International Research Project on Job Retention and Return to Work Strategies for Disabled Workers: New Zealand

[Excerpt] The International Research Project on Job Retention and Return to Work Strategies for Disabled Workers is an initiative of the International Labour Organisation (ILO) and the Global Applied Research and Information Network on Employment and Training (GLADNET). It reflects ILO and GLADNET joint aims of establishing a base for cross-national research and strengthening links between research analysis and policy reform in the field of employment of disabled people. The Project is a response to a combination of developments which highlight the need for more effective policies and practices in support of workers whose prospects of remaining in employment are jeopardised by work injury, illness or disability. Persons with disabilities are increasingly claiming rights to stay in work as well as to access employment. Pressures on state budgets, the rising costs of compensation claims and disability benefits, and changes in the structure of the labour market are strengthening policies in favour of job retention and return to work. Enterprises are developing their own strategies to minimise the costs of disability and to retain valued employees. Overall, the balance of responsibility is shifting from the state to the enterprise. Policies and practices to prevent disabled workers from leaving work unnecessarily, and to facilitate rapid return to employment if job loss cannot be prevented, are recent developments in many countries. The cross-national exchange of information on initiatives and their effects is limited. The first aim of this Project has been to gather information about what has been attempted, by whom, for what purposes, in which contexts and to what effects. The second, more ambitious, aim, is to examine the interaction between the various policies and practices, identify dysfunctions, and work towards more coherent and cost-effective strategies for job retention and return to work which might be applied in different national systems. The ultimate objective is to identify strategies which can be put into effect in the workplace

Back to the Future: A Century of Compensation

What were the hot compensation issues and practices over the past century? Does history offer any lessons that may inform our compensation decisions in the future? To answer these questions, we reviewed newspapers and business publications from the past 100 years. To highlight changes in compensation systems during that time, we selected four topics to examine in detail in this paper: compensation\u27s role in the changing nature of the deal; the evolution of pay-for-performance; the emergence of benefits; and the bellwethers of compensation systems. Four lessons for the future are drawn. These include: End the search for the one right compensation strategy; Understand what in the context matters; Continue pragmatic experimentation, and Support continuous learning about compensation. Readers are invited to delve into the history of compensation to discover what they take away for the future

Recurrent Attempts to Renovate Management ControlRevisited through a Simons' Perspective

On propose de caractériser un système de pilotage et de contrôle à partir de trois dimensions: l'implication des managers, la spécificité des outils, la relation avec le système d'incitation. Cette caractérisation constitue une extension directe de la typologie introduite par Simons (1995) pour distinguer entre contrôle interactif et contrôle diagnostic. Les tentatives récurrentes pour rénover le contrôle de gestion suite aux critiques sévères formulées par Kaplan et Johnson (1987) sont alors re-examinées. Les approches du type contrôle stratégique ou le management par la valeur apparaissent respectivement comme représentatives soit du contrôle interactif soit du contrôle diagnostic. Le cadre proposé permet de bien rendre compte des forces et faiblesses de ce type d'approches toujours très en vogue auprès des entreprises.

International Research Project on Job Retention and Return to Work Strategies for Disabled Workers: Key Issues

[From Preface] The International Research Project on Job Retention and Return to Work Strategies for Disabled Workers breaks new ground by examining the inter-relationships of public and enterprise policies and practices as they affect the retention and return to work of disabled workers. The enquiry encompasses public policies to promote employment of disabled people; benefit and compensation programmes; employment support and rehabilitation services; provision to adapt work and workplace; and measures developed and implemented by the enterprise. The Project aims not only to identify successful policies and practices which are transferable from one country to another but also to inform the development of effective, efficient and equitable job retention and return to work strategies for disabled workers. The ultimate objective is to develop strategies which can be put into effect in the workplace

Subject: Human Resource Management

Compiled by Susan LaCette.HumanResourceManagement.pdf: 5527 downloads, before Oct. 1, 2020

International Research Project on Job Retention and Return to Work Strategies for Disabled Workers: Canada

[Excerpt] The International Research Project on Job Retention and Return to Work Strategies for Disabled Workers is an initiative of the International Labour Organisation (ILO) and the Global Applied Research and Information Network on Employment and Training (GLADNET). It reflects ILO and GLADNET joint aims of establishmg a base for cross-national research and strengthening links between research analysis and policy reform in the field of employment of disabled people. The Project is a response to a combination of developments which highlight the need for more effective policies and practices in support of workers whose prospects of remaining in employment are jeopardised by work injury, illness or disability. Persons with disabilities are increasingly claiming rights to stay in work as well as to access employment. Pressures on state budgets, the rising costs of compensation claims and disability benefits, and changes in the structure of the labour market are strengthening policies in favour of job retention and return to work. Enterprises are developing their own strategies to minimise the costs of disability and to retain valued employees. Overall, the balance of responsibility is shifting from the state to the enterprise. Policies and practices to prevent disabled workers from leaving work unnecessarily, and to facilitate rapid return to employment if job loss cannot be prevented, are recent developments in many countries. The cross-national exchange of information on initiatives and their effects is limited. The first aim of this Project has been to gather information about what has been attempted, by whom, for what purposes, in which contexts and to what effects. The second, more ambitious, aim, is to examine the interaction between the various policies and practices, identify dysfunctions, and work towards more coherent and cost-effective strategies for job retention and return to work which might be applied in different national systems. The ultimate objective is to identify strategies which can be put into effect in the workplace

Agency Theory Implications for Strategic Human Resource Management: Effects of CEO Ownership, Administrative HRM, and Incentive Alignment on Firm Performance

Agency theory is used to expand the research in strategic human resource management (SHRM) by viewing the construct underlying SHRM as control over all employees. We develop hypotheses on the effects of CEO ownership, administrative HRM, and incentive stock ownership on firm performance. The results indicate that administrative HRM has a negative effect on stock price. Incentive alignment via stock ownership has a positive effect on stock price and productivity. CEO ownership has a positive effect on sales but a negative impact on productivity. Implications for theory and practice are discussed

Funding Student Learning: How to Align Education Resources With Student Learning Goals

Identifies factors preventing the education finance system from supporting high-level student learning. Recommends transparent, flexible, and strategic funding mechanisms and practices, including student-based funding and school-linked accounts

A New Role for Human Resource Managers: Social Engineering Defense

[Excerpt] The general risk of social engineering attacks to organizations has increased with the rise of digital computing and communications, while for an attacker the risk has decreased. In order to counter the increased risk, organizations should recognize that human resources (HR) professionals have just as much responsibility and capability in preventing this risk as information technology (IT) professionals. Part I of this paper begins by defining social engineering in context and with a brief history pre-digital age attacks. It concludes by showing the intersection of HR and IT through examples of operational attack vectors. In part II, the discussion moves to a series of measures that can be taken to help prevent social engineering attacks