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11 – 20 of over 48000Company programs to hire military veterans and Olympic athletes represent a convergence of responsibilities, interests, and opportunities for human resources (HR) and public…
Abstract
Company programs to hire military veterans and Olympic athletes represent a convergence of responsibilities, interests, and opportunities for human resources (HR) and public relations (PR) staffs. These employment initiatives often reflect corporate social responsibility (CSR) values as well as business goals. This chapter explores why companies create special hiring programs, how they are integrated into an HR function, and the role of PR in communicating about the program as part of a socially responsible mission. Though distinctive in their roles – HR in managing corporate staffing and PR in shaping a company’s image and promoting its brands – these two functions can jointly amplify the value and impact of special hiring programs.
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Lynn Shaw, Lubna Daraz, Mary Beth Bezzina, Amy Patel and Gillian Gorfine
The objective of this paper was to identify and analyze barriers to hiring persons with disabilities from the perspective of employers and persons with disabilities.
Abstract
Purpose
The objective of this paper was to identify and analyze barriers to hiring persons with disabilities from the perspective of employers and persons with disabilities.
Methodology
A scoping review was used to evaluate both evidence and grey literature. An integrative analysis was employed to explicate the most salient macro and meso level barriers that limit the hiring of persons with disabilities.
Findings
A total of 38 articles from 6,480 evidence literature and 19 documents from grey literature were included in data extraction. Barriers included: negative attitudes in society, by employers and coworkers (macro and meso); workplace barriers (meso) were about lack of employer knowledge of performance skill and capacity of persons with disabilities, and the lack of awareness of disability and the management of disability-related issues in hiring and retention; and service delivery system barriers (macro) were focused on the lack of integration of services and policies to promote hiring and retention.
Social implications
Knowledge gained furthers the understanding of the breadth of social, workplace and service delivery system obstacles that restrict the entry into the labor marker for persons with disabilities.
Originality/value
Barriers to employment for persons with disabilities at the macro and meso level are evident in the literature and they remain persistent over time despite best efforts to promote inclusion. Findings in this review point to the need for more specific critical research on the persistence of social, workplace and service delivery system barriers as well as the need for pragmatic approaches to change through partnering and development of targeted information to support employers in hiring and employing persons with disabilities.
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Brian Daugherty and Denise Dickins
This study examines perceptions of auditor independence (AI) and financial reporting quality (FRQ) when former auditors are hired by public companies into accounting oversight…
Abstract
This study examines perceptions of auditor independence (AI) and financial reporting quality (FRQ) when former auditors are hired by public companies into accounting oversight positions under differing strengths of corporate governance. Although the Sarbanes–Oxley (SOX) mandate of a one-year cooling-off period for the hiring of former audit engagement team members into accounting oversight positions (e.g., chief financial officer) may enhance perceptions of AI, it potentially sacrifices FRQ by restricting the hiring of candidates most familiar with a particular company's industry, risks, and controls. The results of this experiment suggest when a company (i) has strong corporate governance and (ii) hires an audit engagement team member without a one-year cooling-off period, stakeholders perceive financial statement quality to be highest as compared to all other experimental conditions. Interestingly, we also find hiring a former auditor who has not cooled-off one-year results in roughly the same perception of AI as hiring an auditor observing the one-year cooling-off requirement. Collectively, results suggest stakeholders may not perceive a benefit from the cooling-off requirement as independence is not viewed as enhanced and FRQ is viewed as diminished. Requiring disclosure of auditor alumnus hires, in lieu of a mandated cooling-off period, coupled with external measures of companies’ strength of corporate governance may be sufficient to protect AI and FRQ.
James M. Kohlmeyer, Larry P. Seese and Terry Sincich
Online education may meet the needs of students who do not want to attend classes or of working adults who want to obtain a college degree. Yet an open question is whether online…
Abstract
Online education may meet the needs of students who do not want to attend classes or of working adults who want to obtain a college degree. Yet an open question is whether online (OL) degrees meet the needs of employers (Adams & DeFleur, 2006; Columbaro & Monaghan, 2009). Specifically, our exploratory study investigates how professionals in public accounting firms perceive OL accounting degrees as compared to accounting degrees earned in the traditional face-to-face (FTF) environment relative to a hiring decision. To examine these issues, a survey was administered to accountants of small- and large-sized public accounting firms located in the southeast United States.
Our results revealed that public accounting professionals, in general, indicate a strong preference to hire students with a traditional FTF accounting degree as opposed to a candidate with an OL accounting degree. Even when both candidates (traditional vs. OL accounting degrees) had passed the CPA examination, public accounting firm professionals still prefer the traditional accounting degree. Yet public accounting firms were more willing to hire a candidate with an OL accounting degree from an Association to Advance Collegiate Schools of Business (AACSB) accredited university than a candidate with an OL accounting degree from a non-AACSB accredited university. Lastly, we found that the preferences for traditional accounting degrees existed across different job titles (e.g. partner, manager, senior) and different sized public accounting firms.
James M. Kohlmeyer, Larry P. Seese and Terry Sincich
Examine hiring preferences of nonpublic accounting professionals when selecting candidates with online versus traditional face-to-face (FTF) accounting degrees.
Abstract
Purpose
Examine hiring preferences of nonpublic accounting professionals when selecting candidates with online versus traditional face-to-face (FTF) accounting degrees.
Methodology/approach
Surveys.
Findings
Consistent with Kohlmeyer, Seese, and Sincich (2011), this study revealed that accounting professionals, in general, indicated a strong preference to hire students with a FTF accounting degree as compared to a candidate with an online (OL) accounting degree. However, there were two significant departures from the results of Kohlmeyer et al. (2011). AACSB accreditation did help mitigate the respondents’ reluctance to hire students with OL degrees. In addition, nonpublic accounting professionals were neutral as to whether they would hire someone with an online accounting degree in the next three years. Public accounting professionals opposed hiring someone with an online accounting degree in the next three years (Kohlmeyer et al., 2011).
Practical implications
Online programs are going to have to be more proactive in persuading accounting professionals that an online and FTF accounting degree are equally desirable for hiring purposes.
Social implications
Students need to be aware of accounting professionals’ hiring concerns in regard to candidates with online accounting degrees.
Originality/value
Little research has examined the hiring preferences of accounting professionals in selecting candidates with either an online or FTF accounting degree.
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