance
to help them discover their present quality of life in preparation for the
workshop activities.
The Workshop
The workshop activities include stimulating interactive dialogue, small
group exercises, and various individual and paired sharing for in-depth
self-discovery. A special feature involves the opportunity for feedback
and coaching from other workshop participants based upon the mastery
of .in-depth interactive dialogue..
1) The first module begins with an in-depth personal assessment of
.where you are. in your life with respect to self, family, work, and
service. Based upon this assessment, you are provided an opportunity
to evaluate the present state of your life and begin the process of
determining the quality and balance you desire.
Innovations International, Inc.          7
Creating an Employee Supportive Workplace
Achieving Work-Life Quality and Balance
3) The third module helps us to learn how to select and prioritize our
most important workplace or life activities on a day-to-day basis.bringing
sanity to our daily responsibilities. This module is one of the most
important processes of the seminar in that it shows how to handle
unexpected events as well as how to prioritize, plan, execute, and focus
your most important day-to-day activities.
4) In the final module, we clearly define (or redefine) our innermost
values.which are a permanent and unchanging part of who we are.and
the corresponding activities that follow from them. Comparing the latter
with our present living pattern creates the opportunity for not only
reprioritizing, but also, redefining the quality of our lives for the immediate
future.
2) The second module focuses on personal responsibility, as a living
concept, for achieving the quality and balance of life you desire. We
learn what it really means to be responsible for our lives . past,
present, and .probable future!. The basic premise of this module is:
.You can only change your life in proportion
to what you claim responsibility for,
not for what you can control.
William A. Guillory, Ph.D.
This quote is brought to life with a simulation exercise that provides the
opportunity for you to discover your most important values with respect
to work and personal life.
Innovations International, Inc.          8
Creating an Employee Supportive Workplace
Achieving Work-Life Quality and Balance
The workshop modules include:
• Assessing Your Life.Making a Personal Inventory
• Creating Sanity Begins with .Taking Responsibility for Your Life.
• Creating Sanity in the Midst of a Chaotic Day.Prioritizing and
Managing Workplace Responsibilities
• Rewriting the Script of Your Life
• Appendix.Things I.ve Learned
Finally, we each examine, non-superficially, the consequences to us of
rewriting the script of our lives where we take ownership of being writer,
producer, director, and major actor. When faced with the consequences of
such a dilemma, we each clearly understand what it means to .create our
own reality.. The final exercise is writing a redesigned script of what we
are committed to in aligning our innermost values with our life activities.
A basic premise of this workshop is that work and personal responsibilities
are inseparable. Hence, the focus is a holistic approach to work-life quality
and balance.

=================================================

HERE   ARE  THE  TWO   SURVEY  QUESTIONNAIRES.
1.DETERMINE   THE  COMMON   REQUIREMENTS.
2.AN  INDEPTH  UNDERSTANDING  OF  THE  RESPONDENTS.
REGARDS
LEO LINGHAM
=========================================
QUESTIONNAIRE   ONE

I  WOULD  SUGGEST,
-conduct  a  survey.
-use  the  questionnaire  listed   below.
-select  a  sample  of
*senior  managers [5]
*first line managers/   supervisors [ 10 ]
*staff  [ 50 ]

BASED  ON   THE  FINDINGS,  DEVELOP   A  SIMPLE  REPORT
COVERING
*work environment
*work  management
*work  itself.
*results  /  rewards of  the  work [ motivations]
*lifestyles/ personal  values.

