Pension plans and the retirement replacement rates in the Netherlands

This study compares the expected retirement replacement rates of several cohorts of Dutch employees at the time of their planned retirement with the 'actual' replacement rates based on available pension records. We find that using reasonable indexation rates, the expected replacement rates�are higher than the one we compute. Larger discrepancies are found for younger cohorts. We decompose the difference between the expected and 'actual' replacement rates and find that the mismatch is related to poor institutional knowledge for the whole sample. We also show the role of assumptions on institutions and on wage profiles in determining our results.

Improvements of Decision Support Systems for Public Administrations via a Mechanism of Co-creation of Value

This paper focuses on a possible improvement of knowledge-based decision support systems for human resource management within Public Administrations, using a co-creation of value's mechanism, according to the Service-Dominant Logic (SDL) paradigm. In particular, it applies ontology-driven data entry procedures to trigger the cooperation between the Public Administration itself and its employees. Advantages in such sense are evident: constraining the data entry process by means of the term definition ontology improves the quality of gathered data, thus reducing potential mismatching problems and allowing a suitable skill gap analysis among real and ideal workers competence profiles. The procedure foresees the following steps: analyzing organograms and job descriptions; modelling Knowledge, Skills and Attitudes (KSA) for job descriptions; transforming KSAs of job descriptions into a standard-based model with integrations of other characteristics; extracting information from Curricula Vitae according to the selected model; comparing profiles and roles played by the employees. The 'a priori' ontology-driven approach adequately supports the operations that involve both the Public Administration and employees, as for the data storage of job descriptions and curricula vitae. The comparison step is useful to understand if employees perform roles that are coherent with their own professional profiles. The proposed approach has been experimented on a small test case and the results show that its objective evaluation represents an improvement for a decision support system for the re-organization of Italian Public Administrations where, unfortunately often, people are engaged in activities that are not so close to their competences

Knowledge Management in a Distributed Workforce: Implications for Leadership

Over the past decade, the distribution of workers across the country and around the world who work together in various configurations has increased. Work relationships range from being co-located in the same office to working from a virtual office. This paper explores knowledge management in the virtual workforce and best practices for leadership in an increasingly distributed workforce. There is great potential for collaboration within a distributed workforce; however. people need to connect or be connected with each other in order for the collaborative process to flourish. In this project, knowledge management in a distributed workforce was explored among employees who are team members at a large organization (over 30,000 employees). The employees involved specialize in very specific areas of information. This information is well maintained in knowledge management tools developed by the organization. The organization had previously invested in an internal social media platform that would help employees identify which employees could best provide needed information; however, the platforrn was seldom used. Employees were not populating and updating their profiles, which decreased the effectiveness. A survey was taken to identify the factors that influence how people search for information based on proximity to managers/co-workers and social media activity outside of work. The results showed that people who created social media profiles outside of work were not more likely to have created a social profile within the company\u27s internal social media platform. The survey helped team leaders pinpoint how increased use of the internal social media platform could be achieved. The next phase of the project involved increasing employee awareness of how useful the internal social media platform can be. A push was made to communicate to employees on a one-on-one basis. As a part of this project, members of the project team focused on enhancing the ease of searching for and connecting with others through Microsoft Lync and internal profiles. In addition, members of the leadership team have modeled a commitment to completion of internal profiles and enhanced connectedness. A profile template focused on career and skills was developed. Each group was also tasked with the identification of key searchable terms that would allow others to quickly locate them. A section of the profile is dedicated to key terms to enhance the ability to search and locate a person with specific skills or subject matter expertise efficiently and effectively. The goal of the project team is to increase the use of the internal social media platform

Knowledge Sharing and Human Resource Development in Innovative Organizations

Global competition and rapid changes in technology demand more innovation in organizations. Such an increase in innovation depends on developing the capabilities of employees and providing them with knowledge management support that accelerates learning and discovery. Leading companies have been creating work environments that emphasize learning and knowledge management since the turn of the century. This chapter presents profiles of practices in five such companies and draws conclusions that result in a model that ties human resource development (HRD) practices to knowledge management practices as a guide for other organizations

Analysing employee commitment for the young New Zealand workforce : a thesis presented in partial fulfilment of the requirements for the degree of Masters of Business Studies in Human Resource Management at Massey University, New Zealand

Younger workers are quickly becoming a vital part of our workforce as they are soon to fill a major experience and skill gap brought by the retirement of a large group of experienced employees. Research and popular media suggest that younger workers have different values and attitudes in the workforce compared to older generations, yet there is little empirical research in the area of organisational commitment on younger workers. This knowledge is important as managers and organisations need to understand what values and workforce desires drive young employees to competitively recruit, develop and retain this new workforce to mitigate the imminent retirement of older workers. The purpose of this thesis is to further the understanding of the Millennial and Generation Z cohorts in the workplace by examining their types of organisational commitment when they first begin their careers. 175 young full-time workers in New Zealand aged between 17 and 30 years participated in the thesis and completed an online cross-sectional survey. The survey contained four shortened-versions of scales concerning organisational commitment, managerial trustworthiness, and well-being. Latent profile analysis was used to identify the profiles, of young employees’ organisational commitment. Four organisational commitment profile groups were discovered within the sample population and were labelled as High AC/NC-Dominant, CC-Dominant, AC-Dominant, Low CC-Dominant. Significant differences were found between profile membership and the measures of perceived managerial trustworthiness, psychological well-being at work, and turnover intention. A large majority of the sample population (63.2%) were found to have positive feelings of organisational commitment and had strong positive relationships with perceived trust in management and psychological well-being at work. Turnover intentions were low. Thirty two per cent of the young workers felt trapped within their organisation and had high turnover intentions, but due to the nature of commitment feel unable to leave their organisation. Perceived trust in management and psychological well-being at work were significantly low for this group. There were very few uncommitted employees

