โดยทำการเปลี่ยนแปลงการชำระเงิน, จัด

โดยทำการเปลี่ยนแปลงการชำระเงิน, จัดเตรียมการทำงาน, การสรรหาบุคลากร, การจัดฝึกอบรม

ขณะที่ออสเตรเลียมีประสบการณ์ความสามารถขาดทันทีก่อนที่จะเกด เรื่องสําคัญสําหรับ
กรณีศึกษาสัมภาษณ์เป็นความคงทนของความสามารถ ดังนั้นสำหรับส่วนใหญ่ของระยะเวลาการตอบสนองอย่างมีนัยสำคัญเพื่อ GED ที่เกี่ยวข้องที่เน้นในสิ่งที่ได้รับการตามเนื้อผ้า
กำหนดจัดงานแบบยืดหยุ่น รวมทั้งไป สำหรับพนักงานประจำ สำหรับบางคนเหล่านี้ความคิดริเริ่มใหม่ใช้เป็นผล GED ผู้ให้สัมภาษณ์ระบุต่อไปนี้เป็น afocus : ใช้ก่อนหน้านี้ค้างจ่ายประจำปี และการลาประจำปีบริการนานไป ; ;
ขยายไปในบางส่วนของผลประโยชน์ ; การลดชั่วโมง ( เช่นสี่สัปดาห์วัน ) ;
แบ่งอาชีพ ; การโฟกัสหรือพลังงานในการยืดหยุ่นที่มีอยู่งานจัดเรียง ;และมุ่งเน้นการเพิ่มขึ้นในการประชุมทางวิดีโอ ( มากกว่าตัวต่อตัวประชุมที่ต้องการ
เดินทาง ) As Australia had experienced a talent shortage immediately prior to the GED, a key issue for the
by making changes to pay, working arrangements, recruitment, training and relocation


case study interviewees was the retention of talent. Hence for the majority of the interviewees a significant response to the GED involved an increased emphasis on what have been traditionally
defined as flexible work arrangements, including leave, for permanent staff. For some, these were new initiatives implemented as a result of the GED. Interviewees indicated the following became afocus: Using previously accrued annual and long service leave;Purchasing annual leave;
Extended leave with the retention of some of the benefits;Reduced hours (eg, a four day week);
Career breaks;A renewed focus or energy on promoting the existing flexible work arrangements; and An increased focus on video-conferencing (rather than face-to-face meetings requiring
travel).






Overall, the growing diversification in the organisation of working time raises questions about its
impact on productivity and firm performance, as well as the need for an awareness of this dimension
when considering employers’ and workers’ preferences regarding working time. At the same time,
this trend is also promising in the sense that it might offer “win-win” solutions that could potentially
benefit both workers and employers. It is hoped that this study will provide useful guidance regarding
how to respond to new trends and developments in the area of working time and develop innovative,
mutually beneficial working-time arrangements.


หากมีการปล่อยอยให้พนักงานทำงานนานชั่วโมง ซึ่งจะส่งผลกระทบด้านลบต่อทั้งพนักงานและองค์กร ผู้จัดการจะต้องมีส่วนร่วมในการวางแผน และให้กำลังใจพนักงานเพื่อให้บรรลุเป้าหมายการทำงาน แต่ในเวลาเดียวกันดูแลสวัสดิภาพ มีพนักงานโรงแรม ทำงานแบบยืดหยุ่น โดยเฉพาะอย่างยิ่งระหว่างการชะลอตัวทางเศรษฐกิจ นายจ้างมีความยืดหยุ่นในการปรับลดค่าใช้จ่าย และเพิ่มรายได้สำหรับองค์กร แต่ละนายจ้างจะต้องจัดคนที่ มีความยืดหยุ่นการทำงานจากความแตกต่างเช่นเวอร์จินออสเตรเลียกำลังยืดหยุ่นปรับใช้ โดยพนักงานหยุด และลดจำนวนพนักงานเพื่อลดต้นทุนในขณะที่เคพีเอ็มจีมีความยืดหยุ่นปรับใช้ โดยการลดจำนวนชั่วโมงที่ทำงาน โดยพนักงาน
ประโยชน์ที่ได้รับจากความยืดหยุ่นการทำงานที่สนับสนุนความต้องการของแต่ละบุคคลและสถานที่ทำงานช่วยเพิ่มทุนมนุษย์และเป็นสิ่งที่สำคัญในความสัมพันธ์กับ ดึงดูดและรักษาพนักงานที่มีgทักษะสูงและมีอำนาจ การเพิ่มระดับของความผูกพันของพนักงาน แตะแหล่งใหม่และมีความหลากหลายของความสามารถ สนับสนุนสมดุลชีวิตการทำงาน•ที่เอื้อต่อสุขภาพของพนักงานและความเป็นอยู่แรงงาน การพัฒนานวัตกรรมและคล่องตัว ลดการขาดงาน ช่วยให้องค์กรสามารถแข่งขันในเกณฑ์ดีสำหรับความสามารถในขณะที่การขาดแคลนทักษะเติบโต ค่าใช้จ่ายของความยืดหยุ่นในสถานที่ทำงานแบ่งออกเป็นค่าใช้จ่ายความรู้สึกไม่สบายที่เกี่ยวข้องกับการเปลี่ยนแปลง เวลามีส่วนร่วมในการวิจัยและการเขียนวัฒนธรรมขององค์กรพนักงานและผู้บริหารต้องที่จะเรียนรู้เพิ่มเติมการสื่อสารและทักษะการตัดสินใจความขัดแย้งที่เพิ่มขึ้นเป็นไปได้ระหว่างกลุ่ม (การศึกษารัฐวิกตอเรีย 2011) ปรับปรุงนโยบายการพัฒนาทรัพยากรมนุษย์

