Autonomy strategies of government owned business corporations in Canada

State-owned enterprises, referred to as “government owned business corporations” in this paper, are a common phenomenon in Canada, are increasing in number, and are contributing substantially to the economy. The environment for these corporations is examined to establish the principal components and to identify two dominating trends in public policy, privatization and commercialization. The paper suggests that these trends, plus management's desire for flexibility, are resulting in the formulation of autonomy strategies designed to increase management's decision making capability relating to operating and strategic management with less government interference. A final section integrates the environment and autonomy strategies discussions to develop a typology for classifying the behaviour of government owned business corporations. The paper concludes that managers of government owned business corporations in Canada are formulating and implementing autonomy strategies because of environmental factors, public policies, and management's desire for independence.     

The "perfect storm" in compensation: convergence of events leads to a greater need to review compensation strategies

The recent unprecedented convergence of significant strategic events in the compensation arena has created the need for ongoing and extensive compensation planning. This article reviews the events leading to this point, describes the implications of the results from a recent Aon study with WorldatWork, and suggests what employers can do to successfully navigate the "perfect storm" in compensation.     

An empirical investigation of the effectiveness of an integrated service recovery system

Although service recovery has become an increasingly-studied topic in the operations management literature, robust theories and accompanying empirical studies have only begun to emerge. For example, while many authors have identified and measured the specific activities that are perceived by consumers as effective ways to recover from failure, much less attention has been directed at the systematic structuring of recovery efforts to consistently ensure customer satisfaction and achieve improved, long-term organizational outcomes. Building on recent research that identified the principal constructs of service recovery, this study seeks to explore the relative effectiveness of an integrated service recovery system. Data from 158 service organizations are used to explore the relationship between the system and its associated recovery outcomes. Results indicate that a complete recovery system defined by seven distinct dimensions (formalization, decentralization, comprehensiveness, accessibility, influence, human intensity, and system intensity,) significantly impacts internal capability improvements as well as externally-perceived outcomes (i.e., speed, employee empathy, and recovery effectiveness) while both of these outcomes have a significant impact on customer satisfaction and market performance attributed to service recovery     

Industrialization, Female Labor Force Participation, and the Modern Division of Labor by Sex

We examine the effect of industrialization on female labor force participation for 62 countries. Two hypotheses are tested: the emancipation hypothesis and the U-shaped hypothesis. Our results support the U-shaped hypothesis insofar as shifts in the distribution of occupations in early industrialization decrease female labor force participation by removing women from agriculture while excluding them from occupations in manufacturing and management. We further suggest that different paths to industrialization may have different effects on female labor force participation.     

Can you handle failure?

Handling failure and blame is key to managerial success. But roughly 70 % of Americans have a personality type that tends to react inappropriately when things go wrong. Some people are extrapunitive, always pointing a finger at someone else. Others are impunitive, denying there's a problem or that they played any role. And still others are intrapunitive, heaping too much blame on themselves and seeing disasters where none exist. Fortunately, there are ways to fix such flawed responses. The first step is to cultivate self-awareness; several personality tests can help you assess your interaction style. Next, deepen your political awareness to better understand what messages others are receiving. Once you've identified your bad habits, you can move toward more-adaptive responses. Dattner and Hogan describe several strategies that can benefit any of the personality types. You should make sure to listen and communicate well, reflect on the situation and the people involved, think carefully before acting, and look for lessons when mistakes do happen. Using detailed examples, the authors illustrate how people with the various personality types are apt to react to specific failures and explain what they might do differently. They also offer insights to help you recognize when your bosses, peers, or subordinates fit into one of the problematic categories and suggest ways to influence their behavior. The taxonomy and tactics they present will help you approach failure with an open mind and react in a balanced, constructive way.     

EMPLOYMENT-RELATED LEGAL OBLIGATIONS: A RISK MANAGEMENT PERSPECTIVE OF FEDERAL ANTI-DISCRIMINATION LAWS

Abstract: The authors examine the statutes, protected classes and damages under federal antidiscrimination laws. Because of the limitations of insurance as a loss financing tool, the authors contend that loss control is a more prudent course of action for employers than loss financing.