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Employees
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What is Employees?

Employees are the human foundation of every organization, making them a central subject in business education across courses in human resource management, organizational behavior, business ethics, and corporate strategy. What makes this topic academically rich is the tension between organizational goals and individual worker needs — covering everything from motivation and compensation to legal protections, ethical responsibilities, and the dynamics of workplace change. Because these tensions play out differently across industries and company structures, the subject supports both theoretical and applied analysis.

Student papers on this topic approach it from several distinct angles. Case-study analysis is common, examining how specific companies manage performance, satisfaction, and organizational change. Papers also take legal and ethical stances, such as whether companies should be permitted to monitor employee communications or how minimum wage policy affects workplace outcomes. Other work focuses on management frameworks — including Kurt Lewin's change management model — to analyze how leaders navigate resistance to change, execute hostile takeovers, or transform employees into trainers and coaches. Human resource development and compensation structures appear frequently as well, connecting management decisions directly to employee motivation and productivity.

A strong essay on employees requires a clearly scoped thesis that targets one specific relationship — such as how compensation influences motivation, or how monitoring policies affect trust — rather than attempting to address workplace dynamics in general. Evidence drawn from case studies, workplace surveys, or established management frameworks tends to carry the most weight. The most common pitfall is treating employees as a passive subject; strong papers recognize that worker responses, including resistance to change or shifts in productivity, are active forces that shape organizational outcomes just as much as management decisions do.

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Research Paper Doctorate
Procter and Gamble's Organization 2005 strategic restructuring and SWOT analysis
P&G: Organization 2005 and Beyond Procter & Gamble SWOT Analysis
Thesis Undergraduate
Russell Wasendorf Sr. and the MF Global brokerage fraud scandal
The paper focuses on the example of Wasendorf, whose 20-year fraudulent activities were finally brought to light by a suicide note. Points considered include whether similar future activities can be prevented, what caused the fraud to be possible, and whether the punishment fit the crime. It is concluded that Wasendorf should indeed pay the price for his actions, but that regulatory authorities should also be under investigation.
Research Paper Doctorate
Staples' marketing strategy and target market segmentation
Who are the current buyers (the target markets) of your Fortune 500 products? (business to consumers or business to business)
Research Paper Doctorate
Personnel and employment in hotel and motel management operations
Hotel or motel management is a personnel intensive operation and provides a lot of assistance to individuals residing in areas where there are attractions for people to come, or pass through, but normally the areas do…
Research Paper Doctorate
SAP's role in streamlining supplier relationship management systems
Building Streamlined Supplier Relationships Within the Organisation Using SAP
Research Paper Doctorate
Symantec's corporate strategy for achieving sustainable profitable growth
Shareholders, managers and employees are working hard for sustainable, profitable growth of their companies and often without success. Sustaining growth requires a strategy for increasing revenue without sacrificing…
Research Paper Doctorate
Marketing plan for outsourcing accounts payable services
As an industry outsourcing is developing quickly. It is an optimistic experience for most companies that have outsourced, that have inclination to outsource some more, and 45% have increased the capacity of their…
Research Paper Doctorate
Workplace safety and risk assessment for DO-IT Ltd. retail store
Safety and Risk Management of Retail Store
Research Paper Doctorate
Anti-smoking advertisement targeting young adults through cognitive dissonance
This ad will target American smokers of both genders and all ethnicities between the ages of 18 and 35. The attitude change theory used is cognitive dissonance: considerable discomfort, self-doubt, or guilt related to…
Paper Masters
Core principles of high performance work systems in organizations
The most valuable and mercurial asset any enterprise has is the knowledge, insight and intelligence of its employees including the immense amount of tacit and implicit knowledge each has gained over decades of experience. A high performance work system (HPWS) seeks to synchronize the many work structures, systems, processes, implementation decisions and frameworks around a common series of strategic priorities and initiatives (Boxall, 2012). Galvanizing together the many components of a HPWS are the Human Resource Management (HRM) systems, both manual and automated, in addition to the most critical areas of governance that serve as a stabilizing force in organizational cultures (Wood, de Menezes, 2011). Making these many components stay synchronized and focused on a series of strategic objectives is difficult, and made even more challenging when industry and market turbulence is introduced (Preuss, 2003). An HPWS must be agile enough then to react to the turbulence in economic terms yet stable enough to provide a foundation for cross-cultural growth and profitable operations of an enterprise (Mittal, 2011). Any architectural framework then for an HPWS must have elements necessary to ensure a very high degree of agility and shared value creation from the standpoint of collaboration and communication (Boxall, 2012). It must also be designed to enable a very high degree of shared information and knowledge development, as the best-performing HPWS systems are actually knowledge-sharing ecosystems (Hartog, Verburg, 2004). With all of these aspects of an HPWS needing to stay in synchronization as the people, processes, systems, external competitive environment and internal culture of a company change, anchoring these systems in core principles is critical to their stability, scalability and long-term value in any enterprise (Varma, Beatty, Schneier, Ulrich, 1999). It is the intent of this paper to analyze the fundamental principles that have proven invaluable in keeping HPWS agile in turbulent times. These for principles include shared information, knowledge development, performance-reward linkage, and egalitarianism (Varma, Beatty, Schneier, Ulrich, 1999).