DEVELOP   A   RECOMMENDATION, WHICH  COULD  INCLUDE

An Organizational Support System  Program Support:
This component involves the various unique
programs offered by an organization to their employees. These
programs include, but are not limited to:
1. Family-Friendly Initiatives
2. Child Care
3. Elder Care
4. Adoption
5. Family Leave
6. New Mothers
7. Family Education Expenses
8. Employee Assistance Programs
9. Personal Problems
10. Financial, Mental, Health, and Chemical Dependency
11. Work-friendly Programs
12. Flexibility in Work Hours
13. Telecommuting or working at home
14. Zero Tolerance Harassment (including race, color, sex, etc.)
15. Disability and Religious Accommodation
16. Anti-harassment Training, Prevention, and Procedures
17. Pay Equity Evaluations and Adjustments
18. Employee Satisfaction Survey
19. Disability Strategy
20. Retirement Planning Program
21. Reduced schedules
22. Family leave for childbirth or adoption
23. Job sharing
24. Leave for school/childcare functions
25. Childcare near or at worksite          
26. On-site summer camp
27. Workshops or seminars for quality, balance, and work-life issues
28. Diversity training
29. Manager/supervisor work-life appraisals
30. Career counseling programs
31. Wellness programs for employees and their families
32. individual retirement plan

====================================================================
Work/Life Preference Checklist
QUESTIONNAIRE

Work/Life Preference

Place a check next to each item on the following checklist that you feel is important to your
satisfaction at work. Circle the five items in each category that are most important to you.

1. Work Environment

Growing/Successful
Ethical
Family oriented
Good Benefits
Pays Well/Fairly
Physically Clean/Safe
Open/Participative
Rewards Risk/Innovation
Access to Recreation
Adequate Parking
Advancement Opportunity
Entrepreneurial
Strong Leadership
Clear Mission
Team Spirit/Morale
Training Available

2. Work  Management

 Caring Management
 Gives Recognition
 Physically Attractive
 Quiet
 Efficient
 Large Organization
  Equal Opportunity
 Time Flexibility
 Faster Pace
 Slower Pace
 Private Office
 Stability
 Gives Feedback
 Child Care
 Shows Respect
 Professional
Dress Code
Resources Available
Other/Comments

3.The Work Itself

Utilizes Abilities
High Visibility
High Structure
Loose Structure
Emphasis on Doing
Emphasis on Managing
Emphasis on Thinking
Emphasis on Quality
Emphasis on Quantity
Involves Travel
No Travel
Meaningful Outcome
Work with People
Work with Data/Ideas
Work with Physical Things
Regular Hours
irregular Hours
Other/Comments
Safety/Security
International
 More Management Contact
 More Contact with Peers
 Theoretical
 Line Job
 Competency Valued
 Precision Required
 Expertise Valued
 Task Variety
 Work Alone
  Work in Groups
 Headquarters Job
 Field/Plant Job
 Generalist Role
 Specialist Role
 Reliability Valued
  Staff Job

4.Results and Rewards of the Work (Motivations)

To advance or be promoted
To gain control or authority
To realize a vision
To achieve measurable results
To make specific
improvements
To master a craft or process
To gain recognition
To gain and impart expertise
To pioneer or discover

 To earn financial payoffs
 To create a product or process
To build an enterprise
 To have an impact
 To be a change agent
 To compete and win
 To achieve distinction
 To exploit hidden
opportunities
 To achieve elite status
 To respond to a challenge
 To meet high expectations
 Other/Comments
To overcome adversity
To contribute to society

5.Lifestyle and Personal Values

 Live an Honest Life
 Have Leisure Time
 Live a Spiritual Life
 Be Financially Secure
 Take Care of Family
 Enjoy Vacations/Travel
 Community Involvement
 Have Respect of Others
 Have Balance and Harmony
  Other/Comments
 Retire Comfortably
 Live in Beautiful Setting
 Have Many Friends
 Be a Good Parent
 Live a Healthy life
 live Where I Want
 Loving Relationship
 Own Material Goods
 Help Less Fortunate

Now list the 25 items you circled, from most to least important:

##################################################################
QUESTIONNAIRE   2
General  ''Quality of Worklife'' SURVEY

1
How would you describe your work arrangement in your main job?
1 I work as an independent contractor, independent consultant, or freelance worker
2 I am on-call, and work only when called to work
3 I am paid by a temporary agency
4 I work for a contractor who provides workers and services to others under contract
5 I am a regular, permanent employee (standard work arrangement)

2.
How long have you worked in your present job for your current employer?
1 LESS THAN 6 MONTHS
2 6-12 MONTHS
3 ENTER YEARS

