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The market for solidarity employee savings remains under most people's radar in France, but targeting a new audience of employee savers it has progressed steadily in recent years. The solidarity employee savings works on the same mechanisms of employee savings ‘classic’, while allowing employees, through a part of their investments, to help solidarity activities. Since 1 January 2010, it is mandatory that French employees be offered a solidarity savings fund in which they can invest assorted company savings plans (French acronym ‘PEE’ for plans épargne entreprise) or group retirement savings plans (French acronym ‘PERCO’ for plan épargne retraite collective). In this way, French legislators have created a wealth of around 12.3 million employees in solidarity employee savings, hence the value of understanding this emerging phenomenon and ascertaining its compatibility with employee savings.

This study explores the phenomenon of compassionate leadership, a promising concept in management literature. Despite significant contributions towards the understanding of its antecedents and consequences, the specific role of compassion concerning the leader behavior under extreme pressure remains unexplored.

Drawing empirically on the case of three banks under three different logics, the authors trace how heads of banking branches, namely, middle managers, deal with the paradoxical phenomenon of integrating their human nature with the coetaneous need to achieve aggressive objectives. The authors analyzed interviews using the interpretive research method (Hatch and Yanow, 2003).

The authors identified that the logic of savings banks and credit cooperatives, together with specific human elements, created a healthier environment to develop compassionate behaviors compared to commercial banks. The authors found coherence when linking the institutional message of putting the spotlight on a personalized treatment of customers, and the middle manager compassionate actions towards customers and subordinates.

Suggestions for future theorizing and research are advanced, along with constructive practical implications to rehumanize the dark side of banking for both employees and customers.

The findings provided in this paper are original because they provide further evidence of linking business logics with compassionate leadership of middle managers and its impact on employees and customers.

Taking an international comparative approach, this chapter investigates the variance in the adoption of employee share ownership and stock option arrangements across countries. In particular, we investigate the influence of multinational enterprises (MNEs), industrial relations factors, HRM strategies, and market economies on the adoption and spread of the arrangements across countries. We find that industrial relations factors do not explain the variance in adoption by companies in their respective countries. MNEs and HRM strategies are important drivers of adoption. Market economy does not moderate the influence of MNEs on adoption, suggesting that MNEs universally apply the arrangements across borders.

Energy-saving behavior of individuals is essential to minimize energy use and reduce the emission of toxic gases. This study's actual focus is to find out the determinants of the energy-saving behavior of individuals in the workplace.

As a theoretical research model, the extended theory of planned behavior (TPB) has been used to analyze the determinants of energy-saving intentions. A survey method is used to collect 289 valid data, and structural equation modeling (SEM) is used to analyze the data.

The final result shows that the variables attitude at home, subjective norm (SN) and descriptive norms positively impact intention to save energy at the workplace. In contrast, the construct attitude and perceived behavior control is insignificant in this research. On the other hand, the personal moral norm (PMN) is a powerful predictor of individual energy-saving intentions at the workplace.

This research provides insights that will help the organizations understand the behavior of individuals at the workplace for energy-saving intentions to formulate such policies that will enhance individuals' practice for energy savings.

Many companies are not satisfied with the methods used to calculate savings for capital equipment purchasing (CEP), and the existing academic literature does not provide adequate suggestions for solving this problem. Therefore, the authors will aim to analyze how companies measure savings for CEP and attempt to identify the main challenges in this area. In order to understand which savings measurement system for CEP is appropriate in a specific situation, they will explore the relevant determinants and effects of savings measurement for CEP.

After presenting a description of the theoretical foundations of CEP and savings measurement, the article presents three cases of savings measurement for CEP from manufacturing industry and pinpoints the major challenges involved. These challenges are then discussed with reference to the relevant literature and a conceptual model for savings measurement for CEP is developed.

The authors identify six procedure-specific and seven behavior-specific challenges. Procedure-specific challenges in savings measurement for CEP primarily address topics concerning components and calculation methods, while behavior-specific challenges mainly involve manipulation, trust and judgment. The authors’ formulated propositions state that savings measurement for CEP is influenced by internal and external determinants and affects CEP's performance, manipulation and trust, as well as judgments which may be made about CEP's savings measurement results.

The managerial implications of the authors’ research concern the successful design and process of savings measurement for CEP.

Savings measurement for CEP, as a special case of purchasing performance measurement, has received little attention in the academic literature. Thus, the authors will present calculation methods, along with identifying and discussing challenges and revealing relevant determinants and effects.

