Staffing

The term non-permanent employee first appeared in the rule of law, namely in Act Number 13 Year 2003 concerning Manpower.This Act has an impact on the emergence of clarity about staffing status so that the salaries obtained by employees do not match their workload.Therefore, this study aims to determine employees who are eligible to earn the same income at one of the private universities in Palembang based on university's strategic plan, namely class, employment status, membership, and education permit using the Naïve Bayes method. The results showed that the highest accuracy of predictive conclusions for non-permanent and permanent employees is 83.33%, while the lowest accuracy value is 50%.

Mitra Jaya Company is a company located in Malang City and is engaged in animal husbandry by producing egg incubators. The descriptive statistical analysis and multiple linear regression analysis methods were used in this study. Based on theseresult, the recruitmen, selection, training, reward and punishment, as well as development simultaneously have huge impact on Mitra Jaya Company employee performance. The t-test results show a t-Cal 2,936 as well as a significance value 0,007 between the recruitment variable and the employee performance variable. Based on these results, the recruitmen have huge impact on Mitra Jaya Company employee performance. The t-test between the selection variable and the employee performance variable yielded a t-Cal 2,228 and a significance value 0.036. Same as recruitment, the selection variables have huge impact on Mitra Jaya Company employee performance. The training variable's t-test generated t-Cal-0,149, with a significant value 0,883, indicating that the training variable has no impact on employee performance. Then ttest results on the reward and punishment variable including development obtained a t-Cal 1.699, with such a significant value 0,102 and a t-Cal 0.531 with significant value 0,601. Based on these results, the reward, punishment and development variables have no huge impact on Mitra Jaya Company employee performance.

The essential ingredients of service triangle model are analyzed – the vision, or service strategy, for the product or service; the customer-oriented staff; the customer-friendly systems. The system approach is applied to the model and three basic support systems are identified – capacity planning, material planning, and information ones. A new service pyramid model of support systems is proposed. One common component is settled in the new model that is determined as back-office staff – managers and employees whose issues are discussed in the case of information system. Conclusions and recommendations for further applications are formulated.

For the past 20 years, the attention of human resource specialists and other stakeholders has been drawn to the usage of psychological tests and assessment instruments that give an insight into potential employees' personality, interpersonal style, and their response to stressful situations (Gatewood & Feild, 1998; Ryan & Sackett, 1987).

The term non-permanent employee first appeared in the rule of law, namely in Act Number 13 Year 2003 concerning Manpower.This Act has an impact on the emergence of clarity about staffing status so that the salaries obtained by employees do not match their workload.Therefore, this study aims to determine employees who are eligible to earn the same income at one of the private universities in Palembang based on university's strategic plan, namely class, employment status, membership, and education permit using the Naïve Bayes method. The results showed that the highest accuracy of predictive conclusions for non-permanent and permanent employees is 83.33%, while the lowest accuracy value is 50%.

Consistent with behavior setting theory, new members of a small church (338 members, n = 26) reported greater assimilation than new members of a comparable large church (1,599 members, » = 40). The assimilation measure was a composite based on participation in church activities, felt obligation to participate , sense of belonging to the church, and acquaintance with church members and officers. College students asked to role play new members of either the small church (n = 21) or the large church (« = 21) did not differ in reported assimilation. The 2X2 analyses of variance (large vs. small church, new vs. established members) of self-report data on participation and church records of attendance and contributions revealed greater support for church activities by members of the small church and by established members.

One prevalent problem confronting small schools is the unavailability of non-teaching staff that can serve the school in its financial and reportorial matters. This study looked into the need of small schools to establish their own school organizational staff that would aid the school head to be efficient in the financial and reportorial matters. This scenario is evident in Buhatan National High School (BNHS) where the school head delegated administrative functions to teachers. This case study described the present school organizational staffing, existing and preferred cultural organization (OCAI), the level of effectiveness of the present school staffing (using SEAI by Durrant and Holden) rated by the three groups of respondents-the administrator and faculty, PTA officers and SSG officers of BNHS and the significant difference in the rating of the three groups of respondents using ANOVA. It was found that the school is observing an organizational staffing where teachers take academ...

