The article deals with issues related to the implementation in practice of the method of constructing an effective model of work of employees of the design bureau. In solving this problem, it should be noted that the theory and practice of the scientific organization of administrative work in the course of its development, has developed a variety of different methods, including special interest, in our opinion, is the regulation of engineering work aimed, in turn, the creation of a certain system of norms for implementation of effective operation and full implementation of their duties. To this end, work is analyzed and formed the structure of the common and individual responsibilities of employees, their proposed classifier, held their grouping in relation to the implementation of activities for each specific job position, offered the optimal business model design office by type’s official duties as a whole. A system of key performance indicators based on the specified criteria of performance evaluation of their performance.
{"title":"Optimization Model of Duties as a Means of Labour Regulation of Engineers - Designers","authors":"F. Davydovskij","doi":"10.2139/ssrn.2832871","DOIUrl":"https://doi.org/10.2139/ssrn.2832871","url":null,"abstract":"The article deals with issues related to the implementation in practice of the method of constructing an effective model of work of employees of the design bureau. In solving this problem, it should be noted that the theory and practice of the scientific organization of administrative work in the course of its development, has developed a variety of different methods, including special interest, in our opinion, is the regulation of engineering work aimed, in turn, the creation of a certain system of norms for implementation of effective operation and full implementation of their duties. To this end, work is analyzed and formed the structure of the common and individual responsibilities of employees, their proposed classifier, held their grouping in relation to the implementation of activities for each specific job position, offered the optimal business model design office by type’s official duties as a whole. A system of key performance indicators based on the specified criteria of performance evaluation of their performance.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125717939","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study examines how costly forced turnover is for the CEO using income data from the official records at the Danish Tax Authorities. We find that ousted CEOs’ personal income is 40% lower in the five years following forced turnovers. The decline is driven by labor market outcomes: Labor and entrepreneurial incomes decline, while financial incomes increase. Consistent with the executive labor market being the main channel for the lower income, we find larger declines in income for executives with poor idiosyncratic firm performance during their tenures. Overall, the findings suggest that forced executive turnover is an important internal corporate governance mechanism.
{"title":"Personal Costs of Executive Turnovers","authors":"K. Nielsen","doi":"10.2139/ssrn.2926751","DOIUrl":"https://doi.org/10.2139/ssrn.2926751","url":null,"abstract":"This study examines how costly forced turnover is for the CEO using income data from the official records at the Danish Tax Authorities. We find that ousted CEOs’ personal income is 40% lower in the five years following forced turnovers. The decline is driven by labor market outcomes: Labor and entrepreneurial incomes decline, while financial incomes increase. Consistent with the executive labor market being the main channel for the lower income, we find larger declines in income for executives with poor idiosyncratic firm performance during their tenures. Overall, the findings suggest that forced executive turnover is an important internal corporate governance mechanism.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129224981","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2015-09-11DOI: 10.1108/IMDS-02-2015-0058
Vanesa Barrales-Molina, F. J. L. Montes, L. Gutierrez
Purpose – The purpose of this paper is to explain the outcomes and role of dynamic capabilities (DCs). To explain the outcomes, the authors study the relationship between new product development (NPD) (an example of DCs) and metaflexibility. To explain the role of DCs, the authors study how human resources and operating routines moderate the role of DCs in achieving adaptation in the firm. Design/methodology/approach – Using data from 200 managers of Spanish firms, the authors apply regression analysis to test the moderating role of human resources and operating routines in the relationship between NPD and metaflexibility. Findings – The results demonstrate that highly qualified and committed workers enhance the effectiveness of NPD, while high frequency in repetition of operating routines significantly damages such effectiveness. Research limitations/implications – This study is limited to analysing a unique DC (NPD), but future research could explore contributions on other consolidated DCs (e.g. allianc...
