1 HUMAN FACTORS IN ORGANIZATIONAL DESIGN AND MANAGEMENT XI NORDIC ERGONOMICS SOCIETY ANNUAL CONFERENCE New developments in occupational health and safety management in Danish companies Rikke SEIM, Signe POULSEN and Ole BROBERG Department of Management Engineering, Technical University of Denmark, Kgs. Lyngby, Denmark Abstract. This paper identifies potential impacts of recent legislative OHS reforms in Denmark on OHS management in companies; the focus being how this shift in legislation has manifested itself in the companies organization and daily work with OHS. We report from an exploratory multiple case study using a qualitative research methodology. Our findings reveal several themes related to the development of OHS management. We have identified eight superordinate themes: managerial change drivers, professionalization of OHS activities, regulation drivers, management systems, integration of OHS into daily work, stratified OHS, streamlining of the OHS organization, and commitment to OHS work. Keywords: Occupational Health and Safety Management, Legislative changes 1. Introduction Traditionally, the Scandinavian approach to Occupational Health and Safety (OHS) management has been based on cooperation between employee-elected representatives and company management. In recent years there has been a shift towards deregulation in Danish OHS legislation. The amendment to the Danish OHS legislation in 2004 signaled the beginning of this development. The amendment included a liberalization of OHS consultancies (Kabel et al. 2007). Simultaneously, a tendency to implement OHS management systems in both public and private companies was seen. This tendency was also supported by a legislative initiative which exempted companies certified according to the OHSAS standard from inspection by the Danish Work Environment Authority (WEA) (Hohnen & Hasle 2011). Finally, in 2010 a new amendment to OHS legislation was passed that allows for more flexible organization of OHS activities in companies, which can now, for example, reduce the number of employee-elected health and safety representatives. This paper reports on an exploratory study of the development in OHS regulation and management in Denmark during the last decade. We will focus on two questions: 1) Which new trends and drivers for development of OHS management can be seen? 2) What are the implications of this development for the efficiency of OHS management? 1.1 Settings Danish OHS legislation is based on the cooperative tradition inspired by the Danish labor market model where employees and employers cooperate on, e.g., health and safety activities in the companies. The previous Danish regulation on the cooperation of safety and health required that
2 372 O. Broberg, N. Fallentin, P. Hasle, P.L. Jensen, A. Kabel, M.E. Larsen, T. Weller (Editors) 2014 each department establish a safety group consisting of a safety representative elected from among the staff, plus the supervisor of the department. One safety committee had to be set up for the entire company. The committee consisted of two safety reps and two supervisors from the safety groups, plus a chairman representing the employer. In addition, a safety manager had to be appointed. (Hasle 2001). In 2010, an amendment to Danish OHS legislation was introduced (ref. AT bek.1181) with executive order no The amendment included several new elements, the main ones being: The employer shall conduct health and safety talks with the members of the health and safety organisation every year (E.O. no ). These talks include planning the content of HSO activities for the coming year, determining how the cooperation shall take place, assessing whether the goal for the previous year has been met, and setting the goals for the coming year. The amendment also includes a division between operational and strategic working environment activities. The rules for the number of OHS representatives (HS reps) have been loosened. The amendment is nonspecific and vague about the number of safety reps: In cooperation with the employees and supervisors, the employer shall determine how many members and how many health and safety groups are required in the health and safety organisation on the basis of the principle of proximity (E.O. no ). Furthermore, the mandatory appointment of safety manager has been removed. The amendment includes a reduction of mandatory health and safety training for HS reps and supervisors from five to three days. At the same time, the amendment allows for the possibility of continuous competence development for the HS organization. While the curriculum of the mandatory three-day health and safety training is described in detail, the amendment is vague as regarding the content of the supplementary training: The object of the supplementary health and safety training is to ensure regular updates in the area that strengthen the skills of health and safety representatives and supervisors in the health and safety organisation. Supplementary health and safety training shall impact knowledge and skills that are relevant with regard to health and safety activities in the enterprise. (E.O. no ).