3
In your main job, are you salaried, paid by the hour, or what?
1 Salaried
2 Paid by the hour
3 Other (SPECIFY)

4
Which of the following best describes your usual work schedule?
1 Day shift
2 Afternoon shift
3 Night shift
4 Split shift
5 Irregular shift/on-call
6 Rotating shifts

5
How many days per month do you work extra hours beyond your usual schedule? ___

6
When you work extra hours on your main job, is it mandatory (required
by your employer)?
1 YES
2 NO

7
How often are you allowed to change your starting and quitting times on a daily basis?
1 Often
2 Sometimes
3 Rarely
4 Never

8
How often do you work at home as part of your job?
1 Never
2 A few times a year
3 About once a month
4 About once a week
5 More than once a week
6 Worker works mainly at home

9 (This question applies only to people who indicate that they work at home as part of their job.)
Is it usually because you want to, you have to in order to keep up with your job, or for some other reason?
1 Worker wants to work at home
2 Worker has to work at home to keep up with job
3 Other combinations and other reasons

10
How hard is it to take time off during your work to take care of personal or family matters?
1 Not at all hard
2 Not too hard
3 Somewhat hard
4 Very hard

11
How often do the demands of your job interfere with your family life?
1 Often
2 Sometimes
3 Rarely
4 Never

12
How often do the demands of your family interfere with your work on the job?
1 Often
2 Sometimes
3 Rarely
4 Never

13
After an average work day, about how many hours do you have to relax or pursue activities that you enjoy? __

14
Do you have any jobs besides your main job or do any other work for pay?
1 YES
2 NO

15
Now I'm going to read you a list of statements that might or might not
describe your main job. Please tell me whether you strongly agree, agree,
disagree, or strongly disagree with each of these statements.
My job requires that I keep learning new things
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree

16
My job requires that I work very fast
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree

17
I get to do a number of different things on my job
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree

18
I have a lot of say about what happens on my job
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree

19
My main satisfaction in life comes from my work
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree

20
I have too much work to do everything well
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree

21
On my job, I know exactly what is expected of me
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree

22
My job lets me use my skills and abilities
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree

23
At the place where I work, I am treated with respect
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree

24
I trust the management at the place where I work
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree

25
The safety of workers is a high priority with management where I work
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree

26
There are no significant compromises or shortcuts taken when worker safety is at stake
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree

27
Where I work, employees and management work together to ensure the safest possible working conditions
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree

28
The safety and health conditions where I work are good
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree

29
I am proud to be working for my employer
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree

30
Conditions on my job allow me to be about as productive as I could be
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree

31
The place where I work is run in a smooth and effective manner
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree

32
Workers need strong trade unions to protect their interests
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree

33
In your job, do you normally work as part of a team, or do you work mostly on your own?
1 Yes, I work as part of a team
2 No, I work mostly on my own

34
In your job, how often do you take part with others in making decisions that affect you?
1 Often
2 Sometimes
3 Rarely
4 Never

35
How often do you participate with others in helping set the way things are done on your job?
1 Often
2 Sometimes
3 Rarely
4 Never

36
How often are there not enough people or staff to get all the work done?
1 Often
2 Sometimes
3 Rarely
4 Never

37
Now I'm going to read you another list of statements about your main job. For each, please tell me if the statement is very true, somewhat true, not too true, or not at all true with respect to the work you do.
The chances for promotion are good
1 Very true
2 Somewhat true
3 Not too true
4 Not at all true

38
I have an opportunity to develop my own special abilities
1 Very true
2 Somewhat true
3 Not too true
4 Not at all true

39
I receive enough help and equipment to get the job done
1 Very true
2 Somewhat true
3 Not too true
4 Not at all true

40
I have enough information to get the job done
1 Very true
2 Somewhat true
3 Not too true
4 Not at all true

41
I am given a lot of freedom to decide how to do my own work
1 Very true
2 Somewhat true
3 Not too true
4 Not at all true

42
My fringe benefits are good
1 Very true
2 Somewhat true
3 Not too true
4 Not at all true

43
My supervisor is concerned about the welfare of those under him or her
1 Very true
2 Somewhat true
3 Not too true
4 Not at all true