{"title":"Dynamic Capabilities, Human Resources and Operating Routines: A New Product Development Approach","authors":"Vanesa Barrales-Molina, F. J. L. Montes, L. Gutierrez","doi":"10.1108/IMDS-02-2015-0058","DOIUrl":"https://doi.org/10.1108/IMDS-02-2015-0058","url":null,"abstract":"Purpose – The purpose of this paper is to explain the outcomes and role of dynamic capabilities (DCs). To explain the outcomes, the authors study the relationship between new product development (NPD) (an example of DCs) and metaflexibility. To explain the role of DCs, the authors study how human resources and operating routines moderate the role of DCs in achieving adaptation in the firm. Design/methodology/approach – Using data from 200 managers of Spanish firms, the authors apply regression analysis to test the moderating role of human resources and operating routines in the relationship between NPD and metaflexibility. Findings – The results demonstrate that highly qualified and committed workers enhance the effectiveness of NPD, while high frequency in repetition of operating routines significantly damages such effectiveness. Research limitations/implications – This study is limited to analysing a unique DC (NPD), but future research could explore contributions on other consolidated DCs (e.g. allianc...","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-09-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126435582","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Discrimination of women in the labor market requires appropriate policy interventions. Affirmative action policies typically advocate the introduction of an employment quota uniformly applied to all firms. In a heterogeneous labor market such a policy may yield avoidable welfare losses. We propose a tradable employment quota showing its effects on wages, employment, and welfare in a labor market with search frictions and taste discrimination. A tradable employment quota appears to be a viable alternative yielding superior labor market outcomes.
{"title":"A Tradable Employment Quota","authors":"Metin Akyol, M. Neugart, Stefan Pichler","doi":"10.2139/ssrn.2548435","DOIUrl":"https://doi.org/10.2139/ssrn.2548435","url":null,"abstract":"Discrimination of women in the labor market requires appropriate policy interventions. Affirmative action policies typically advocate the introduction of an employment quota uniformly applied to all firms. In a heterogeneous labor market such a policy may yield avoidable welfare losses. We propose a tradable employment quota showing its effects on wages, employment, and welfare in a labor market with search frictions and taste discrimination. A tradable employment quota appears to be a viable alternative yielding superior labor market outcomes.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"148 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116333484","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2015-06-06DOI: 10.3844/AJEBASP.2015.48.59
Sibtain Kazmi, Saf Hasnu, Raja Ahmed Jamil
This research endeavours to investigate the involvement of the Human Resources (HR) department throughout the budgeting process and the utilization of budgets to further perform HR activities. Study seeks empirical evidence based on the responses elicited from HR department managers in 100 Pakistani companies with a distinct HR department. Results suggest that the HR department has limited involvement in the budgeting procedures, which in turn could explain the limited use of budgets as a means of performance evaluation and communication. Evidence from survey showed that HR departments in Pakistan do fully capitalize on the budgets as a mean of achieving organizational goals. This study contributes to the literature by analysing the responses of HR department managers and their views towards the budgeting function from HR management perspective in Pakistani companies.
{"title":"Creating a Link between HR Department and Budgeting: What Do HR Managers Think?","authors":"Sibtain Kazmi, Saf Hasnu, Raja Ahmed Jamil","doi":"10.3844/AJEBASP.2015.48.59","DOIUrl":"https://doi.org/10.3844/AJEBASP.2015.48.59","url":null,"abstract":"This research endeavours to investigate the involvement of the Human Resources (HR) department throughout the budgeting process and the utilization of budgets to further perform HR activities. Study seeks empirical evidence based on the responses elicited from HR department managers in 100 Pakistani companies with a distinct HR department. Results suggest that the HR department has limited involvement in the budgeting procedures, which in turn could explain the limited use of budgets as a means of performance evaluation and communication. Evidence from survey showed that HR departments in Pakistan do fully capitalize on the budgets as a mean of achieving organizational goals. This study contributes to the literature by analysing the responses of HR department managers and their views towards the budgeting function from HR management perspective in Pakistani companies.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"130 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124254269","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Howard Hao‐Chun Chuang, Rogelio Oliva, Olga Perdikaki
type="main" xml:id="poms12403-abs-0001"> Staffing decisions are crucial for retailers since staffing levels affect store performance and labor-related expenses constitute one of the largest components of retailers’ operating costs. With the goal of improving staffing decisions and store performance, we develop a labor-planning framework using proprietary data from an apparel retail chain. First, we propose a sales response function based on labor adequacy (the labor to traffic ratio) that exhibits variable elasticity of substitution between traffic and labor. When compared to a frequently used function with constant elasticity of substitution, our proposed function exploits information content from data more effectively and better predicts sales under extreme labor/traffic conditions. We use the validated sales response function to develop a data-driven staffing heuristic that incorporates the prediction loss function and uses past traffic to predict optimal labor. In counterfactual experimentation, we show that profits achieved by our heuristic are within 0.5% of the optimal (attainable if perfect traffic information was available) under stable traffic conditions, and within 2.5% of the optimal under extreme traffic variability. We conclude by discussing implications of our findings for researchers and practitioners.
