organizational policies
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Human resource management has become an integral part of management with the basic aim of maintaining better human relations at work place through the application and evaluation of organizational policies and programs so as to utilize human resources in an optimized and effective manner. In this context, this chapter focuses keenly on the various domains centering around human resource management. Initially a detailed theoretical background regarding this construct has been presented followed by highlighting the components and objectives of strategizing human resource management. Lastly, the models and perspectives pertaining to strategic human resource management have also been discussed considering their application and relevance in modern-day organizations.

Abstract Compensation programs need to be aligned with organizational policies and objectives. This article is a literature review on employee compensation programs in support of organizational policies and goals. Organizations can use a combination of fixed-variable compensation, direct-indirect compensation according to organizational goals. Fixed compensation is more appropriate for routine work, whereas variable compensation is more appropriate for behavioral incentives and performance-based management. The amount of direct compensation will provide autonomy for employees in spending their family needs, however, it does not guarantee employees to allocate it, such as for: education and training costs, sports, health insurance, old age insurance, recreation. These costs are more suitable for indirect compensation. Organizations can consider the amount of compensation both in planning, evaluation through several factors, namely internal employees, organizational environment, and external environment.   Keyword: planning program, compensation, fixed-variable compensation, and organization.

Background: China has been encouraged to learn from international innovations in the organization and management of health service delivery to achieve the national health reform objectives. However, the success and effectiveness of implementing innovations is affected by the interactions of innovations with the Chinese context. Our aim is to synthesize evidence on factors influencing the implementation of non-Chinese innovations in organization and management of health service delivery in mainland China.Methods: A systematic review was conducted according to Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines. We searched seven databases for peer-reviewed articles published between 2009 and 2020. Data were analyzed and combined to generate a list of factors influencing the implementation of foreign innovations in China. The factors were classified in the categories context, system, organization, innovation, users, resources, and implementation process.Results: The 110 studies meeting the inclusion criteria revealed 33 factors. Most supported by evidence is the factor integration in organizational policies, followed by the factors motivation & incentives and human resources. Some factors (e.g., governmental policies & regulations) were mentioned in multiple studies with little or no evidence.Conclusion: Evidence on factors influencing the implementation of foreign innovations in organization and management of health service delivery is scarce and of limited quality. Although many factors identified in this review have also been reported in reviews primarily considering Western literature, this review suggests that extrinsic motivation, financial incentives, governmental and organizational policies & regulations are more important while decentralization was found to be less important in China compare to Western countries. In addition, introducing innovations in rural China seems more challenging than in urban China, because of a lack of human resources and the more traditional rural culture.

Abstract To unpack the relationship between employees' work-induced sleep deprivation and their organizational citizenship behavior, this study details a mediating role of their propensities to dehumanize their organizational leaders, as well as a moderating role of perceived job formalization. Survey data collected from employees who work in the oil distribution sector show that a critical reason that persistent sleep problems, caused by work, reduce the likelihood that they engage in voluntary work efforts is that they treat organizational leaders as impersonal objects. Perceptions of the presence of job formalization or red tape invigorate this detrimental effect. For organizational practitioners, this study accordingly reveals a notable danger for employees who have trouble sleeping due to work: They do not take on extra work that otherwise could add to their organizational standing. This counterproductive dynamic is particularly salient when employees believe that their work functioning is constrained by strict organizational policies and guidelines.

While current opioid prescribing guidelines highlight a dose-response relationship between therapeutic management and overdose risk, other concurrent risk factors have also been identified. However, there is little data in assessing the relationship between risk factor prevalence, associated provider communication, and subsequent perceptions of overdose risk among chronic pain, opioid-managed (CPOM) patients. An online questionnaire was distributed in June 2020 to a sample of CPOM individuals (n = 190) treated with an opioid prescription at or above 50 daily MME, or any dosage alongside benzodiazepines. CPOM individuals reported a mean daily MME of 470, with half (52.6%) receiving a concurrent benzodiazepine prescription. All patients reported past month alcohol use, and 67.4% indicated a risk-elevating diagnosed medical condition. In assessing provider communication, 41.6% reported no discussion focusing on the risks of one’s opioid therapy. Subsequently, 62.1% perceived themselves as having “no risk”, and 60.0% were “not at all concerned” (60.0%) about experiencing an opioid overdose. Organizational policies should focus on implementing consistent methods of patient education regarding overdose risk, as well as assessments of behaviors or characteristics that my increase an individual’s risk of opioid overdose. These policies should also include other forms of evidence-based overdose risk prevention such as co-prescriptions of naloxone.

