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The purpose of this paper is to: emphasize the importance of sound policies and procedures to support a sound compliance program; define the relationships among rules, policies, and procedures; and recommend a detailed, step‐by‐step approach for implementing a strong rules, policies, and procedures infrastructure.

The paper discusses the nature of rules, policies, and procedures and how they relate to one another, and recommends an approach to implementing a strong rules, policies, and procedures infrastructure broken down into four phases: discovery, rationalization, implementation, and ongoing maintenance.

The study finds that financial services organizations need to take steps for creating, controlling and distributing the right policies and procedures to the right audience based on the right interpretation of laws, regulations and guidance à propos to their businesses. In large complex firms today, the ongoing maintenance of rules, policies, and procedures cannot exist without the assistance of an automated solution.

The paper provides practical advice from experienced systems consultants.

This paper seeks to examine experimentally the effects of stipulations in an organization's workplace romance policy and procedures on individuals' perceptions of fairness, workplace fun, person‐organization (P‐O) fit, organizational attraction, and intent to pursue employment in the organization.

A total of 103 business students and 79 casino employees assumed the role of a job seeker. They read one of five versions of a vignette that describes an organization's romance policy and consensual relationship agreement, and completed measures of dependent and control variables.

An organization's type of romance policy has an effect on individuals' perceptions of fairness of the policy and degree to which the organization would be a fun place to work, and its type of consensual relationship agreement has an effect on individuals' perceptions of the degree to which the organization treats its employees fairly. The results also indicate that individuals' perceptions of the fairness of the type of romance policy and relationship agreement are positively associated with the degree to which they perceive the organization to be a fun place to work and their perceived P‐O fit. Individuals' perceptions of the organization being a fun place to work and P‐O fit are, in turn, positively associated with their organizational attraction, which, in its turn, is positively associated with their job pursuit intentions.

Perceived fairness of stipulations in an organization's romance policy and procedures may signal to job seekers the degree to which the organization would be a fun place to work, provide P‐O fit, and be attractive to pursue as an employer. Thus, with respect to managing workplace romances proactively via policies and procedures, organizations should consider the fairness perceptions of job seekers and not just organizational members.

This is the first study to show that workplace romance policies and procedures may play a role in job pursuit intentions.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.

The challenges involved in meeting the new requirements of Rule 206 (4)‐7 under the Investment Advisers Act of 1940 and Rule 38a‐1 under the Investment Company Act of 1940 will be substantial for some organizations. At a minimum, all organizations will be required to document their compliance policies and procedures. Also, many firms, particularly fund managers and advisers with large or complex operations, most likely will be required to institute a number of additional control processes as a result of the new rules. Additionally, many organizations probably will need to reevaluate their compliance resource needs in order to successfully implement the new rules by their compliance date. Among the issues this article highlights are coverage of compliance programs in SEC examinations; development of functional policies, procedures, and controls; compliance staffing needs; and oversight by funds’ boards of directors.

The purpose of this paper is to review recent regulatory enforcement actions sanctioning firms for failure to safeguard material, non‐public information (MNPI).

The paper reviews recent enforcement actions and examines the implications for other firms who may face similar scrutiny from regulators for deficient policies and procedures and controls relating to their information barriers; makes recommendations on how firms can avoid similar mistakes through improving internal controls.

Firms need to be especially vigilant in protecting their MNPI by reviewing their policies and procedures to reflect the firm's current business model. Firms must also take steps to ensure that supervisors fully understand their role in implementing and enforcing the firm's policies and procedures.

Firms should conduct a comprehensive review of their business to understand which units come into possession of MNPI and how related entities interact with one another and could potentially share MNPI. Once these tasks are complete, firms will be better positioned to review their policies and procedures relating to safeguarding MNPI. Failure to do so may result in substantial monetary fines and being forced to retain an independent consultant.

The paper serves as a reminder to firms about the implications of failing to have adequate controls to safeguard MNPI from both a monetary and public relations standpoint.

The purpose of this study is to examine whether policies and procedures, one of the fundamental elements in the internal control environment, are adequate and effective in preventing fraud and unethical practices committed by employees of a company. In addition, this study attempts to assess the awareness and understanding of employees on the existence of relevant company policies and standard operating procedures for internal fraud and misconduct deterrence.

Five cases from one Malaysian telecommunication company were randomly selected as a case study. Content analyses were conducted on actual cases of internal fraud and wrongdoings that were investigated and the enforcement that was discharged by the company.

This study found that the company has sufficient policies and standard operating procedures to curb internal fraud and wrongdoing. However, they are ineffective and malfunction when responsible personnel violate or override the policies and procedures, irrespective of whether this is caused by carelessness, poor knowledge or clear intention to act dishonestly.

This study was conducted on only one company with a limited number of investigated fraud cases. Access to higher number of fraud cases, particularly those that involved large amount of losses and considered as high-profile cases, were denied because of confidentiality.

The study found that weak compliance to internal controls provides opportunities for fraud to occur, consistent with the fraud triangle theory. Fraud, committed both outside and inside an organization, can be considered as a worrying problem in the organization because of its severe impact on the reputation and bottom line figures of the company. The study provides important information to management to strengthen their compliance with the internal control system generally and policies and procedures particularly.

This study is original, as it focuses on the actual fraud cases that occur in the telecommunication industry, which is under-researched in fraud literature, particularly in developing markets such as Malaysia. Prior empirical research on fraud and unethical practices has concentrated on factors that contribute to fraud and the financial and non-financial impacts of fraud in an organization.

The purpose of this paper is to examine whether occupational health and safety (OHS) management used to manage musculoskeletal disorders (MSDs) in the aged care sector reflects contemporary research evidence of best practice to reduce the incidence of these disorders.

In total, 58 interviews were conducted with managers and supervisors in the aged care sector across four organisations in Australia. Policies and procedures relating to MSDs were reviewed for each organisation.

Policies and procedures for managing MSDs do not reflect contemporary evidence, which supports a complex aetiology, related to a range of physical and psychosocial workplace factors. Despite strong evidence that psychosocial factors contribute to MSD development, these were not included in the policies and procedures reviewed. Findings from the interviews management practices including leadership and various components of HRM were functioning well but fragmentation was evident due to the challenging nature of the aged care sector.

To address the significant burden of MSDs in the aged care sector, policies and procedures need to include coverage of psychosocial and physical workplace factors. The development of systematic and integrated OHS management at the workplace level may play an important role in the effective management of MSDs.

This study offers insights into the previously unexplored area of MSD risk management and the role of management practices such as HRM in the aged care sector.

Describes, through practical recent experiences, an approach to implementing policies, standards and procedures in a large commercial enterprise. Presents an outline of a guide for those considering the long haul associated with such a major undertaking.