Human Resource Reputation: Looking Good May Feel Good But Does It Add Value?

[Excerpt] Examples of human resource signals, such as these, abound. The critical questions are,do signals like these help create an organization asset, a good HR reputation, and does a good reputation add value? In other words, is a company\u27s HR reputation a valuable resource and source of competitive advantage (Barney, 1991)? Is it difficult to copy by its competitors? Does it favorably influence security analysts, stockholders’, applicants’, employees’, and customers’ views of the company? Or, is information about human resource activities discounted or dismissed altogether as nothing more than mere reflections of a facade having little impact on organizational success

Innovation in the energy sector: advancing or frustrating climate policy goals?

The energy sector is well known for the relatively modest level of resource that it devotes to research and development (R&D). However, the incremental pace of energy innovation has speeded up in the last decade as measured by public sector R&D budgets, deployment of alternative technologies and novel institutional arrangements. While much of this effort has been targeted at technologies that promise to reduce carbon dioxide (CO2) emissions, there have also been major innovations that extend the fossil fuel resource base and reduce the cost of extraction. The last decade’s developments can be seen in terms of a challenge to the existing energy paradigm in parallel with a renewed innovative response focusing on conventional fuels and technologies. This paper examines this tension, by exploring the expectations of a variety of organisations in both the public and private sector regarding energy sector developments and by analysing private sector expenditure on energy research and development (R&D) and public sector budgets for energy R&D and demonstration (RD&D). Scenarios and outlook exercises that have been published since 2013 reveal a wide range of beliefs about the future development of the energy system. The contrasting views underpinning the different scenarios are reflected in divergent patterns of R&D investment between the private and public sectors. There appears to be a tension between the drive to transform energy systems, on the part of public bodies, mainly motivated by the need to combat global climate change, and private sector activity, which tends to reinforce and extend existing patterns of energy provision. The paper addresses, but not answer definitively, the key question as to whether technological change is enabling or frustrating ambitious carbon goals

Buy the Book But Not the Stock: The Relationship Between Human Resource Reputation and Corporate Performance

Building upon the tenets of Signaling Theory, Spence (1974), this paper introduces the concept of human resource management reputation signals and examines the effects of these signals on the financial perfomance of over 500 organizations. Numerous human resource, and overall corporate, reputation signals which have appeared in the popular business press are examined to ascertain their effects on two performance measures, the abnormal shareholder returns which occur either side of the announcement of these signals and the annual returns to shareholders in the year in which they are made public. In the end, it appears that is more imponant to utilize ones human resources effectively than it is to be included on the best or most admired lists of the various business observers who create and disseminate these reputation signals. Indeed, the vast majority of the corporate and human resource reputation signals studied had no effect on either shon or long term performance. However, a human resource management effectiveness indicator (net income per employee) was observed to be positively related to the annual shareholder return performance measure suggesting that it is better to be good than to just look good

The Effects of Human Resource Management Decisions on Shareholder Value

We examine the effects of selected human resource management decisions on the abnormal change in total shareholder return. Announcements of human resource decisions are classified into five types--general HR system announcements, compensation and benefits, staffing, shutdowns and relocations, and miscellaneous. Using an event study methodology we investigate whether any of these HR decisions had a discernible effect on either the level or variation of abnormal total shareholder return. We find no consistent pattern of increased or decreased valuation in response to the different types of HR announcements, even after controlling for the likely effect of such announcements on total compensation costs. We do find substantially increased variation in abnormal total shareholder return around the announcement date, which indicates that HR decisions do provide information to the stock market. The events associated with increased variation in total shareholder value are permanent staff reductions and shutdown/relocations. The absence of consistent valuation effects combined with the evidence of increased variation in shareholder value may be attributed to uncontrolled firm-specific factors, the categorization of the HR events or, simply, to the unique interpretations the market placed upon these events

The Effects of Research and Development Intensity on Managerial Compensation in Large Organizations