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The present study aims to have an anthropological research on women who work as police officers
in Islamabad. These female officers face several social, personal, and psychological problems due to numerous
reasons, including insufficient transportation and infrastructure facilities. Furthermore, they are less in number
and new recruitment has also been stopped. Discriminatory behavior by low and high profile officers is also
witnessed among them. Such discriminations are visible in facilities, control over transportation, and
insufficient power in self-governing. These all factors are restrictions towards better performance as compared
to their counterpart. Beside these the women police are incompetent to meet the challenges due to lack of
physical and military training i.e. usage of weapons. In addition the women as police officers are incapable of
taking independent decisions in time due to their dependency on male seniors. This research was conducted in
Islamabad. In the territory of the Islamabad only one police station is operational. This police station is situated
in the sector G-7 Sitara Market. Qualitative anthropological techniques were used to collect empirical data.

The ever changing structure of the business unit often presents some of the most interesting challenges in the world of business. A lot of companies have faced significant challenges with issues like staffing and retention of employees. In the business unit, there are a multitude of factors that have led to and continual decline in the amount of people who remain at a job three years after the first inquiry. This paper focuses on strategies and measures that a business can use to improve on their staffing and employee retention. The principles discussed in the paper give a theoretical framework of approaches that have worked in the past and present and have potential sustainability in the future. The focus of the paper is McDonalds UK. While the theoretical issues discussed have been applied in different institutions, the theoretical issues discussed are explicitly valuable to the staffing problem that Mc Donald's UK had since 2008 till date. The paper therefore merges the principles in human resource management and applies them in the context of Mc Donald's UK.

Aim: The study investigated whether the existing mentoring program at the selected General Hospital provided benefits (job satisfaction, development of clinical nursing skills, and transition into the role of a practitioner) to the Newly Registered Nurses (NRNs) Methods: Descriptive correlation research design was used. The subjects comprised of sixty (60) NRNs who had participated in a mentoring program within the past eighteen (18) months and currently employed at the selected General Hospital. A blue print showing the distribution of items was prepared prior to the construction of self-administered questionnaire on job satisfaction (22 items) and a modified Casey-Fink Graduate Nurse Experience Survey (2006) to measure clinical skills and transition (24 items) was used to collect data. Convenient sampling was used to select 60 NRNs who met the selection criteria (undergone mentorship programme) and who volunteered for the study. Data was analyzed using SPSS Version 21. Results: 86.7 % of study participants had informal mentors, while 13.3 % had formal mentors. 70.0 % of study participants indicated that a mentor was assigned to them for three months, while 30.0 % indicated that a mentor was assigned to them for six months. NRN's were able to achieve job satisfaction, acquire clinical nursing skills and transition into the practitioner's role more significantly, as the duration of mentorship increased. 41.7 % of NRNs indicated that the mentorship program had given them job satisfaction. NRNs who served in surgery, paediatrics, obstetrics and other common wards were found to have significantly better job satisfaction than those who served on the medical wards. 53.3 % of NRNs indicated that the mentorship program had helped them develop clinical nursing skills. 57.1 % of NRNs indicated that mentoring had helped them transit into the role of a practitioner. NRNs serving in surgery, obstetrics, urology and other common wards were significantly lagging in development nursing skills and transition into the practitioner role, than those working in medical wards. Conclusion: The NRNs who received formal mentorship had achieved job satisfaction, developed clinical nursing skills and transitioned to the practitioner role more significantly. NRNs job satisfaction, development of clinical nursing skills and transition to the practitioner role was closely related to demographic variables such as specialty in the profession, formal mentoring and the length of the mentorship experience in the mentoring program.

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In ever growing competition, organizations have to face bugs, hurdles and problem in making competitive edge.
The four corners are the four angles and steps which are interlinked to each other while entering in
international world, organizations have to keep in mind the workforce diversity in host country, how to make
availability of these workforce by staffing and even it can make contract with outsourcing or offshoring the
good, intellectual and sentimentally stable employees. But that is not enough. Organizational perspective about
goal accomplishment is quite vast and comparative requirements of efforts are high. So they need training and
development programs, which enhance capabilities and skills of new employees which can be expats. It leads to
better performance in operations, which end on evaluation and compensation awarding benchmarking but these
both are predefined and relate to intra-organizational operations for retaining the employees. If company takes
account of these four corners, they will be successful in better growth in international context. These are of
equal importance and go step by step. This is better opportunity for organization if it makes good strategies and
plans about it, then it will create positive factor, as a competitive edge.