44
I am free from the conflicting demands that other people make of me
1 Very true
2 Somewhat true
3 Not too true
4 Not at all true

45
Promotions are handled fairly
1 Very true
2 Somewhat true
3 Not too true
4 Not at all true

46
The people I work with take a personal interest in me
1 Very true
2 Somewhat true
3 Not too true
4 Not at all true

47
The job security is good
1 Very true
2 Somewhat true
3 Not too true
4 Not at all true

48
My supervisor is helpful to me in getting the job done
1 Very true
2 Somewhat true
3 Not too true
4 Not at all true

49
I have enough time to get the job done
1 Very true
2 Somewhat true
3 Not too true
4 Not at all true

50
The people I work with can be relied on when I need help
1 Very true
2 Somewhat true
3 Not too true
4 Not at all true

51
I have the training opportunities I need to perform my job safely and competently
1 Very true
2 Somewhat true
3 Not too true
4 Not at all true

52
In general, how would you describe relations in your work place between management and employees?
1 Very good
2 Quite good
3 Neither good nor bad
4 Quite bad
5 Very bad

53
Does your job require you to do repeated lifting, pushing, pulling or bending?
1 YES
2 NO

54
Does your job regularly require you to perform repetitive or forceful hand
movements or involve awkward postures?
1 YES
2 NO

55
When you do your job well, are you likely to be praised by your supervisor or employer?
1 Yes
2 Maybe
3 No

56
When you do your job well, are you likely to get a bonus or pay increase?
1 Yes
2 Maybe
3 No

57
How fair is what you earn on your job in comparison to others doing the same type of work you do?
1 Much less than you deserve
2 Somewhat less than you deserve
3 About as much as you deserve
4 Somewhat more than you deserve
5 Much more than you deserve

58
Do you feel that the income from your job alone is enough to meet your
family's usual monthly expenses and bills?
1 YES
2 NO

59
Were you laid off your main job at any time in the last year?
1 YES
2 NO

60
How easy would it be for you to find a job with another employer with
approximately the same income and fringe benefits as you have now?
1 Very easy to find similar job
2 Somewhat easy to find similar job
3 Not easy at all to find similar job

61
Taking everything into consideration, how likely is it you will make
a genuine effort to find a new job with another employer within the next year
1 Very likely
2 Somewhat likely
3 Not at all likely

62
Do you feel in any way discriminated against on your job because of your age?
1 YES
2 NO

63
Do you feel in any way discriminated against on your job because of your race or ethnic origin?
1 YES
2 NO

64
Do you feel in any way discriminated against on your job because of your gender?
1 YES
2 NO

65
In the last 12 months, were you sexually harassed by anyone while you were on the job?
1 YES
2 NO

66
In the last 12 months, were you threatened or harassed in any other way by anyone while you were on the job?
1 YES
2 NO

67
Would you say that in general your health is Excellent, Very good, Good, Fair, or Poor?
1 Excellent
2 Very good
3 Good
4 Fair
5 Poor

68
Now thinking about your physical health, which includes physical illness
and injury, for how many days during the past 30 days was your physical
health not good? __

69
Now thinking about your mental health, which includes stress, depression,
and problems with emotions, for how many days during the past 30 days was
your mental health not good. __

70
During the past 30 days, for about how many days did your poor physical
or mental health keep you from doing your usual activities, such as self-care, work, or recreation? __

71
How often do you find your work stressful?
1 Always
2 Often
3 Sometimes
4 Hardly ever
5 Never

72
How often during the past month have you felt used up at the end of the day?
1 Very often
2 Often
3 Sometimes
4 Rarely
5 Never

73
In the past 12 months, have you had back pain every day for a week or more?
1 YES
2 NO

74
In the past 12 months, have you had pain in the hands, wrists, arms,
or shoulders every day for a week or more?
1 YES
2 NO

75
In the past 12 months, how many times have you been injured on the job? __

76
All in all, how satisfied would you say you are with your job?
1 Very satisfied
2 Somewhat satisfied
3 Not too satisfied
4 Not at all satisfied


