Explore the vast range of titles available.

This book will help anyone who is responsible for a payroll department to manage payroll functions with the maximum efficiency and within compliance requirements. It will demonstrate the optimal methods for the basic functions of payroll through to year end and management. Proposed chapters include:Part One Basic Functions of the Payroll Department1. Time Records, 2. Form W-4, 3. New Hires, 4. Errors and Corrections, 5. Tax Deposits and Reporting, 6. GarnishmentsPart Two Staffing the Payroll Department7. Creating a First Rate Payroll Department, 8. Managing the Staff, 9. Staff Motivation and M

Purpose This study aims to broaden the understanding of the blockchain for human resource (HR) managers through use cases. The study presents a plausible solution for HR professionals to effectively manage some of the core processes to focus on more strategic work and be a true HR business partner for the organization. Design/methodology/approach The study adopted a case research strategy. The case research strategy is well-suited to capture the practitioner’s knowledge, mainly when focusing on contemporary events (such as COVID-19). Data collected from 12 tech organizations through telephonic conversations and the interviews were recorded and transcribed using NoNotes call recording. Findings This study identifies five use cases to streamline the critical processes, helping HR professionals such as certificates verification, skill mapping, payroll processing, data protection and performance management. These early use cases offer a plausibly superior alternative in managing critical HR functions and associated business processes with blockchain technology. Research limitations/implications Despite the growing number of blockchain applications, its usage in HR activities is limited. By extensive qualitative case study and data triangulation, the study integrates a resource-based view and unified theory of acceptance by explaining how blockchain adoption helps organizations use their internal resources and capabilities to gain a competitive advantage. The study presents five use cases and propositions that can act as building blocks for the HR department in adopting blockchain applications. Lack of empirical validation (quantitative rigor) of the propositions is the limitation and can be a future research scope. Practical implications Adopting new technologies is not new for HR managers. However, most of the technologies are disjointed applications, and therefore, the need for an all-pervasive solution assumes significance. Several of the blockchain concepts are still in the nascent stage. Thus, the study highlights the need for HR leaders to work alongside technical architects to create blockchain applications. Unlike other HR applications, blockchain can integrate all the employees, clients, vendors and businesses seamlessly. This study proposes research propositions that provide research directions for future research. Originality/value Academic literature on connecting blockchain technology with HR functions and applications is notably absent. This research can be considered one of the first academic articles connecting blockchain and HR processes.

Payroll management is a critical business task that is subject to a large number of rules, which vary widely between companies, sectors, and countries. Moreover, the rules are often complex and change regularly. Therefore, payroll management systems must be flexible in design. In this paper, we suggest an approach based on a flexible answer set programming (ASP) model and an easy-to-read tabular representation based on the decision model and notation standard. It allows HR consultants to represent complex rules without the need for a software engineer and to ultimately design payroll systems for a variety of different scenarios. We show how the multi-shot solving capabilities of the clingo ASP system can be used to reach the performance that is necessary to handle real-world instances.

Several studies have examined how the ISO 9001 quality management systems standard predicts changes in organizational outcomes such as profits. This is the first large-scale study to explore how employee outcomes such as employment, earnings, and health and safety change when employers adopt ISO 9001. We analyzed a matched sample of nearly 1,000 companies in California. ISO 9001 adopters subsequently had far lower organizational death rates than a matched control group of nonadopters. Among surviving employers, ISO adopters had higher growth rates for sales, employment, payroll, and average annual earnings. Injury rates declined slightly for ISO 9001 adopters, although total injury costs did not. These results have implications for organizational theory, managers, and public policy.

This study introduces a novel, replicable methodology for analyzing employment dynamics within public sector agencies, focusing on turnover and staff longevity. The methodology is designed to be generalizable and applicable to diverse national contexts where detailed administrative data is available. Using payroll data from over 325,000 Chilean civil servants (2006—2020), we apply mixed-effects Cox survival models and linear mixed models to examine patterns of employment stability across state agencies. By incorporating Propensity Score Matching, we further enhance the causal interpretation of turnover changes, especially in post-election years. Finally, we introduce two key metrics—Service Frailty and Relative Turnover Difference—to quantify long-term stability and short-term, post-electoral disruptions. Our findings highlight substantial differences in turnover patterns between regular and post-election years, as well as significant inter-agency heterogeneity in turnover and employee longevity, largely driven by latent agency characteristics. While major covariates like contract type and staff rank account for some variation, much of the disparity stems from agency-specific factors. This framework offers precise, cross-nationally comparable benchmarks for understanding public sector employment dynamics. Additionally, the methodology contributes to the literature by providing transparent and scalable tools for analyzing workforce stability across different contexts.

