Arbitration of accommodation in US workplaces: employee,stakeholder and human resources characteristics

This research examines how arbitrators consider accommodations for employees with physical and mental illnesses. Unlike other recent research on the subject, the authors specifically and purposely draw their sample from recent US arbitration cases—2015 to 2018, n = 209. Additionally, using content analysis software, NVivo , the case characteristics were autocoded, and the case outcomes were manually coded. Using logistic regression, the following model was developed to predict the odds of case outcomes: disability, injury, discrimination, retaliation, absence and reinstatement. The Cox and Snell and Nagelkerke analysis indicates that our model accounts for approximately 15.6 to 21.5 per cent of the variance, with 33.3 per cent of the individual and split arbitration cases outcomes and 91.2 per cent for organisation arbitration cases correctly predicted. The model predicts 71.2 per cent of the cases.     

Powerful CEOs,cash bonus contracts and firm performance

We investigate whether powerful chief executive officers (CEOs) influence the conditions of their cash bonus contracts. Specifically, we examine (i) the association between CEO power and the proportion of ex-ante cash bonus to base salary (bonus ratio), (ii) the association between CEO power and the relative use of non-financial to financial performance targets in cash bonus contracts, and (iii) the performance consequences of incorporating non-financial targets in cash bonus contracts. Results show that powerful CEOs are associated with greater ex-ante bonus ratios and higher proportions of non-financial performance targets compared to less powerful CEOs. Furthermore, the use of quantitative and corporate social responsibility (CSR)-related non-financial performance targets is positively associated with subsequent firm performance, and the use of undefined non-financial performance targets is negatively associated with subsequent firm performance. These results are robust to alternative econometric specifications and variable definitions.     

Dividend payout and executive compensation: theory and evidence from New Zealand

Using a model based on Bhattacharyya (2007), we predict a positive (negative) relationship between the earnings retention ratio (dividend payout ratio) and managerial compensation. We use tobit regression to analyse data for New Zealand firms' dividend payouts over the period 1997–2015 and find results consistent with Bhattacharyya (2007). These results hold when the definition of payout is modified to incorporate both common dividends and common share repurchases. Our results indicate that corporate dividend policy among New Zealand firms is perhaps best understood by considering the dividend payout ratio, rather than the level of, or changes in, cash dividends alone.     

Does Employing Older Workers Affect Workplace Performance?

Using a panel of workplaces in Britain, we investigate the implications for businesses of employing older workers. Workplace labor productivity falls where the proportion of older or younger workers rises. These raw associations are attenuated somewhat after controlling for aspects of human capital. In contrast, there is no significant association between age shares and workplace financial performance, suggesting that any reluctance by employers to employ greater numbers of older workers may be misplaced.     

Predicting intention to recycle on the basis of the theory of planned behaviour

Governments worldwide have launched various schemes to promote recycling by individuals, from legislation to voluntary and mandatory policies, waste charging, kerbside collection, waste separation bins, and promotional campaigns. Much remains to be done, however, in terms of understanding the psychological relationships among consumers' attitudes, intentions, and behaviours when it comes to recycling. This study was designed to examine recycling intention through the lens of the theory of planned behaviour (TPB). Using online survey, we recruited participants (n = 827) through an online survey platform ( mturk.com ). The results show that TPB can predict consumers' intention to recycle. It was further found, however, that attitude towards recycling did not predict intention to recycle. The findings presented here have significant implications for policymakers and practitioners who are interested in inculcating recycling intention and behaviours in members of the public. This study extends the TPB in the context of recycling. There is a need to examine the theories' explanatory power in different research settings and context. Moreover, regulations and policies on recycling continue to evolve. For example, recently in 2018, Australia is banning plastic bag. Consequently, the new policy will affect people's perception towards recycling. Hence, continued research on recycling is needed.     

Developing cross-selling capability in key corporate bank relationships: the case of a Nordic Bank

This research focuses on the challenges in developing the cross-selling capability of a multinational European corporate bank operating in both the business and consumer markets. An extensive qualitative research design was carried out involving 50 interviews with chief financial officers (CFOs) and bank representatives from four European countries, eight workshops, and participant observation. The barriers to cross-selling experienced by the Bank are specifically: a lack of cooperation within organisational levels and units, non-existent information sharing among employees, underdeveloped internal services for cross-selling, resistance to change, and outdated CRM systems are identified as the five major internal challenges that banks have to cope with. Corporate customers however perceive that the five major challenges that inhibit the corporate banks’ ability to provide better services and to properly exploit cross-selling capability are: the lack of cross-asset management, inability to sell cross-asset services, fragmented organisational structure, the lack of sufficient internal marketing and communication, and lack of knowledge sharing. This study identifies ten major challenges—five that deal with the Bank’s internal personnel, and five identified by key corporate customers—that are essential to overcome to better address cross-selling efforts.