Why do employees keep choosing the high-premium health care plan? An investigation of the financial consequences and logic of employee health care plan selections

In 1991, Dannon employees had the choice to stay with their current health care plan or switch to a new plan which offered a lower premium and less hospital cost coverage that better fit the needs of most employees. Both plans were the same in all other respects. Only 25% of employees chose the new lower-premium plan over the old plan. This article reports a collaborative effort between The Dannon Company and Cornell University's Center for Advanced HR Studies to identify the patterns of employee choices, and the effects of those choices on the actual costs that employees incurred. The actual decisions of 287 Dannon employees were examined, and the out-of-pocket costs that they actually incurred in the two years after the plan was introduced were calculated. © 1996 by John Wiley & Sons, Inc.     

MIACC (major industrial accidents council of Canada): A Canadian consensus group of stakeholders working on safety issues prior to legislation

MIACC is a unique not-for-profit organization using a consultative process to reduce the risk posed by potential major accidents involving dangerous substances. Working Groups, consisting of partner members, develop products based on recommendations made in the Bhopal Aftermath Review.¹ Consensus reports, approved by the stakeholder, result in National Standards and Guidelines which are intended to be practical and acceptable to industry and government alike.     

Equal access to hospitality services for guests with mobility impairments under the Americans with Disabilities Act: Implications for the hospitality industry

The hospitality operator's obligation to comply with the ADA has provided the necessary impetus to ensure that hospitality services are provided in a non-discriminatory manner. The ADA requires modification of hospitality policies and procedures to ensure that guests with disabilities are provided services in a manner equivalent to those provided to able-bodied guests. This article provides the hospitality operator with a framework for training front-line employees and offers recommendations for analyzing how current policies and procedures could be modified in a way that limits potential liability as well as more effectively meets the needs of guests with mobility impairments.     

Understanding the denial of abuses of human rights connected to sports mega-events*

Abstract

Academics debate the positive and negative consequences of hosting sports mega-events, and although there is a general recognition that doing so cannot be a panacea for solving other social issues, who wins and who loses tends to be the same. This article considers why mega-events are not more regularly resisted given the routinization of harm to local populations that they tend to invoke. It develops ideas derived from the late sociologist and criminologist Stanley Cohen concerning the relationships between, and the politics of, denial and acknowledgement, with specific attention to the role of academics, non-governmental organizations (NGOs) and the media. The article illustrates the difficulties in exposing, contesting and transforming these human rights abuses, but suggests that there are grounds for optimism as new strategies for communicating human rights abuses in connection with sports mega-events are developed.     

When does an employee not help coworkers? The effect of leader–member exchange on employee envy and organizational citizenship behavior

Using a sample of 233 front-line hotel employees, we examined leader–member exchange (LMX), envy, and organizational citizenship behavior (OCB). The results from path analysis support the research model that employees who have a relatively poor working relationship with their supervisor (i.e., low-quality LMX relationship) were more likely to show higher levels of envy than employees who have relatively closer working relationships with the same supervisor (i.e., high-quality LMX relationship). Ultimately, higher levels of envy decreased employee voluntary helping behavior (i.e., organizational citizenship behavior, OCB) toward coworkers. This finding suggests that employees perceiving a poor working relationship with their supervisor committed less voluntary helping behavior toward coworkers than their counterparts. Implications for managers and suggestions for future research are discussed.