3 HUMAN FACTORS IN ORGANIZATIONAL DESIGN AND MANAGEMENT XI NORDIC ERGONOMICS SOCIETY ANNUAL CONFERENCE Methods The empirical material for this paper is from an exploratory, multiple case study based on a qualitative research methodology. In total, sixty companies participated in the study. 2.1 Data collection and reporting Data were collected by visiting all companies and interviewing actors related to OHS management. Between two and six respondents were interviewed at each company. In all cases, the health and safety representative (HSR) and the health and safety coordinator (HSC) were interviewed. The data for each company were reported in a standardized case report, enabling analysis across cases. 2.2 Data analysis The case reports comprised the basis for a coding session involving eleven researchers, all of whom had been involved in the data collection. The coding session consisted of three rounds. In the first round, the researchers worked in pairs to develop categories based on a selection of the case reports. In the second round, researchers divided into two groups and repeated the exercise. Finally, both groups worked together to identify categories and variations across the entire dataset. The categories identified in the coding session were synthesized into eight different themes that were central elements in the development of OHS management across the material. 3. Results In the case analysis, eight themes were identified. In the following paragraphs, we will briefly explain the themes and elaborate on each of them using examples from the case studies. 3.1 Managerial change drivers Changes in management both in management style and in individual managers were an important factor resulting in changes in OHS organization. The managerial changes mentioned referred to both mergers and acquisitions, and minor, internal organizational changes at different managerial levels. These changes triggered delegation to new actors to develop OHS management, opening up for new structures and procedures. 3.2 Professionalization of OHS activities The category of OHS professionalization included a number of initiatives. Professionalization could entail appointing a new OHS task coordinator. Such a person often functioned as a kind of internal consultant to the management. This can be a full-time or part-time job. OHS professionalization also included the employee level; in some cases, the number of HS representatives was reduced and OHS competences further developed in the remaining HS reps. This type of professionalization is also strengthened by the 2010 amendment requiring yearly supplementary HS training for HS reps. We have also detected changes in the role of the HS reps itself. The traditional representative element of the role is diminishing in favor of a problem-solving element where the HS reps function as internal OHS consultants for both employees and management. 3.3 Regulation drivers
4 374 O. Broberg, N. Fallentin, P. Hasle, P.L. Jensen, A. Kabel, M.E. Larsen, T. Weller (Editors) 2014 Regulation was found to play an important part in forming and changing the organization of OHS work in the companies. The 2010 amendment, which made a reduction in OHS organization possible, was found to play a role. Other elements of OHS regulation could also be seen as major drivers of changes in organization of OHS management for example, executive order no. 1192, which exempts OHSAS certified companies from unannounced WEA inspections. In addition, collective agreements, especially in the public sector, were found to play a dominant role in the organization of OHS management. 3.4 Management systems OHS management systems were used to systematize OHS work. It was not only OHSAS that was used to structure OHS; the implementation of management systems not directly addressing OHS issues e.g., environmental and quality management systems proved to have an unintentional positive side effect on OHS management. 3.5 Integration of OHS into daily work The integration category includes initiatives to integrate OHS considerations into the daily work of the general staff. The phenomenon took on many forms; it could be a specific, articulated strategy, whereas in other cases it apparently emerged spontaneously among employees. Sometimes it was coordinated by a centrally located OHS coordinator, or conversely, it was not recognized or identified as OHS work at all. 3.6 Stratified OHS We have identified a tendency to disconnect strategic OHS work from practical OHS work at the ground level. The nature of this stratified OHS appears to be manifold as it can be both physical, where OHS management does one thing and HSR another, as well as organizational. 3.7 Streamlining of the OHS organization We also identified a streamlining of the OHS organization exemplified by a reduction in the number of HS representatives. This has been induced by the 2010 amendment, which included a higher degree of flexibility (see Settings). 3.8 Commitment to OHS work Lack of commitment, in relation to lack of both prioritization from management and motivation from employees, was perceived as a problem in relation to OHS. This lack of commitment can constitute a burning platform which can accelerate commitment to OHS if combined with one of the other themes mentioned, for instance, managerial changes. 4. Discussion and Conclusion Several of the themes identified in OHS management development correspond to findings of previous research focusing on OHS management. Changes in management, introduction of management systems, and the degree of commitment from employees, as well as middle and top management, to OHS activities are all factors recognized as significant for the efficiency of OHS management (Stranddorf et al. 1992). In the following we will focus on the main new findings in this study. 4.1 New trends and drivers for OHS management Our results indicate that regulation is a major driver for development of OHS
