IWS Documented News INTERNATIONAL

IWS Documented News Service
_______________________________
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
Cornell University
16 East 34th Street, 4th floor---------------------- Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
________________________________________________________________________

European Foundation for the Improvement of Living and Working Conditions (Dublin Foundation)


Good practice guide to internal flexibility policies in companies [30 March 2009]
http://www.eurofound.europa.eu/publications/htmlfiles/ef0919.htm
or
http://www.eurofound.europa.eu/pubdocs/2009/19/en/1/EF0919EN.pdf
[full-text, 49 pages]

Author:        
Goudswaard, Anneke; Oeij, Peter; Brugman, Tony; de Jong, Tanja

Summary:        This report sets out to contribute to the present debate on the need for European companies and their workers to become more flexible and adaptable in the face of ongoing economic change and business restructuring. The guide should therefore provide useful and practical tips for company-level actors concerning the potential benefits of developing more flexible internal workplace policies. Equally, it has been developed to assist practitioners and social partners wishing to review and/or learn more about developing such initiatives.

Contents
Introduction

Part 1 ­ Internal flexibility: concepts and policy development
Flexibility in the context of the European flexicurity debate
Concept of flexibility at company level
Organisational flexibility: creating adaptable workplaces
Working time flexibility: balancing interests
Developing flexibility policies at company level
Achieving flexibility through change management

Part 2 ­ Internal flexibility: company policies and practices
Teleworking and flexible workplaces at Dexia Bank Belgium
Shaping a flexible mindset at GKN AutoStructures
Work­life balance through flexibility at MRW
Negotiated flexibility at Palfinger
Flexibility as a result of restructuring at Saab Microwave Systems
Case study analysis

Bibliography

______________________________
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

****************************************
Stuart Basefsky                   
Director, IWS News Bureau                
Institute for Workplace Studies 
Cornell/ILR School                        
16 E. 34th Street, 4th Floor             
New York, NY 10016                        
                                   
Telephone: (607) 255-2703                
Fax: (607) 255-9641                       
E-mail: smb6@cornell.edu                  
****************************************

# posted by SBasefsky : 12:05 PM

IWS Documented News Service
_______________________________
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
Cornell University
16 East 34th Street, 4th floor---------------------- Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
________________________________________________________________________

Federal Bureau of Investigation (FBI)


2008 INTERNET CRIME REPORT [30 March 2009]
http://www.fbi.gov/cgi-bin/outside.cgi?http://www.nw3c.org/downloads/2008_IC3_Annual%20Report_3_27_09_small.pdf
[full-text, 28 pages]

CONTENTS

2008 Internet Crime Report 1
Executive Summary 1
Overview 2
General IC3 Filing Information 2
Complaint Characteristics 4
Perpetrator Characteristics 6
Complainant Characteristics 8
Complainant - Perpetrator Dynamics 10
Additional Information About IC3 Referrals 11
Scams of 2008 11
Scam Synopsis 12
Results of IC3 Referrals 12
IC3 Capabilities 14
Conclusion 14
Appendix 1: Explanation of Complaint Categories 16
Appendix 2: Best Practices to Prevent Internet Fraud 17
Appendix 3: References 21
Appendix 4: Complainant/Perpetrator Statistics, by State 22


Press Release 30 March 2009
Annual Report on Internet Crime
http://www.fbi.gov/pressrel/pressrel09/internet033009.htm

The Internet Crime Complaint Center (IC3), a partnership between the FBI and the National White Collar Crime Center (NW3C), today released the 2008 Annual Report on the number of Internet crime complaints received.

A total of 275,284 complaints were received in 2008­up from 206,884 (33 percent) over 2007. Total dollar loss reported in 2008 was $265 million­up from $239 million in 2007. The average individual loss was $931.

AND MUCH MORE....

______________________________
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

****************************************
Stuart Basefsky                   
Director, IWS News Bureau                
Institute for Workplace Studies 
Cornell/ILR School                        
16 E. 34th Street, 4th Floor             
New York, NY 10016                        
                                   
Telephone: (607) 255-2703                
Fax: (607) 255-9641                       
E-mail: smb6@cornell.edu                  
****************************************

# posted by SBasefsky : 10:53 AM

IWS Documented News Service
_______________________________
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
Cornell University
16 East 34th Street, 4th floor---------------------- Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
________________________________________________________________________

Asian Development Bank (ADB)


Asian Development Outlook 2009: Rebalancing Asia's Growth [31 March 2009]
http://www.adb.org/Documents/Books/ADO/2009/default.asp
or
http://www.adb.org/Documents/Books/ADO/2009/ado2009.pdf
[full-text, 326 pages]


News Release
31 March 2009
Bleak Outlook for Developing Asia, But Region Can Cope with Crisis, Says ADB
http://www.adb.org/Media/Articles/2009/12839-asian-development-outlooks/default.asp

HONG KONG, CHINA ­ Developing Asia's economic growth will slow in 2009 to its most sluggish pace since the 1997/1998 Asian financial crisis, the Asian Development Bank (ADB) says in a new major report.