Results (English) 1:

By making changes to the work payments, preparation, recruitment, training. While Australia has the experience, can immediately before missing Manilkara hexandra. Important for the A case study interview of a durable, so for most of the period of time a significant response to the related GED that focuses on what is customary. Define flexible work arrangement, including for employees for some of these new use initiative as a result GED who gave the following are identified: accrued afocus previously used for the year and a long lap RA champiprikan;; Expanding into some of the benefits of reduced hours; (for example, four weeks); Career breaks; the focus or energy in a flexible work arrangement that exists and focuses on the increase in video conferencing (rather than to meeting that need. Australia had experienced travel) As a talent shortage immediately prior to the GED, a key issue for the. by making changes to pay, working arrangements, recruitment, training and relocationcase study interviewees was the retention of talent. Hence for the majority of the interviewees a significant response to the GED involved an increased emphasis on what have been traditionallydefined as flexible work arrangements, including leave, for permanent staff. For some, these were new initiatives implemented as a result of the GED. Interviewees indicated the following became afocus: Using previously accrued annual and long service leave;Purchasing annual leave;Extended leave with the retention of some of the benefits;Reduced hours (eg, a four day week);Career breaks;A renewed focus or energy on promoting the existing flexible work arrangements; and An increased focus on video-conferencing (rather than face-to-face meetings requiringtravel).Overall, the growing diversification in the organisation of working time raises questions about itsimpact on productivity and firm performance, as well as the need for an awareness of this dimensionwhen considering employers' and workers' preferences regarding working time. At the same time,this trend is also promising in the sense that it might offer "win-win" solutions that could potentiallybenefit both workers and employers. It is hoped that this study will provide useful guidance regardinghow to respond to new trends and developments in the area of working time and develop innovative,mutually beneficial working-time arrangements. If you leave the long hours employees work ayahai that will send a negative impact on both the employee and the organization. Managers will be required to participate in the plan and encouraged the employees to achieve the goals of the work, but at the same time, the administrator of the welfare has staff Flex, especially during an economic downturn. Employers have flexibility to reduce costs and increase revenue for each organization, the employer must arrange for someone. Flexibility to work out the differences, such as the Virgin Australia are flexible deployment by reducing the number of employees and employees to reduce costs, while the k p mg flexible deployment by reducing the number of hours worked by employees.Benefit from flexible working that support the needs of individuals and the workplace enhances human capital and is important in relation to attract and maintain employees who are highly competent and g. To increase the level of employee engagement Tap new and diverse sources of support work life balance • contributing employee health and well-being workers. The development of innovation and flexibility Reduce absence helps organizations be more competitive in a good criteria for competence, while the growing skills shortage. The expense of the flexibility in the workplace is divided into the expense of discomfort associated with the changes. Time to engage in research and writing, the culture of the Organization, employees and executives would like to learn more about the communication and decision-making skills, conflict increases as possible between groups (education, Victoria 2011) human resource development policy update.

Results (English) 2:

By changing the payment, work arrangements, recruitment, training , while Australia has the capability of immediately prior to Szeged. Crucial for the case study interview is the retention of ability. So for most of the duration of response was significantly related to GED focused on what has been traditionally scheduled to be flexible as well as for employees. For some of these new initiatives as a result GED those interviewed identified the following as afocus: previously accrued for the year. Annual leave and long service to; ; expand on some of the benefits; Reduced hours (eg, four weeks); career breaks; Focus your energy on a flexible work arrangement. ; And focus on the increase in video conferencing (rather than face to face meetings that require travel) As Australia had experienced a Talent shortage immediately prior to the GED, a Key Issue for the by Making changes to pay, working Arrangements, Recruitment, Training. and Relocation Case Study interviewees was the retention of Talent. Hence for the majority of the interviewees a significant response to the GED involved an Increased emphasis on what have been traditionally defined as Flexible Work Arrangements, including Leave, for Permanent staff. For Some, these. were New initiatives implemented as a Result of the GED. interviewees indicated the following became Afocus: Using previously Accrued Annual and long Service Leave; Purchasing Annual Leave; Extended Leave with the retention of Some of the Benefits; Reduced hours (eg, a Four Day. Week); Career Breaks; A renewed Focus or Energy on promoting the existing Flexible Work Arrangements; and An Increased Focus on Video-Conferencing (rather than Face-to-Face meetings requiring travel). Overall, the Growing diversification in the organization of working. time raises questions About its Impact on Productivity and Firm Performance, as well as the Need for an awareness of this Dimension when considering employers 'and Workers' Preferences regarding working time. At the Same time, this Trend is also promising in the Sense that it. Might Offer "Win-Win" Solutions that could potentially Benefit Workers and employers both. It is hoped that this Study Will provide useful Guidance regarding How to respond to New Trends and Developments in the Area of working time and develop innovative, mutually beneficial Working-. time arrangements. If there is a release and allow employees to work long hours. Which will impact negatively on both the employee and the organization. Managers are required to participate in the plan. And encouraging employees to achieve work goals. But at the same time, welfare Hotel staff Flex Especially during the economic downturn. Employers have the flexibility to cut costs. And increase revenue for the organization Each employer must arrange that. Flexible to work out differences, such as Virgin Australia are flexible to deploy. Stop by staff And layoffs to reduce costs while KPMG flexible deployment. By reducing the number of hours worked. Employees benefit from flexible working to support the needs of the individual and the workplace and enhance human capital is important in relationships. Attract and retain a highly skilled and competent g. Increasing the level of employee engagement. Tap new resources and a wide range of abilities. • supporting work-life balance, contributing to employee health and well-being of Labor. Innovation and flexibility, reduce absenteeism, allowing organizations to compete favorably for talent while growing skills shortage. The cost of flexibility in the workplace is divided into the cost of the discomfort associated with the change. The time involved in researching and writing culture of the organization, staff and administrators need to learn more communication and decision making skills, increasing the possibility of conflict between groups. (The state of Victoria in 2011) to improve the human resource development policy.

Results (English) 3:

The change of payment, prepare work, recruitment, training

as Australia experienced talent lack immediately before the brigade. It is important for
.A case study of an interview is a durable of ability. So for most of the period were significantly related to response GED focuses on what has been traditionally
.Define a flexible, as well as to employee. For some of these new initiatives use is as a GED interviewees identified the following afocus: ใช้ก่ earlier payable annually. And annual leave, long service to;;
.Extend in some of the benefits; to reduce the hours (such as four day week);
a career break; the focus or power in the existing flexible work arrangement;And the increased focus on video conferencing (rather than face-to-face meeting to
travel) As Australia had experienced. A talent shortage immediately prior to, the GED a key issue for the
by making changes to pay working arrangements recruitment,,,, Training and relocation


.Case study interviewees was the retention of talent. Hence for the majority of the interviewees a significant response. To the GED involved an increased emphasis on what have been traditionally
defined as flexible, work arrangements including. Leave for permanent, staff. For some these were, new initiatives implemented as a result of the GED. Interviewees indicated. The following became afocus:Using previously accrued annual and long service leave; Purchasing annual leave;
Extended leave with the retention of some. Of the benefits; Reduced hours (eg a four, day week);
Career breaks; A renewed focus or energy on promoting the existing flexible. Work arrangements; and An increased focus on video-conferencing (rather than face-to-face meetings requiring
.


travel)



, OverallThe growing diversification in the organisation of working time raises questions about its
impact on productivity and firm. Performance as well, as the need for an awareness of this dimension
when considering employers and workers preferences. '' Regarding working time. At the, same time
this trend is also promising in the sense that it might offer "win-win solutions." That could potentially
.Benefit both workers and employers. It is hoped that this study will provide useful guidance regarding
how to respond to. New trends and developments in the area of working time and develop innovative
mutually, beneficial working-time arrangements.?


.If there is a drop for employees to work long hours. Which will have a negative impact on both the employees and the organization. The manager will have to participate in planning. And encourage staff to achieve the work.A hotel employee, work flexible Especially during economic slowdown The employer flexibility in adapting to reduce costs. And increase revenue for the organization. Each employer must arrange theTsinghua stop. And reduce the number of employees, in order to reduce the cost while dance-pop flexible deployment. By reducing the number of hours worked by employees
.The benefits of flexible work to support the needs of the individual and workplace improves human capital and is important in relation to To attract and retain employees with G high skill and power.Tap new sources and have a wide variety of abilities. Support work - life balance - that is conducive to the health of employees and living labor. The development of innovation and flexibility, reduce the absence.The cost of flexibility in the workplace was divided into the cost of discomfort associated with the change.Study 2011 (Victoria) to improve the human resource development policy.