5 HUMAN FACTORS IN ORGANIZATIONAL DESIGN AND MANAGEMENT XI NORDIC ERGONOMICS SOCIETY ANNUAL CONFERENCE management, especially its organization. Different set of legislations is found to instigate development of OHS management e.g., collective agreements and specific OHS regulation. In the public sector, the MED agreement dominates OHS management; thus, almost all OHS organizations are merged with the cooperative system in municipal and state workplaces. The 2010 amendment to the OHS legislation (see Settings) has an effect mainly on the development of OHS management in private companies. This can be seen in our results as the theme of streamlining, where several companies have used the amendment to downsize the OHS organization. Professionalization is a distinctive trend which is seen in many different versions; in some cases, the HS reps become professional OHS staff themselves, spending the majority of their time on OHS management and problem solving. In other companies, it is OHS coordinators who maintain OHS management. These OHS coordinators are often situated close to the line management and are in some cases given management duties; thus, the OHS coordinators are in a key position to drive the development of OHS management in the company. The stratification theme cannot be seen as a new development in OHS; the original OHS law from 1975 introduces the concepts of OHS committees and OHS groups, thereby incorporating stratification of OHS management in the legislation. However, the 2010 amendment introduced an element of strategic OHS management, which emphasizes the tendency to stratify OHS organization. In some companies, strategic OHS activities are handled solely by the OHS committee, thereby emphasizing the gap between operational OHS activities in the OHS groups and strategic work in the committee. Integration, compared to professionalization, is a trend that is more difficult to identify, due to the fact that if integration is successful, employees consider procedures not as a way of avoiding OHS issues but simply as procedures. 4.2 Implications for OHS management An obvious positive effect of the development is the element of flexibility in the 2010 amendment, which allows for a reorganization of OHS management that is more in tune with the overall organization and management of the company. However, as this flexibility is a clear example of deregulation, it can also be used to advocate for a reduction in resources allocated to OHS activities by reducing the number of HS reps, eliminating safety managers, or downsizing the OHS budget. Several of the case companies in the private sector have reorganized their OHS management in connection with the amendment. The majority of these companies have reduced the size of the OHS organization and realigned it with the company by, for example, organizing OHS activities so they correspond to the overall structure of management and operations in the company. The main objective of the amendment was to introduce a higher degree of flexibility by loosening the fixed demands on the companies internal OHS management organization. The 2010 amendment reinforces the strategic element of OHS management by introducing annual health and safety talks as a tool for linking operational working environment activities with the general strategy of the company. The amendment can be seen as a gateway to a more strategic approach to OHS, which can entail both a higher degree of linkage between the operational and the strategic level of the OHS organization, but also the opposite development: a clearer stratification of OHS activities due to the fact that strategic decisions are made solely at a higher hierarchical level than they were traditionally. The positive effect of professionalization is that it can eliminate the risk of the OHS organization ending up on the sidelines (Jensen 1997; Hasle 2001) or in an adjunct function with limited influence on decision making which is often the case. On the other hand,