{"title":"Traffic-Based Labor Planning in Retail Stores","authors":"Howard Hao‐Chun Chuang, Rogelio Oliva, Olga Perdikaki","doi":"10.1111/POMS.12403","DOIUrl":"https://doi.org/10.1111/POMS.12403","url":null,"abstract":"type=\"main\" xml:id=\"poms12403-abs-0001\"> Staffing decisions are crucial for retailers since staffing levels affect store performance and labor-related expenses constitute one of the largest components of retailers’ operating costs. With the goal of improving staffing decisions and store performance, we develop a labor-planning framework using proprietary data from an apparel retail chain. First, we propose a sales response function based on labor adequacy (the labor to traffic ratio) that exhibits variable elasticity of substitution between traffic and labor. When compared to a frequently used function with constant elasticity of substitution, our proposed function exploits information content from data more effectively and better predicts sales under extreme labor/traffic conditions. We use the validated sales response function to develop a data-driven staffing heuristic that incorporates the prediction loss function and uses past traffic to predict optimal labor. In counterfactual experimentation, we show that profits achieved by our heuristic are within 0.5% of the optimal (attainable if perfect traffic information was available) under stable traffic conditions, and within 2.5% of the optimal under extreme traffic variability. We conclude by discussing implications of our findings for researchers and practitioners.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"59 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131352186","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
How is it that the world’s largest taxi service claims it is not a transportation company? How can an iconic worldwide package delivery company argue that it is not in the package delivery business? These are just two idiosyncrasies of the modern economy in which microentrepreneurial contractors using their own resources carry out the fundamental operations of enterprises. Businesses and courts have long struggled trying to determine whether certain workers are employees or independent contractors. Originally, the focus was on whether the employer should be held liable to third parties for injuries arising from the employer’s workers — it controlled the actions of the workers; it should therefore be responsible for those actions. More recently, however, the focus has been on whether the employer should be responsible to the worker for unemployment insurance, workers’ compensation, tax responsibilities and compensation benefits, and other liabilities associated with employees. In this latter analysis, while the focus has been on the economic reality of the employment relationship — i.e., whether the independent contractor is truly economically independent — control is still a critical factor. If the employer controls the worker, how can the worker truly be independent?Part of the control factor in the economic reality test is the extent to which the worker is dependent upon the employer for his or her livelihood, under the argument that the more dependent the worker is the less independent he or she actually is. With the rise of the “sharing economy” where individuals are connected through online intermediaries with potential customers needing a task performed, a room to rent, or a ride to the airport, the workers are much less dependent on the intermediary employer. As such, the tests used to classify the workers — employees or independent contractors — which still fundamentally focus on control, are failing. There is still some control exercised by the employer, but less worker dependence on that employer. This paper argues that the nature of work exemplified by the sharing economy requires the classification tests adjust to focus not on the dependence of the workers on the employer, but the dependence of the employer on the workers. If the enterprise arranging all of these individualized tasks and services is dependent on the service providers for its existence, then those service providers should be considered employees of the enterprise.