###############################################################
=============
Communication
Communication [YES / NO ]

Information and knowledge are shared openly within this organization.
Communication is encouraged in this organization.
My manager does a good job of sharing information.
Senior management communicates well with the rest of the organization.
Personal Expression/ Diversity  [YES / NO ]

People who challenge the status quo are valued.
I can disagree with my supervisor without fear of getting in trouble.
I am comfortable sharing my opinions at work.
We work to attract, develop, and retain people with diverse backgrounds.
People with different ideas are valued in this organization.
My ideas and opinions count at work.
------------------------------------------------------
Satisfaction
Compensation  [YES / NO ]

I am paid fairly for the work I do.
My salary is competitive with similar jobs I might find elsewhere.
My benefits are comparable to those offered by other organizations.
I understand my benefit plan.
I am satisfied with my benefit package.
Stress and Work Pace  [YES / NO ]

The environment in this organization supports a balance between work and personal life.
My manager understands the importance of maintaining a balance between work and personal life.
I am able to satisfy both my job and family responsibilities.
I am not forced to choose between job and family obligations.
The pace of the work in this organization enables me to do a good job.
The amount of work I am asked to do is reasonable.
The organization has reasonable expectations of its employees.
My job does not cause unreasonable amounts of stress in my life.
-------------------------------------------------------------------------------------------------
Training

1.In your current workplace, do you have good, fair or poor opportunities for
receiving training to improve your professional skills?
Good
Fair
Poor

2.The next question concerns training paid for by the employer.
Over the last 12 months, have you attended courses while being paid by your
employer?
Yes
No

3.What is the total number of days (in full days) you have attended such
courses in the last 12 months?
Number of days


4.In your current workplace, are your advancement opportunities good, fair or
poor?
Good
Fair
Poor

5.How important is it for you to advance to a better position at your
workplace?
Very important
Fairly important
Not that important

6. And how important is it for you to develop in your current job?
Very important
Fairly important
Not that important

7.In your current workplace, are your opportunities for self-development
good, fair or poor?
Good
Fair
Poor
-----------------------------------------------------------------------------------------------
Career
Opportunities for Growth [YES / NO ]

I have adequate opportunities for professional growth in this organization.
I receive the training I need to do my job well.
My manager is actively interested in my professional development and advancement.
My manager encourages and supports my development.
I am encouraged to learn from my mistakes.
My work is challenging.
My work is stimulating.
My work is rewarding.
I have a mentor at work.
-----------------------------------------------------------

Company
Quality and Customer Focus  [YES / NO ]

People are held accountable for the quality of work they produce.
The quality of our products and services are very important to this organization.
In this organization we maintain very high standards of quality.
This organization understands its customers' needs.
This organization is extremely focused on its customers' needs.
Customer needs are the top priority in this organization.

Mission and Purpose  [YES / NO ]

I have a good understanding of the mission and the goals of this organization.
I understand how my work directly contributes to the overall success of the organization.
My job is important in accomplishing the mission of the organization.
My supervisor provides me regular information about the mission and the goals of this organization.
I am familiar with and understand the organization's strategic goals.
Doing my job well gives me a sense of personal satisfaction.
------------------------------------------------------------------------------------
Appraisals
Feedback [YES / NO ]

I receive useful and constructive feedback from my manager.
I am given adequate feedback about my performance.
I receive feedback that helps me improve my performance.
I have an opportunity to participate in the goal setting process.
Employee performance evaluations are fair and appropriate.
My supervisor gives me praise and recognition when I do a good job.
When I do a good job, I receive the praise and recognition I deserve.
--------------------------------------------------------------------------
Department
Workplace and Resources [YES / NO ]

I have the resources I need to do my job well.
The necessary information systems are in place and accessible for me to get my job done.
I have all the information I need to do my job effectively.
My workplace is well maintained.
My workplace is a physically comfortable place to work.
My workplace is safe.
------------------------------------------------------------------------------------
Teamwork

Teamwork  [YES / NO ]

Teamwork is encouraged and practiced in this organization.
There is a strong feeling of teamwork and cooperation in this organization.
------------------------------------------------------------------------------------------
Respect
Respect for Management [YES / NO ]

I respect the senior leaders of this organization.
I respect my manager as a competent professional.
The leaders of this organization know what they are doing.
Our senior managers demonstrate strong leadership skills.
I am very satisfied with my manager.


