The goal of the study on Local-National Pay Governance that ORC Worldwide conducted for
Industrial Relations Counselors, Inc. was to understand the current practices of international
organizations with respect to decisions and processes for managing pay outside of the
headquarters country. The study also sought greater understanding of how these practices may
be changing.
Archive
A collection of white papers, research and opinion pieces published by IRC.
[A limited number of documents are currently featured below; check back periodically as we continue to make IRC’s archives — dating back to 1926 — available.]
A Study Conducted by ORC Worldwide Global Equality, Diversity and Inclusion Practice for Industrial Relations Counselors, Inc. The goal of Industrial Relations Counselors, Inc.’s study Talent Management Processes for a Diverse Leadership Team, which was recently completed by ORC Worldwide, was to understand which talent management practices work best for
In 2008, IRC sponsored a study exploring the relationship between CEO behaviors, organizational processes, and measures of diversity success.
Originally published in IRConcepts Newsletter in Winter 2005. Security issues have risen to the top of every major corporation’s priority list. The magnitude and complexity of the issues, particularly for a global enterprise, can be enormously challenging. Obtaining, integrating, and communicating reliable and useful information; developing effective strategies and processes
In the summer of 2004, Industrial Relations Counselors (IRC) sponsored ORC Worldwide (an HR consulting firm partially owned by IRC) to conduct a survey of human resource professionals to examine the impact of working hours, technological advances, and other pressures—both work- and family-based—on their health, well-being, and family life and the consequent impact on their organizational commitment. The aim was to establish whether work-life balance initiatives provided a positive climate for flexible working that can translate into improved individual and organizational performance. In this issue of IRConcepts, we present a summary of this research. We believe that it offers important insights into the demanding roles of HR professionals as well as how well-managed flexibility can lead to strategic competitive advantage.
As globalization ratchets up the level of competition among multinational companies (MNCs) and forces them to sharpen every aspect of their business strategy, managing the organization’s human resources on a global scale has become a matter of keen interest to senior leaders. Getting the right people with the right capabilities
In the spring of 2003, huge demonstrations in France brought the nation to a virtual standstill. The proposal that drove 300,000 workers, teachers, and students to march in protest through Paris was reform of the public pension system. During the same period, widespread strikes called by the Austrian national union
Between June and July of this year, 44,000 nonfarm jobs disappeared, according to the Labor Department’s Bureau of Labor Statistics. But during the same period, BLS reported a 0.2 percent drop in the unemployment rate. Why didn’t unemployment go up instead of down? Here’s another conundrum: In 2002, the American
Protests against globalization, particularly against investment abroad by American-based multinational companies (MNCs), have highlighted “sweatshop” conditions in garment plants in less developed countries (LDCs) that produce for the United States market.1 In many ways, the garment industry is unique and, in fact, it attracts only a small proportion of investment
Throughout the ages, making clothing was the responsibility of the housewife, who sewed her family’s garments at home. This was still the case in the early years of the United States. In his 1791 Report on the Subject of Manufactures, Alexander Hamilton wrote that in a number of districts two-thirds