Carla Santos is the manager of Venus Boutiques, a string of specialty shops selling a selected line of ladies’ bags, beauty products and ladies’ wear. She went on a three week business trip outside the country and when she returned, a problem was presented to her in one of her three stores.
One of Santos’ store managers is Ms. Glo Martines who didn’t get to graduate in college but she was very hard working and responsible. She had just been a manager for ten months and previously worked as a clerk in the shops for over two years. Martines’ diligence was what prompted Santos to promote her to manager when Santos wanted to have managers for each of the stores.
When Santos went back from the business trip, there were complaints about Ms. Martines’ attitude towards the sales clerks of her store. Three of the four clerks complained that Martines favored the other clerk, as she is one of her distant relations. Irma, the errant sales clerk would be late for work but Martines would sign her time record on time and her performance ratings were always “excellent” even though her performance was not exceptional. The other employees also complained that there were times that Irma was allowed to leave early and Martines would vouch for her.
Santos decided to visit the store and talk to Martines. She laid out the complaints about her and Martines bowed down in shame. The store manager neither concurred nor denied the accusations, choosing not to look into her boss’ eyes.

Human Resource Management Professionals (HRMP) are often charged with creation of job descriptions and job postings used to hire new talent.  Usually this is done using descriptions of Knowledge, Skills, and abilities which may benefit the organization.  These KSAOs are more detailed versions of a company's core competencies which are tailored to specific job roles.  However, using these descriptions can either make clear what is needed in a successful applicant, or may make the job unobtainable.  Barriers can be created by excluding protected classes of potential applicants.  Employment laws help the HRMP to know where to be careful, and knowledge of protected groups will help the HRMP to avoid exclusionary language in Job postings.

This study sought to establish the influence of staffing on the quality of teaching in Uganda's public universities. It was undertaken in the face of persistent stakeholder concerns regarding the declining quality of teaching and learning in these institutions that have occasionally culminated into student strikes and different kinds of protests. Basing on a mixed-methods approach, the study employed the descriptive cross-sectional survey design where both qualitative and quantitative data were collected from 14 academic managers, 111 academic staff, and 285 undergraduate university students of Kyambogo University, using survey and interview methods. The collected data from staff and students were analyzed using descriptive statistics and multiple regression techniques while content analysis technique was used to analyze qualitative data collected by interviewing purposively selected university managers. The study findings revealed that: first, staff recruitment (B=.182; p=.040), staff training (B=.340; p=.000), and development (B=.327; p=.000) have statistically significant influence on the quality of teaching. Meanwhile, staff deployment (B=.010; p=.914) has statistically insignificant influence on the quality of teaching. However, overall, the study revealed that staffing (R=.683; R 2 =.467; p=.000) significantly influences the quality of teaching in public universities in Uganda. Therefore, it was concluded that effective staffing would raise the quality of teaching in universities, other factors held constant. The study thus recommends that university managers and staff should stick to the prescribed recruitment policy, invest more resources in training and developing staff, and ensure that existing staff are generally well-managed.

Jika struktur organisasi telah dirancang dalam berbagai unit departemen, tetapi pula ditetapkan fungsi-fungsi dan tugas-tugas pada masing-masing unit departemen tersebut menurut spesialisasi kerja, maka adalah menjadi tugas manajer menyusun atau mengisi unit-unit departemen tersebut dengan orang-orang yang sesuai dengan kualifikasi jabatan yang dibutuhkan. Aktivitas seperti ini di dalam manajemen disebut fungsi penyusunan atau pengisian staf (staffing). 1 Dalam tatanan ajaran Islam, proses pengisian jabatan suatu pekerjaan sangat dianjurkan untuk diisi oleh orang-orang yang memiliki keahlian dibidangnya, seperti sabda Nabi Muhammad SAW : ‫فانتظرالساعة‬ ‫اهله‬ ‫اذاوسداالمربغري‬ " Apabila suatu pekerjaan diperbuat oleh yang bukan profesinya (ahli), maka tinggal rnenunggu kehancurannya. " (H.R.Bukhari) 2 Makna hadits di atas menstressing agar para manajer ketika akan melakukan placement para staf-nva supaya dapat mengisi jabatan-jabatan tersebut sesuai dengan skill yang dimiliki staf tersebut atau dalam makna yang lain jauhkanlah proses staffing dengan cara-cara yang tidak halal, misalnya dengan KKN (Korupsi, Kolusi, Nepotisme). Para ahli. memberikann definisi. terhadap staffing sebagat berikut : Helliriegel & Slocum, mengatakan : Staffing is the process by which orgaizations satisfy their human resources needs by forcasting future needs, recruiting and selecting candidates and