6 376 O. Broberg, N. Fallentin, P. Hasle, P.L. Jensen, A. Kabel, M.E. Larsen, T. Weller (Editors) 2014 professionalization can also lead to all OHS activities becoming centered around one person, which is obviously a vulnerable structure. The element of continuing education in the amendment may, in the long run, emphasize the trend toward professionalization by introducing more competent HS reps that are able to undertake more problem-solving OHS activities. This could, on the other hand, put additional pressure on the representative aspect of the HS rep s role. This inherent schism in the Danish model, where HS reps are both employee-elected representatives and problem-solving OHS employees, has been problematized before by Walters and Frick (2000), among others. In conclusion, the eight themes identified are present in the case companies in different constellations, each of which characterizes the specific development of OHS management in that individual company. The 2010 amendment was initiated by the social partners; employer organizations especially were critical of the previous Danish regulation on the cooperation of safety and health, which in their opinion did not fit the majority of Danish companies. The shift in legislation represented by the amendment echoes the organizational development of Danish companies. Our results indicates that the shift in legislation to some extent is influencing the development of OHS management in Danish companies, which suggests that the Danish model for OHS management is in a transition phase, going from a traditional, participatory, cooperative approach towards a more problem-oriented approach addressing both OHS issues as well as operations and managerial issues. This tendency has been described in other studies (Hohnen & Hasle 2011; Kristensen 2011). References Hasle, P. (2001). Sikkerhedsorganisationens lange vej. Tidsskrift for arbejdsliv, 3, 2, Hohnen, P. & Hasle, P. (2011). Making work environment auditable A critical case study of certified occupational health and safety management systems in Denmark. Safety Science, 49, Jensen, P. L. (1997). Can participatory ergonomics become the way we do things in this firm the Scandinavian approach to participatory ergonomics. Ergonomics, 40, Kabel, A., Hasle, P. & Limborg, H. J. (2007). Occupational health services in Denmark the rise and fall of a multidisciplinary and preventive approach. Policy and Practice in Health and Safety, 05 Kristensen, P. H. (2011). Managing OHS: A route to a new negotiating order in high-performance work organizations? Safety Science, 49, Stranddorf, J., Møller, N. & Jensen, P. L. (1992). Arbejdsmiljøarbejdet i udvikling. København: Arbejdsmiljøfondet The Danish Working Environment Authority (2010). Executive Order on the cooperation of Safety and Health. Executive Order No of 15 October 2010 issued by the Danish Working Environment Authority Walters, D. & Frick, K. (2000). Worker Participation and the Management of Occupational Health and Safety: Reinforcing or Conflicting Strategies? In Frick, K. et al. (Eds.), Systematic Occupational Health and Safety Management (Chap. 3, pp 43-66). Oxford: Elsevier Science Ltd.
377 Working environment committees stretched between strategy and participation Vibeke Kristine SCHELLER, Agnete MELDGAARD HANSEN and Klaus T. NIELSEN Centre for Working Life Research, Department of Environmental,
until further notice 1 (5) Applicable to investment firms REGULATION ON RISK MANAGEMENT AND OTHER ASPECTS OF INTERNAL CONTROL IN INVESTMENT FIRMS By virtue of section 29, paragraph 2, of the Investment
Fit work to people: How can national occupational health regulation work in practise Per Langaa Jensen Professor Department of Management Engineering Technical University of Denmark 13-02-2013 Who am I?
International Journal of Medical Informatics (2005) 74, 229 234 Development, implementation and diffusion of EHR systems in Denmark Christian Nøhr a,, Stig Kjær Andersen a, Søren Vingtoft b, Knut Bernstein
Curriculum for the bachelor s programme in economics and business administration (HA) Aalborg University September 2007 With amendments 2009, 2010, 2011 and 2012 Curriculum for the bachelor s programme
Companies Law of the People's Republic of China Order of the President of the People s Republic of China No. 42 The Companies Law of the People s Republic of China has been revised and adopted at the 18th
National Research Council Canada Audit of Occupational Safety and Health (OSH) Internal Audit, NRC SEPTEMBER 2010 1.0 Executive Summary and Conclusion Background This report presents the findings of the
HSR TRAINING COURSE 2 DAYS Page 1 of 9 Introduction This Level Three Initial 2 day HSR Training Course aims to add and extend to the range of skills and knowledge acquired in the 5 day and 3 day initial
jny/ppa/has Contact information Peter Abbas Consultant T 33 63 11 13 F 33 63 10 11 ppa@kab bolig.dk KAB a customer owned non profit manager of housing associations This paper is intended to give our English
Nordic journal of working life studies Volume 4 Number 3 August 2014 Hard Work in Soft Regulation: A Discussion of the Social Mechanisms in OHS Management Standards and Possible Dilemmas in the Regulation
Rules for the PhD Programme at the Graduate School, Arts Table Of Contents 1. Purpose, structure, etc.... 1 1.1. Purpose... 1 1.2. Organisation... 1 2. Admission etc. to the PhD programme... 2 2.1. The
HUMAN FACTORS IN ORGANIZATIONAL DESIGN AND MANAGEMENT XI NORDIC ERGONOMICS SOCIETY ANNUAL CONFERENCE 46 481 Anticipated challenges for cross-organisational distributed collaboration in reactive telemedicine
Guide for the Evaluation of Program Specialist Positions Table of Contents COVERAGE OF THE GUIDE... 2 TITLING PRACTICES... 3 BACKGROUND INFORMATION... 3 CRITERIA USED FOR GRADE-LEVEL DISTINCTION... 5 NOTES
Survey report on Nordic initiative for social responsibility using ISO 26000 2013 Contents SUMMARY... 3 1. INTRODUCTION... 4 1.1 Objective of the survey... 4 1.2 Basic information about the respondents...