ADB's flagship annual economic publication, < http://www.adb.org/Documents/Books/ADO/2009/>Asian Development Outlook 2009 (ADO 2009), released today, forecasts economic growth in developing Asia will slide to just 3.4% in 2009, down from 6.3% last year and 9.5% in 2007. If the global economy experiences a mild recovery next year, the outlook for the region will improve to 6% in 2010.

Deteriorating economic prospects will hinder the efforts to reduce poverty. With the slow growth, more than 60 million people in 2009, and close to 100 million people in 2010, will remain trapped in poverty ­ living on less than US$1.25 a day - than would have been if growth had continued at its earlier pace.

"The short term outlook for the region is bleak as the full impact of the severe recession in industrialized economies is transmitted to emerging markets," says ADB Acting Chief Economist Jong-Wha Lee.

Despite the dismal outlook, the report says that the region is in a much better position to cope with this crisis than it was in 1997/98.

Large foreign currency reserves and steadily declining inflation rates will provide policymakers with the necessary tools to nurse their economies through the hard times ahead.

Many Asian governments have already responded quickly to the crisis with appropriate financial, monetary and fiscal policies and so far the impact on financial stability has been limited, the report adds.

But the report warns that there are significant downside risks to the global outlook, which could further impact on the already gloomy regional outlook.

AND MORE....

______________________________
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

****************************************
Stuart Basefsky                   
Director, IWS News Bureau                
Institute for Workplace Studies 
Cornell/ILR School                        
16 E. 34th Street, 4th Floor             
New York, NY 10016                        
                                   
Telephone: (607) 255-2703                
Fax: (607) 255-9641                       
E-mail: smb6@cornell.edu                  
****************************************

# posted by SBasefsky : 10:45 AM

IWS Documented News Service
_______________________________
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
Cornell University
16 East 34th Street, 4th floor---------------------- Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
________________________________________________________________________

Equal Opportunities International (EOI) 2009 Conference, 15-17 July 2009, Istanbul, Turkey
http://www.eoi-conference.org/index.htm

Call For Papers
http://www.eoi-conference.org/callforpapers.htm

The call for papers will open in the first week of February, and will close on 15 May, 2009. Final session lists for each stream are due on 15 June 2009.

EOI Conference seeks to provide an international and interdisciplinary platform for exchange of ideas in the field of equality, diversity and inclusion in the world of work. The conference welcomes participation and presentations by academics, policy makers, and practitioners. Academic papers which make empirical, theoretical or methodological contribution to our understanding in this field as well as experiences of policy makers and practitioners are invited to the conference.

If you are a policy maker, practitioner or an academic and wish to participate to the conference without presenting a paper, you can proceed to registration page of the conference.

If you are an academic, practitioner or policy maker participant, EOI Conference welcomes three forms of submissions to regular streams:
* Extended abstract: Customarily an extended abstract should be approximately 300 words including references. This form of submission is suitable for describing early research, practitioner ideas, experiences or policy initiatives in the field.
* Developmental papers: These should be approximately 3000-5000 words, including references. This form of submission is suited for more developed ideas, initiatives and research projects.
* Full papers: These are longer contributions less than 40 sides of A4 including references. This form of submission is more suited for completed research projects, policy and practice interventions.

Please see EOI manuscript < http://www.eoi-conference.org/pdfs/Guidelines.pdf> guidelines .

All submissions to the EOI conference should be original pieces which were not published elsewhere in any other form. Please use the < http://www.eoi-conference.org/paper_form.php> abstract/paper submission form for submitting your abstract/manuscript.

Stream chairs may organise the sessions in different ways. However, in general, paper presentations at the conference will be a maximum of 20 minutes long, with 10 minutes for questions and discussion. Data projectors will be available in each conference room.

All accepted papers and abstracts will be published only in a memory drive, which will be distributed to conference delegates on the first day of the conference. Inclusion of accepted abstracts and papers in the memory drive is subject to author permissions. Unless authors express a written objection to publishing their papers, we will consider submission of papers as consent for publication in this electronic form. Please note that stream chairs may also have other publication plans. Please consult them for further information.


______________________________
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

****************************************
Stuart Basefsky
Director, IWS News Bureau
Institute for Workplace Studies
Cornell/ILR School
16 E. 34th Street, 4th Floor
New York, NY 10016

Telephone: (607) 255-2703
Fax: (607) 255-9641
E-mail: smb6@cornell.edu
****************************************

IWS Documented News Service
_______________________________
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
Cornell University
16 East 34th Street, 4th floor---------------------- Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
________________________________________________________________________

Institute for International Labour Studies (IILS) at the ILO


The Financial and Economic Crisis: A Decent Work Response [24 March 2009]
http://www.ilo.org/public/english/bureau/inst/download/tackling.pdf
[full-text., 68 pages]

This report examines policy packages announced in over 40 countries to overcome the global economic crisis. It shows that not enough has been done to reduce the risk of a labour market recession of unprecedented proportions since the Second World War. And it provides an analytical foundation for a global strategy centered around jobs and social protection, as crucial drivers of the recovery. The strategy put forth also addresses imbalances and inequalities in the globalization process that led to the crisis.

