Ashwini, A., Mirthula, G., & Preetha, S. (2017). Moonlighting intentions of middle-level employees of selected IT companies. International Journal of Pure and Applied Mathematics, 114(12), 213–223.
Multiple-job holding has become more common in recent days. Because of the flexible working hours and work-from-home possibilities given by most IT businesses, this problem is more widespread. The authors of this paper look at the factors that influence multiple job holding and how they relate to the demographic profile of IT workers. The authors looked at people’s motivations for moonlighting and proposed an empirical model. And a person does a second job for monetary or non-monetary reasons. The findings lead to a better understanding of working numerous jobs. The conclusion of this essay is that employees can spend time on their second job according to their spare time, but not according to their motivations. Finally, their monetary and non-monetary motivations, as well as the overall hours spent on their second job, may be the determining factor in the forms of moonlighting and its degree.
Cohen, L. (2020). Bringing Moonlighting into the Study of Workers, Jobs, and Careers. Employee Inter- And Intra-Firm Mobility, pp. 215-218. Web.
This chapter analyzes the need and the set-up expectations for multi-tasking that exist in the modern office infrastructure, particularly in relation to administrative personnel. It discusses the efficiency a worker might uphold if they are simultaneously holding multiple relationships at once. Additionally, it discusses full-time internships and other post-graduate educational commitments that may overlap with a student’s need for work. It concludes by accepting moonlighting as a normal phenomenon in the modern workplace due to both the flexible skills employees possess and the financial crisis. The term refers to employees who work for private companies and may be subject to any moonlighting regulations that the firm has in place. Some companies may not want employees to perform other jobs, while others are unconcerned. The chapter concludes by reminding that the residents working for government agencies may need to verify any agency restrictions or federal legislation about working two jobs.
DeRigne, L., Dare, P., Collins, C., Quinn, L., & Fuller, K. (2018). Working U.S. Adults without Paid Sick Leave Report more Worries about Finances. Journal Of Social Service Research, 45(4), 570-581. Web.
An analytic sample of 17,897 working US adults in current paid employment was identified and targeted within the National Health Interview Survey 2015 data release. The researchers were interested in seeing if there was a link between not having paid sick leave and financial stress. With ten control variables, a set of nine indications of financial stress were regressed on paid sick leave status. Medical bills from a potential future sickness or accident, retirement, current medical expenditures, maintaining the quality of living, typical monthly bills, rent, mortgage, and credit card payments are all concerns for US employees who do not have paid sick leave. After controlling for gender, age, marital status, education level, race and ethnicity, personal health status, full-time work status, insurance coverage, family size, and annual family income using this set of nine multinomial multivariable regression equations, the findings show a positive relationship between not having paid sick leave and reporting financial worry. The consequences for policy, practice and future research are set to be further explored.
Goss, M. (2019). The therapist can’t see you now: How paid sick leave policy can accommodate mental illness in the workplace. Arkansas Law Review, 71(4), 969-995, Web.
The article examines the wide variety of benefits that a paid, nationally established time off would present to the commercial output of the economy and the overall well-being of the employees. A particular emphasis is put on mental well-being, with the research taking into account the widespread of various mental disorders in the United States. The existing literature review and statistic analysis on the topic suggest that mental health issues of the workforce members cause billions in annual damages to various industries within the country. At the moment, no federal legislation exists to establish mandatory paid sick leave for American employees, which, according to Goss, negatively impacts their mental health. The article concludes that said policies provide multiple advantages to the firms, as they allow the impacted employees to obtain proper treatment for their mental health issues, securing their return to their full potential performance in the long run.
Kaiser, C. P. (2018). Absenteeism, presenteeism, and workplace climate: A taxonomy of employee attendance behaviors. Economics and Business Journal: Inquiries and Perspectives, 9(1), 69-86. Web.
Absenteeism and presenteeism are two types of working habits that both cost companies large portions of money. The rising understanding that the costs of presenteeism are significantly higher than the costs of absenteeism has spurred presenteeism research in recent years. Whereas most of what we know about absenteeism and presenteeism has come from different lines of study, the additional theoretical analysis focused on the combined determination of absence and presence decisions is needed at this time. Furthermore, the context in which workers make attendance decisions must be considered. This study proposes a four-part typology of attendance climates that may be used to analyze employee attendance outcomes. The research suggests that absenteeism and flexible attendance policies are not essential to uphold high standards of academic performance.