{"title":"Worker (Mis)Classification in the Sharing Economy: Trying to Fit Square Pegs in Round Holes","authors":"R. Sprague","doi":"10.2139/SSRN.2606600","DOIUrl":"https://doi.org/10.2139/SSRN.2606600","url":null,"abstract":"How is it that the world’s largest taxi service claims it is not a transportation company? How can an iconic worldwide package delivery company argue that it is not in the package delivery business? These are just two idiosyncrasies of the modern economy in which microentrepreneurial contractors using their own resources carry out the fundamental operations of enterprises. Businesses and courts have long struggled trying to determine whether certain workers are employees or independent contractors. Originally, the focus was on whether the employer should be held liable to third parties for injuries arising from the employer’s workers — it controlled the actions of the workers; it should therefore be responsible for those actions. More recently, however, the focus has been on whether the employer should be responsible to the worker for unemployment insurance, workers’ compensation, tax responsibilities and compensation benefits, and other liabilities associated with employees. In this latter analysis, while the focus has been on the economic reality of the employment relationship — i.e., whether the independent contractor is truly economically independent — control is still a critical factor. If the employer controls the worker, how can the worker truly be independent?Part of the control factor in the economic reality test is the extent to which the worker is dependent upon the employer for his or her livelihood, under the argument that the more dependent the worker is the less independent he or she actually is. With the rise of the “sharing economy” where individuals are connected through online intermediaries with potential customers needing a task performed, a room to rent, or a ride to the airport, the workers are much less dependent on the intermediary employer. As such, the tests used to classify the workers — employees or independent contractors — which still fundamentally focus on control, are failing. There is still some control exercised by the employer, but less worker dependence on that employer. This paper argues that the nature of work exemplified by the sharing economy requires the classification tests adjust to focus not on the dependence of the workers on the employer, but the dependence of the employer on the workers. If the enterprise arranging all of these individualized tasks and services is dependent on the service providers for its existence, then those service providers should be considered employees of the enterprise.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"279 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129980606","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The purpose of this article is to characterize the decision variables in the design process of the personnel function, specifically at micro- and small-enterprises. The problem is particularly relevant to micro- and small-enterprises at which, due to limited resources and relatively small (usually linear) structures, the organization of personnel processes is more difficult than at larger entities.
{"title":"Designing the Human Resource Function at Micro- and Small-Enterprises","authors":"Marcin Gołembski","doi":"10.2139/ssrn.3329435","DOIUrl":"https://doi.org/10.2139/ssrn.3329435","url":null,"abstract":"The purpose of this article is to characterize the decision variables in the design process of the personnel function, specifically at micro- and small-enterprises. The problem is particularly relevant to micro- and small-enterprises at which, due to limited resources and relatively small (usually linear) structures, the organization of personnel processes is more difficult than at larger entities.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-05-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115348718","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The plight of employees with unstable work schedules is demonstrated here with new findings, using General Social Survey (GSS) data. These findings (as well as key findings from other research) are highlighted below. Irregular scheduling about 10 percent of the workforce is assigned to irregular and on-call work shift times and this figure is likely low. Add to this the roughly 7 percent of the employed who work split or rotating shifts and there are about 17 percent of the workforce with unstable work shift schedules.Six percent of hourly workers, 8 percent of salaried workers, and 30 percent of those paid on some other basis work irregular or on-call shifts. Adding in split or rotating shifts, the shares working unstable work schedules are 16 percent (hourly), 12 percent (salaried) and 36 percent (other). By income level, the lowest income workers face the most irregular work schedules. Workers paid under $22,500 per year are more likely to work on irregular schedules than workers in the income bracket above that (workers in the latter bracket who are salaried would be just above the current salary minimum threshold for assured FLSA overtime coverage). Irregular shift work is associated with working longer weekly hours.By occupation type, about 15 percent of sales and related occupations have irregular or on-call schedules. By industry, irregular scheduling is most prevalent in agriculture, personal services, business/repair services, entertainment/recreation, finance/insurance/real estate, retail trade, and transportation communications. Estimates of the proportion of the workforce with “variable hours,” in terms of not being able to specify a “usual” workweek (according to Current Population Survey, not GSS data), are remarkably consistent — almost 10 percent of workers overall. Being part-time more than doubled the likelihood of having hours that vary weekly. The share with variable workweeks