The employee policy manual

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

Corporate social responsibility: How internal and external CSR perceptions influence employee outcomes

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

The impact of talent management practices on employee retention: The moderator effect of leader-member exchange and role modeling

Organizations are undergoing serious difficulties to retain talent. Authors argue that Talent Management (TM) practices create beneficial outcomes for individuals and organizations. However, there is no research on the leaders’ role in the functioning of these practices. This study examines how LMX and role modeling influence the impact that TM practices have on employees’ trust in their organizations and retention. The analysis of two questionnaires (Nt1=175; Nt2=107) indicated that TM only reduced turnover intentions, via an increase in trust in the organization, when role modeling was high and not when it was low. Therefore, we can say that leaders are crucial in the TM context, and in sustaining a competitive advantage for organizations.

A mediated moderation study to explain the negative relationship between job insecurity and employee supportive voice

Double degree

Influence of employee volunteering on brand commitment

Purpose – The purpose of this paper is to explore the impact of corporate volunteering on employee bonding and to understand the barriers and motivation to participation in these events. In contrast to other studies the participants volunteer in their spare time without expecting any financial reward. Design/methodology/approach – Employees (n 3951) of a logistic company participated in the study based on an online questionnaire with 6 items and open questions. The employee sample was divided into 3 groups depending on the frequency of participation in volunteering events. Findings – Significant differences were found on bonding between the three groups. In addition, the relevance of control variables like gender, age and job level were obtained. Furthermore a moderation effect of motivation was found. The results were interpreted within the broader context that ties motivation theory, organizational identification and social exchange theory.

An explaratory study on the relationship between Employee innovation and the rewards systems supporting innovation ; a case study of Medtronic Galway

The aim of this thesis is to explore the relationship between innovation and reward system supporting innovation. The empirical evidence came from a case study in Medtronic, Galway, a medical device company. This study incorporates the literature surrounding innovation and rewards and will attempt to identify a link both theoretically and practically between both.

Contextualizing the impact of work organization on employee satisfaction

The paper assesses the relationship between the use of alternative workplace practices (AWP) and job satisfaction. Using a unique employeremployee data set with rich information on both firm and employee characteristics we test whether there is a positive impact of AWPs on job satisfaction (motivation hypothesis) or it is negative (intensification hypothesis). We expand a growing empirical literature focusing on small and medium size firms from a southern European area. Our results show an overall positive effect, depending on the specific practice considered. We also obtain some sort of time-dependence with the effects turning from negative to positive once the practice has been implemented for some time. Keywords: Job satisfaction, work organization, unobserved heterogeneity.

Iowa Public Employee Retirement System Agency Performance Plan

Agency Performance Plan

Workforce - Iowa's Employee Training Programs, 2002

Manual for employee training.

State of Iowa Employee Handbook, 2003

State of Iowa Employee handbook.

The Americans with Disabilities Act Employer/Employee Rights & Responsibilities, May 2001

This publication was designed with the belief that the ADA addresses both employers and employees to achieve a viable workforce and productive society. The law was intended to reflect the balance between the employer and the employee with a disability. This booklet contains information on Title I of the ADA but should not be considered legal advice. Title I is directly related to the employment provisions of the law. Both employers and employees have responsibilities and rights under the ADA and this booklet addresses the balance of rights and responsibilities under the law. This law was designed to remove the barriers that prevent qualified persons from enjoying equal employment opportunities solely because of a disability. It demonstrates America recognizing the vitality and abilities of all people to contribute in our society, particularly in the area of employment. This is civil rights law. It prohibits discrimination against persons with disabilities and encourages the recognition of citizens with disabilities as full participants in American life. It recognizes that these members of the American work force are an excellent resource for employers.

The Iowa Public Employee's Retirement System Notification Letter, July 12, 2006

State Audit Reports

The Americans with Disabilities Act: Employer/Employee Rights & Responsibilities, A Guide for Iowans, May 2015

This publication was designed with the belief that the ADA addresses both employers and employees to achieve a viable workforce and productive society. The law was intended to reflect the balance between the employer and the employee with a disability. This booklet contains information on Title I of the ADA but should not be considered legal advice. Title I is directly related to the employment provisions of the law. Both employers and employees have responsibilities and rights under the ADA and this booklet addresses the balance of rights and responsibilities under the law.

Decision-Making in Social Enterprises: Exploring the Link between Employee Participation and Organizational Commitment

This article studies the influence of the procedural justice resulting from participation in decision-making on employees' affective commitment in social enterprises. It also examines whether any potential link between participation and commitment is due to social exchange, as is the case with for-profit companies. The study is based on data from employees of French work integration social enterprises. The results confirm the positive relationship between procedural justice and affective commitment and the mediating role of perceived organizational support and leader-member exchanges. Managerial recommendations are then given to best maintain or increase employees' involvement in the decision-making processes of social enterprises.

State of Iowa Employee Handbook, Revised October 2003

This is your employee handbook. This information is based on Iowa Department of Administrative Services – Human Resources Enterprise (DAS-HRE) rules and policies. Much of the information in this handbook is also covered in the State’s collective bargaining agreements. Where there are differences between a collective bargaining agreement and this handbook, the collective bargaining agreement prevails for employees covered by the agreement. Where there are differences between this handbook and DAS-HRE rules and policies, DAS-HRE rules and policies prevail. Some of the employee benefit plans described in this handbook are subject to legal requirements concerning reporting and disclosure. This handbook contains highlights of those plans. For complete details about benefit plans, consult the benefit handbooks and the official plan documents. In case of any discrepancy, the official plan documents prevail. Of course, changes in laws may affect the benefit programs described in this handbook. The State of Iowa reserves the right to amend the contents of this handbook at any time without prior notice. The provisions of this handbook and other policies do not establish contractual rights or conditions of employment between the State and its employees.