Governments have depended on public sector reforms to enhance accountability, openness, and effectiveness in government operations. This study aims to investigate whether the deployment of one of the products of such reforms namely the Integrated Personnel and Payroll Information System (IPPIS) in Nigeria's public sector has resulted in timely salary payments and the avoidance of financial leakages. The Unified Theory of Acceptance and Use of Technology (UTAUT) constitutes the theoretical basis of the study. This study uses mixed-method research design. The population of the study is 676 with a sample size of 251. Secondary and primary sources of data are used. The qualitative data are evaluated with descriptive evaluation, whereas the quantitative data are analysed with Chi-square. The study reveals that the introduction of IPPIS has resulted in prompt salary payments and the avoidance of financial leakages in Nigeria's Public sector. The report advocates that policy learning and the provision of relevant facilities, such as e-governance tools, help in the full implementation of IPPIS and improve government operations. The research contributes to the expanding body of research on public sector reform through e-governance.

Background Health worker (HW) retention in the public health sector in Uganda is an enduring health system constraint. Although previous studies have examined the retention of in-service HWs, there is little research focusing on donor-recruited HWs. The objective of this study was to explore drivers of retention of the HIV workforce transitioned from PEPFAR support to the Uganda government payroll between 2015 and 2017. Methods We conducted ten focus group discussions with HWs ( n  = 87) transitioned from PEPFAR support to the public sector payroll in 10 purposively selected districts across Uganda. In-depth interviews were conducted with national-level stakeholders ( n  = 17), district health and personnel officers ( n  = 15) and facility in-charges ( n  = 22). Data were analyzed by a hybrid approach of inductive and deductive thematic development based on the analytical framework by Schaefer and Moos regarding individual-level and organizational-context drivers. Results At the individual level, job security in the public sector was the most compelling driver of health worker retention. Community embeddedness of HWs in the study districts, opportunities for professional development and career growth and the ability to secure salary loans due to ‘permanent and pensionable’ terms of employment and the opportunity to work in ‘home districts’, where they could serve their ‘kinsmen’ were identified as enablers. HWs with prior private sector backgrounds perceived public facilities as offering more desirable challenging professional work. Organizational context enablers identified include perceptions that public facilities had relaxed supervision regimes and more flexible work environments. Work environment barriers to long-term retention include frequent stock-out of essential commodities, heavy workloads, low pay and scarcity of rental accommodation, particularly in rural Northern Uganda. Compared to mid-cadres (such as nurses and midwives), higher calibre cadres, such as physicians, pharmacists and laboratory technologists, expressed a higher affinity for seeking alternative employment in the private sector in the immediate future. Conclusions Overall, job security was the most compelling driver of retention in public service for the health workforce transitioned from PEPFAR support to the Uganda government payroll. Monetary and non-monetary policy strategies are needed to enhance the retention of upper cadre HWs, particularly physicians, pharmacists and laboratory technologists in rural districts of Uganda.

Background Organisation of working hour schedules in the Northern European countries are rather similar. EU countries are obliged to adopt national legislation regarding duration of weekly working hours and rest periods. Yet, working hour characteristics and schedules are likely to differ with respect to starting times and duration depending e.g. on culture and tradition. Yet, very little is known about potential differences between shifts and schedules across countries among nursing personel. This knowledge is relevant, since the potential differences in working hour characteristics may influence and possibly explain some of the differences observed in studies of health and safety. The aim of the study was to compare characteristics of working hours and work schedules among nursing personel in three Nordic countries: Denmark, Finland and Norway. Methods The study populations included nursing personnel holding a ≥ 50% position at public hospitals in Denmark ( n  = 63,678), Finland ( n  = 18,257) or Norway ( n  = 1538) in 2013. Objective payroll based registry data with information on daily starting and ending times were used to compare working hour characteristics e.g. starting time, duration of shift, and quick returns (< 11 h between two shifts), as well as work schedules e.g. permanent or 3-shift work between the three countries. Results Night shifts generally started earlier and lasted longer in Finland (10–11 h starting at 20:00–22:59) than in Norway (10 h starting at 21:00–21:59) and in Denmark (8 h starting at 23:00–23:59). Very long shifts (≥12 h) were more common in Denmark (12%) compared to Finland (8%) and Norway (3%). More employees had many (> 13/year) quick returns in Norway (64%) and Finland (47%) compared to Denmark (16%). The frequency of 3-shift rotation workers was highest in Norway (41%) and lower in Denmark (22%) and Finland (22%). There were few differences across the countries in terms of early morning shifts and (very) long weekly working hours. Conclusion Despite similar distribution of operational hours among nurses in the three countries, there were differences in working hour characteristics and the use of different types of work schedules. The observed differences may affect health and safety.