Menurut Floris A. Maljers, CEO Unilever N. V., kendala terbesar yang dihadapi perusahaan dalam era globalisasi adalah terbatasnya sumber daya manusia dan bukan terbatasnya modal. Seperti memperkerjakan karyawan yang tidak sesuai dengan tuntutan perkerjaan karena belum mendapatkan karyawan yang berpengalaman pada bidangnya, kurangnya pendekatan antara karyawan dengan atasan dalam hal memberikan kontribusi bagi kemajuan kedua pihak, serta bisa juga bisa berasal dari lingkungan tempat kerja yang tidak aman atau melanggar undang-undang keselamatan kerja itu yang menjadi masalah dalam pengelolaan sumber daya manusia dalam organisasi.
Maka dari itu diperlukan sebuah  prosedur personalia dalam organisasi yang mengatur para karyawan atau pegawai dari awal perekrutan hingga masa pensiun.

The purpose of this research is to know and understand and learn more on the effect of the application of personnel administration consisting of promotion, rank, salary system and training programs implemented in SyamsulUlum educational institutions of Sukabumi. The method used in this research is survey method is a study that takes a sample and the population using questionnaires as a means of population and using questionnaires as the main data collection tool (MasriSingarimbunSofian Effendi, 1989: 3). The survey method in this research is data collected from a sample drawn from the population which became an educative power of employees within the SyamsulUlum education agency of Sukabumi. Using statistical analysis in the form of measurement correlation coefficient and t-test. Respondents were used as resource persons work as head of the family on the object of research, the sampling technique used was stratified random sampling, number of respondents was set at 130 peoples. The object of this research used a place of research are SyamsulUlum educational institutions of Sukabumi. This study intends to obtain a description of the phenomenon of the various aspects related to the implementation of personnel administration related to promotion, rank, salary and training in realizing the performance of employees in SyamsulUlum educational institutions of Sukabumi. The purpose of this research is to know and understand about the effect of the application of personnel administration related to promotion, rank, salary and training in realizing the performance of employees in SyamsulUlum educational institutions of Sukabumi. The research proves that the implementation of the employment take effect on the performance of employees in SyamsulUlum educational institutions of Sukabumi.

ABSTRAK Penulisan ilmiah ini dihasilkan bertujuan untuk memfokuskan keperluan motivasi diri dalam memperbaiki atau meningkatkan kepuasan kerja. Teori-teori yang digunapakai adalah Teori Dua Faktor Herzberg, Teori Hierarki Maslow dan luahan Catherine The Great. Kesediaan tenaga kerja untuk berubah amat dipengaruhi oleh motivasi pegawai atasan secara lisan atau bukan lisan dan tahap motivasi diri mereka juga amat memerlukan perubahan tingkah laku kesediaan pegawai atasan itu sendiri. Kaedah motivasi tidak akan berfungsi sempurna jika tidak wujud sebarang penyatuan dan penyelarasan tugas di antara ahli-ahli organisasi.

Most important resource of every organisation is the human resource to manage this was to get maximum output and the benefit that is the profitability is exclusively depends on scale, knowledge, commitment, accountability, teamwork, sensitivity, responsibility, cooperativeness of staff and faculty working for maximise the production and productivity of company, therefore, it is very essential to have skilled manpower which can be efficiently used to for development of the company.

The purpose of this study was to understand the nature of human resource management (HRM) practices and study the concept of organizational culture in the midscale and upscale hotel organizations. Thus, the main theme of this study was an executive-level position in the HRM department/division of the hotel which included detailed examination on (1) the five different types of HRM practices such as HR planning, staffing, training and development, appraisal, and compensation; and (2) the three elements of organizational culture such as employee relations, creativity/risk-taking, and efficiency/pride emphasis. The next part determines the extent of association between the HRM practices and the organization's culture orientation. The number of hotel organisations included in the study was 50 hotels selected midscale and upscale hotels in the Klang Valley. The findings from this research indicate that overall HRM practices were found to be mixed with some inclination towards meeting current requirements whilst some were more geared towards future requirements. The organisation's culture orientation was relatively open and in support of employee-management relationships, some organizational support for employees' creativity and risk-taking activities, and employees' pride with their organizations