Tables of Contents
Page
Executive summary ............................................................................................................................... vii
Introduction ............................................................................................................................................. 1
I. Crisis spreads worldwide and entails risk of prolonged social crisis................................................ 2
II. International and country responses to the crisis............................................................................ 15
III. Decent Work as a cornerstone of the recovery: A global jobs pact................................................ 27
IV. Improving global policy coherence for more balanced growth and development.......................... 41
V. Assessing the effects of the global jobs pact on the recovery ........................................................ 47


Press Release 24 March 2009
http://www.ilo.org/global/About_the_ILO/Media_and_public_information/Press_releases/lang--en/WCMS_104065/index.htm

GENEVA (ILO News) ­ The Director-General of the International Labour Organization (ILO) called for a "Global Jobs Pact" to forestall a "prolonged and severe" jobs crisis that would lead to a massive increase in unemployment and working poverty.

The appeal followed a high-level, tripartite discussion at the ILO Governing Body Monday, during which International Monetary Fund Managing Director Dominique Strauss-Kahn said increased cooperation between the IMF and the ILO was crucial in addressing the global economic crisis. The high-level meeting also heard remarks by Mr. Guy Ryder, General Secretary of the International Trade Union Confederation (ITUC); Mr. Alexander Shokhin, President of the Russian Union of Industrialists and Entrepreneurs; Jonathan Shaw, Minister for Disabled People and for the South East of the UK Department for Work and Pensions.

ILO Director-General Juan Somavia described international coordination to tackle the crisis as weak, and said "the financial, trade, economic, employment and social roots of the global crisis are interlinked and so must be the policy responses". This is a most important message ahead of the G20 Summit to be held in London next week.

The discussion was based on a study by the ILO's International Institute for Labour Studies entitled < http://www.ilo.org/public/english/bureau/inst/download/tackling.pdf > The Financial and Economic Crisis: A Decent Work Response, that said that demographic projections suggest that nearly 90 million net new jobs would be needed over 2009-10 to absorb new entrants in the labour market and avoid a prolonged jobs gap. In earlier financial crises, the labour market recovered only 4 to 5 years after the economic recovery, the study said.

"We need to implement a coherent and coordinated job-oriented recovery strategy, based on sustainable enterprises, as soon as possible", Mr. Somavia said. "If stimulus efforts are delayed the jobs crisis will be prolonged and severe and employment may only start to recover as from 2011."

The study by the ILO Institute examined current rescue efforts in 32 countries, including all members of the G20. It said that while the IMF had called for stimulus plans in the order of 2 per cent of GDP in response to the crisis, stimulus plans stand on average at 1.7 per cent. The study also illustrates that stimulus as a percentage of GDP for advanced economies ­ at 1.3 per cent ­ is less than half that allocated by developing and emerging economies.

The ILO survey also found that the stimulus packages lean heavily toward financial bailouts and tax cuts instead of job creation and social protection and noted that on average, fiscal stimulus packages for the real economy are five times smaller than financial bailout packages.

"Only half of the countries examined have announced labour market initiatives and among those, the resources allocated to these measures are relatively limited", said Raymond Torres, Director of the ILO Institute, adding that social policy measures represent, on average, 9.2 per cent of the total fiscal packages. In the case of labour market measures, the figure is 1.8 per cent.

The report also says that infrastructure programmes do not adequately take into account the need to reinforce the existing capacity of businesses and skills supply ­ so that part of the infrastructure spending may result in higher prices, rather than higher production and jobs; some tax cuts will end in higher savings rather than higher demand, output and jobs; and little is done to help youth and other vulnerable groups.

The measures moreover involve only limited social dialogue with employers and unions and lack coordination across countries. Involving social partners would help improve the design of the measures and help restore confidence.

"The global crisis requires global solutions", emphasized the ILO Director-General. Lack of coordination diminishes the overall effect of the stimulus measures, making each individual country reluctant to move faster than its trading partners and aggravating the recession. The study also says trade protectionism would further depress world demand and wage deflation or weaker workers' rights would not only aggravate the global crisis, but be perceived as unfair and aggravate the social crisis.

"The measures have also often failed to tackle the structural imbalances that lie behind the crisis", Mr. Somavia said. "Responses to the crisis must not be piecemeal in nature and rolled out temporarily, only to revert back to 'business as usual' as soon as possible. Moving ahead with the Decent Work Agenda is crucial to supporting the economic recovery, averting labour market and social crises and promoting social cohesion."

By coming together around a Global Jobs Pact, ILO constituents could make an important contribution to global policy coherence on these issues. Such a Pact could ensure that stimulus measures more effectively tackle the transmission mechanisms of the crisis, namely the credit crunch, the rapid deterioration in domestic demand conditions and the recession in external markets, addressing key factors that nurtured the crisis while building the foundation for a more sustainable economy.

The forthcoming International Labour Conference in June this year will focus on tackling the Global Jobs Pact.


