a column by Joan Costa-i-Fon for VOX: CEPR’s Policy Portal
Many European countries are revisiting how best to finance long-term care, balancing financial sustainability and the economic welfare of households.
Using examples of Spain and Scotland, this paper demonstrates that an expansion of public funding for long-term care has an effect on caregiving choices, household finances, and hospital care. Unconditional or cash subsidies may entail a ‘caregiving moral hazard’, but both cash and care subsidies can bring savings to the health system by reducing the frequency and intensity of hospitalisation.
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Showing posts with label Netherlands. Show all posts
Showing posts with label Netherlands. Show all posts
Friday, 19 October 2018
Wednesday, 17 October 2012
Corporate social responsibility and aging workforces: an explorative study of corporate social responsibility implementation in small- and medium-sized enterprises
an article by Franz Josef Gellert and Frank Jan de Graaf (Hanze University of Applied Sciences, Groningen, the Netherlands) published in Business Ethics: A European Review Volume 21 Issue 4 (October 2012)
Abstract
Although critical differences exist between large companies and small- and medium-sized enterprises (SMEs), limited empirical research has been done on human resource (HR)-related corporate social responsibility (CSR).
In this paper we study aging workforce management (AWM) as a component of CSR.
Our study was conducted in the Netherlands through a randomly distributed online questionnaire. Managers and team leaders of 201 SMEs responded. The data were analyzed using multiple hierarchical regression analysis.
Our results are twofold: first, findings suggest that CSR policies in micro organizations with fewer than five employees seem to be strongly associated with AWM; and second, that companies with a focus on integration of older workers in daily activities do not perceive their actions as HR-related.
Using AWM as part of CSR helps to give insight into the role of the owner, company size and the nature of implicit CSR practices. Our study demonstrates that the use of AWM in CSR research can lead to valuable insights and therefore, our overarching research question is answered that AWM can be used when studying CSR.
Abstract
Although critical differences exist between large companies and small- and medium-sized enterprises (SMEs), limited empirical research has been done on human resource (HR)-related corporate social responsibility (CSR).
In this paper we study aging workforce management (AWM) as a component of CSR.
Our study was conducted in the Netherlands through a randomly distributed online questionnaire. Managers and team leaders of 201 SMEs responded. The data were analyzed using multiple hierarchical regression analysis.
Our results are twofold: first, findings suggest that CSR policies in micro organizations with fewer than five employees seem to be strongly associated with AWM; and second, that companies with a focus on integration of older workers in daily activities do not perceive their actions as HR-related.
Using AWM as part of CSR helps to give insight into the role of the owner, company size and the nature of implicit CSR practices. Our study demonstrates that the use of AWM in CSR research can lead to valuable insights and therefore, our overarching research question is answered that AWM can be used when studying CSR.
Thursday, 23 August 2012
Determinants of Success in Academic Careers
an article by Barbara van Balen (QANU (Quality Assurance Netherlands Universities), Utrecht), Pleun van Arensbergen (Rathenau Instituut, Den Haag), Inge van der Weijden (Leiden University) and Peter van den Besselaar (VU University, Amsterdam) published in Higher Education Policy Volume 25 Issue 3 (September 2012)
Abstract
The competition for top positions in university rankings has put a stronger emphasis on the quality of university staff.
Recruitment of excellent scholars is a core activity for university HRM.
In this study, we compare the careers of pairs of similar researchers that were considered as very talented in their early careers. Of every pair, one has a continued academic career, whereas the other does not.
We investigate to what extent success in academic career is determined by cultural, social and intellectual capital, and organisational and contextual factors.
Abstract
The competition for top positions in university rankings has put a stronger emphasis on the quality of university staff.
Recruitment of excellent scholars is a core activity for university HRM.
In this study, we compare the careers of pairs of similar researchers that were considered as very talented in their early careers. Of every pair, one has a continued academic career, whereas the other does not.
We investigate to what extent success in academic career is determined by cultural, social and intellectual capital, and organisational and contextual factors.
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