Employee Perspectives on Decent Work and Job Burnout: Evidence from Nepalese Manufacturing Industries

Shrestha, Prakash

doi:10.3126/irjms.v7i1.50629

Cited by 4 publications

(4 citation statements)

References 29 publications

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“…Promoting decent work in the context of Nepal is a requirement of the International Labour Organization (ILO) programs. In Nepal, decent work is concerned with strengthening social interaction, expanding employment and employment rights, and giving social protection (Shrestha, 2022(Shrestha, , 2021 (2012) observed that institutions that support the implementation of labor laws are poor in Nepal. Furthermore, in a study, Kyloh (2008) argued for specific institutional reform measures in terms of implementation of the mechanism to put labor legislation into action strengthening the role of trade unions in the public labor inspection system to monitor compliance with labor laws at the workplace and thus to bring complaints to the Labor Court.…”

Section: Discussionmentioning

confidence: 99%

“…Decent work appears to involve the total of everyone's working-life objectives (Pereira et al, 2019). It is concerned with generating a fair income through productive work while also providing security and social protection (Shrestha, 2022). It provides opportunities for personal growth, guarantees the fundamental rights of employees, and promotes equality of opportunity and treatment.…”

Section: Introductionmentioning

confidence: 99%

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Assessing Legal Provisions and Policies for Improving Decent Work Conditions in Nepal

Shrestha

2023

The Batuk

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The purpose of this paper is to assess the legal provisions and policies for promoting decent work conditions in Nepal. It follows an integrative review of different legal documents including laws, policies, and provisions related to decent work in the Nepalese context. The evidence shows that laws and policies enacted by the government form the legislative foundation for the labor markets and decent work conditions in Nepal. Mainly, the Constitution of Nepal, 2015; Labor Act, 2017; Trade Union Act, 1992; Child Labor Act, 2000; and Sexual Harassment at the workplace (Elimination) Act, 2015 have paved the foundation for decent work in Nepal. Furthermore, Industrial Policy, 2010; Social security Fund, 2016; Youth and Small Entrepreneurs Self-Employment Fund; Agriculture Development Strategy, 2015; National Employment Policy, 2015; Foreign Employment Policy, 2012; Sustainable Development Goals, 2017; and Decent Work Country Programme for Nepal (2018-2022) have also presented the guidelines for enhancing the supportive work environment. It is found that the role of government in the transformation of business sectors and enhancement of decent work conditions is imperative, ensuring its freedom of choice, particularly in matters relating to employment relations in countries like Nepal. The findings of this paper can offer guidance for future studies on decent work and can be a milestone for open discussion on numerous legislative norms and regulations on the issue.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Assessing Legal Provisions and Policies for Improving Decent Work Conditions in Nepal

Shrestha

2023

The Batuk

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“…Therefore, they might stay with the existing company provided the company can provide an alluring compensation plan for them (Shepherd & Matthews, 2000;Jardine & Amig, 2001). In addition to this, implementing the concept of decent work (Shrestha, 2021(Shrestha, , 2022(Shrestha, , and 2023 can assist in creating productive workplaces and increase employee retention. In conclusion, Nepalese BFIs need to provide timely promotion opportunities and fair compensation practices so that they can retain talented employees in their organizations.…”

Section: Discussionmentioning

confidence: 99%

Human Resource Management Practices and Employee Retention

Prakash Shrestha,

Dhan Krishna Prajapati

2023

J. Balkumari Coll.

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The purpose of this study is to examine the relationship between HRM practices and employee retention in bank and financial institutions (BFIs) of Nepal. Recruitment and selection, training and development, promotion opportunities, and compensation practices are the four HRM practices examined in this study. A questionnaire with a five-point Likert scale is used for collecting data. 135 completed questionnaires were returned out of the 205 that were distributed, representing a 65.85% response rate. The results show that selection and recruitment have no significant relationship with employee retention. The findings also indicate that there is little to no relationship between training and development and employee retention. There is a strong positive association between employee retention and other aspects of HRM practices like promotion opportunities and compensation practices. Therefore, Nepalese BFIs need to provide timely promotion opportunities and fair compensation practices so that they can retain talented employees in their organizations. Moreover, to meet the challenge of gaining a competitive edge, today’s organizations must create a workplace that encourages performance, productivity, and retention.

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“…Thus, organizational culture is vital for the public sector to overcome challenges and improve service quality [21]. This contributes to the success of organizational change and improves employee engagement and participation [22], while promoting decent work as a key factor in advancing overall social welfare and economic growth [23]. In an organizational culture that fosters innovation and values teamwork, communication and trust strengthen business performance and growth [24].…”

Section: Introductionmentioning

confidence: 99%

Organizational Culture and Teamwork: A Bibliometric Perspective on Public and Private Organizations

Morales-Huamán,

Medina-Valderrama,

Valencia-Arias

et al. 2023

Sustainability

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Research on organizational culture and teamwork is progressing substantially, and the interest in understanding culture as an organizational phenomenon and its links with other variables of organizations are perspectives that need to be considered to obtain a better understanding and knowledge of achieving organizational aims. The objective of this study was to analyze the research and its contributions to organizational culture and teamwork through indicators of quantity, quality and structure. The information was obtained from the Scopus and Web of Science databases through structured search equations. The bibliographic data were merged and processed using Microsoft Excel, and by applying and using the PRISMA 2020 statement, 836 records were obtained. VOSviewer software was used to map networks, overlay displays and analyze keyword densities. The findings revealed that organizational culture and teamwork are constantly expanding and being researched in different organizations, with studies relating organizational culture and teamwork to knowledge management, patient safety culture, knowledge exchange, interprofessional collaboration and innovation. The maximum number of publications on the topic occurred in 2019. As indicated by VOSviewer, the keyword communication was associated with three of the identified clusters, and the research agenda proposed the expanding of themes related to leadership, knowledge exchange, knowledge management, interprofessional collaboration and safety climate.

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Employee Perspectives on Decent Work and Job Burnout: Evidence from Nepalese Manufacturing Industries

Cited by 4 publications

References 29 publications

Assessing Legal Provisions and Policies for Improving Decent Work Conditions in Nepal

Assessing Legal Provisions and Policies for Improving Decent Work Conditions in Nepal

Human Resource Management Practices and Employee Retention

Organizational Culture and Teamwork: A Bibliometric Perspective on Public and Private Organizations

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