Work standardization as an aspect of quality improvement in labor activity

The paper reviews the issues of work standardization contributing its general strains and meaningfulness providing favorable labor conditions and fair compensation. In this regard, the results of foreign analysis, the studies on labor standard values in the enterprise activities of such countries as Germany and Russia are presented and social feasibility and operational efficiency of labor standards shown as well. Sustained, purpose-oriented efforts of the State Oil Company of Azerbaijan Republic (SOCAR) in labor standardization and quality improvement are reviewed. It is marked that as a result of the standardization, structural optimization of the enterprises is carried out, technical-economic parameters improved and production capacity increased as well. Furthermore, labor standards become a means of stimulation and motivation in labor activity and consequently, form personal satisfaction in labor and thus, its quality to a great extent.

Multi-stage cases as a tool of intensification of educational results of economic preparation in high school

The article discusses the design and technology of using multi-stage cases in the process of implementing educational programs of higher education in the Economics areas of training. The author describes the possibilities of multistage case studies to increase the level of systematic nature of the generated knowledge and skills, accelerate their transformation into skills, obtain multiplicative educational effects, and prepare the student to perform a specific labor function. Multi-stage cases allow students to set larger tasks and formulate more complex tasks. The article describes characteristic of the content and organization of the multistage case study in the discipline "Accounting and Management Accounting" as well as the educational results in accordance with the norms of the Federal State Educational Standard and Labor Standard.

OPTIMASI JUMLAH TENAGA KERJA BERDASARKAN WAKTU STANDARD

The most important components in the company are human resources. The use of human resources is not optimal it may cause losses by companies and labor. If the amount of labor is too little, it will cause the buildup at the work station. If the labor too much, it will cause losses due to waste. In this company, the process of producing cigarette paper is divided into three main phases, namely preparation stage , the process of making paper and the finishing stages. The process of producing activities cigarette paper needs human resources optimally. The problems that arise during production process activities are the use of human resources that are not optimal, resulting in the shortage of labor and labor surplus work that is working on the work that is stacking. This study was conducted to determine when the standard work and can provide a good decision in the optimal amount of labor on the packaging of ream paper products form. Results resulting from the standard time of each element ie the element wrapping cigarette paper sheet with a standard time of 177.79 seconds, enter the box packaging packaging with the standard time, 119.20 seconds, full box with a standard price of 231.15 seconds and wrap the packaging using plastic with a standard time of 55.31 seconds. The total labor standard packaging process with the method of data as much as 15 people / shift seconds actual workforce of 13 people. Enough amount of labor as much as 2 people.

ANALISA STANDAR WAKTU TERHADAP KINERJA KARYAWAN CV. BETON AGARA KUTACANE

Identify the problem in this research whether the leader sets the standard of Work Time, Employee Performance Assessment, and What form of employee standard work. This research is qualitative descriptive, data collecting method with field research by using method, observation and direct interview on research object to get description of research subject. From result of research, obtained data and information, that leader set standard work time 8 (Eight) hours per day , provided that the company does not work on religious holidays, especially Islamic holidays. The standard of assessment carried out for the workforce is the objective standard, in which the management of the company has determined the unit of outcome of the working time used. To produce the Culvert for the size of 80.60, and 40 Cm standard of production objectives set by the company as much as, 36 units employing 6 (people) Labor, while for the size of 30.20, and 15 Cm, ​​employed 4 people with labor standard 45 Goal Units. Furthermore For Production Pavin Blok has 3 (Three) production type, Rectangle, Six and Nuts. Standard destination 1.800 Units, with 4 Persons labor, and other production is the Hole of the Wind that is Utuk Pagas and Layang, the workforce can produce as many as 80 Units, labor used 2 Person.

ANALISA STANDAR WAKTU TERHADAP KINERJA KARYAWAN CV. BETON AGARA KUTACANE

Identify the problem in this research whether the leader sets the standard of Work Time, Employee Performance Assessment, and What form of employee standard work. This research is qualitative descriptive, data collecting method with field research by using method, observation and direct interview on research object to get description of research subject. From result of research, obtained data and information, that leader set standard work time 8 (Eight) hours per day , provided that the company does not work on religious holidays, especially Islamic holidays. The standard of assessment carried out for the workforce is the objective standard, in which the management of the company has determined the unit of outcome of the working time used. To produce the Culvert for the size of 80.60, and 40 Cm standard of production objectives set by the company as much as, 36 units employing 6 (people) Labor, while for the size of 30.20, and 15 Cm, ​​employed 4 people with labor standard 45 Goal Units. Furthermore For Production Pavin Blok has 3 (Three) production type, Rectangle, Six and Nuts. Standard destination 1.800 Units, with 4 Persons labor, and other production is the Hole of the Wind that is Utuk Pagas and Layang, the workforce can produce as many as 80 Units, labor used 2 Person.

Fair Labor Standard Act Mandate: How Do Higher Education Human Resource Departments React?

Mandates from the United States government may create drastic changes in the university landscape. The Fair Labor Standard Act (FLSA) Mandate that was expected to go into effect in December of 2016 provided a means to understand how required changes impact the human resource (HR) departments within institutions. This paper addresses the primary concerns of institutional human resource departments as the FLSA mandate required status changes for up to 15% of the campus workforce. Analysis of forecasted issues with employee engagement generated central issues regarding ability to communicate with constituents, resources available to HR departments, faculty and staff morale, compensation fairness, while not concentrating on employee engagement.

Buyers' power strategies and suppliers' compliance mechanism : case of Indian apparel export firms

Apparel industry in the developing world is experiencing a boom in apparel export since the quota free trade. However, incidences of poor working conditions and labor standard violations are commonly reported. Therefore, it is important to investigate factors and mechanisms affecting apparel suppliers' compliance, particularly with the code of conduct policies that were adopted by international buyers to regulate social compliance issues in the global apparel industry. This research investigated the influence of buyers' (apparel importers from developed countries) power strategies on suppliers' (apparel manufacturers from developing countries) motivations, and its overall effect on the suppliers' compliance mechanisms in the Indian apparel industry context, which is a force to reckon with in this industry. Face-to-face interviews of 210 managers from Indian apparel export firms were conducted. Data was analyzed using a statistical procedure of structure equation modeling (SEM). Results showed that buyers' power strategies that were punitive in nature had a significant effect on suppliers' extrinsic motivation (a form of motivation that depends on punishment), while no effect on intrinsic motivation (motivation that relates to internal values of the managers). Interestingly, it was also found that the suppliers' extrinsic motivation affected both monitoring and transparency (two important components of compliance mechanisms), while intrinsic motivation affected only transparency mechanism. Overall, this study concludes that in order to develop a well-integrated code of conduct compliance mechanism, international buyers should use their powers in such a way that it may induce both extrinsic as well as intrinsic motivations. Altogether, this study highlights alternative pathways for international buyers to gain suppliers' compliance in the Indian apparel context.