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At least 127 records · Page 7Linked to original sources
PubMed2003

Leadership development: perk or priority?

Karen Barton, Zendal Pharmaceuticals' senior vice president of human resources, was livid when COO Dave Palmer slashed her executive education budget by 75%. It must have been a mistake. Without funding there could be no in-house leadership development program, which was to be the first step toward a full-blown Zendal University. But it wasn't a mistake. Not that Palmer was against bold initiatives, but, as he patiently told Barton, sales were down 26%, and there was that $300 million debt Zendal took on when it acquired Premier Pharmaceuticals. As a result, Barton's budget wasn't the only one being cut. Palmer added that it wasn't clear what the return on investment of her proposed program--or any of her current ones for that matter--would be. Barton's analysis had been woefully short on quantitative benefits. Figuring ROI for people isn't the same as calculating the payback from a machine, Barton complained to friend and ally Carlos Freitas, head of the medical devices division. But Freitas disagreed: "If you want dollars, you have to show how you fit in with [management's] plans. You must be willing to fight for resources with the rest of us." Barton bristled: "Don't you see that my department is connected to all the others? Every division benefits from the HR budget." But she knew Freitas was right. She needed to make the case that doubling her budget was a smart move even in tough times. The question was, How? Four commentators--Susan Burnett, an HR executive at Hewlett-Packard; Mike Morrison, dean of the University of Toyota; Noel M. Tichy, professor at the University of Michigan Business School; and David Owens, vice president of Bausch & Lomb's corporate university--offer advice in this fictional case study.

Administrative Personnel↗
PubMedDate not supplied

Perks of the job.

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Humans↗
PubMedDate not supplied

Stability of refraction and visual acuity during 5 years in eyes with simple myopia. The PERK Study Group.

BACKGROUND: Normal ranges of variability of refraction and visual acuity in adult myopic eyes are needed as a reference standard for assessing the stability of refractive corneal surgery. METHODS: We measured the changes in spectacle-corrected visual acuity and cycloplegic refraction during 5 years for the unoperated eye of 82 patients aged 21 to 57 years in the Prospective Evaluation of Radial Keratotomy Study. The changes were compared for contact lens and non-contact lens wearers. We also compared the 5-year cycloplegic and manifest refractions for these unoperated eyes. RESULTS: Of 77 eyes, 44% gained or lost one Snellen line and 48% experienced no change in spectacle-corrected visual acuity between baseline and 5 years. Only one eye (1%) lost two lines, and 7% gained two lines. The refractive change was less than 1.00 D for 84% of the 37 non-contact lens wearing eyes. Only 13% became more myopic by at least 1.00 D (maximum increase in myopia, 2.00 D), and 3% became less myopic by 1.00 D. Of 45 contact lens wearing eyes, 38% became more myopic by at least 1.00 D. The 5-year manifest refraction was 0.50 D to 1.50 D more myopic than the cycloplegic refraction for 37% of eyes. CONCLUSIONS: We recommend using two or more Snellen lines as the standard for a meaningful change in spectacle-corrected visual acuity in operated eyes, and 1.00 D as a meaningful cutoff for stability of refraction. The wearing of contact lenses can confound the results of stability studies. The difference between the cycloplegic and manifest refractions suggests that the cycloplegic refraction should be used in planning for refractive surgery.

Adult↗
PubMed2004

Executive pay hide-and-seek. With the IRS poised to inspect compensation at tax-exempt not-for-profits, perks and benefits for hospital executives likely to get much closer attention.

Not-for-profits will have someone else looking over their shoulder soon--the IRS. The new IRS commissioner overseeing tax-exempt organizations says his unit will look at executive compensation, and execs making more than $1 million are sure to get scrutiny. Healthcare tax lawyer Todd Greenwalt, left, says it's likely the IRS will use the data it gleans to create best-practices guidance.

Accounting↗
PubMed1973

Project Perk-Up.

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District of Columbia↗
PubMedDate not supplied

Perk or poison?

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Anxiety↗