Summary of 20 articles

1) Article: A comparative study of employee involvement initiatives in Hong Kong and the USA
Employee involvement program have become most popular and relatively effective means of boosting productivity.
There is a great deal of literature and evidence confirming the beneficial effects of employee involvement practices.
Despite problems and difficulties in conceiving, implementing and evaluating EI programs across industries, the EI effort will eventually supersede other forms of traditionally HRM practices.
Quality circles, group participation and survey feedback seem to be relatively more popular in US companies than those in Hong Kong.
Basing rewards on organizational performance is one way to ensure that employees are involved and care about the performances of the organization.
SOURCE : International Journal of Manpower, 2004, MCB University Press

2) Articles: Employees and e-learning
Training are tighter and those who responsible for training often budget reduction and typically finding that they are expected to train more employees with less fund.
A mix of classroom and on-line e-learning is acknowledged as the preferable route for employee development.
Sixteen organizations using e-learning as a critical component of their training delivery agreed to contribute to this study.
Employees are using e-learning to develop skills across the wide range of general operating system.
Learning new skills and broadening knowledge was given a reason for learning for use in the workplace.
SOURCE: Industrial and Commercial Training, 2004, Emerald Group Publishing Limited.

3) Article: The three Cs
Work site safety and safety awareness are essential to success. In this article, the three Cs refers to Choice, Culture, and Communication. The Three Cs combined with specific objectives make safety a top priority across the organization.
Many companies have implemented the safety program to improve awareness and well-being at work. They aim to help employees achieve a good work/life balance, through the provision of a number of well-being initiatives in the convenience of the workplace.
With respect to the establishment of safety program, the management teams demonstrate to employees the overall health of the company. But, they still can’t hold attention from the employees towards this program. The assumption that incentives will increase safety negates the importance of communication, performance measurement, and frequently celebrated rewards and recognition for a job well done.
Industry statistics bear out that nine out of 10 workplace accidents are due to lack of attention. Therefore, it is imperative to create safety programs that use incentives to ensure safety objectives are prominent thoughts in their worker's mind.
A safe workplace is the result of top-of-mind presence throughout the day. However, even when programs are created and implemented, the rewards need to be fresh and exciting enough to keep the employees’ attention and the desire to keep the workplace safe.
SOURCE : Editorial By Michael G. Dermer dated January 2004

4) Article: Seven strategies for the way forward
From this article, we realize that in a speech entitled Repositioning the Malaysian Economy and the Way Forward in Malacca over the weekend, Second Finance Minister, Tan Sri Nor Mohamed Yakcop, outlined seven key strategies to be adopted under the 9th Malaysia Flan. One of the strategies is “Building world-class human capital.”
Human resources development will remain the foundation of our future development efforts. The Government will ensure that Malaysia produces an adequate supply of workforce that is equipped with the necessary skills and expertise and high level of thinking skills. The education and training system will be further reoriented to ensure that not only the manpower output match the requirements of new technology and knowledge-based economy, but also nurture creativity, innovativeness, versatility and able to produce multi-skilled workforce.
Malaysia has selectively opened up to foreign skilled workers and professionals, whose expertise can help us, fill gaps in the labor market that Malaysians currently cannot fill. The Government is reforming the education system, beginning the teaching of English at a much younger age, encouraging multilingual skills, and promoting a greater focus on science and technology.
SOURCE : The Star (local newspaper) dated 29 November 2005

5) Article: Improving skills of workforce
According to this local newspaper, Malaysia economy is experiencing robust growth towards an export-oriented economy. A few companies were putting emphasize to improve the quality and productivity of the masons on their worksites. Those companies being discussed here are Lafarge Malayan Cement Berhad, FedEx, and Nokia Company.
To achieve business objectives, Lafarge raises the level of skills and productivity of its workforce in order to meet the increasing sophistication in customer demand for quality goods and services in a competitive environment.
FedEx is a strong advocate of human capital development. FedEx was focusing on training employees to ensure they have right knowledge to serve the company’s customers as well as to enhance the quality for the service provided. The in-house training enables its employees receives an annual grant of US$2,500 that allows them to take up preferred courses to aid in personal and professional development.
Nokia was seeking solutions to free its workforce from the confines of their desks in order to become a global player in terms of mobility – for work and for play and to achieve greater technological advancement.
SOURCE : The Star (Local newspaper) dated 14 December 2005

6) Article: At work, Feeling Good Matters
Other research on happiness in the workplace suggests that worker well-being plays a major role in organizational performance.
In a survey conducted by the American Psychological Association in 2004, nearly two-thirds of all respondents indicated that their work lives had a significant impact on their stress levels, while one in four had called in sick or taken a "mental health day" as a result of stress at work.
Previous Gallup research - as well as results from this survey - show that supervisors play a crucial role in worker well-being and engagement.
In response to the question “How much of the happiness you experience overall would you say comes from your work life?,” 45% of engaged employees said they get a great deal of their overall happiness from their work life, compared to just 19% of not-engaged and 8% of actively disengaged employees. These findings suggest that while most workers experience varying degrees of happiness and well-being at work, engaged workers get the most from these feelings.
SOURCE: Krueger, Jerry; Kilham, Emily. Gallup Management Journal Online
12 August 2005