ICSEI 2010: Educational Evaluation Rikke Sørup (firstname.lastname@example.org) Katja Munch Thorsen (email@example.com) The Danish Evaluation Institute From knowledge production to sustainable practice - presentation of tools for
Study program Faculty Cycle Public Administration Public Administration and Political Sciences Undergraduate ECTS 180 Offered in Tetovo and Skopje Description of the program The program for Public Administration
Comments on the Federal Electoral Platforms - Agriculture and Food: Few Hits, Many Misses Bob Seguin, Janalee Sweetland, Kate Stiefelmeyer, and Al Mussell Introduction With lesss than a week to go before
Operational Risk Management - The Next Frontier The Risk Management Association (RMA) Operational risk is not new. In fact, it is the first risk that banks must manage, even before they make their first
Table of contents Subject Page no. A: CHAPTERS Foreword 5 Section 1: Overview of the Handbook 6 Section 2: Quality Control and Quality Assurance 8 2. Quality, quality control and quality assurance 9 2.1
The Dean s Office November 2007 Department of Leadership and Strategy, Campus Slagelse Research profile and research structure Introduction The aim of this document is to outline the research profile and
, Certification & Training Services , Certification & Training Services , Certification & Training Services , Certification & Training Services WHAT MAKES YOUR OCCUPATIONAL HEALTH AND SAFETY SYSTEMS BEST-IN-CLASS?
ISBN 978-91-7930-625-0 ISSN 1650-3163 112 79 Stockholm, Tel: 010-730 90 00 E- mail: firstname.lastname@example.org www.av.se Arbetsmiljöverket 112 79 Stockholm Tel 010-730 90 00 www.av.se The Swedish Work Authority
Bachelor of Emergency & Security Management Studies prepare yourself and your team with the most accessible, customizable emergency management training from Canada s Leading Public Safety Educator Comprehensive
Lesson title: Skills Inventory Lesson s author: Mark Allen Peterson (with Lisa Suter) Summary: In this homework assignment, students consider what skills they might have to gain from a liberal arts education
GREENPEACE NORDIC Job Description Form Department: Fundraising & IT Location: Copenhagen, Denmark Job title: Fundraising Manager Reports to: Fundraising and IT Director Level: Bb Fulltime General description/purpose
GRC Frameworks Series The Copenhagen Compliance Governance Framework is based on the Nordic Governance Model Nordic companies have transformed regulatory authority and mechanisms of the welfare state to
Contracts Manager Purpose of the Job As Contracts Manager you will manage all aspects of the Grounds Maintenance contracting business safely and efficiently, maximising profitability through the completion
Building & Swimming Pool Inspection Policy Policy Type: Responsible Department: Responsible Officer: Legislation Related Policies and Procedures Council policy Development General Manager, Economic Development
HEALTH ANDSAFETY AWARENESS TRAINING FREQUENTLY ASKED QUESTINOS Why am I required to complete Health and Safety Awareness Training? O A new regulation (Ontario Regulation 297/13) was introduced by the Ministry
Developing Teacher Leadership and its Impact in Schools M. Snoek SUMMARY DEVELOPING TEACHER LEADERSHIP AND ITS IMPACT IN SCHOOLS Introduction Successful school improvement is dependent on schools capacities
Mandatory Provident Fund Schemes Authority COMPLIANCE STANDARDS FOR MPF APPROVED TRUSTEES First Edition July 2005 Hong Kong Contents Glossary...2 Introduction to Standards...4 Interpretation Section...6
Undergraduate OHS Degrees: Meeting the Demand Colin Findlay RMIT University Co-Authors: Fred de Munk, Dr Neale Jackson INTRODUCTION Undergraduate programs in Occupational Health and Safety (OHS) are relatively
