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HR is at the very heart of this cultural revolution, and everything from candidate selection and onboarding right through to training and development play a key role.

This paper draws on Microsoft research highlighting productivity and digital transformation.

Organisations can future proof themselves by letting their employees become the driving force in the transition to digital.

This paper encourages readers to extend beyond simply using digital tools, opening up new channels of communication and inspiring new ways of thinking within an otherwise very traditional.

This study aims to address the question of why organizations do not uniformly apply pay for performance (PFP) throughout the organization, focusing on the wider occupational structure in which they and the jobs they create are embedded. The authors propose a model of “occupational differentiation” whereby the probability of a job within a given organization having PFP increases with the levels of monitoring difficulty and requisite human asset specificity characterizing the occupation to which a job belongs, being highest in occupations characterized by high levels of both (generally managerial and professional occupations).

Using the Workplace Employment Relations Survey (a nationally representative matched employer–employee dataset for Britain), this paper investigates this question for all 350 occupations delineated by the UK's Office for National Statistics using regression methods that adjust for other confounding factors such as demographic factors and workplace fixed effects.

The authors find organizations “occupationally differentiate” the use of PFP in ways consistent with the model, i.e. PFP is most likely to be found in occupations characterized by both high monitoring difficulty and high requisite human asset specificity (mainly managerial and professional occupations) and least likely in occupations scoring low in both. The finding holds across PFP types (individual, group, organizational), whether organizations are large or small, and hold across most industrial sectors.

The main implication of this study is that organizations appear to be taking into consideration whether the wider profession to which a job belongs when implementing PFP, irrespective of their own human resource management strategies and organizational context. There are a few limitations to this study, with the main one being that this model is mainly confined to empirical support is only found in the private sector. The public sector appears to be beyond the reach of the model, where PFP implementation is generally rarer. A second limitation is that the dataset is from 2011 and only covers a single country.

Given organizations appear to be implementing PFP based on occupation, this may lead to equity concerns, as different groups are being treated differently within organizations based upon their occupational group.

As PFP jobs tend to pay more than non-PFP jobs and PFP prevalence has been growing, by being more likely to implement it for generally high-paid groups (generally higher managerial and professional occupations), PFP may contribute to wider pay differentials within and between organizations.

By introducing the occupational-level of analysis and the differential nature of tasks across occupational groups, the model offers a new midrange, sociological perspective to understanding intra-organizational dynamics in PFP use and potentially human resource practices more broadly.

The purpose of this paper is to understand why managers, internal auditors and compliance staff (in financial firms specifically and using Malaysia as a concrete example) can want to ignore compliance-related legislation (a law on anticompetitive behaviour in this case).

The authors review, discuss and critique the literature on compliance and institutions in the light of existing data from Malaysia’s financial industry (literally confronting theory with data).

Legislative design can actually encourage managers and their auditors disobey/ignore the law for reasons which previous theories cannot explain.

This research does not use the regression techniques in vogue now. The findings, nevertheless, imply that attempts to explain phenomenon in management auditing should start with the laws governing managerial activity.

Auditors may use the methods used in this study to assess the extent to which financial services firms’ managers have incentives to comply with laws. Similarly, this research can quantify the extent to which internal auditors in these firms have incentives to find untoward conduct.

Poorly designed laws affecting managerial auditing derive from pre-existing social relationships, as well as help shape them (as shown using data). Identifying areas of non-compliance may actually signal deeper problems in the way businessmen and lawmakers make and enforce laws requiring compliance and self-assessment.

The authors know of no study looking at the economic incentives driving internal auditors’ behaviour – particularly in the area of antitrust. They show how law shapes management and auditors’ incentives, quantify these incentives and show how/why previous research fails to explain these incentives.

Describes how HIV and AIDS are carried and spread, particularly for high‐risk groups, but adds that it is not only behavioural but also those behaviours in conjunction with others. Employs figures and tables for added explanation and emphasis. Chronicles some individual case studies showing different “risk” behaviours and types of “unsafe” practices. Makes clear that the use of varied types of education are of major importance in the fight against ignorance and nonchalance in the battle against AIDS.

