Kevin Cox, the Executive Vice President of Human Resources for American Express, presented in a Fall 2011 graduate course on leadership at the ILR school, appropriately named View From the Top. The presentation began by focusing on how American Express utilizes pioneering technologies to continuously innovate within the business and shape the direction of the company. [click to continue…]
2011
Human resource departments have been chartered with the responsibility of protecting the intangible assets of their companies. It is the knowledge and skills of the workers that establish the true strategic advantage in any firm. In order to retain intangible assets of human capital, HR managers must respond to both the employee’s personal and professional needs. [click to continue…]
Until recently, Australian disability discrimination law was similar to that of the United States and much of the rest of the world: it defined disability relatively narrowly, its penalties for noncompliance were relatively paltry, and it depended on enforcement of lawsuits brought by aggrieved private citizens.
One of the most contentious issues unfolding in the political landscape of the United States is public education optimization and reform. While the United States represents the world’s largest and most diverse economy, it ranks “average” at best when it comes to public school education as a whole, and markedly worse in the math and science disciplines. [click to continue…]
Abstract: This article explores the common problems associated with ineffective diversity initiatives and what steps a firm can take to cultivate a successful plan. [click to continue…]
As the official coverage provider, the Cornell HR Review covered the keynote and panel discussions at the Human Capital Association’s (HCA) 9th Annual Symposium. [click to continue…]
Corporate ethics training, to be effective, must go beyond informing employees of laws and policies the firm expects them to comply with. Rather, its chief goal should be to equip and encourage employees to make sound ethical decisions. [click to continue…]
Key Findings
• Employees’ collective affective commitment, or their tendency as a group to feel loyal to and supportive of their employer, decreases their rate of turnover.
• HR practices that motivate and empower workers tend to foster employees’ commitment to the organization. These practices, through increased commitment, reduce workers’ tendency to leave.
• HR practices for recruiting and training, by contrast, do not necessarily increase employees’ commitment to the organization. Such HR practices, which are geared to bringing skills in house or developing current employees, can actually increase turnover.
Recommended Citation
Center for Advanced Human Resource Studies. (2011, August). Strategically deploy HR practices to increase worker commitment and reduce turnover (CAHRS ResearchLink No. 16). Ithaca, NY: Cornell University, ILR School.