As India moves ahead to embrace sustained and rapid economic growth, both the economic and work environment are changing.  While new technologies make possible what was not even thought of a few years back, social relationships are changing rapidly and the young who have grown in the post reform years are demanding a very different India than what we have become used to. Politicians across India today talk of development, growth and better lifestyles before they talk of exploitation and fidelity to castes.  In all of this the workplace is also changing very rapidly, the share of the youth in workforce is increasing and so is the share of educated women.  In parallel, women from less privileged backgrounds are elcting not to work, not to stay at home, but to better educate and skill themselves – to deal better with the highly competitive work environment and to benefit more from the new opportunities that it is throwing up. Change is occurring all around us, and the legal structure norms rules and regulations also will eventually need move in the same direction of achieving greater empowerment while providing greater flexibility.
Historically, India has followed a model of mixed economy, with joint participation of both public and private enterprises in the economic activity. But the strict sectoral delineation and close government controls have limited private participation. Moreover, prior to the economic reform initiatives since the 1990s, India was largely a closed economy with little linkage to the world economy. Both these scenarios have changed after liberalization. Private participation is increasing and the Indian companies – large or small, public or private – now need to prove their competitiveness internationally to ensure long-term survival.
With the changed economic environment, India in general and corporate India in particular now needs to respond faster in the face of increased competitive pressure and fast-paced business dynamics. An important requirement to ensure a quick response time is greater flexibility in workforce management. It is well known that industry needs to be able to quickly adjust its workforce in response to transient, seasonal or structural demand volatility, in terms of both numbers and composition, but what is not so well known is the difficulty Indian firms have and the consequent loss that they incur.
This changing business dynamics is leading to a gradual shift in employment structure with more and more jobs being created where flexibility in in-built, the only difference in their character is that they are non-tenured. These features of the emerging business scenario have played a pivotal role in the development of a new segment in the labour market – the flexi-staffing industry. In the flexi-staffing employment model, people are hired by a staffing agency and then hired out to perform work at and under the supervision of the user company. In this model, the hired flexi-staff remains in the employment of the staffing agency and no direct employment relationship between the flexi-staff and the user company is created. This necessarily allows a business to readily respond to cyclical business uncertainties related to manpower requirement. It provides a company to have a long-term manpower plan that is focused on a core workforce supplemented by flexi-staff, giving it the option of quickly adjusting – both upward and downward – to any short-term transient changes in manpower requirements due to fluctuating business cycles. In addition, flexi-staff also allows a company to readily bridge skill gaps in its manpower by deploying staffs with requisite skills through the staffing agencies. In India, the industry currently employs as many as 1.7 million workers – in terms of employment size it was already one of the top 5 countries across the world in 2011, though penetration (flexi-staff to work force ratio) at 0.43% was considerably lower compared to USA (1.8%) or Europe (1.6%).
And this trend is true not only for the private sector, but even a large number of government sector jobs  are also now “temporary” in nature. Economic Survey of 2012–13 shows employment by government in organized or formal sector declining from 19.5 million in 1995 to 17.5 million in 2011 . This decline is possibly explained by two recent trends, with significant implication for Government sector employment – first, a rise in hiring temporary workers through manpower suppliers, and second, increased private participation.
Though no direct data are available on the hiring through flexi staffing/ manpower outsourcing agencies, that temporisation is rising through this mode can be easily seen from a look at entrance of the offices with increased use of private security and housekeeping staff, tenders issued by various government entities over the recent times, manpower hiring policy in many of the social programmes, etc. Limited government data available show a decline of almost 1 million in employment in formal sector by central government  over 1995 to 2011 along with a fall in the share of permanent employees in total central government regular civilian employees from 93.4% and 93.6% in 1991 and 2001, respectively, to 88.45% in 2009 . And a large part of this decline is in the lower rungs – in Groups C and D positions – as shown by the 8.4% decline in central government regular civilian employment in these categories over the decade of 2001–02 to 2011–12 .
Similarly, with increasing competition following economic liberalisation, rapidly changing technology plus the rising importance of remaining competitive and being profitable have resulted in some major changes in the operational aspect of the PSUs. Many are going through a modernization drive characterised by increasing mechanisation and sharply declining requirement of manpower. Some of the organisations, which had historically been burdened with excess manpower, especially in the lower rungs, have also been going through a period of restructuring over the recent past involving voluntary retirement, retraining and redeployment of existing staff, etc. The rising cost of manpower after the recent pay revisions have also contributed significantly to the manpower rationalisation drive. The increasing importance given by Central PSUs to rising level of competitiveness and profitability is also reflected in the trend towards focusing on core competencies, opting to outsource non-critical jobs.
In addition, the increasing participation of private sector in the economy – be it in infrastructure sectors, such as road and air transport, or services, such as telecommunication and banking, or in manufacturing such as steel and automobile – has also reduced the potential of job creation in the government sector. Even many of the jobs that would earlier be performed in-house are currently being outsourced to private parties. A cursory look at the various tenders floated by government entities show that works such as maintenance of office equipments like computers, laptop, AC, etc., local transport requirements (vehicle plus drivers), various civil/electrical works, etc. are regularly being outsourced. This is also limiting the manpower count in the government sector.
Public Sector (Central plus State Government, Quasi Government bodies including the PSUs and local bodies like Panchayats/Municipalities) is a large source of temporary employment. However, the extent of such temporary employment and terms of employment are rather obscure. The current report explores these obscure issues and bring them into public focus for required policy intervention.

