Recent Research
Educating for Advocacy, Advocating for Education
This research article focuses on the importance of education for the U.S. workforce to strengthen the nation’s economic competitiveness.
Overtime Pay in the United States
This article discusses methods of calculating overtime pay for eligible employees under federal law in the United States. It focuses mainly on how to determine the relevant workweek and the employee’s regular rate of pay, and on that basis calculate the overtime premium pay. Eligibility for overtime pay, recordkeeping and timekeeping practices, enforcement of wage and hour laws, and legal restrictions on the use of child labor are topics outside the scope of this treatment.
Global Diversity Advantage: The Next Competitive Edge
Globalization is changing how businesses operate, including how they create economic value, meet customer needs, find and manage talent, and fulfill social responsibilities. Being successful in the long term requires unprecedented levels of interaction between, and collaboration among, people of diverse cultures, religions, experiences and perspectives. In fact, global diversity is important even for domestic organizations, as they need to be attentive to foreign markets and global competitors in order to survive. Yet, increased workplace diversity presents great challenges. Therefore, human resource practitioners must manage global diversity strategically to transform it into an organizational asset. This research article presents data that positions global diversity and inclusion as the next frontier for organizations’ competitive advantage.
Managing International Assignments
International assignment management is one of the hardest disciplines for HR professionals to master—and one of the most costly. The cost of an expatriate assignment can top $1 million over the course of a typical three-year engagement, according to the National Foreign Trade Council. Yet, many companies fail to get it right. Despite their significant investments in international assignments, companies still report a 44 percent failure rate in Asia and the Pacific region, and a 63 percent failure rate in Europe. With so much at risk, global human resource managers can use the high failure rates to support investing in upfront and ongoing programs that will make international assignments successful.