Studies of organizational culture often focus on discrete cultural forms and fail to place phenomena studied within an overarching conception of culture. Overlap and confusion in terminology occur across studies. To alleviate these problems, this paper offers distinguishing definitions and advocates studying rites and ceremonials, which consolidate multiple cultural forms. The paper also presents, illustrates, and discusses a typology of rites and ceremonials and examines the implications of cultural studies for research and practice.

Studying Organizational Cultures Through Rites and Ceremonials

Human resources are the life-blood of any organization. Even though most of the organizations are now a days, found to be technology driven, yet human resources are required to run the technology. They are the most vital and dynamic resources of any organization. With all round development in each and every area of the economy, there is stiff competition in the market. With this development and competition, there are lots and lots of avenues and opportunities available in the hands of the human resources. The biggest challenge that organizations are facing today is not only managing these resources but also retaining them. Securing and retaining skilled employees plays an important role for any organization, because employees' knowledge and skills are central to companies' ability to be economically competitive. Besides, continuously satisfying the employees is another challenge that the employers are facing today. Keeping into account the importance and sensitivity of the issue of retention to any organization, the present study tries to review the various available literature and research work on employee retention and the factors affecting employee retention and job satisfaction among the employees.

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Employee Retention: A Review of Literature

Determinants of labor-management disputes and their settlement in the private sector in Jordan، للحصول على النص الكامل يرجى زيارة مكتبة الحسين بن طلال في جامعة اليرموك او زيارة موقعها الالكتروني

Determinants of labor-management disputes and their settlement in the private sector in Jordan

Bu calisma, Selcuk Universitesi Bilimsel Arastirma Projeleri Koordinatorlugu (BAP)
tarafindan 16203010 no’lu doktora tez projesi olarak desteklenmistir.

Psikolojik iklimin örgütsel vatandaşlık davranışı üzerindeki etkisinde içsel motivasyonun aracılık rolü: Sanayi işletmelerinde bir araştırma

Making predictions about the age at which employees will retire has become increasingly difficult over the past ten years. Recent legislation has elevated the minimum age for compulsory retirement from 65 to 70 years and in some cases, has outlawed mandatory retirement based on age entirely (e.g. California). The impact of this legislation on employees' retirement behaviour has not yet been determined as contradictory forces are present which compound the prediction problem. Labour statistics indicate that the average age at retirement continues to decline (Walker and Lazer, 1978) but that this pattern may cease or even reverse itself in light of current inflationary and recessionary economic conditions (Walker and Price, 1976; Chruden and Sherman, 1980). Indeed, assuming the continuation of current demographic trends, the ratio of nonworking dependents to employed persons is projected to rise, increase income transfers to dependent population members (e.g. Social Security), and independently add to the inflation problem as the total demand for goods increases without an increase in the supply (Stagner, 1979; Muchinsky and Morrow, 1980). A recent national poll noted that nearly half (48 per cent) of the employed respondents between 50 and 64 intended to continue working instead of retiring at the usual time (Harris and Associates, 1979). Some retirement experts feel that doubts about the adequacy and viability of the Social Security system are inducing workers to postpone retirement (e.g. Stagner, 1979). The end result of these mixed signals is that human resource planners and pension plan administrators are perplexed by their inability to make projections about future retirement trends (Chruden and Sherman, 1980).

Herbert J. Chruden

Papers

Personnel Management: The Utilization of Human Resources

Readings in personnel management