ICTACT Journal on Management Studies

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

The Evolution And Smart Management Model For Employees In Stressful Situations In Priority Task Handling


Affiliations
1 Master of Business Administration, Sanjivani College of Engineering, India
2 Department of Human Resource, Universal Business School, India
     

   Subscribe/Renew Journal


In general, the evaluation is an employee management system, not only labor productivity but also system performance indicators can be used. The performance characterizes not only the performance of a process but also its performance of the execution, i.e. achieving a specific result at low cost. The personnel management system is designed to affect the workforce ability to shift its parameters in the direction required by the organization. There are various ways to solve this problem, but the right choice offers the lowest cost, i.e. saves money. In this paper, a smart model was proposed to enhance the management of organizational employees in stressful situations. The effect of management can be assessed by a close measure of the actual level of planned labor force. It is not possible to express the ultimate goal of employee management by an indicator; therefore, their structure is used, which reflects various aspects of labor efficiency This means the number of employees, professional qualifications, education, motivation, labor, health status are monitored by the proposed model periodically and produce the reports as per the organizational policy. However, cost savings to achieve the set goals are the source of the effect. The cost reduction should be considered as a measure of performance in relation to achieving a certain amount and quality parameters of labor energy.

Keywords

Employee Management System, Employees, Professional Qualifications, Education, Motivation, Labor, Health Status
Subscription Login to verify subscription
User
Notifications
Font Size

  • Aslam, “Are Employee Motivation, Commitment and Job Involvement Inter-Related: Evidence from Banking Sector of Pakistan”, International Journal of Business and Social Science, Vol. 2, No. 17, pp. 226-233, 2004.

  • R.T. Mowday, R.M. Steers and L.W. Porter, “The Measurement of Organizational Commitment”, Journal of Vocational Behavior, Vol. 14, No. 2, pp. 224-247. 1979.

  • Sumita Rai, “Motivational Theories and Incentives Approaches”, IIBM Management Review, Vol. 4, No. 2, pp.1-15, 2004.

  • S. Ramlall, “A Review of Employee Motivation Theories and their Implications for Employee Retention within Organizations”, Journal of American Academy of Business, Vol. 5, No. 1-2, pp. 52-63, 2004.

  • S.P. Robbins and T. Judge, “Assessing the Effects of Job Satisfaction and Psychological Contract on Organizational Commitment among Employees in Malaysian SMEs”, Proceedings of International Conference on Global Economy, pp. 1-9, 2007.

  • T. Simons and C. Enz, “Motivating Hotel Employees”, Cornell Hotel and Restaurant Administration Quarterly, Vol. 36, No. 1, pp. 20-27, 1995.

  • A. Tella, C.O. Ayeni and S.O. Popoola, “Work Motivation, Job Satisfaction, and Organizational Commitment of Library Personnel in Academic and Research Libraries in Oyo State Nigeria”, Library Philosophy and Practice, Vol.9, No. 2, pp. 13-19, 2007.

  • U.S. Reddy, A.V. Thota and A. Dharun, “Machine Learning Techniques for Stress Prediction in Working Employees”, Proceedings of IEEE International Conference on Computational Intelligence and Computing Research, pp. 14, 2018.

  • M.F.A. Rahman, Facial Recognition Development to Detect Corporate Employees Stress Level”, Proceedings of IEEE International Conference on Engineering, Technology and Education, pp. 1-6, 2019.

  • Z. Gong, S. Yin and Y. Wang, “Web-based Employee Assistance Programs: A New Exploration of Employee Service”, Proceedings of IEEE Symposium on Web Society, pp. 582-587, 2010.

  • S. Koldijk, M.A. Neerincx and W. Kraaij, “Detecting Work Stress in Offices by Combining Unobtrusive Sensors”, IEEE Transactions on Affective Computing, Vol. 9, No. 2, pp. 227239, 2018.

  • M.H. Guindon, "Understanding the role of Self-Esteem in Managing Communication Quality”, IEEE Transactions on Professional Communication, Vol. 37, No. 1, pp. 21-27, 1994.

  • M. Hori and M. Ohashi, “Teleworking and Mental Health Collaborative Work to Maintain and Manage the Mental Health for Women's Teleworkers”, Proceedings of Annual Hawaii International Conference on System Sciences, pp. 1- 9, 2004.

  • D.H. Rao and D.G. Kulkarni, “NLP for Stress Mitigation in Employees”, Proceedings of International Conference on Education and Management Technology, pp. 600-603. 2010.

  • M. Kostros and F. Jakab, “Usage of Advanced E-Learning Methods for Faster Newcomer Adaptation in IT Production Environment”, Proceedings of International Conference on Emerging eLearning Technologies and Applications, pp. 1- 6, 2015.


Abstract Views: 288

PDF Views: 0




  • The Evolution And Smart Management Model For Employees In Stressful Situations In Priority Task Handling

Abstract Views: 288  |  PDF Views: 0

Authors

Prakash Manoharan
Master of Business Administration, Sanjivani College of Engineering, India
K Logasakthi
Department of Human Resource, Universal Business School, India

Abstract


In general, the evaluation is an employee management system, not only labor productivity but also system performance indicators can be used. The performance characterizes not only the performance of a process but also its performance of the execution, i.e. achieving a specific result at low cost. The personnel management system is designed to affect the workforce ability to shift its parameters in the direction required by the organization. There are various ways to solve this problem, but the right choice offers the lowest cost, i.e. saves money. In this paper, a smart model was proposed to enhance the management of organizational employees in stressful situations. The effect of management can be assessed by a close measure of the actual level of planned labor force. It is not possible to express the ultimate goal of employee management by an indicator; therefore, their structure is used, which reflects various aspects of labor efficiency This means the number of employees, professional qualifications, education, motivation, labor, health status are monitored by the proposed model periodically and produce the reports as per the organizational policy. However, cost savings to achieve the set goals are the source of the effect. The cost reduction should be considered as a measure of performance in relation to achieving a certain amount and quality parameters of labor energy.

Keywords


Employee Management System, Employees, Professional Qualifications, Education, Motivation, Labor, Health Status

References