Kim, D. (2017). Paid Sick Leave and Risks of All-Cause and Cause-Specific Mortality among Adult Workers in the USA. International Journal Of Environmental Research And Public Health, 14(10), 1247. Web.
The United States is one of just a few globally prosperous economies in the world that does not provide paid sick leave to its employees. While there are logical reasons for the relationship between paid sick leave and mortality, there is little actual evidence to support this claim. After mean follow-up periods of 11.1, 6.5, and 4.5 years, this study finds that having paid sick leave via one’s employment is linked with 10%, 14 percent, and 22% reduced risks of all-cause death, respectively. Paid sick leave was also linked to a reduction of 24 percent and 35 percent in the risk of dying from heart disease and accidental injuries, respectively.
Kulik, C. (2021). We need a hero: HR and the ‘next normal’ workplace. Human Resource Management Journal. Web.
Employees worked from home in historic numbers during the first few months of the COVID-19 epidemic, and they had unprecedented degrees of autonomy. As businesses reopen, companies prioritize the optimization of the working conditions they provide. HR has a limited time to create psychologically sustainable work environments, mutually beneficial employment relationships, and successfully operating teams. These practices are the core of managed morality in modern organizational practice. However, progress toward improved workplaces is contingent on several crucial changes in the HR researcher–practitioner interaction. HR academics must collaborate with HR professionals to identify organizational-level initiatives and assess their impact on employees at the same time. The study concludes that flexible attendance policies and mixed scheduling that allow the staff members to combine office attendance with work from home might be the most efficient tools available.
Raj, P., Khattar, K. & Nagpal, R., (2017). “Dress to Impress”: The impact of power dressing. The IUP Journal of Soft Skills, 11(3), pp. 45-54, Web.
Managers hire consultants and industry professionals to deliver countless hours of learning, networking, meetings, giving presentations, writing articles/papers, obtaining qualifications, and attending lectures, workshops, and classes for training and development in order to remain competitive in today’s fast-paced world. However, many of them ignore their own professional image; this is an important part of professionalism that contributes to their attitude and success. The way we dress at work has a significant impact on how others view us. As a result, the dress code and style should be carefully considered because it improves the corporate performance strategy. In reality, considerable benefits to business satisfaction may be observed visibly through the dress code. As a result, the study focuses on evaluating the influence of clothing on an employee’s performance as well as the amount of dress code knowledge among the general public, as well as highlighting the proper dress code utilizing a wider range of styles.
Seema, C., V., & Saini, G. (2021). Effect of Job Satisfaction on Moonlighting Intentions: Mediating Effect of Organizational Commitment. European Research On Management And Business Economics, 27(1), 100137. Web.
This article aims to fill a research vacuum by looking at the influence of job satisfaction on moonlighting intentions, as well as the role organizational commitment plays in the dynamic between these two variables. Throughout the course of their research, the authors conclude that the levels of organizational commitment influence both of the other factors mentioned. The higher it is, the less likely an employee is to engage in job-seeking for the second occupation. And the commitment, in turn, is influenced primarily by job satisfaction on a monetary basis and otherwise. The study, therefore, summarizes itself by concluding that organizations that struggle with their employees’ moonlighting might benefit from revising their motivational policies.
Schulte, S. (2020). Geeks vs. grandees: A transnational comparison of dress codes in American and British federal technology agencies. European Journal Of Cultural Studies, 24(2), 548–566. Web.
This article examines the dressing and cultural transformations that occurred in relation to the merging of operations between several technology start-ups and government agencies in the UK and the US. The incorporation of informal clothing norms typical in IT sectors into government offices dominated by suits became the subject of internal transformation in both sectors. The more casual dress code standards were accepted in the United States, often with amusement, but were largely perceived as inappropriate in the United Kingdom. Workplace dress etiquette, according to this study, is representative of the different ways in which industry and government collaborations operate in the two nations. Differences in dress code norms provide insight into how each country’s cultural ideals about technology and governance have persisted. Ultimately the study concludes that the rigidity of the dress-code in the workplace is representative of the organizational culture as a whole and exists in conjunction with its other elements.