Organisation for Economic Co-operation and Development (OECD) Corporate Governance Committee 2, rue André Pascal 75775 Paris Cedex 16 France The Hague, 2 January 2015 Ref: B15.01 Subject: Eumedion response
NATIONAL COMPETENCY-BASED TEACHER STANDARDS (NCBTS) A PROFESSIONAL DEVELOPMENT GUIDE FOR FILIPINO TEACHERS September 2006 2 NATIONAL COMPETENCY- BASED TEACHER STANDARDS CONTENTS General Introduction to
Mergers and Acquisitions of Investment Managers: Fund and Board Consolidation Copyright 2004 Dechert LLP. All rights reserved. Materials have been abridged from laws, court decisions, and administrative
1 UNIT SUMMARY BSB51107: DIPLOMA IN MANAGEMENT 8 units, comprising 5 core units & 3 elective units required for the qualification UNIT CODE Group A units BSBCUS501C BSBFIM501A BSBINM501A BSBLED501A UNIT
HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF Section 1: Managing and Developing People at CSU... 3 Section 2: People Management, the Broad Structure... 3 Section 3: Principles... 4 Section
Diploma of Business Administration BSB50415 Unit Descriptions & Evidence Required to Demonstrate Competency 8 Units 8 Elective Units Agenda Course Description... 3 Job roles... 3 Pathways Information...
Academic Regulations for MBA Master of Business Administration September 2014 Academic Regulations for MBA 2014 2 Contents ACADEMIC REGULATATIONS FOR MASTER OF BUSINESS ADMINISTRATION MBA... 3 General...
REGULATIONS AND CURRICULUM FOR THE MASTER S PROGRAMME IN INFORMATION ARCHITECTURE FACULTY OF HUMANITIES AALBORG UNIVERSITY SEPTEMBER 2015 Indhold PART 1... 4 PRELIMINARY REGULATIONS... 4 Section 1 Legal
PCAOB Public Company Accounting Oversight Board 1666 K Street, N.W. Washington, DC 20006 Telephone: (202) 207-9100 Facsimile: (202) 862-8430 www.pcaobus.org May 5,2009 The Honorable Mary L. Schapiro Chairman
ance Performance Performance Performance Department Performance of Education, Training Performance and Employment Perfor Department of Education, Training and Employment erformance Performance Induction
RYERSON POLYTECHNIC UNIVERSITY ACADEMIC POLICIES AND PROCEDURES Policy Name: Liberal Studies in the Ryerson Curriculum Ref. No.: 44 Academic Council Approval Date: May 6, 1986 (Academic Standards Committee
Date of ratification 2013-01-31 Dnr FAK 2012/628 Faculty Board School of Business and Economics Third-cycle studies at Linnaeus University are regulated in the Higher Education Act and the Higher Education
Program: Human Resources Program Based Budget 2014-2016 Page 39 Program: Human Resources Vision Statement: To be the principal authority for human resources management and a key strategic contributor to
OCCUPATIONAL GROUP: Human Resources CLASS FAMILY: Central Human Resources CLASS FAMILY DESCRIPTION: This family of positions include those positions which are located in the Division of Personnel. They
Effective Internal Audit in the Financial Services Sector Recommendations from the Committee on Internal Audit Guidance for Financial Services: How They Relate to the Global Institute of Internal Auditors
CURRICULUM for Diploma of Technology in Project Management Revised 1 April 2011 Table of contents 1. Introduction 2. The purpose of the programme 3. Programme duration 4. Programme title 5. Admission requirements
starting your Health and safety program Introduction Workplace injuries and illnesses can be prevented. The key to achieving safe production is to identify and control all workplace health and safety hazards.
Business Improvement Solutions THINKING BUSINESS > DRIVING IMPROVEMENT > ACHIEVING EXCELLENCE Assisting organizations to develop their capability to continuously improve performance in a sustainable manner.
