Risk Management: Adding Information to Intuition"There is always a tradeoff between risk levels and expected rewards," says John Hershey, professor of operations and information management at Wharton. "Today we are seeing more firms moving beyond risk assessment, into risk management. But in a high stakes, fast-moving environment, simple calculations are no longer possible. Instead, sophisticated analyses are needed to quantify risk before it can be mitigated."
More than Job Demands or Personality, Lack of Organizational Respect Fuels Employee BurnoutWhen Lakshmi Ramarajan worked for a non-profit organization several years ago, she noticed a high turnover rate among the employees. It wasn't because of the work itself, but because of the organization's management. "Employees were passionate about their jobs, but felt disrespected by their managers," says Ramarajan. "The employees were belittled and patronized, and often publicly chastised for challenging the status-quo." Complaints about the negative work environment "were met with inertia or rejected out of hand. Eventually a lot of employees left."
Morale Continues to Have a Significant Impact on AbsenteeismMorale Continues to Have a Significant Impact on Absenteeism The 2006 CCH Unscheduled Absence Survey again reflected the significant impact that morale has on employee absences. Fifty five percent of survey respondents rate morale at their organizations to be good
How to Build a Performance Improvement PlanA Performance Improvement Plan (PIP) does not necessarily have to be negative. A PIP should be designed with employee enhancement in mind, not as a way to weed the employee out. In the best of circumstances, a PIP exists to help an underperforming employee improve performance, and do his or her best for your company. By laying out clear guidelines, you give an employee a clear sense of what is expected and the room and direction necessary to improve.
The Lowdown on Customer Loyalty Programs: Which Are the Most Effective and WhySuch questions are serious business for airlines, hotel chains, credit-card companies and other corporations that offer loyalty programs to customers. Wharton marketing professor Xavier Drèze and Joseph C. Nunes of the University of Southern California's Marshall School of Business have spent several years studying these programs and have reached a number of conclusions as to how they can be structured to generate the most revenue for companies that offer them.