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"Foley, Pat"
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Multi-stakeholder decision theory
Decisions made by people at work often have outcomes for their employer (sales, costs, profits) and for themselves personally (career progression, bonus), which are not perfectly aligned across the choice options. When such misalignment exists, decision-makers at all levels in organizations must evaluate choices in terms of conflicting outcomes across stakeholders. Existing theories of agency and stewardship provide very different answers to this question, and utility theory does not address this question at all: it assumes that the decision maker will act so as to maximize the expected utility of the firm, essentially a pure steward position. Yet we see commonplace practices of incentives and monitoring of people’s work and decisions aiming to overcome agency problems, with mixed success in practice. We also sometimes see ‘super-agent’ choices, of managers lining their own pockets while their organizations lose out. In this study, we propose, develop, mathematically model and illustrate a new theory of decision-making, based on a multiple stakeholder utility function approach, where the argument of that function explicitly includes both the employer’s and the employee’s utilities as stakeholders. This new approach is shown to be more generalizable than both pure agency and stewardship approaches, within a broad continuum of tradeoff-based decisions.
Journal Article
Exploring the Rhetoric and Reality of Performance Management Systems and Organisational Effectiveness - Evidence from Australia
Human resource management (HRM) theorists and professionals alike have in recent decades attempted to identify the ways in which particular HRM functions (or 'bundles' of such functions) influence and contribute to desired overall organisational outcomes. Many have suggested that performance management, in its broadest perspective, may hold the key to such linkages. This paper draws on survey data to explore the links between performance management systems and perceived organisational effectiveness. The study canvassed the opinions of senior, line and HRM managers in a variety of organisations and industry sectors in Australia. Executives/senior managers in this study were the most supportive of a strategic approach to the PMS-organisational effectiveness relationship, followed by HR professionals, whilst middle and line managers were clearly more focused on operational and implementation perspectives. Accordingly, executives/senior managers might be characterised as the sponsors of PMS; HR professionals as their advocates; and middle and line managers as the end users of such systems and their links to organisational effectiveness. [PUBLICATION ABSTRACT]
Journal Article
Why Annuities, Why Now?
According to the LIMRA Retirement Income Fact Book1, only 27% of the population between ages 61 and 70 received income from an employer-based pension plan in 2009, compared with 34% in 1992.
Trade Publication Article
The State of Food Systems Worldwide: Counting Down to 2030
Transforming food systems is essential to bring about a healthier, equitable, sustainable, and resilient future, including achieving global development and sustainability goals. To date, no comprehensive framework exists to track food systems transformation and their contributions to global goals. In 2021, the Food Systems Countdown to 2030 Initiative (FSCI) articulated an architecture to monitor food systems across five themes: 1 diets, nutrition, and health; 2 environment, natural resources, and production; 3 livelihoods, poverty, and equity; 4 governance; and 5 resilience and sustainability. Each theme comprises three-to-five indicator domains. This paper builds on that architecture, presenting the inclusive, consultative process used to select indicators and an application of the indicator framework using the latest available data, constructing the first global food systems baseline to track transformation. While data are available to cover most themes and domains, critical indicator gaps exist such as off-farm livelihoods, food loss and waste, and governance. Baseline results demonstrate every region or country can claim positive outcomes in some parts of food systems, but none are optimal across all domains, and some indicators are independent of national income. These results underscore the need for dedicated monitoring and transformation agendas specific to food systems. Tracking these indicators to 2030 and beyond will allow for data-driven food systems governance at all scales and increase accountability for urgently needed progress toward achieving global goals.
Paper
Stop criticizing Homolka family
[Gordon E. Ritchie]'s shame is tragically misplaced. He should feel shame for believing the [Homolka] family has no place in their home town, rather than for knowing Paul.
Newspaper Article
Bad track record indicates danger
Many people would probably agree that it is more serious for a big dog to be aggressive towards people. However, any dog, big or little, can wind up with problems if left to its own devices. Few of us will ever own the perfect \"Lassie\" dog. I have a dog that loves people and other dogs and cats.
Newspaper Article
Stryker Modernization-Systems Development and Systems Engineering (SE) Requirements Versus Reality
Trade Publication Article
LETTERS TO THE EDITOR
I'm the wife of a policeman and what I have been reading and seeing on TV makes me sick.
Newspaper Article