7) Article: Maids are workers, too
According to the report, we realize that the most vulnerable and exploited group of workers consists of domestic and foreign workers.
Most domestic workers, both local and foreign, work for pitiful pay in conditions that in any other area of employment would be described as abusive. Most labor work for very long hours but their wages held back by their employers. Many have had to face verbal abuse, some of which has escalated into physical violence. It is, therefore, unreasonable and unjust for domestic workers to be deprived of the protection of labor laws.
In this article, Awam hopes the authorities will make it a priority to look into improving the situation of domestic workers in Malaysia. The domestic workers who receive unreasonable and unjust treatment should be protected under the labor laws.
SOURCE : The Star (Local newspaper) dated 16 February 2006

8) Article: Sparkling Creativity at Ferrari
We launched a program called Formula Uomo that combines the creation of an architecturally pleasing and healthy work environment– a place that actually feels people centered–with the development of some unusual training and wellness programs.
For example, staff members can start the day brushing up on their English in a
program called English@ breakfast. They can also sign up for English@lunch or gather in the afternoon called English tea.
We run a program called Creativity Club that is designed to get employees’ creative juices flowing. Each time we hold the club, we have six events at which employees meet various types of artists. We also offer three classes, in six to eight sessions, where these artists teach their skills.
We wanted to create an environment where people from all levels of the company, from executives to workers on the assembly line, could mix comfortably and get to know one another.
SOURCE : Trade Publication (Journal)
Morse, Gardener, Harvard Business Review, , April 2006, Vol.84
Issues 4 Page 23

9) Article: Government Aiming To Get One Million Welfare Claimants Back Into Workplace
Employers are being encouraged to help those on incapacity benefit (IB) back to work under the welfare reform bill, published last week
The bill aims to get a million of the UK’s 2.7 million IB claimants back to work by providing regular assessments of their capabilities and making benefits conditional on efforts to get employment.
Firms are being challenged to boost the low take-up of company pension schemes after the government launched a push to get more workers to save for retirement.
Firms are being challenged to boost the low take-up of company pension schemes after the government launched a push to get more workers to save for retirement.
The NAPF has launched Pensions Force, a government backed service to help employers
guide their staff to make the right choices
Only a quarter of organizations have an employee well-being strategy or similar initiative in place, according to the CIPD’s latest absence research.
SOURCE : People Management 13 July 2006 Vol 12 Issue 4

10) Article: Managerial Practices and Employee Well-Being Tradeoffs
Employee well-being is a hot topic in organizational life. The popular press is full of books that offer guidelines for protecting and promoting employee satisfaction, fulfillment, and health (Bakke, 2005; Dalai Lama & Cutler, 2003).
Organizations that foster employee well-being are honored by awards, such as Fortune magazine’s annual list of the “100 Best Companies to Work For,” and are recognized by current and prospective employees as desirable places to work.
The American Psychological Association (2006) is now offering awards to psychologically healthy workplaces, and the Great Place to Work® Institute (2006) is seeking to document and implement steps for organizations to improve the quality of employees’ lives.
Leaders, managers, supervisors, and employees alike believe that making employees happier and healthier increases their effort, contributions, and productivity (Fisher, 2003).
SOURCE: Adam M. Grant, Marlys K. Christianson, and Richard H. Price Grant,
Christianson and Price (2006)

11) Article: Technology can free HR to focus on more strategic objectives
Well-integrated HR information systems have the potential to drive business performance, as well as providing effective means of employee engagement and communication, according to the ClPD’s
Benedictine monk Dermot Tredget will be among those discussing the issue of employee well-being at a CIPD forum event on the subject organized by the Counseling and Career Management and Public Sector forums.
Regulations affecting the employment of overseas workers, the introduction of the Work and Families Bill and the impact of age discrimination legislation will all be in the spotlight at the ClPD’s annual employment law conference.
SOURCE : People Management 14 June 2007 Vol 13 Issue 12, Page 33

12) Article: Still Work To Be Done
Joined Heidrick & Struggles, one of several companies both promoting and profiting from a more flexible Japanese labor market.
The traditional Japanese “lifetime employment” model was deeply entrenched.
The strict seniority system is giving way to a greater emphasis on performance-based pay and promotion on merit.
Under the traditional system, companies hired graduates and then invested heavily in their training and development.
Employees worked their way up through the ranks, so age and seniority were tightly intertwined
SOURCE : The Economist, Nov 29th 2007