Business process management (BPM) is a key concept in information systems (IS) research that helps to connect business strategy with the use of technology in an organization. Contemporary BPM research is no longer only about methods, procedures, or tools for managing or modeling processes but about assessing and developing BPM capability in organizations. For this purpose, a vast collection of maturity models has been designed by practitioners and scholars alike. Such models are used to assess the status quo and benchmark it against other organizations, and, most important, to guide the development of BPM capability. With this study, the paper challenges the maturity model perspective of such development models.

In this study, methods of qualitative IS research are employed to address the research objectives.

The paper shows that maturity model-based guidance would be inadequate. Instead, other concept-external factors resulting from organizational and environmental characteristics appear to be important indicators. The theory discussion introduces alternative takes on BPM capability development, lays out implications for BPM practice, and presents potentially fruitful paths for future research in the area of BPM capability development.

This paper challenges the current perspectives and contributes a new direction for conceptualizing BPM capability development.

This paper aims to provide a literature review of corporate wellness programs to develop recommendations for effective internal marketing of healthy behaviors in work environments.

A review of research literature published since 2000 addresses corporate wellness programs’ justifications and best program design practices.

Corporate and employee benefits documented in the literature are reviewed and best practices from published literature are identified to guide the design of wellness programs. These include framing clear messages, alignment of corporate culture and business strategy with wellness program goals, senior leader support, clear objectives and evaluation, incorporation of peer support and enjoyable activities, utilization of effective priming for healthy choices and consideration of legal and ethical incentives.

Further research is needed, including how to frame messages for diverse work groups, how to carry out effective program assessments, what types of marketing appeals are effective, what wellness activities lead to healthy behavior change and how is increased employee productivity related to quality of life. Additional questions include how priming encourages healthy behaviors, what promotes healthy workplace cultures and what social marketing appeals promote healthy behaviors.

Senior managers can implement findings to create effective wellness programs benefiting employees and firms through improved employee health and productivity and reduced corporate health-care costs.

Effective wellness programs reduce overall health-care costs for society and provide improved participants’ quality of work, personal and family life.

This research uniquely applies internal marketing, social marketing and marketing exchange concepts to best practices from the wellness literature and applies these to recommendations for effective corporate-based wellness programs.

This study used dominance analysis to examine the relative importance of psychological versus pecuniary approaches to the development of employee ownership attitudes and behaviors. In a sample of 409 non-unionized employees from a commercial real estate firm, we found that perceptions of information and control (i.e., psychological ownership) had a much stronger impact on ownership-related outcomes than did voluntary investment in company stock (i.e., pecuniary ownership), as hypothesized. These findings are consistent with the predictions of the employee ownership literature, suggesting that ownership culture initiatives should be directed at increasing employees’ perceptions of information and control.

At the center of its core, Health Care is the application of a general body of knowledge to the needs of a specific patient. For centuries, this knowledge was generally regarded as the property of the healing professions and the individual clinician, not necessarily of the health care delivery organization. Managerial practice also had a tendency to treat this knowledge as an attribute of the provider, thus focusing on the resources clinicians used as they provided care and on the hotel-type functions associated with inpatient institutions. That is, there was a deliberate differentiation between management practice, focused on business processes, and clinical practice, focused on the activities and decisions of diagnosis and treatment. Though often described as bureaucratic and incrementally changing, health care is also a very dynamic and innovative field. Around the globe, research scientists, private industries, academics, and governmental and nongovernmental agencies continue to work in innovating new ways to provide better care, find cures, and improve health. At the same time, health care delivery has been undergoing a gradual but important change. Patient care, once the domain of the individual practitioner, is becoming the domain of the care delivery organization. Additionally, the mission of these organizations is shifting. As science, technology, care processes, and care teams have become more complex and diverse, the way in which the activities of care are organized and the institutional context in which they occur have become an increasingly important determinant of the effectiveness and efficiency of that care. As a result, the object of management has changed. In response to these changes, health care managers have started focusing on the management of the care as well as the management of the institutions in which the care takes place, thereby creating a set of ‘Best Practices’ which are briefly described in this paper along with how the process of innovation is developing in the health care system.

This paper aims to demonstrate how supply‐chain company Wincanton has reduced sickness absence, improved productivity and heightened morale.

Draws upon the experience of Wincanton's sickness absence management program, driven by the partnership between the HR department, Wincanton employees and absence‐management specialist active health partners (AHP).

Describes the significant variation in staff‐absence levels across different sites and types of work contract and the detrimental effects of such absence on Wincanton's performance. The company selected an absence‐management service led by nurses in order to provide effective, timely medical advice, encouraging staff to take responsibility for their health while at the same time facilitating a prompt return to work.

Shows how taking an active approach to staff absence and aligning reporting systems to identify and share good practice have had a positive impact on staff morale, productivity and profitability.

Highlights a significant reduction in average absence figures per employee and cost savings for the business.