______________________________
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

****************************************
Stuart Basefsky                   
Director, IWS News Bureau                
Institute for Workplace Studies 
Cornell/ILR School                        
16 E. 34th Street, 4th Floor             
New York, NY 10016                        
                                   
Telephone: (607) 255-2703                
Fax: (607) 255-9641                       
E-mail: smb6@cornell.edu                  
****************************************

# posted by SBasefsky : 11:38 AM

IWS Documented News Service
_______________________________
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
Cornell University
16 East 34th Street, 4th floor---------------------- Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
________________________________________________________________________

International Labour Organization (ILO)

ILO GLOBAL JOB CRISIS OBSERVATORY
http://www.ilo.org/public/english/support/lib/financialcrisis/

What began as a crisis in finance markets has rapidly become a global jobs crisis. Unemployment is rising. The number of working poor is increasing. Businesses are going under. Concern is growing over the balance, fairness and sustainability of the sort of globalization we have had in the run up to the financial crash. The International Labour Organization, representing actors of the real economy, that is governments, working together with representatives of employers and workers organizations, is playing its role within the UN and multilateral system to support its constituents as they seek to weather the crisis, prepare for recovery and shape a new fair globalization. The Decent Work Agenda provides the policy framework to confront the crisis.


Overview :

Highlights
   * < http://www.ilo.org/public/english/support/lib/financialcrisis/ilo/index.htm#a >   

Documents
* < http://www.ilo.org/public/english/support/lib/financialcrisis/ilo/index.htm#b >

Statements
   * < http://www.ilo.org/public/english/support/lib/financialcrisis/ilo/index.htm#c >

Press Releases
   * < http://www.ilo.org/public/english/support/lib/financialcrisis/ilo/index.htm#d >

Audio and Video Resources
   * < http://www.ilo.org/public/english/support/lib/financialcrisis/ilo/index.htm#e >


______________________________
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

****************************************
Stuart Basefsky                   
Director, IWS News Bureau                
Institute for Workplace Studies 
Cornell/ILR School                        
16 E. 34th Street, 4th Floor             
New York, NY 10016                        
                                   
Telephone: (607) 255-2703                
Fax: (607) 255-9641                       
E-mail: smb6@cornell.edu                  
****************************************

# posted by SBasefsky : 11:24 AM

IWS Documented News Service
_______________________________
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
Cornell University
16 East 34th Street, 4th floor---------------------- Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
________________________________________________________________________

OECD

Development Aid at its highest level ever in 2008 [30 March 2009]
http://www.oecd.org/document/35/0,3343,en_2649_34487_42458595_1_1_1_1,00.html


Total ODA in 2008

30/03/2009 - In 2008, total net official development assistance (ODA) from members of the OECD's Development Assistance Committee (DAC) rose by 10.2% in real terms to USD 119.8 billion.  This is the highest dollar figure ever recorded.  It represents 0.30% of members' combined gross national income (GNI, see <http://www.oecd.org/dataoecd/48/34/42459170.pdf> Table 1 and <http://www.oecd.org/dataoecd/47/52/42458612.pdf> Chart 1).

Bilateral development projects and programmes have been on a rising trend in recent years; however, they rose significantly by 12.5% in real terms in 2008 compared to 2007, indicating that donors are substantially scaling up their core aid programmes (see < http://www.oecd.org/dataoecd/47/54/42458651.pdf> Chart 2).

In 2008, preliminary data show that net bilateral ODA from DAC donors to Africa totalled USD 26 billion, of which USD 22.5 billion went to sub-Saharan Africa.  Excluding volatile debt relief grants, bilateral aid to Africa and sub-Saharan Africa rose by 10.6% and 10% respectively in real terms.  (The increases including debt relief were 1.2% and 0.4% respectively).

AND MUCH MORE...including TABLES & CHARTS.....


______________________________
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

****************************************
Stuart Basefsky                   
Director, IWS News Bureau                
Institute for Workplace Studies 
Cornell/ILR School                        
16 E. 34th Street, 4th Floor             
New York, NY 10016                        
                                   
Telephone: (607) 255-2703                
Fax: (607) 255-9641                       
E-mail: smb6@cornell.edu                  
****************************************

# posted by SBasefsky : 11:01 AM

IWS Documented News Service
_______________________________
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
Cornell University
16 East 34th Street, 4th floor---------------------- Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
________________________________________________________________________

U.S. Commercial Service

Doing Business in Thailand 2009: A Country Commercial Guide for U.S. Companies [24 March 2009]
http://www.buyusainfo.net/docs/x_6572894.pdf
[full-text, 116 pages]

• Chapter 1: Doing Business In Thailand
• Chapter 2: Political and Economic Environment
• Chapter 3: Selling U.S. Products and Services
• Chapter 4: Leading Sectors for U.S. Export and Investment
• Chapter 5: Trade Regulations and Standards
• Chapter 6: Investment Climate
• Chapter 7: Trade and Project Financing
• Chapter 8: Business Travel
• Chapter 9: Contacts, Market Research and Trade Events
• Chapter 10: Guide to Our Services


