Economic Analysis on Attributes of Workers and Method to Take Annual Paid Vacation
This paper focuses on what type of laborers chooses which of the six types of uses of paid vacations. In this paper, we conduct a multinomial logistic regression analysis with the “six types of uses of paid vacations” which are “share method”, “progressive method”, “regressive method”, “self-pay method (advance)”, “self-pay method (arrears)”, and “self-pay method (work at home)” as object variables. As a result, many of the independent variables did not influence which type was chosen, but interesting variables “information is not shared” and “those around me take paid vacation” were influential, revealing that different types of choices are made depending on how participants work.
Verification of Hypothesis of “Six Patterns of Paid Vacation Use”: An Exploration of Six Patterns of Paid Vacation Usage and Number of Days Taken
In this study a survey using questionnaires was conducted to understand the actual condition of the relationship between methods for taking paid vacation and its usage rate; to focus on verifying the relationship quantitatively by empirical analysis; and to present a plan to promote paid vacation usage. The simple tabulation did not reveal a distinct difference in the number of days taken as paid vacation among the usage methods; however, by making the other conditions constant, the number of days taken as paid vacation by those adopting a share method was significantly high. In other words, by recommending the share method at a workplace, it is possible that the paid vacation usage condition improves considerably. In order for this method to operate effectively, the paper proposed that “efforts to utilize human resources” is necessary so that personnel who can replace the work of employees taking paid vacation are prepared.
Resource Allocation In R&D Departments
AbstractThis paper examines the problem of allocating funds within research and development organizations, where several departments and multiple research areas must be considered. Furthermore, impacts arising from budget shifts must be measured in terms of various factors or criteria that may be qualitative or quantitative. Using a particular research and development organization, Ontario Hydro, as a backdrop, we develop a framework for evaluating budget changes when (a) multiple criteria, (b) multiple opinions, and (c) qualitative factors are involved. A three stage procedure for budget allocation is proposed. In the first stage, management responses regarding the perceived impacts of budget changes are combined to arrive at a consensus. In stage two, the multiple criteria consensus values are used to derive an overall impact rating for each proposed budget shift pertaining to each of a set of research areas. Finally, in stage three an optimal subset of budget shifts is chosen from the set of all possib...