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- Corporate entrepreneurship (2)
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- Employee loyalty (1)
- Employee motivation (1)
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- Nurse Scheduling problem (1)
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- Shift swapping (1)
- Soft constraints (1)
Articles 1 - 7 of 7
Full-Text Articles in Business
A Bi-Level Heuristic Solution For The Nurse Scheduling Problem Based On Shift-Swapping, Ahmed Youssef, Samah Senbel
A Bi-Level Heuristic Solution For The Nurse Scheduling Problem Based On Shift-Swapping, Ahmed Youssef, Samah Senbel
School of Computer Science & Engineering Faculty Publications
This paper presents a new heuristic solution to the well-known Nurse Scheduling Problem (NSP). The NSP has a lot of constraints to satisfy. Some are mandatory and specified by the hospital administration, these are known as hard constraints. Some constraints are put by the nurses themselves to produce a comfortable schedule for themselves, and these are known as soft constraints. Our solution is based on the practice of shift swapping done by nurses after they receive an unsatisfactory schedule. The constraints are arranged in order of importance. Our technique works on two levels, first we generate a schedule that satisfies …
College Interns: An Entrepreneurial Response To A Cost-Conscious Economy, Jacqueline S. Scerbinski
College Interns: An Entrepreneurial Response To A Cost-Conscious Economy, Jacqueline S. Scerbinski
New England Journal of Entrepreneurship
College interns often possess information-age skills that are not familiar to workers who have been on the job for several years. Interns may be future sources for new employees. There is also the added benefit of observing and evaluating an intern for future consideration, as a full-time employee, after graduation. Giving junior employees the opportunity to supervise interns is also a way of evaluating the junior employees’ potential as a supervisor. The employment of college interns should be a mutually beneficial endeavor. As with all successful endeavors, the employment of interns requires planning and supervision.
Does Employee Ownership Increase Innovation?, Robert Garrett
Does Employee Ownership Increase Innovation?, Robert Garrett
New England Journal of Entrepreneurship
One way that firms attempt to innovate is through investment in R&D activity. However, there is much heterogeneity in innovations among firms making comparable R&D investments. This article explores employee ownership’s moderating effect on the relationship between R&D intensity and innovative output. The basis for the moderation is that ownership increases motivation and commitment to the innovation agenda of the company, and retains employees’ entrepreneurial efforts for internal opportunities. Using hierarchical regression, the data support the hypothesis that employee stock ownership positively moderates the relationship between R&D intensity and innovative output. Implications for future research and practice are addressed.
Awakening The Entrepreneurial Spirit: Exploring The Relationship Between Organizational Factors And Perceptions Of Entrepreneurial Self-Efficacy And Desirability In A Corporate Setting, Deborah V. Brazeal, Mark T. Schenkel, Jay A. Azriel
Awakening The Entrepreneurial Spirit: Exploring The Relationship Between Organizational Factors And Perceptions Of Entrepreneurial Self-Efficacy And Desirability In A Corporate Setting, Deborah V. Brazeal, Mark T. Schenkel, Jay A. Azriel
New England Journal of Entrepreneurship
While efforts at understanding how the entrepreneurial spirit is awakened (e.g., unwrapping the cognitive “black box”) have been productive in the new venture context, it remains largely unexplored in a corporate setting.This study extends previous research by investigating the relationship between organizational antecedents and perceptions of entrepreneurial self-efficacy and desirability of entrepreneurial activity. In a field study of organizations consistent with a corporate entrepreneurial archetype typology, we found that (1) individual work discretion and time availability impacted entrepreneurial self-efficacy, and (2) individual interest in work innovation influenced perceived desirability of innovative behaviors.
Does My Business Need A Human Resources Function? A Decision-Making Model For Small And Medium-Sized Firms, Golbou Ghassemieh, Elizabeth "Liz" Thach, Armand Gilinsky Jr.
Does My Business Need A Human Resources Function? A Decision-Making Model For Small And Medium-Sized Firms, Golbou Ghassemieh, Elizabeth "Liz" Thach, Armand Gilinsky Jr.
New England Journal of Entrepreneurship
The questions of when and what types of human resource (HR) support are needed tend to be unanswerable for small and medium-sized enterprises (SMEs). This article addresses this gap in the strategic HR literature. Hiring, training, employee retention/satisfaction, wages and benefits programs, and worker’s compensation insurance are important to SMEs seeking to build strong capabilities and resources and to increase their competitive advantage. This article presents an analysis of the existing HR literature for SMEs. It introduces a decision model to help SMEs choose a cost-effective HR strategy, listing a range of options from hiring the HR function to electronic …
Employee Equity, Incentive Compensation, And Growth In Entrepreneurial Firms, Ben Arbaugh, Larry W. Cox, S. Michael Camp
Employee Equity, Incentive Compensation, And Growth In Entrepreneurial Firms, Ben Arbaugh, Larry W. Cox, S. Michael Camp
New England Journal of Entrepreneurship
We examined the relationship between employee equity compensation, incentive compensation, and firm growth using a sample of 480 privately held firms from the Ewing Marion Kauffman Foundation’s database of Ernst & Young Entrepreneur Of The Year (EOY) winners. Using frameworks from agency and motivation theories, we argued that larger percentages of both equity- and incentive-based compensation allocated to top managers and employees would be associated with firm growth. After controlling for firm and industry effects, the results of the study showed that while the firms in the sample preferred providing incentive compensation, providing equity compensation for employees was a positively …
Redefining Loyalty: Motivational Strategies And Employee Loyalty In An Era Of Downsizing, Sandra Obilade
Redefining Loyalty: Motivational Strategies And Employee Loyalty In An Era Of Downsizing, Sandra Obilade
New England Journal of Entrepreneurship
Retaining employee loyalty after restructuring is a problem for all types of businesses. The major issue concerns how management and employees can establish a new, mutually acceptable "psychological contract" which ensures employee loyalty but not lifelong employment. Eighteen small businesses in Fairfield County, Connecticut were surveyed to investigate loyalty and motivation after downsizing. A significant correlation was found between loyalty and motivation. Furthermore, several motivational techniques employed were inconsistent with employee needs. Suggestions are offered on how to retain employee loyalty.