13) Article: Is Employee Praising Counterproductive
The employee remains on the job at the boss's pleasure.
Positive reinforcement is a motivator.
Perhaps these fearful managers have in mind those high-profile sports figures.
some positive reinforcement hurt an employee,
The most common fears associated with praising employees, followed by reasons those fears are unfounded.
SOURCE : The Economist , Nov 26th 2007

14) Article: Signs of movement of employee in workplace
Under the traditional Japanese system, employees qualified for a lump sum at retirement (over and above the state pension scheme) after 30 years at the same firm, which strongly discouraged mid-career moves.
Workers who opt for it do not seem to be seen as disloyal. The tax system could be changed to encourage more people to use the scheme.
As the labor market has become more dynamic for regular workers, however, the gulf between regular and non-regular workers has widened.
Spurred by changes to employment law, they also began to take on more non-regular workers on lower pay and short-term contracts.
The protection of regular workers, in short, has come at the cost of a growing army of non-regular workers.
SOURCE : The Economist, 27 January 2007

15) Article: Union ought to be supportive of wellness
The issue of wellness program among employees is being discussed in this journal. Currently, state government pays 79 percent of employee health insurance premiums regardless of whether they participate in wellness programs or not. While, employees pay only 21 percent.
Wellness programs lead employees to a healthier lifestyle. These programs help employees by reducing their health costs and improving the quality of their lives. In other way round, it helps employers by reducing employees health costs, reducing absenteeism and increasing productivity.
Wellness programs must be designed properly to meet legal requirements. Wellness programs that offer financial incentives for physical activity must provide alternatives for employees with disabilities that exclude them from some forms of exercise.
Participation in wellness programs is already popular among private employers. Employee unions should out in front on this issue in order to ensure a healthy and safety workplace.
SOURCE : Journal Star, Editorial dated 17 January 2008

16) Aritcles: The effects of employee services on organizational commitment and intentions to quit
Traditional employee benefit, such as healthcare plans, retirement’s plans, or insurance plans, are generally provided to all employees within an organization, irrespective of their work performance, to meet their security and safety needs.
Employees interpret and assess their organizational external prestige by comparing its practices that are considered central, enduring and distinctive with other firms.
The manufacturing company provided employees with only wellness program comprising talks and campaign related to smoking cessation, health fitness and stress reduction.
Individuals from lower income household prefer to work for organization that helps them to pay for dependent care so that they could remain on the workforce.
The practical implication of this study suggest that company must continuously invest not only to external business partner but for internal employees too.
SOURCE : Personnel Review, 2008, Emerald Group Publishing Limited

17) Article: The new covenant of employability
Changing career patterns and the erosion of job security have led to a growing emphasis on employability as s basis of career and employment success.
Individual expected to take primary responsibility for their own employability rather then relying on the organization to the direct and maintain their career.
Many organizations are now driven by the need to be flexible and adaptable and therefore are no longer able to promise long-term job security.
Employability is more than simply variation on a psychological contract.
Physical or psychological boundaries requires both accumulation of “career capital” and willingness to cross either internal or external control.
SOURCE : Employee Relations, 2008, Emerald Group Publishing Limited.

18) Articles: Employee perceived training effectiveness relationship to employee attitudes
Researchers converge in their suggestions to businesses, that they increase their training budgets, in order to remain competitive and maintain an adaptable and flexible workforce.
The empirical relationship between training as a sole human resource practice and organizational performance, however intuitively compelling, is still considered weak since a relatively small number of surveys have been conducted to test it.
The underlying logic of the individual model of training dictates that the organization should recognize that its employees are not effective and a change should be attempted in their knowledge, attitudes and skills.
Individual job performance is also influenced by the organizational culture and structure, by the job design, the reward systems used to motivate employees and the power and politics that exist in the organization and the group processes.
The role of employee perceived training effectiveness (PTE) becomes clearer and its relationship to employee motivation, commitment and job satisfaction, is rather lucid, looking at the results of this study.
SOURCE : Journal of European Industrial Training, 2008, Emerald Group Publishing Limited.

19) Article: Does it right?
Investors are taking an ever greater interest.
An economic recession would also be bad news for the CSR industry, parts of which might be seen as a luxury companies could live without.
featuring a new breed of “social entrepreneur”
It brings financial rigors as well as an appetite for risk.
The entrepreneurial model of tackling social and environmental problems is likely to stir up the CSR world.
SOURCE : The Economist 17th Jan 2008

20) Article: Employees can't jump ship without consequences
Restraining an employee from using or retaining confidential or sensitive information/documentation.
Employers are where employee conduct is viewed to be in bad faith, a perceived conflict of interest, and unfair competition.
great importance when determining the true extent of the employer and employee common law contractual rights and obligations
A restraint on luring employees to join another employer
Common law requirement that employees devote their time and skills.
SOURCE : The Star News Paper, 23 January 2008