______________________________
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

****************************************
Stuart Basefsky                   
Director, IWS News Bureau                
Institute for Workplace Studies 
Cornell/ILR School                        
16 E. 34th Street, 4th Floor             
New York, NY 10016                        
                                   
Telephone: (607) 255-2703                
Fax: (607) 255-9641                       
E-mail: smb6@cornell.edu                  
****************************************

# posted by SBasefsky : 10:44 AM

IWS Documented News Service
_______________________________
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
Cornell University
16 East 34th Street, 4th floor---------------------- Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
________________________________________________________________________

U.S. Commercial Service


Doing Business in Germany: 2009 Country Commercial Guide for U.S. Companies [25 March 2009]
http://www.buyusainfo.net/docs/x_751829.pdf
[full-text, 86 pages]

• Chapter 1: Doing Business In Germany
•
Chapter 2: Political and Economic Environment
•
Chapter 3: Selling U.S. Products and Services
•
Chapter 4: Leading Sectors for U.S. Export and Investment
•
Chapter 5: Trade Regulations and Standards
•
Chapter 6: Investment Climate
•
Chapter 7: Trade and Project Financing
•
Chapter 8: Business Travel
•
Chapter 9: Contacts, Market Research and Trade Events
•
Chapter 10: Guide to Our Services


______________________________
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

****************************************
Stuart Basefsky                   
Director, IWS News Bureau                
Institute for Workplace Studies 
Cornell/ILR School                        
16 E. 34th Street, 4th Floor             
New York, NY 10016                        
                                   
Telephone: (607) 255-2703                
Fax: (607) 255-9641                       
E-mail: smb6@cornell.edu                  
****************************************

# posted by SBasefsky : 10:40 AM

IWS Documented News Service
_______________________________
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
Cornell University
16 East 34th Street, 4th floor---------------------- Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
________________________________________________________________________

U.S. Commercial Service

Doing Business In Korea: A Country Commercial Guide for U.S. Companies 2009 [27 March 2009]
http://www.buyusainfo.net/docs/x_3270403.pdf
[full-text,  94 pages]

• Chapter 1: Doing Business In Korea
• Chapter 2: Political and Economic Environment
• Chapter 3: Selling U.S. Products and Services
• Chapter 4: Leading Sectors for U.S. Export and Investment
• Chapter 5: Trade Regulations and Standards
• Chapter 6: Investment Climate
• Chapter 7: Trade and Project Financing
• Chapter 8: Business Travel
• Chapter 9: Contacts, Market Research and Trade Events
• Chapter 10: Guide to Our Services


______________________________
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

****************************************
Stuart Basefsky                   
Director, IWS News Bureau                
Institute for Workplace Studies 
Cornell/ILR School                        
16 E. 34th Street, 4th Floor             
New York, NY 10016                        
                                   
Telephone: (607) 255-2703                
Fax: (607) 255-9641                       
E-mail: smb6@cornell.edu                  
****************************************

# posted by SBasefsky : 9:06 AM

IWS Documented News Service
_______________________________
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
Cornell University
16 East 34th Street, 4th floor---------------------- Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
________________________________________________________________________

European Foundation for the Improvement of Living and Working Conditions (Dublin Foundation)
European Monitoring Centre on Change (EMCC)
European Restructuring Monitor (ERM)


Latest restructuring cases [fact sheets]
http://www.eurofound.europa.eu/emcc/erm/index.php?template=searchfactsheets

   * Access the detail of the fact sheet by selecting the name of a company.
   * Sort the restructuring cases by selecting a column.

Examples:
Hitachi Home Electronics Czech [announced 27 March 2009]
http://www.eurofound.europa.eu/emcc/erm/static/factsheet_13294.htm?template=searchfactsheets

Svilanit (Slovenia) [announced 20 March 2009]
http://www.eurofound.europa.eu/emcc/erm/static/factsheet_13196.htm?template=searchfactsheets

Dell (Ireleand) [announced 20 March 2009]
http://www.eurofound.europa.eu/emcc/erm/static/factsheet_13203.htm?template=searchfactsheets


AND MUCH MORE....

______________________________
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

****************************************
Stuart Basefsky                   
Director, IWS News Bureau                
Institute for Workplace Studies 
Cornell/ILR School                        
16 E. 34th Street, 4th Floor             
New York, NY 10016                        
                                   
Telephone: (607) 255-2703                
Fax: (607) 255-9641                       
E-mail: smb6@cornell.edu                  
****************************************

# posted by SBasefsky : 8:57 AM

IWS Documented News Service
_______________________________
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
Cornell University
16 East 34th Street, 4th floor---------------------- Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
________________________________________________________________________

Towers Perrin

March 2009
Ten Tips to Help Your Employees Manage Change in Uncertain Times
http://www.towersperrin.com/tp/showdctmdoc.jsp?country=usa&url=Master_Brand_2/USA/News/Spotlights/2009/March/2009_03_19_spotlight_ten_tips.htm

If your company is like most, the financial crisis has affected it in a variety of ways ­ new strategies, postponed projects, ongoing cutbacks. What can leaders do to get their employees through this challenging time?