Respect for Employees  [YES / NO ]

My manager always treats me with respect.
My manager listens to what I'm saying.
This organization respects its employees.
My manager values my talents and the contribution I make.
My talent is valued at work.
The organization values the contribution I make.
My coworkers care about me as a person.
------------------------------------------------------------------------------------

Equality
Fairness [YES / NO ]

My manager treats all his/her employees fairly.
The organization's policies for promotion and advancement are always fair.
Favoritism (special treatment) is not an issue in raises or promotions.
My manager is always consistent when administering policies concerning employees.
I am always treated fairly by my manager.
Everybody is treated fairly in this organization.
------------------------------------------------------------------
Security  [rate  the  question]

A. I find fixed-term employment strenuous especially
because of the associated financial insecurity
1 2 3 4 5
B. The insecurity of my employment relationship puts
me under mental strain
1 2 3 4 5
C. The insecurity of my employment relationship
makes it difficult to make future plans 1 2 3 4 5
D. I am sure my opinions would be heeded better if I
were a permanent employee 1 2 3 4 5
E. If it were possible, I would like to change jobs or
tasks every few years 1 2 3 4 5
F. I would take a longer-term approach to my work if I
were a permanent employee 1 2 3 4 5
G. I feel that I have to do my work especially well in
order to secure the continuity of my employment
relationship
1 2 3 4 5
H. I miss the sense of security that comes with a
permanent employment relationship
1 2 3 4 5
I. I would have more courage to intervene in
drawbacks in my work environment if I was a
permanent employee
1 2 3 4 5
J. My opportunities for taking part in the training and
development projects offered by my employer are as
good as those of permanent employees
1 2 3 4 5
K. I am informed in good time about whether my
employment relationship will be continued
1 2 3 4 5
L. I must be more flexible in my work (in respect of
shifts, for example) than permanent employees to
ensure that my employment relationship will continue
1 2 3 4 5
M. I personally associate a fixed-term employment
relationship with a positive feeling of non-committal
1 2 3 4 5


In your work, do your experience as a distinct hazard, think about occasionally or experience as no
hazard at all the following: [YES / NO ]


A. Accident risk?
B. Becoming subjected to physical violence?
C. Hazards caused by chemical substances?
D. Hazard of infectious diseases?
E. Hazard of skin diseases?
F. Risk of strain injuries?
G. Risk of succumbing to mental disturbance?
H. Risk of grave work exhaustion?
I. What about the risk of causing serious injury
to someone else?
J. Or causing serious damage to a valuable
piece of equipment or end product?


Does your work carry any of the following insecurity factors:
[YES / NO ]

A. Transfer to other duties?
B. Threat of a temporary dismissal?
C. Threat of dismissal?
D. Threat of unemployment?
E. Threat of becoming incapable of work?
F. Unforeseen changes?
G. Intolerable increase of workload
=========================================
THIS   IS   AN   ADDITIONAL   ELEMENT.
Employee  Engagement [YES / NO ]
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need
to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or feedback for good work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the vision, mission/purpose of my organization make me feel like my work
is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months, have I talked with someone about my progress?
12. At work, have I had opportunities to learn and grow
====================================




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Leo Lingham

Expertise

human resource management, human resource planning, strategic planning in resource, management development, training, business coaching, management training, coaching, counseling, recruitment, selection, performance management.

Experience

18 years of managerial working exercise which covers business planning , strategic planning, marketing, sales management,
management service, organization development

PLUS

24 years of management consulting which includes business planning, corporate planning, strategic planning, business development, product management, human resource management/ development,training,
business coaching, etc

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Principal---BESTBUSICON Pty Ltd

Education/Credentials
MASTERS IN SCIENCE

MASTERS IN BUSINESS ADMINSTRATION

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