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A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

The purpose of this paper is to document the total return on investment (ROI) of a comprehensive worksite health program from 1999 to 2007 through two different analytic approaches.

Two analytical techniques were used: time period analysis and historical trend analysis of the entire study period. The time‐period analysis of ROI was performed among employees in four time periods: 1999‐2001; 2002‐2003, 2004‐2005; and 2006‐2007. The historical trend analysis on participation‐related savings was used to compare the financial trend differences between participants and non‐participants as well as the three different participation levels of continuous, sporadic, and non‐participants since the year 2000 among 2,753 employees who worked for and were covered by the company‐sponsored health plans for the entire study period.

The ROI from health care costs and time away from work ranged from 1.29 to 2.07 for the four time periods with a cumulative ROI of 1.66 over nine years. The historical trend analysis of 2,753 long‐term employees resulted in a 1.57 ROI for 2,036 program participants (t‐test: p<0.005) with statistically significant annual saving of $180 per participant per year.

The returns on comprehensive worksite health program were greater than the program investment as documented by both time‐period and historical trend analyses. Organizations seeking ways to manage the increases in health care and absenteeism costs of employees will be encouraged to see that positive returns can be generated by investments in employee health and wellness and steady or consistent participation is one key to generating success.

Fiscal stress has spurred city governments to search for ways to reduce costs. Human resource professionals and municipal budget officers have been searching for ways to reduce personnel-related costs because this is where the greatest savings can be realized. This paper identifies and examines different personnel cost-containment strategies pursued by a national sample of 90 large U.S. cities. It focuses on hiring, wages and hours, employee benefits and other HR-related actions. Results indicate that jurisdictions whose municipal fiscal conditions are considered to be fair or poor are more likely than cities whose fiscal conditions are perceived to be good to excellent to use many of the cost reduction strategies. Other demographic and organizational variables had some limited relationship with the use of strategies, but were not as significantly associated with costcontainment actions as city economic climate.

HIV/AIDS has implications of varying severity across a wide spectrum of businesses in South Africa. Financial accountability is therefore required to enable investors and other stakeholders to be advised regarding the effect of HIV/AIDS on company performance and to make informed decisions. This paper explores financial accountability with regard to HIV/AIDS. It investigates top management’s awareness, coping strategies and financial information (available and required) that is communicated internally and to stakeholders. Its empirical content concentrates on major public companies that operate in industries in which HIV/AIDS is known to be present. It reveals that companies are informed and pragmatic. However, many do not engage in legally permissible prevalence testing, and thereby frustrates attempts at a clear definition of the problem and at forecasting. Most companies are therefore unable to project what the effect of HIV/AIDS on future performance and profitability will be. The paper concludes that, although HIV/AIDS receives attention in terms of corporate governance, there is an absence of financial accountability via annual reports and financial statements. Many companies have no information available, while others may elect not to disclose it.

Costs associated with workplace injuries and illnesses continue to be a major concern for apparel manufacturers. A major cost is that of workers' compensation insurance, the social insurance programme that provides a means of paying for costs associated with work‐related injuries and illnesses. The purpose of this study was to examine the practice by US apparel companies of involving employees on safety teams or committees as a strategy for reducing workers' compensation costs. Data were generated from responses to a mailed questionnaire by 134 upper level managers in apparel companies located throughout the USA. Results indicated that 60 per cent of the respondents involved employees on a safety team or committee. Chi‐square analysis showed a significant difference in observed frequencies and expected frequencies for change in workers' compensation costs when employees were involved in safety teams or committees. Employee involvement was reported as a component of ergonomics and safety programmes by over two‐thirds of the companies that were developing and implementing such programmes. The findings from this study provide support for involving employees on safety teams or committees as a cost reduction strategy.

This study aims to identify antecedents to noncompliance behavior influenced by decision contexts where investments in time, effort and resources are devoted to a task – referred to as a task unlikely to be completed without violating the organization’s information security policy (ISP).

An empirical test of the suggested relationships in the proposed model was conducted through a field study using the survey method for data collection. Pre-tests, pre-study, main study and a follow-up study compose the frame of our methodology where more than 500 respondents are involved across different organizations.

The results confirm that the antecedents that explain the escalation of commitment behavior in terms of the effect of lost assets, such as time, effort and other resources, give us a new lens to understand noncompliance behavior; employees seem to escalate their commitments to the completion of their tasks at the expense of becoming noncompliant with ISP.

