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Working Hour, Work-Life Balance and Mental Health on Construction Workers
Issue:
Volume 4, Issue 5, October 2016
Pages:
49-54
Received:
21 August 2016
Accepted:
1 September 2016
Published:
21 September 2016
Abstract: This study investigated the working hours, work-life balance and mental health of 100 construction workers in a place without Standard Working Hour legislation, Hong Kong, using a questionnaire survey. Results showed these participants had longer working hours (54 hours/week) than many other workers in Hong Kong and in many other places. However, the results did not show the work-life balance was as poor as another long working hour industry in Hong Kong, public doctors. The mental health condition (mean GHQ score 9.66) was not shown to be poor. There existed some associations among long working hours, poor work-life balance and poor mental health condition. To conclude, construction workers in Hong Kong, without Standard Working Hour legislation, had long working hours but there was insufficient evidence to show they have poor work-life balance and poor mental health. There was insufficient evidence to show the high risk of occupational injuries was related to poor work-life balance and poor mental health.
Abstract: This study investigated the working hours, work-life balance and mental health of 100 construction workers in a place without Standard Working Hour legislation, Hong Kong, using a questionnaire survey. Results showed these participants had longer working hours (54 hours/week) than many other workers in Hong Kong and in many other places. However, t...
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Research on the Relationship Between Strategic Human Resource Management and Organizational Performance Based on Contingency Mode
Issue:
Volume 4, Issue 5, October 2016
Pages:
55-60
Received:
29 August 2016
Accepted:
14 September 2016
Published:
9 October 2016
Abstract: At present, there are three modes studying on the relationship between strategic human resource management and organizational performance. These modes are universality mode, form mode and contingency mode. The paper firstly analyses on the characteristics of these three modes. And then, it infers the need for the use of contingency mode studying on the relationship between strategic human resource management and organizational performance. Secondly, it measures the standard of the organizational performance. At last, the paper takes the qualitative research method to study on the relationship between strategic human resource management and organizational performance, what factors influence on the relationship between the two, and the mediating variables and how to influence the process. It tries to provide a basis for subsequent research.
Abstract: At present, there are three modes studying on the relationship between strategic human resource management and organizational performance. These modes are universality mode, form mode and contingency mode. The paper firstly analyses on the characteristics of these three modes. And then, it infers the need for the use of contingency mode studying on...
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Effect of Motivation on Personnel Performance in the Workplace
Muyiwa Adeniyi Sholarin,
Idoko Joseph Onyebuchukwu
Issue:
Volume 4, Issue 5, October 2016
Pages:
61-64
Received:
13 July 2016
Accepted:
25 August 2016
Published:
19 October 2016
Abstract: The study was on the effect of motivation on the personnel performance in the work place. Staffs of Assurance alliance l.t.d Lagos were used. One hundred staffs were randomly selected, their age is between 20 to 50 years old, 54 were male (52.9%) while 46 were female (45.1%), 46 were junior cadre (45.1%), 41 were middle level cadre (40.2%) and 13 were senior level cadre (12.7%). Four hypotheses were tested. The result was analyzed using S.P.S.S.. Recommendations were made.
Abstract: The study was on the effect of motivation on the personnel performance in the work place. Staffs of Assurance alliance l.t.d Lagos were used. One hundred staffs were randomly selected, their age is between 20 to 50 years old, 54 were male (52.9%) while 46 were female (45.1%), 46 were junior cadre (45.1%), 41 were middle level cadre (40.2%) and 13 w...
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