Absenteeism in Remission: Planning, Policy, Culture

It has been estimated that employee absenteeism costs the U.S. economy on the order of $40 billion per year. Not surprisingly, great time and effort has been dedicated to research assessing the causes of employee absenteeism with the obvious goal of reducing its incidence in the workplace. It is argued in this article that much of this effort has been of virtually no practical value to the practicing manager. In fact, the prescriptions that would naturally arise from much of this research would almost certainly land managers in the lap of litigation in federal court. Two promising strategies —attention to absence policy and absence culture—are described in this article. Both have the advantage of practical application as well as a distinguished tradition in reducing absenteeism

New Directions in the Management of Employee Absenteeism: Attention to Policy and Culture

[Excerpt] Over one million American workers who are otherwise employed will not attend work on any given day: they will be absent. Given the expense and disruption associated with such widespread employee absenteeism, it will come as no surprise that a great deal of time has been spent to determine the causes of employee absenteeism and how its incidence might be reduced. Sadly, however, it has been concluded that the heavy investment of research effort on absenteeism has failed to generate significant dividends, whether one’s criterion is the prediction, explanation, or control of absence (Chadwick-Jones, Nicholson, & Brown, 1982). While prior absence research has not and does not serve the practicing manager very well, new research on employee absenteeism provides promising avenues for management. This chapter will provide an overview of the magnitude of the absenteeism problem and a rationale for why much of the earlier study of workplace absenteeism did not, as a practical matter, provide much information or direction to managers. Then the new directions in the management of absenteeism” will be examined

The Relationship Between Minority Business Enterprises and Corporate Purchasing Personnel: Perceptions from Both Sides of the Table

This paper addresses the nature of the difficulties MBEs face when conducting business with large companies through MBE purchasing programs. Data collected from MBEs and purchasing personnel were analyzed with logistic regression to demonstrate that MBEs and their corporate purchasing counterparts have different perceptions across human, environmental, and organizational dimensions of transaction cost economics. These differences help to explain the problems: (1) that MBEs have in selling to large companies and the problems that MBEs and purchasing personnel have in implementing MBE purchasing programs; (2) of reaching agreement in the marketplace; and, (3) of collectively pursuing the economic development of the minority business community. We offer recommendations for improving the relationship between these parties

Latent variable dose-response modelling of external training load measures and musculoskeletal responses in elite rugby league players

Establishing dose-response relationships between training load and fatigue can help the planning of training. The aim was to establish the relative importance of external training load measurements to relate to the musculoskeletal response on a group and individual player level. Sixteen elite male rugby league players were monitored across three seasons. Two- to seven-day exponential weighted averages (EWMA) were calculated for total distance, and individualised speed thresholds (via 30-15 Intermittent Fitness Test) derived from global positioning systems. The sit and reach, dorsiflexion lunge, and adductor squeeze tests represented the musculoskeletal response. Partial least squares and repeated measures correlation analyses established the relative importance of training load measures and then investigated their relationship to the collective musculoskeletal response for individual players through the construction of latent variables. On a group level, 2- and 3-day EWMA total distance had the highest relative importance to the collective musculoskeletal response (

Planning Framework Options for The Massachusetts Ocean Plan (DRAFT)

The Massachusetts Ocean Partnership (MOP) Planning Frameworks Team, in consultation with the Massachusetts Executive Office of Energy and Environmental Affairs (EEA), and based on collective experience and a review of ocean, coastal and resource management programs from the US and other countries, suggests that nine elements are essential components of the framework for the Massachusetts Ocean Plan and its implementation. While management plans and programs generally have these elements in common, there are a range of options for carrying out each program component. These options were presented to structure and inform the development of the Massachusetts Ocean Plan. For the most part, the range of options represents those that were considered to be appropriate under the Commonwealth’s existing legal and administrative structure and responsive to the requirements of the Massachusetts Ocean Act. However, the general concepts these options represent are likely to be transferable to other jurisdictions (especially in the United States) and can inform future ocean management and planning in Massachusetts. Additionally, options or their core elements can be combined to create additional alternatives within one of the nine planning components

Composition of the Top Management Team and Firm International Diversification

This study investigates the impact of various top management team characteristics on firm international diversification. Relying on data from 126 firms in the electronics industry, we find that certain top management team characteristics are related to international expansion. Specifically, results indicate that lower average age, higher average tenure, higher average elite education, higher average international experience, and higher tenure heterogeneity are associated with firm international diversification. The study reinforces the importance of top management team composition in internationalization decisions and suggests further research in this context.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

Identification of molecular mechanisms for cellular drug resistance by combining drug activity and gene expression profiles

Acquired drug resistance is a major problem in cancer treatment. To explore the genes involved in chemosensitivity and resistance, 10 human tumour cell lines, including parental cells and resistant subtypes selected for resistance against doxorubicin, melphalan, teniposide and vincristine, were profiled for mRNA expression of 7400 genes using cDNA microarray technology. The drug activity of 66 cancer agents was evaluated on the cell lines, and correlations between drug activity and gene expression were calculated and ranked. Hierarchical clustering of drugs based on their drug–gene correlations yielded clusters of drugs with similar mechanism of action. Genes correlated with drug sensitivity and resistance were imported into the PathwayAssist software to identify putative molecular pathways involved. A substantial number of both proapoptotic and antiapoptotic genes such as signal transducer and activator of transcription 1, mitogen-activated protein kinase 1 and focal adhesion kinase were found to be associated to drug resistance, whereas genes linked to cell cycle control and proliferation, such as cell division cycle 25A and signal transducer of activator of transcription 5A, were associated to general drug sensitivity. The results indicate that combined information from drug activity and gene expression in a resistance-based cell line panel may provide new knowledge of the genes involved in anticancer drug resistance and become a useful tool in drug development