Here are 10 ways to keep your workforce engaged during the downturn:

   * Clarify your strategy and vision for dealing with the economic uncertainty. Developing a strategy and vision will help you communicate goals and priorities to employees, who look to leadership in times of crisis. It will also improve managers' and employees' abilities to make the right decisions in their day-to-day work.

   * Reinforce your strategy and vision in every employee meeting. Everyone ­ from C-suite executives to rank-and-file employees ­ makes decisions every day. However, they'll only align their priorities with the organization's strategy if they're as clear about it as you are.

   * Establish a Web site where employees can learn what your company is doing ­ and what your competitors are doing ­ to manage the crisis. Transparency is always preferred by employees, but now it's critical. To build trust, ensure your workforce has easy access to the knowledge it needs to deal with the current situation.

   * Send a weekly e-mail update with successes and challenges. Employees respect when leadership is candid, and by communicating with your people, you'll help them gain confidence in the organization's future.

   * Meet with groups of employees to listen to their concerns and solicit their suggestions. Employees who are involved in addressing challenges know that the company values their concerns and opinions. Town hall-style meetings are a great way for leaders to gather firsthand information that might not surface among their peers in a boardroom.

   * Ask teams to develop their own plans for improving quality, pleasing customers and reducing costs. Harness your employees' energy and act on appropriate suggestions. Send a clear signal: Your people and their ideas are always valued, regardless of the economic environment.

   * Realign performance goals based on new market realities. If you've changed your business strategy, let your employees know their goals may need to change as well. Articulate the new strategy and why flexibility is important.

   * Make sure people know how the business uncertainty will affect rewards. Tell employees as soon as possible if their total rewards package will be changing. Your workforce would rather know what to expect, even if the news is less than desirable. No one likes surprises.

   * Challenge people to cross-train and learn new jobs. Employees can add value ­ for themselves and the organization ­ by acquiring new skills. Those who adapt may fare better during a restructuring, and will appreciate the opportunity to expand their skills.

   * Share key performance indicators with every employee. This is especially important if your key measures have changed to battle the economic crisis. Communicating this information will also help people understand how their role contributes to the company's goals.


By communicating your plan and keeping senior leaders front and center during times of economic uncertainty, you can keep your workforce engagement levels high and implement the necessary strategic changes to ensure the long-term success of your business.


______________________________
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

****************************************
Stuart Basefsky                   
Director, IWS News Bureau                
Institute for Workplace Studies 
Cornell/ILR School                        
16 E. 34th Street, 4th Floor             
New York, NY 10016                        
                                   
Telephone: (607) 255-2703                
Fax: (607) 255-9641                       
E-mail: smb6@cornell.edu                  
****************************************

# posted by SBasefsky : 6:07 AM

IWS Documented News Service
_______________________________
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
Cornell University
16 East 34th Street, 4th floor---------------------- Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
________________________________________________________________________

Mercer

Press Release
The seven sins of executive performance measurement
http://www.mercer.com/summary.htm?idContent=1338700


UK
London, 11 March 2009

   * Limited metrics, uniformity, oversimplification, balanced scorecards, 'me too' approaches and a lack of objectivity damage incentive programmes
   * Organisations must address key issues in incentive programmes in light of recent executive remuneration failings

Mercer has outlined the flaws in the current approach used by major companies, including financial services organisations, in measuring and rewarding the performance of their executives.

Mark Hoble, a principal in Mercer's executive remuneration team, said: "Developments over the past six months have heightened the focus on incentive plans and the measures for setting targets and rewarding performance. Despite increased scrutiny of rewards for performance, many companies continue to struggle with defining and managing their performance measurement system. Most apply a standard approach to executive performance measurement, but what works for one company might fail for another."


Common performance measurement sins


According to Mercer, the following are the seven sins that companies commonly commit when deciding their performance measurements:

1: Earnings per share (EPS) is the main driver of shareholder value

As one of the most common metrics used in discussing corporate performance, EPS is easily understood by executives and investors and is generally reported by the press as an indicator of the success of a company. But EPS can be affected by changes in accounting policy and does not account for the cost of capital and the capital structure of the business. It also yields growth percentages that can be misleading or meaningless when calculating growth from a small base or from negative earnings. EPS also highlights the difficulty of determining the validity of one-time, non-recurring and extraordinary items.  Most importantly, actual EPS performance (as opposed to performance against expectations) may not always be well correlated with creating long-term shareholder value.


2: Total shareholder return (TSR) is the only performance metric required

TSR allows objective benchmarking of performance against peer companies but the relationship between executive behaviour and TSR results is less direct. TSR is affected by factors outside management's control or influence, including macroeconomic factors, broad market trends and specific sector competitive issues. It also represents actual performance and expectations of future performance, so rewarding for TSR means rewarding for results that have not yet been delivered. Participants, particularly those below the most senior executive level, cannot meaningfully affect this measure, given the number of possible drivers of share price.
The most effective incentive programmes should include metrics that are linked directly to the business strategy, provide a clearer line of sight to executive behaviour, and measure outcomes, not expectations.


