How Can Multinational Corporations Retain Their Employees in China?

To address the headache encountered by many multinational companies in China retention of their Chinese employees, this study first examined the current Chinese labor market, identifying the unique characteristics of the market mainly comprised of university graduates and experienced white-collar employees; then tried to explain the reasons behind employees departures from a perspective of deep-rooted Chinese cultures; in the end, proposed effective and efficient solutions for retention purposes. All the proposed solutions aim to address key human resources management concerns, including compensation management, talent acquisition, performance management and communication. This study examined the best practices in employee retention adopted by a large number of successful multinational players in the Chinese market. Some of the names from the list are IBM, Motorola, Intel, HSBC, Shell and British Petroleum (BP)

Merit Pay: A Discussion on the Issues

Merit pay is a timely education policy issue being discussed by educators and legislators and in schools and statehouses across the country. Merit pay is a broad term used to describe a variety of incentive-based K-12 educator compensation plans. Given that the opposing sides of this controversial issue passionately argue its validity as a policy solution, how can policymakers decide whether to endorse such plans, and what does the research suggest are the features of effective plans? In an effort to educate policymakers about the issue in general and to assist interested parties in evaluating proposed merit pay programs, the OEP presents background of merit pay programs, the arguments of advocates and opponents, an overview of merit pay plans in the US and in Arkansas, a summary of relevant research, and finally recommendations for identifying or designing the quality plans

Implementing the Agenda for Global Action on human resources for health : Analysis from an international tracking survey

Peer reviewedPublisher PD

Non-Monetary Motivation in the Nonprofit Sector

The nonprofit industry is currently in a state of flux. With the shifting dynamics of generations entering and leaving the workforce and the high turnover rates of volunteers, there is an increasing need for organizations to adjust current practices to hold on to skilled workers. This cannot be accomplished unless organizations make an effort toward sustainable motivational practices that train and retain their workers. This paper examines motivation strategies and how they can presently be seen in the nonprofit sector. There are also several practical applications of these motivational theories, referred to as motivational strategies, which will be presented. Special consideration is given to the importance of the human resource department in fostering a culture of motivation

Immigration-Related Worksite Enforcement: Performance Measures

[Excerpt] According to the estimates by the Department of Homeland Security (DHS), some 11.4 million unauthorized immigrants were living in the United States in 2012.1 The Pew Research Center’s unauthorized alien population estimate for 2012 was 11.2 million, which included some 8.1 million unauthorized workers in the U.S. civilian workforce.2 It is widely believed that most unauthorized aliens enter and remain in the United States in order to work. Six years ago, in 2009, DHS issued new guidance on immigration-related worksite enforcement—the enforcement of prohibitions on the employment of unauthorized aliens in the United States. In the words of DHS at the time, the 2009 guidance “reflects a renewed Department-wide focus targeting criminal aliens and employers who cultivate illegal workplaces by breaking the country’s laws and knowingly hiring illegal workers.”3 Under this guidance, promoting compliance also has taken on a larger role in DHS’s worksite enforcements efforts. Questions arise as to how rigorous and effective DHS’s worksite enforcement efforts are and have been in past years. The department maintains data on several measures that can be used to examine the performance of its worksite enforcement program. Enforcement activity by the Department of Labor (DOL) is also relevant to a discussion of federal efforts to address unauthorized employment. DOL, which is responsible for enforcing minimum wage, overtime pay, and related requirements, focuses a significant percentage of its enforcement resources on low-wage industries that employ large numbers of immigrant—and presumably large numbers of unauthorized—workers

Wisdom at Work: The Importance of the Older and Experienced Nurse in the Workplace

Focuses on promising strategies and opportunities for retaining experienced nurses, one of many approaches the authors recommend to alleviate the current nurse shortage crisis

Investing in Entry-Level Talent

Even in today's competitive economic environment, there is much that companies can do to reduce entry-level turnover costs, increase employee engagement and retention, and create a talent pipeline for the future. Many companies pursue basic strategies to address turnover and promote advancement, such as offering competitive benefits and developing internal career paths. But our research found pioneering companies that are going beyond the basics and addressing turnover in remarkable ways. In examining the practices of these leading companies, we identified four strategies, outlined below, that markedly improve entry-level retention and advancement. This report is designed to share those strategies and practical suggestions for implementation with corporate leaders across the United States who are seeking to engage, retain, and advance their entry-level workforce

What Works and Looking Ahead: A Comparative Study of UK and US Policies and Practices Facilitating Return to Work for People with Disabilities

Independent research organizations in the US and the UK were commissioned to review the research on ‘what works’ in facilitating return to work for people with disabilities, and to consider current developments in the light of the evidence. They produced two background papers for the UK/US Pathways to Work in the 21st Century Seminar. This paper aims to summarize the key points of interest in those US and UK papers. The view expressed here are those of the authors