High-impact interventions are necessary to reduce persistent gender disparities and sexism in STEM. "Picture a Scientist," a popular documentary featuring stories and research about bias and discrimination in STEM, reached a large international audience. And yet, the extent to which this type of high-quality media can impact gender bias remains unclear. In a unique collaboration between film creators and researchers, the current large-scale field studies explored whether “Picture a Scientist” functioned as an online intervention targeting gender bias in STEM. Exploratory Study 1 found that viewers who were more engaged with the film were also more inspired to continue learning about the issues highlighted in the documentary and combating bias and unfair treatment. Employing a quasi-experimental design, preregistered Study 2 demonstrated that compared to those who had not watched the film (but intended to), participants who had viewed the film indicated higher awareness of gender bias and stronger intentions to address this bias through personal actions and new policies. Workshops and panel discussions featuring this documentary (and other similar forms of media) may be relatively low cost, easy to implement, and enjoyable interventions. Thus, the current findings can help inform future organizational policies and workshops, implementing viewings of this documentary or similar films.

Abstract Compensation programs need to be aligned with organizational policies and objectives. This article is a literature review on employee compensation programs in support of organizational policies and goals. Organizations can use a combination of fixed-variable compensation, direct-indirect compensation according to organizational goals. Fixed compensation is more appropriate for routine work, whereas variable compensation is more appropriate for behavioral incentives and performance-based management. The amount of direct compensation will provide autonomy for employees in spending their family needs, however, it does not guarantee employees to allocate it, such as for: education and training costs, sports, health insurance, old age insurance, recreation. These costs are more suitable for indirect compensation. Organizations can consider the amount of compensation both in planning, evaluation through several factors, namely internal employees, organizational environment, and external environment.   Keyword: planning program, compensation, fixed-variable compensation, and organization

Study level/applicability BBA. Case overview Mr Qazi was sitting in his office in the Multan branch, reviewing his past month’s key performance indicators when he got a call from his Town Operations Supervisor, Mr Ahmed, based in Bahawalpur. Ahmed was recently promoted and transferred to Bahawalpur, from Multan branch. He informed Qazi about the huge inventory variances, which were not earlier reported by the previous Town Operations Supervisor, Mr Sagheer. Qazi was informed that differences were around 2.37% of total sales vs the allowable company limit of Zero inventory variance. Qazi was worried about whether to report these differences to higher management or not. He was very well aware that reporting might even cost him his job, and that of Sagheer too. He could not see any solution to the recovery of the inventory or cash against the same. Should Qazi take a risk and let go of Sagheer? Should he report the differences? Expected learning outcome 1. Demonstrate the fraud and integrity-related issues. Why and how happened? 2. Analyzed the role of organizational policies in the decision of blow the whistle. 3. Identify the behaviors that helped a whistle-blower. 4. Assess the ethical dilemmas in which professional duties may conflict with personal ethics. 5. Propose organizational policies to encourage whistle-blowing and to discourage the fraud or integrity-related issues. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 9: Operations and logistics.

Understanding how best to recruit and retain Black, Indigenous, and People of Color (BIPOC) in the education workforce is critical for human resource practice and scholarship. BIPOC educators are consistently shown to positively influence student outcomes, but leave the workforce at a rate 25% higher than their White colleagues. Emerging research points to school climate as a reason that BIPOC educators leave. Relatedly, researchers find that race-based and gender-based discrimination impact job burnout. Guided by the intersectionality scholarship that acknowledges how women of color experience marginalization across multiple identities, the current study examines how race-based stressors, both in daily life and in the work environment, are associated with job burnout for BIPOC women K–12 educators. Multivariate analyses of data disaggregated from an original survey distributed to BIPOC educators in a predominantly White and rural state ( n = 145, 54.6% women) consistently isolate the effect of a racialized school climate on the burnout of BIPOC women educators. Specifically, when BIPOC women educators perceive their schools to be less open to discussing racial conflict, they report greater job burnout. Although there were no differences in the amount of burnout reported across racial groups, there were differences in the levels of daily racial microaggressions experienced. Notably, only school-based racial stressors emerged as a significant predictor of burnout. We discuss implications for organizational policies on diversity, equity, and inclusion as well as the hiring, retention, and promotion of women of color.

Background: Nursing students must have the desired level of professional socialization to acquire the necessary roles and values to participate in the health care system. The process of socialization is part of the self-concept. Objectives: The aim of this study was to determine the level of socialization of nursing students and its relationship with self-esteem. Methods: This was a cross-sectional descriptive study. Data were collected from 166 nursing students. Data collection tools were demographic, professional socialization, and self-esteem questionnaires. The collected data were analyzed using descriptive and inferential statistical methods by SPSS 16. Results: The average scores of professional socialization and self-esteem were 174.87 ± 19.5 and 5.65 ± 5.10, respectively. Professional socialization was moderate in the majority of the participants (54.80%). The dimensions of “valuation and knowledge of the profession” and “management and organizational policies” had the highest and lowest averages, respectively. There was a positive and significant relationship between professional socialization and all its dimensions with self-esteem (P < 0.05). Also, there was a significant relationship between “professional socialization” and “interest in the field” as well as “the adaptation of the field to the ideas after entering the university”. Conclusions: By considering strategies, such as creating a positive attitude towards the nursing profession in students, professors can create a sufficient sense of self-esteem in different clinical settings and, consequently, strengthen professional socialization.