3: A balanced scorecard is the best framework for measuring performance

Scorecards measure results against a range of factors and are used to paint a more holistic picture of performance outcomes than can be captured by one or two metrics.  They recognise the trade-offs in decision-making, such as maximising returns today versus investing for future growth.

Yet "balanced" scorecards, which typically place equal weight on financial objectives and a host of other operational and strategic objectives, may not appropriately reflect business priorities. Some business goals are more important than others, and using too many measures dilutes executive focus. Scorecards are often more effective if they are "unbalanced" as they provide greater flexibility to reflect the business strategy as it evolves, and can concentrate on fewer metrics ­ sending a clear message to executives regarding business priorities and holding them accountable for the most important dimensions of performance.


4: If a competitor or peer uses this measure, our company must use it too

Performance metrics should be selected based on a variety of internal and external factors. Simply adopting metrics used by peer companies may cause organisations to fail due to differences inherent in their business.  Growth-related metrics usually play a more prominent role in performance measurement in younger companies, for example, while profitability or return-based metrics tend to become more important as a company matures.  Performance metrics should also support an organisation's unique business strategy.


5: To be effective, your performance measures must be commonly accepted and well understood by everyone

The simplest measurements are often adopted because companies fear over-complexity will make incentive plans too difficult to communicate and administer. However, more complex metrics include additional information that more accurately captures performance results. Some complexity may be necessary to deal with specific business measurement challenges such as performance in a cyclical industry, a merger or acquisition, or ensuring the profitable use of capital.  Simple performance measures may make plan administrators happy, but an overly simple plan is unlikely to deliver the results that shareholders expect.  Ideal performance programmes should be designed and then the simplification of administration and communication should be undertaken.


6: Your budget and strategic plan is your performance target

In European companies, incentive payments are often linked to company performance compared to the planned budget. While these may seem common-sense standards for assessing performance, using only internal measures often leads to under- or over-calibration of performance and a misalignment of incentive payments. For example, executives may be under-rewarded for achieving target results in the case of a stretch budget and over-rewarded if the budget is conservative. Companies that set goals based purely on their own historical performance are likely to build incentive payments into their budget even in poor years.

Creating targets from a number of different perspectives ­ rather than relying solely on the strategic plan and budget ­ will more accurately assess performance.  Providing a more objective basis for evaluating performance and breaking the link between incentive plans and the budget helps to maintain the integrity of the budget-setting process, and it reduces the tendency of executives to underestimate the company's future potential.


7:  All senior executives should be rewarded using the same performance measurement programme

Most companies reward all executives using the same performance vehicles and plan metrics, as common goals encourage collaboration and team-work. Yet large, more diversified organisations often require more differentiation as business units can have different strategic priorities or may be in very different stages of business development. Differences in talent needs ­ driven by either business characteristics or geographical factors ­ may also present unique performance measurement challenges. Companies must balance the objective of fostering collaboration and team work with the need for customisation. For senior executives, at least a portion of the incentives should be tied to overall corporate performance to ensure proper alignment with shareholder interests.


Performance measurement virtues

Mercer's executive remuneration team recommends a number of virtues, or best practices, to ensure companies incentivise and reward their executives only for good performance, to help them beat the competition and generate sustainable profits:

   * Identify what you need to accomplish to beat the competition and generate sustainable economic profits. Then design your performance measurement system around those factors.
   * Pick internal and external performance measures that accurately reflect the behaviours and outcomes you want to achieve, given your company's current strategy and stage of development. Revisit these as your priorities change.
   *  Consider using standard performance measures such as EPS and TSR, if helpful ­ but don't rely on just one or two metrics to assess performance.
   * Create a robust target-setting process. If your industry offers a viable number of comparable peers to allow for relative goal setting, consider setting incentive targets based on how your company performs on specific measures versus those of your competitors.
   * Make sure that your goals and incentives are clearly defined and applied across business units and that they encourage the appropriate balance between collaboration and accountability.
   * Build sustainable, long-term performance into your measurements to ensure payments are not made, for example, on the basis of one year's good performance that could be overturned in subsequent years.
   * Ensure your short- and long-term incentive plans are aligned to avoid paying twice for the same performance ­ or paying high annual incentives year after year without ever reaching your long-term goals.
   * Be clear about what specific behaviour you want to encourage and what measurable outcomes you want to achieve ­ and follow through with clear, consistent communication to help participants understand exactly what's expected of them to achieve their incentive targets.
______________________________
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

****************************************
Stuart Basefsky                   
Director, IWS News Bureau                
Institute for Workplace Studies 
Cornell/ILR School                        
16 E. 34th Street, 4th Floor             
New York, NY 10016                        
                                   
Telephone: (607) 255-2703                
Fax: (607) 255-9641                       
E-mail: smb6@cornell.edu                  
****************************************

# posted by SBasefsky : 6:01 AM

IWS Documented News Service
_______________________________
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
Cornell University
16 East 34th Street, 4th floor---------------------- Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
________________________________________________________________________

Bureau of Labor Statistics (BLS)


