This paper describes barriers to production of the organic milk. There was conducted a survey among conventional producers of cow’s milk. Based on the identified barriers to organic milk production and farmers’ opinions on them there were identified the most important barriers. The most important barrier to the production of organic milk in Vysočina region is considered to be the lack of price premiums for organic milk produced. The price premium is currently around 0.40 CZK per litre of organic milk. Farmers require a minimum price premium 1 CZK per litre, respectively 30 % increase of the price of milk. The higher price premium may serve as a motivation, which could eliminate the second major barrier - satisfaction with the current production. Problematic contact with suppliers has been identified as the third most important barrier by surveyed firms. Buyers do not respect the agreed purchase price (premium price). Partial barrier to organic milk production, according to surveyed farmers is the lack of the necessary amount of concentrated feed in the quality of organic milk.
The paper comes from a survey done during the years 2007–2009. It focused on employee satisfaction with the provision of employee benefits. The research included 21 companies, 7 companies were from the engineering sector, 7 companies from the food industry, 3 companies represented the budgetary sphere, 3 companies the services sector and one company operates in pharmaceutical industry.The questionnaire survey consisted of 14 questions, including 5 identification-questions. The paper presents results of the questions on dealing with employees’ awareness of employee benefits and on choosing between employees’ preferences of wage increase or increase in value of benefits provided.Employees are informed about all options of providing employee benefits. Only in 3 cases employees stated dissatisfaction with information. This answer was related with the responses to the second monitored question. Employees of these companies preferred pay increases before benefits’ increases. There was no effect of gender of the respondents, neither the influence of the sector of operation, in the preference of increases in wages or in benefits. Exceptions were the employees of companies operating in the financial sector, who preferred employee benefits before a wage increase. It was found that employees of companies who participated in research in 2009, preferred wage increases before the extension of employee benefits, although the value of the net wage increase is lower than the monetary value of benefits increase.The paper is a part of solution of the research plan MSM 6215648904 The Czech economy in the process of integration and globalization, and the development of agricultural sector and the sector of services under the new conditions of the integrated European market.
DUDA JIŘÍ, ŽŮRKOVÁ LENKA: Costs of employee turnover. Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis, 2013, LXI, No. 7, pp. 2071-2075 The aim of this paper is to establish a general methodology for calculating the costs incurred by employee turnover. This paper deals with identifi cation of costs incurred by the departure of an employee, and does not deal with the cost of recruitment of a new employee. Economic calculations are adjusted to the tax policy in the Czech Republic. The costs of employee turnover (according to Bliss, 2012) include the costs of substitution of the unoccupied position, costs of conducting the exit interview and termination of the contract. The cost of an executive's time to understand the causes of leaving and costs of the leaving employee's training were also determined. Important factors in the costs of employee turnover also include the loss of knowledge and possibly also a loss of customers. Costs of lost employee and department productiveness represent an important part of the costs of employee turnover, as well. For all of these costs there have been proposed general calculations formulas. Bliss, costs, employee turnoverIn each company, the employee turnover is a part of the human resources management. Basically, this phenomenon is rather important because without it, the performance of people could stagnate and the competitiveness of the company could be gradually reduced or even lost. However, a high degree of staff fl uctuation is not desirable due to the fact that it is associated with relatively high costs. Many authors (e.g. Frech, 1986; Milkovich and Bourdeau, 1993;Dvořáková, 2004;Armstrong, 2007;d'Ambrosová, 2009) defi ne the employee turnover as a loss of people and/or the percentage of staff replacement within a given time interval. According to Reiß (2008), Ongori (2007), Shahnawaz (2009) and Koubek (2007), the employee turnover can be expressed as the ratio between the total movements of employees in and out of the organisation. The Saratoga Institute (Branham, 2009) estimates that average costs associated with the loss of one employee are equal to his/her annual salary. According to Bliss (2012), the average costs associated with the departure of an employee represent as much as 150 % of his/her annual income. MATERIALS AND METHODSThe aim of this study was to develop a general methodology how to calculate costs resulting from and associated with the employee turnover. The authors tried to develop mathematical formulas enabling to calculate these costs so that they could be used by employers and companies when defi ning total costs related to the staff fl uctuation. The general methodology was based on classifi cation of costs published by Bliss (2012).This paper deals only with the identifi cation of costs associated with the departure of employees; costs of recruitment and training of new employees are not discussed. Calculations are adapted to principles of taxation policy of the Czech Republic. The so-called super gross salary involv...
Providing employee benefits is a form of rewarding employees just for the fact that they are employees of the organization. The aim of paper was to find out, whether there exists a relation between the gender of respondents and their answers. It came from certain premises of research results, which were fulfilled. It was found that not providing employee benefits is not a reason for termination of the employment and search for a new job (86 % respondents). Employees (more than 80 %) prefer the possibility to choose between employee benefits, and employers should react to this information through defining rules of choice between the possible benefits. So far, employees of these firms cannot choose employee benefits they would want. Answers (more than 60 %) of employees related to whether they prefer wage increasing or expansion of employee benefits proved the premise and previous studies of the author, where a high preference of wage increase to offers of employee benefits was found. As confirmed by the research, answers of respondents are not dependent on gender of respondents.
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