Agency theory, leading edge, and administrative life cycle perspectives all predict that organizations having high levels of Research and Development (R&D) intensity will follow different compensation strategies than organizations that are less R&D intensive. Using data from 110 organizations over a 5 year period, and controlling for organization differences in employee and job characteristics, we found support for this general prediction. Specifically, high R&D intensity organizations tended to have higher relative base pay, higher relative bonus pay, and greater relative eligibility for long-term incentive payments. We discuss the importance of further research into compensation decisions in R&D intensive firms, particularly the effects of such decisions on firms\u27 competitiveness

The Feasibility of Using Expert Systems in the Management of Human Resources

The purpose of this paper is to introduce a decision aid that is being used increasingly in the business world, the expert system, and to begin to examine its potential for human resource management. First, the expert system technology is reviewed, with a special emphasis on the players, those involved in developing and using the system, and the parts, the three main components of a system. This is followed by an analysis of the costs and benefits and the advantages and disadvantages that have been ascribed to expert systems. We conclude this initial research endeavor by presenting some preliminary findings which suggest that employees are willing to cooperate with expert systems, even those that require personal information, and that they see some benefits to using expert systems as decision aids

The Effects of a Flexible Benefits Expert System on Employee Decisions and Satisfaction

Anecdotal reports and recent reviews assert that expert systems are potentially useful decision aids in human resource management. This study examines the effects of an expert system designed to aid employees when they make their choices in a flexible bellcfit program. A four group quasi-field experimental design is used to examine the relative effects of the expert system compared to a conventional spreadsheet decision aid. Eighty employees at an NCR-AT&T facility were randomly selected and assigned to the groups. Employees using the expert system expressed greater benefits satisfaction compared to those using the spreadsheet aid. The spreadsheet did not have any effect on employees\u27 decisions. When the benefit choices recommended by the expert system differed from the employees\u27 current choices, employees are more likely to change their choices. Consequently, the expert system is likely to affect employees\u27 decisions. Implications are discussed and future research needs are suggested

The Effects of Human Resource Management Decisions on Shareholder Value

We examine the effects of selected human resource management decisions on the abnormal change in total shareholder return. Announcements of human resource decisions are classified into five types--general HR system announcements, compensation and benefits, staffing, shutdowns and relocations, and miscellaneous. Using an event study methodology we investigate whether any of these HR decisions had a discernible effect on either the level or variation of abnormal total shareholder return. We find no consistent pattern of increased or decreased valuation in response to the different types of HR announcements, even after controlling for the likely effect of such announcements on total compensation costs. We do find substantially increased variation in abnormal total shareholder return around the announcement date, which indicates that HR decisions do provide information to the stock market. The events associated with increased variation in total shareholder value are permanent staff reductions and shutdown/relocations. The absence of consistent valuation effects combined with the evidence of increased variation in shareholder value may be attributed to uncontrolled firm-specific factors, the categorization of the HR events or, simply, to the unique interpretations the market placed upon these events.

Feasibility of Implementing Community Partnerships to Provide Diabetes Prevention Services to Youth

Type 2 diabetes (T2D) in youth has increased as a result of the obesity epidemic. Diabetes prevention programming is needed for youth, at risk for T2D, and their families. However, there is a lack of diabetes prevention services for this population. There is evidence for the benefit of lifestyle modification for decreasing diabetes risk, however there are barriers for youth to access these services in a traditional clinical setting. Our Youth Diabetes Prevention Clinic (YDPC) created partnerships within the community to increase access to diabetes prevention services for at risk youth. YDPC personnel approached community organizations who had the expertise and capacity to partner in needed areas. These partnerships allowed for the development and facilitation of a community-based diabetes prevention group. Youth and their families participated in a 12 week diabetes prevention group. We measured attendance and participant satisfaction with the program. Families attended an average of 5.1 sessions from January to October 2016. Participant satisfaction was collected five times. Physical activity was rated as “awesome” or “good” by 88% of the respondents. The nutrition activities were rated as “awesome” or “good” by 97% of respondents. Physicians and families express a desire for diabetes prevention services, however barriers make it difficult for families to fully participate. Creating partnerships within the community allows for increased access to diabetes prevention services for high-risk, underserved families