One of the key areas that requires further attention from this study is to better understand the role of risk perceptions on employee behavior when dealing with value conflicts. Depending on how risk-averse or risk seeking an employee is, the model showed no significant support in either case to influence their noncompliance behavior. The authors therefore argue that employees' noncompliance may be influenced by more powerful beliefs, such as self-justification and sunk costs.

The results show that when employees are caught in tasks undergoing difficulties, they are more likely to increase noncompliance behavior. By understanding better how project obstacles result in such tasks, security managers can define new mechanisms to counter employees’ shift from compliance to noncompliance.

Apart from encouraging compliance with enforcement mechanisms (using direct behavioral controls like sanctions or rewards), indirect behavior controls may also encourage compliance. The authors suggest that the ISPs should state that the organization would take positive actions toward task completion and help their employees to resolve their problems quickly.

This study is the first to tackle escalation of commitment theories and use antecedents that explain the effect of lost assets, such as time, effort and other resources can also explain noncompliance with ISP in terms of the value conflicts, where employees would often choose to forego compliance at the expense of finishing their tasks.

Drawing on a costs-benefit analysis perspective, the purpose of this paper is to investigate the relationship between managerial openness and employee voice and its boundary conditions.

This study collected three waves of data by surveying 326 pairs of employees and their supervisors. The hypotheses were tested by using Hayes’s (2018) SPSS macro application with a bootstrap approach to obtain confidence intervals.

Managerial openness facilitates employee voice by decreasing perceived voice costs. Felt obligation positively moderates the direct as well as the indirect relationship between perceived voice costs and employee voice.

This study uncovers the alternative mechanism underlying the relationship between managerial openness and employee voice as well as the boundary condition of this relationship.

To help reduce the increasing number of information security breaches that are caused by insiders, past research has examined employee non-compliance with information security policy. However, existent studies have observed mixed results, which suggest that an interaction is likely to exist among the variables that explain employee non-compliance. In an effort to provide evidence for this possibility, this paper aims to better explain why employees routinely engage in non-compliant behaviors by examining the direct and interactive effects of employees’ perceived costs and rewards of compliance and non-compliance on their routinized non-compliant behaviors.

Based on rational choice theory, this study used 16 hypothetical scenarios in an experimental survey, collecting data from 326 respondents and analyzing them via structural equation modeling and a four-way factorial experiment.

The results suggest that routinized non-compliance of employees is more strongly influenced by the rewards than the costs they perceive in their non-compliance. Further, employees’ routinized non-compliance behavior was found to be positively influenced by an interactive effect of perceived rewards of compliance when their perceptions of their non-compliance costs and rewards were both high and low.

This paper’s key contribution is to suggest that non-compliance behavior is influenced by direct and interactive effects of perceived rewards of compliance and non-compliance.

Consumers can provide monetary tips to service employees as a reward for their efforts. However, consumers’ ability to recognize the demands of these jobs could affect tipping behavior. This study aims to examine the difficulty consumers have recognized the emotional toll of service work, and how this affects tipping behavior.

Three experiments were conducted with US participants to determine how the focus on emotional burdens of service work affects willingness to tip lower level service employees.

Results reveal that when consumers hear about the emotional costs of service labor, they report less willingness to tip low-level workers, compared to when they learn about other job costs or contributions. Results further show that reducing power distance between customers and workers can increase willingness to tip when emotional costs are emphasized.

This research contributes to the services literature by showing how feelings of power affect whether consumers appreciate certain job costs, and, in turn, their tipping behavior.

This research clarifies how consumers perceive job demands, which has direct consequences for tipping behavior and suggests more strategies to improve tips.

Findings can help advocates looking to advance the status and compensation for lower-level service workers.

This research is first to explore why the emotional costs of service labor are not recognized in certain cases, and provides insight on how to improve customer treatment of lower-level service labor.

Purpose – This study examines how managerial ability relates to employee productivity using a broad and generalized sample of US firms.

Methodology – This study employs a generalized sample of firm-years from all industries between 1980 and 2013.

Findings – By contending that managers differ in their ability to synchronize management processes and human capital in ways that enhance employee productivity, the authors provide evidence showing that more-able managers are associated with higher employee productivity. In addition, the authors find that high-ability managers moderate the negative relation between uncertain environments (high-technology firms) and employee productivity. Furthermore, the authors decompose employee productivity into employee efficiency components and employee cost components. The authors find a significant positive association between managerial ability and the employee efficiency component, but do not see a significant association between managerial ability and the employee cost component.

Value – The results contribute to the understanding of employee productivity by showing the relation between managerial ability and employee productivity.