also is higher in certain occupations and industries, such as sales, and lower in others, such as professional, managerial, and administrative support. Also, the prevalence is reduced for union members, married workers, government employees, whites, men, and workers with a higher level of education.Employees who work irregular shift times, in contrast with those with more standard, regular shift times, experience greater work-family conflict, and sometimes experience greater work stress. Less than 11 percent of workers on “regular” work schedules report “often” experiencing work-family conflict in contrast with as many as 26 percent of irregular/on-call shift employees, and 19 percent of rotating/split shift workers. Similar differences appear for reporting that they “never” experience work-family interference. Overtime work that is required by the employer increases the likelihood of having an irregular schedule and particularly of working on rotating/split shifts.Overtime work that is mandatory is greatest among those who earn at least $22,500 but bel
{"title":"Irregular Work Scheduling and Its Consequences","authors":"L. Golden","doi":"10.2139/SSRN.2597172","DOIUrl":"https://doi.org/10.2139/SSRN.2597172","url":null,"abstract":"The plight of employees with unstable work schedules is demonstrated here with new findings, using General Social Survey (GSS) data. These findings (as well as key findings from other research) are highlighted below. Irregular scheduling about 10 percent of the workforce is assigned to irregular and on-call work shift times and this figure is likely low. Add to this the roughly 7 percent of the employed who work split or rotating shifts and there are about 17 percent of the workforce with unstable work shift schedules.Six percent of hourly workers, 8 percent of salaried workers, and 30 percent of those paid on some other basis work irregular or on-call shifts. Adding in split or rotating shifts, the shares working unstable work schedules are 16 percent (hourly), 12 percent (salaried) and 36 percent (other). By income level, the lowest income workers face the most irregular work schedules. Workers paid under $22,500 per year are more likely to work on irregular schedules than workers in the income bracket above that (workers in the latter bracket who are salaried would be just above the current salary minimum threshold for assured FLSA overtime coverage). Irregular shift work is associated with working longer weekly hours.By occupation type, about 15 percent of sales and related occupations have irregular or on-call schedules. By industry, irregular scheduling is most prevalent in agriculture, personal services, business/repair services, entertainment/recreation, finance/insurance/real estate, retail trade, and transportation communications. Estimates of the proportion of the workforce with “variable hours,” in terms of not being able to specify a “usual” workweek (according to Current Population Survey, not GSS data), are remarkably consistent — almost 10 percent of workers overall. Being part-time more than doubled the likelihood of having hours that vary weekly. The share with variable workweeks also is higher in certain occupations and industries, such as sales, and lower in others, such as professional, managerial, and administrative support. Also, the prevalence is reduced for union members, married workers, government employees, whites, men, and workers with a higher level of education.Employees who work irregular shift times, in contrast with those with more standard, regular shift times, experience greater work-family conflict, and sometimes experience greater work stress. Less than 11 percent of workers on “regular” work schedules report “often” experiencing work-family conflict in contrast with as many as 26 percent of irregular/on-call shift employees, and 19 percent of rotating/split shift workers. Similar differences appear for reporting that they “never” experience work-family interference. Overtime work that is required by the employer increases the likelihood of having an irregular schedule and particularly of working on rotating/split shifts.Overtime work that is mandatory is greatest among those who earn at least $22,500 but bel","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130752139","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2004-11-01DOI: 10.1108/13581980410810885
M. Mainelli
There is a gap linking organisational risk profiles to real people. Yet people are core to all risk/reward decisions, both at an organisational and a personal level. If an organisation is the aggregate of the decisions made by its people, how can aggregation be carried out sensibly; how can concordance between the organisational risk/reward profile and its people’s be ensured; what tools might help? The paper concludes with suggestions for areas of potentially fruitful research into how personal risk/reward profiles can be assessed and analysed to inform organisational risk/reward decisions.
{"title":"Personalities of Risk/Reward: Human Factors of Risk/Reward and Culture","authors":"M. Mainelli","doi":"10.1108/13581980410810885","DOIUrl":"https://doi.org/10.1108/13581980410810885","url":null,"abstract":"There is a gap linking organisational risk profiles to real people. Yet people are core to all risk/reward decisions, both at an organisational and a personal level. If an organisation is the aggregate of the decisions made by its people, how can aggregation be carried out sensibly; how can concordance between the organisational risk/reward profile and its people’s be ensured; what tools might help? The paper concludes with suggestions for areas of potentially fruitful research into how personal risk/reward profiles can be assessed and analysed to inform organisational risk/reward decisions.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129649202","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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