Business Commons^™

Homework And Telework: A Guide To Best Practice In Human Resource Management, Peter Standen, Maryam Omari

Research outputs pre 2011

In Australia today there is widespread interest in homeworking and teleworking as flexible work options with significant advantages to both employers and employees. In the research behind this guide we surveyed 500 Australian organisations, finding employer interest in these advantages, along with uncertainty about how to implement homeworking, and some worries about potential drawbacks. Significantly, those organisations that had implemented homeworking reported positive outcomes. In an interview study, homeworkers themselves reported improved work performance, and were appreciative of the flexibility. This guide shows how to implement homework and telework to achieve such outcomes while avoiding the problems that concern managers.

The Evaluation Of Pe Personnel 1992: A Report Of A Values-Based Evaluation Of A Competitive Employment Training And Placement Service For People With Disabilities: Purpose, Methodology, Outcomes And Recommendations, Errol Cocks, Robert L. Jackson

Research outputs pre 2011

Late in 1991, the Managing Director of PE Personnel, Ms Susan Robertson, approached the Director of the Centre for the Development of Human Resources (CDHR) at Edith Cowan University, Mr Errol Cocks, to discuss the possibility of an evaluation for PE Personnel. Over a period of three or four months, the purposes and shape of a proposed evaluation developed through clarification and negotiation, and in March, 1992, an agreement was reached for Mr Cocks and Mr Bob Jackson from the CDHR to carry out the evaluation. The results of the evaluation, as described in this report, cover the period up …

The Flexible Organization Design: Advantages And Pitfalls, Chris Du Boulay

Research outputs pre 2011

Organization design, mission statements and management strategy are not often given the emphasis they deserve within the human service sector. These issues are given a great deal of emphasis within the mainstream commercial sector.

In the minds of many human service boards of management these issues are seen as secondary, behind the primary aim of assisting clients. While this priority is commendable, the secondary issues are rarely addressed sufficiently. The result is that the organization loses direction and fails to remain abreast of the changing demands of the client population.