Human resource management is based on many principles, one of which being the employment of high quality staff from this it may be concluded that management are aware that employing the right person is a key function if the organization is to perform well and therefore supporting. If the wrong person is recruited, and then finds the job boring or too difficult, then the business may not get the most out of its human resources Furthermore legislations prohibit dismissing an employee
unlawfully and therefore organizations must again employ a suitable applicant, although many companies now employ people on a trial basis to see their suitability.

The study focused on identifying the factors that influence adoption of electronic procurement in Kenyan public sector. The research used selected government agencies. The study intended to investigate to which extent the following independent variables namely; E-security, staffing, user acceptance and top management support influence adoption of electronic procurement in Kenyan public sector. Descriptive

The purpose of this study was to understand the nature of human resource management (HRM) practices and study the concept of organizational culture in the midscale and upscale hotel organizations. Thus, the main theme of this study was an executive-level position in the HRM department/division of the hotel which included detailed examination on (1) the five different types of HRM practices such as HR planning, staffing, training and development, appraisal, and compensation; and (2) the three elements of organizational culture such as employee relations, creativity/risk-taking, and efficiency/pride emphasis. The next part determines the extent of association between the HRM practices and the organization's culture orientation. The number of hotel organisations included in the study was 50 hotels selected midscale and upscale hotels in the Klang Valley. The findings from this research indicate that overall HRM practices were found to be mixed with some inclination towards meeting current requirements whilst some were more geared towards future requirements. The organisation's culture orientation was relatively open and in support of employee-management relationships, some organizational support for employees' creativity and risk-taking activities, and employees' pride with their organizations

One prevalent problem confronting small schools is the unavailability of non-teaching staff that can serve the school in its financial and reportorial matters. This study looked into the need of small schools to establish their own school organizational staff that would aid the school head to be efficient in the financial and reportorial matters. This scenario is evident in Buhatan National High School (BNHS) where the school head delegated administrative functions to teachers. This case study described the present school organizational staffing, existing and preferred cultural organization (OCAI), the level of effectiveness of the present school staffing (using SEAI by Durrant and Holden) rated by the three groups of respondents-the administrator and faculty, PTA officers and SSG officers of BNHS and the significant difference in the rating of the three groups of respondents using ANOVA. It was found that the school is observing an organizational staffing where teachers take academic and administrative roles as initiated by its school head. Clan is their existing and preferred organizational culture. It also revealed that the school's level of effectivenessis highly effective. And, the responses of the three groups of respondents were statistically different.

The work, at the present era, is an inseparable part of human life. Every day, people spend much of their time in organizations. Unlimited pressures and demands of the organization forced the people to keep working constantly which may increase the probability formation of addiction to work with them, which this may leave behind the positive and negative effects in the related organization. Thus, the purpose of this research is to investigate the amount of work addiction among municipality employees of Piranshahr city that is done with descriptive-survey method. The statistical population consists of the employees of Piranshahr city municipality, their number was 55 people. To collect data, work addiction questionnaire of Spence and Robbins (1992), which contains 20 questions, was used. Its validity was confirmed by experts in the management field. The reliability was obtained 0.88 by Cronbach's alpha. To analyze the data, descriptive statistics, as well as one-sample t-test was used. Results indicated that job involvement, passion for work and pleasure from work have a positive and meaningful impact on the municipality employees of Piranshahr city (p=0.01).