A Role of Knowledge Level of Employees in Customer Relationship Management With Special Reference to Lic

Purpose: Role ofknowledge level of employees in customer relationship management with special reference to LIC. In order to investigate a range of factors of CRM in LIC of India. In this specially concentrate to understand the knowledge level of the employees as perceived by the customer.   Theoretical framework: The theoretical frame work of the study, CRM is assessed the Knowledge level of employees isthe independent variables and the customer satisfaction is the dependent variable in the study. CRM is shown influencing the customer satisfaction. The significant influences of the factors on CRM vary according to different demographic profiles and views on policy holdings.   Design/Methodology/Approach:Descriptive research design was use in this studyThe prime data were collected from the sample of the respondents was identified from the total population of lic policy holders. The statistical analysis was carried out with the application of SPSS package. Both Descriptive and Inferential Analysis were carried out. The tools for the Inferential Analysis included Independent Sample t-test, One Way ANOVA, Chi Square Test, Friedman Test, Correlation and Regression.   Findings: The findings of the study based on output of the study. Henceforth reasoned that there is a huge distinction between mean positions towards Factors of Customer Relationship Management. In light of mean position, Customer Engagement is the main variable of CRM, trailed by Deployment of Modern Technology Knowledge level of the Employees etc. There is no importance contrast between capability of representatives concerning the Factors of Knowledge level of the Employees, There is significance contrast among male and female of laborers with respect to the Factors of Knowledge level of the Employees. The connection coefficient between Perception on Explanation of various items and Ready for Clarification is positive connections between Perception on Explanation of various item and Perception on Ready for Clarification .The connection coefficient between Explanation of various item and Recommending Right Schemes is positive connections between Explanation of various item and Recommending Right Schemes. The connection coefficient between Perception on Explanation of various items and Knowledge about Procedure is positive connections between Perception on Explanation of various items and Easy Acquisition of Policy and also different variables are decidedly corresponded with one another.   Research, practical & social implications:This article express a different perspective on CRM in LIC.The results of this study indicate knowledge level of employees has a strong impact on customer satisfaction. Therefore top management should implement latest technology based increase the knowledge level of employees. To increase the knowledge level of employees to help the increasing satisfaction level of policy holders. It is intended to help guide and reassure current and potential Ph. D students.   Originality/value:To date, no systematic review has been conducted on the knowledge level of employees in LIC .This paper makes an important contribution to knowledge level of employees in CRM

Online revenue model adoption in the media sector: in-depth results from an exploratory study in the Netherlands

Especially for companies in the media sector such as publishers, the Internet has created new strategic and commercial opportunities. However, many companies in the media sector are struggling with how to adapt their business and revenue model for doing profitable business online. This exploratory study goes into the success factors and the level of adoption of online revenue models by media sector companies. We use Chaffey (2002) in determining online revenue models in which we included Osterwalder’s (2001) four ‘pillars’ of business models. These four pillars cover the twelve critical success factors for e-businesses as identified by Sung (2004). This theoretical framework was used for in-depth interviews with 20 senior managers within the media sector in the Netherlands. From this, it appeared that advertising is the most used online revenue model, with targeting advertising, lead generation and a combination of content and customer profiles as most promising. Ease of use is distinguished by all senior managers as success factor. Still, in order to be successful, all factors should be applied, and this appears not to be the case. Organizations in the media sector need to invest in technical and organizational expertise by hiring the right employees with the right knowledge. Emphasis on target advertising and lead generation are most promising. A combination of content and customer profiles is a focus-point for the near future

Do consulting services affect audit quality? Evidence from the workforce

There is a long-standing question in the literature about whether and how consulting services in audit firms affect audit quality. We address this question by using a unique and comprehensive office-level dataset of employment profiles and skills, covering approximately 86% of all employees at large U.S. public accounting firms. We guide our empirical analyses with interviews with 15 audit partners, which reveal that consulting expertise is used in approximately 60%-80% of audit engagements, and the main rationale for such collaboration is knowledge sharing and improved audit quality. In our empirical analyses, we document a positive effect of consulting employees on audit quality. Specifically, one standard deviation increase in the share of consulting employees in an office results in a 2.7 percentage point reduction in restatements in that office. This effect is strongest when consulting employees have skills complimentary to auditors, including special industry skills, technical skills and management skills, supporting the knowledge sharing hypothesis. In addition, we demonstrate that the effect increases with of consulting employees’ tenure with a firm, does not diminish over time, is present for both Big4 and non-Big4 firms, and is more pronounced for larger, more complex and more important audit clients

The Relationship of Performance Appraisal with Organizational Commitment of Employees (The Case of OYA and COB Administrative Staff in UUM)

This study investigates the relationship of performance appraisal with organizational commitment of administrative employees of Othman Yeop Abdullah Graduate School of Business and College of Business, University Utara Malaysia. Thirty questionnaires were returned to which ANOVA one way test was used to verify the demographic profiles of the participants with organizational commitment. The result found that 45% of administrative employees of OYA and COB have lower level of organizational commitment. Pearson correlation was conducted on the independent variable which is (HRM practice of performance appraisal), dependent variable (organizational commitment) and mediating variable (perceived organizational support). This study revealed that there is moderate non-directional neither positive nor negative correlation between performance appraisal with organizational commitment of employees, performance appraisal with perceived organizational support and between organizational commitment with perceived organizational support. The result of the study contributed to a need for developing adequate training programs and offer opportunity for academic programs which aims on improving the knowledge and skills of the employees