Dyadic leadership models, in which two professionals jointly lead and share unit responsibilities, exemplifies a recent trend in health care. Nonetheless, much remains unknown about their benefits and drawbacks. In order to understand their potential impact, we conducted a review of literature evaluating dyad leadership models in health systems.

Our narrative review began with a search of PubMed, CINAHL, Web of Science and Scopus using key terms related to dyads and leadership. The search yielded 307 articles. We screened titles/abstracts according to these criteria: (1) focus on dyadic leadership model, i.e. physician–nurse or clinician–administrator, (2) set in health care environment and (3) peer-reviewed with an evaluative component of dyadic model. This yielded 22 articles for full evaluation, of which six were relevant for this review.

These six articles contribute an assessment of (1) teamwork and communication perceptions and their changes through dyad implementation, (2) dyad model functionality within the health system, (3) lessons learned from dyad model implementation and (4) dyad model adoption and model fidelity.

Research in this area remains nascent, and most articles focused on implementation over evaluation. It is possible that some articles were excluded due to our methodology, which excluded nonEnglish articles.

Findings provide guidance for health care organizations seeking to implement dyadic leadership models. Rigorous studies are needed to establish the impact of dyadic leadership models on quality and patient outcomes.

This review consolidates evidence surrounding the implementation and evaluation of a leadership model gaining prominence in health care.

Looks at the use of turnover rents as a solution for both retailers and developers in the light of the current retail market to consider whether turnover rents will become more widely adopted. Examines turnover rent from the retailers′ viewpoint and the developers′ viewpoint, as well as the marketing of schemes. Concludes that although there are some negative aspects to turnover rent, they represent a move towards common interest between retailers and developers.

In June 2016, the first cases of Zika were reported in the USA in the Wynwood neighborhood of Miami, Florida. The purpose of this paper is to present the results of a survey of Wynwood businesses about their perceptions of their financial well-being and the government and media’s responses to the Zika outbreak.

A survey instrument was developed, and 44 owners/managers of Wynwood businesses were interviewed by telephone or in-person during the period when the outbreak was being managed.

Businesses reported downturns in revenues, profits, and customer traffic following the Zika outbreak. Believing that the downturn would be temporary, few businesses laid off workers or reduced prices. All businesses reported dissatisfaction with the government’s response to the outbreak.

This is the first study to document the impact of Zika on businesses located in outbreak areas. The findings highlight the business impact of Zika outbreaks and suggest a need for improved communication and response from state and local governments to business concerns when future outbreaks occur.

Agile software development, Knowledge workers and Lean thinking as a management system

The case lends itself to students of business management, or aspiring consultants, who have been exposed to operations management in general and Lean thinking specifically. It is an advanced case study, assuming prior knowledge in these subjects and approaches the subject matter from an organisational development point of view, rather than a pure operations point of view. It is thus well suited to an elective on operational excellence on an MBA or in executive education courses in Lean thinking

The case starts with Mark, manager of a software development team, hearing that he will have budget for two new developers who will join his team in the coming year. While the extra help could be useful, he was considering what the impact of new people would be on the productivity of the team, which he felt was already stretched. Mark continues to consider the entire development chain and how code changes were implemented to ACSESim’s (the company’s primary product) graphical user interfaces. Having recently been acquired by an American company, he was also under pressure to start to adopt some of the parent company’s systems, which would constitute a fairly disruptive, but necessary, change, particularly for future collaborations with other developers in the parent company. With two new developers, experience taught Mark that development could slow down owing to training efforts. To minimise disruption, he was wondering about how to get the new developers up-to-speed quickly and streamline their operations within a changing corporate environment. The case highlights the different mechanisms that were in place at ACSESim, including the use of issue trackers; Kanban boards; version control software; automated systems; stand-up meetings, etc. Each of these mechanisms is discussed briefly and shows the value they added to the development practices that were in place. This also allows students to understand Agile practices and what Lean thinking might mean in a knowledge work environment and then to consider what the proposed changes might mean and how they could be deployed.

To gain an understanding of how Lean and Agile principles can be applied in a software development environment and Lean knowledge work in general To consider the best way to manage new hires so that they can become productive in a Lean or Agile software development environment, whilst dealing with pressures to migrate to new systems.

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CSS: 9: Operations and Logistics.