Northern Ireland Social Care Council The Assessed Year in Employment (AYE) for Newly Qualified Social Workers in NI Revised Guidance for Registrants and their Employers May 2014 (Version 1) Produced by:
Office of Human Resources Director of Facilities Management Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs the Facilities Management Division of the Department of General Services including developing
JOB AND PERSON SPECIFICATION Position Title: Human Resources Consultant Classification Code: ASO-5 Division: Country Health SA Branch: Workforce Services Type of Appointment: Section: o Ongoing Position
THE POTENTIAL OF SOCIAL LEARNING IN RELATION TO LEADERSHIP TRAINING 1 Dr. Cecilie K. Moesby-Jensen 2 Metropolitan University College ABSTRACT This paper discusses the potential of social learning in relation
VA Office of Inspector General OFFICE OF AUDITS AND EVALUATIONS Department of Veterans Affairs Audit of Office of Information Technology s Strategic Human Capital Management October 29, 2012 11-00324-20
Qualification Outline Diploma of Management BSB51107 Get it done. Get it done well Web: www.kneedeep.com.au/certification.html Phone: +61 8 7127 4885 Email: email@example.com Address: Suite 203, Level
pm4dev, 2007 management for development series Project Management Organizational Structures PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology
Ministry of Social Affairs and Health, Finland N.B. Unofficial translation, legally binding only in Finnish and Swedish No. 1383/2001 Occupational Health Care Act Issued in Helsinki on 21 December 2001
SECTION 1: PROJECT PARTICULARS: Project Title as EU/eTenders Contract Notice: Description as EU/eTenders Contract Notice: Address: Form of Contract: Contractor s Role: Project Category: Areas of work involving
Ministry of Social Affairs and Health Unofficial translation No. 44/2006 Act on Occupational Safety and Health Enforcement and Cooperation on Occupational Safety and Health at Workplaces (as amended by
April 16, 2008 Volume 1 Workforce Solutions: Governor Jindal s Comprehensive Workforce Redesign Legislative Package Executive Summary: The purpose of this position paper is to highlight the relevance of
Report of External Evaluation and Review Quality Environmental Consulting Limited Confident in educational performance Confident in capability in self-assessment Date of report: 3 September 2014 Contents
19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement
The attraction, retention and advancement of women leaders: Strategies for organizational sustainability BUSINESS CASE 1 Table of Contents Introduction Business Case 1 Barriers and Success Factors Overview
Doctor of Clinical Psychology Programme of study for the degree of Doctor of Clinical Psychology 1. The following may be accepted as a candidate for the degree of Doctor of Clinical Psychology: Graduates
BSB50613 Diploma of Human Resources Management Course Overview Table of Contents Table of Contents... 1 1. Welcome... 2 1.1 VECCI Team... 2 2. BSB50613 Diploma of Human Resources Management... 2 2.1 Program
Copyright in the material is owned by the State of New South Wales. Apart from any use as permitted under the Copyright Act 1968 and/or as explicitly permitted below, all other rights are reserved. You
Professional Development Coordinator Competencies and Sample Indicators for the Improvement of Adult Education Programs A Publication of Building Professional Development Partnerships for Adult Educators
Business Management, Personnel Management, and Industrial Relations of Foreign-Affiliated Pharmaceutical-Related Firms Summary Contributing authors (in order of authorship) Takeshi Inagami Professor, Graduate
MSN Course Description Revisions Necessary for Introduction of the Nurse Educator Track, September 2015 Rationale: 1. MSN courses for both tracks need to delete specific reference to the CNL or make reference
42 nd EMAC Annual Conference Istanbul, June 2013 The role of the marketing department in Danish companies: Drivers for influence Suzanne C. Beckmann, Michala Jalving & Sarah Rohde Olsen Copenhagen Business
POST SALARY HOURS OF DUTY LOCATION REPORTING TO RESPONSIBLE FOR PAYMENT OFFICER 21,506 23,685 (SUBJECT TO REVIEW) 35 Hours per Week TO BE ADVISED Finance Manager Finance Assistants KEY RESPONSIBILITIES
SUPPLEMENTARY INTERNAL RULES IMPLEMENTING REGULATION (EC) N 45/2001 IN RELATION TO THE DATA PROTECTION OFFICER 10 September 2009 page 1 / 8 SUPPLEMENTARY INTERNAL RULES IMPLEMENTING REGULATION (EC) N 45/2001
Evaluation of Careers Provision in Schools and Colleges in England Introduction This report provides insight into how state funded, mainstream 11 to 19 education providers in England evaluate the careers
Your consent to our cookies if you continue to use this website.