A Chartbook Of International Labor Comparisons (March 2009) [27 March 2009]
http://www.bls.gov/fls/chartbook2009/home.htm
or
http://www.bls.gov/fls/chartbook2009/chartbook2009.pdf
[full-text, 73 pages]

[excerpt]
This chartbook focuses on the labor market situation in selected countries for the most recent year available; some charts also show trends. Charts in sections 1-4 and section 6 include countries in North America (the United States, Canada, and Mexico) and selected Asian-Pacific and European economies. Some countries do not appear on all charts due to the lack of suitable data. It should also be noted that the selected economies are not representative of all of Europe and the Asian-Pacific region; rather, they tend to be the more industrialized economies in these regions. Weighted aggregates for 15 European Union countries (EU-15) also are shown on many of the charts in these sections. These represent European Union member countries prior to the expansion of the European Union to 25 countries on May 1, 2004, and to 27 countries on January 1, 2007. The EU-15 countries are Austria, Belgium, Denmark, Finland, France, Germany, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, Sweden, and the United Kingdom. In section 5, several indicators are presented for six large emerging economies: Brazil, China, India, Indonesia, the Russian Federation, and South Africa.


______________________________
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

****************************************
Stuart Basefsky                   
Director, IWS News Bureau                
Institute for Workplace Studies 
Cornell/ILR School                        
16 E. 34th Street, 4th Floor             
New York, NY 10016                        
                                   
Telephone: (607) 255-2703                
Fax: (607) 255-9641                       
E-mail: smb6@cornell.edu                  
****************************************

# posted by SBasefsky : 5:27 AM

IWS Documented News Service
_______________________________
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
Cornell University
16 East 34th Street, 4th floor---------------------- Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
________________________________________________________________________

Organisation for Economic Cooperaton and Development (OECD)


OECD Rural Policy Review: China [24 March 2009]
http://www.oecd.org/document/33/0,3343,en_2649_33735_42230497_1_1_1_1,00.html

[excerpt]

With more than 700 million residents living in rural areas, China is still a predominantly rural country. Despite substantial improvements in standards of living, the Chinese countryside is largely lagging behind. Rural-urban disparities in income and services and subsequent migration trends pose great challenges to sound development. The Chinese government's recent strategy, "Building a New Socialist Countryside", and related governance and fiscal reforms, represent an innovative approach to tackling these challenges and have brought substantial investments in rural areas.

This report analyses the key socio-economic forces at work in China's rural areas and discusses the current government strategy for rural development. It argues that in order to bridge rural-urban divides the current policy approach needs to go beyond agriculture and that food-security targets need to be balanced with wider rural development objectives. This will entail a greater focus on investment rather than redistributive measures.

Includes CHARTS & TABLES....

See
POLICY BRIEF: Rural Policy Reviews: China
http://www.oecd.org/dataoecd/7/9/42376151.pdf
[full-text, 8 pages]

NOTE: Subscribers and readers at subscribing institutions can access the online edition via SourceOECD, our online library.

______________________________
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

****************************************
Stuart Basefsky                   
Director, IWS News Bureau                
Institute for Workplace Studies 
Cornell/ILR School                        
16 E. 34th Street, 4th Floor             
New York, NY 10016                        
                                   
Telephone: (607) 255-2703                
Fax: (607) 255-9641                       
E-mail: smb6@cornell.edu                  
****************************************

# posted by SBasefsky : 1:15 PM

IWS Documented News Service
_______________________________
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
Cornell University
16 East 34th Street, 4th floor---------------------- Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
________________________________________________________________________

European Foundation for the Improvement of Living and Working Conditions (Dublin Foundation)
European Restructuring Monitor (ERM)


ERM case studies: Employment impact of relocation of multinational companies across the EU [13 March 2009]
http://www.eurofound.europa.eu/publications/htmlfiles/ef0904.htm
or
http://www.eurofound.europa.eu/pubdocs/2009/04/en/1/ef0904en.pdf
[full-text, 42 pages]


Author: Morley, John

Summary: This report examines shifts in the pattern of production and employment between different countries and regions of Europe. Based on findings from a series of company case studies, it looks at the location of job creation and job destruction in multinational companies across the 25 EU Member States and Norway. A variety of factors, notably the ever-changing patterns of competition on world markets and technological advances, enter into a company's strategic thinking and actions when it comes to location decisions. This has inevitable consequences for employment, as companies expand production in some locations and seek to rationalise production and employment in others. This study aims to summarise and illustrate these processes to allow for a better understanding of multinational companies' location decisions.

CONTENTS
Introduction
Profile of multinational companies
Effects on employment
Factors determining location decisions
Conclusions
List of company case studies
Analysis of individual case studies
References


______________________________
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

****************************************
Stuart Basefsky                   
Director, IWS News Bureau                
Institute for Workplace Studies 
Cornell/ILR School                        
16 E. 34th Street, 4th Floor             
New York, NY 10016                        
                                   
Telephone: (607) 255-2703                
Fax: (607) 255-9641                       
E-mail: smb6@cornell.edu                  
****************************************

# posted by SBasefsky : 1:05 PM