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Charging interest on lonas is considered normal business practice. However, today consumers and regulators are taking a close look at interest rates and fees which at times seem unreasonably high. But charging even a reasonable rate of interest has not always been considered morally acceptable. This paper examines the ethical evolution which has taken place concerning the morality of charging interest. In doing so it provides an unerstanding of the historical and philosophical foundations with respect to the charging of interest.

Many businesses are faced with liquidity problems for various reasons. This is especially true for small businesses, since most must operate with fewer sources of both short and long term financing than larger firms. Where less financing is available, more assets must be held in liquid form to meet daily transactions and emergency requirements. Larger firms, that have better access to both the money and capital markets, can afford to hold fewer current assets and meet cash requirements just as quickly and efficiently through borrowing.

This chapter aims to clarify the future of the HR profession in the digital age by translating and extrapolating results of recent studies in a creative way. The main question is ‘What will be the effects of digitization on the HRM profession?’

The methodological approach is threefold. A theoretical concept of digital impact on the HRM profession is constructed based on a task-based analysis of the Ulrich roles. Second, in two sessions HRM Professionals reflect on the main question and give assessments. Third, a secondary analysis is carried out on the HRM practice monitor and five hypotheses are tested (primary role of HR, time spent in an activity cluster, typification of the HRM department).

The outcomes give no clear and unequivocal picture yet. Although the theoretical concept, actual research, professional literature and consulted professionals indicate that the HRM profession is already or will soon get more strategic due to digitization, the secondary analysis of the HRM practice monitor does not confirm that tendency.

The limitations of this research comprise flaws in the HRM practice monitor, the questionable web instrument and the lack of a clear and broadly accepted definition of digitization. Follow-up research seems to be very worthwhile and has a lot of possible starting points.

This research offers a new way of looking at the HRM profession in transition by combining the Ulrich model with a task-based analysis. Furthermore the evidence is based on 4 years (2012–2015) of data collection.

This monograph reports on the strategic and operational roles of learning and development (L&D) professionals in Irish, UK European and US organisations including multinational corporations, small to medium enterprises, the public sector and not for profit organisations. This paper aims to investigate the contextual factors influencing L&D roles in organisations, the strategic and operational roles that L&D professionals play in organisations, the competencies and career trajectories of L&D professionals, the perceptions of multiple internal stakeholders of the effectiveness of L&D roles and the relationships between context, L&D roles, competencies/expertise and perceived organisational effectiveness.

The study findings are based on the use of multiple methods. The authors gathered data from executives, senior managers, line managers, employee and L&D professionals using multiple methods: a survey (n = 440), Delphi study (n = 125) and semi-structured interviews (n = 30).

The analysis revealed that L&D professionals increasingly respond to a multiplicity of external and internal contextual influences and internal stakeholders perceived the effectiveness of L&D professionals differently with significant gaps in perceptions of what L&D contributes to organisational effectiveness. L&D professionals perform both strategic and operational roles in organisations and they progress through four career levels. Each L&D role and career level requires a distinct and unique set of foundational competencies and L&D expertise. The authors found that different contextual predictors were important in explaining the perceived effectiveness of L&D roles and the importance attached to different foundational competencies and areas of L&D expertise.

This is one of the few studies to have investigated the L&D professional role in organisations from the perspective of multiple stakeholders using multiple research methods.

Since the publication of the report “To Err Is Human: Building a Safer Health System” by the US Institute of Medicine in 2000, much has changed with regard to patient safety. Many of the more recent initiatives to improve patient safety target the behavior of health care staff (e.g., training, double-checking procedures, and standard operating procedures). System-based interventions have so far received less attention, even though they produce more substantial improvements, being less dependent on individuals’ behavior. One type of system-based intervention that can benefit patient safety involves improvements to hospital design. Given that people’s working environments affect their behavior, good design at a systemic level not only enables staff to work more efficiently; it can also prevent errors and mishaps, which can have serious consequences for patients. While an increasing number of studies have demonstrated the effect of hospital design on patient safety, this knowledge is not easily accessible to clinicians, practitioners, risk managers, and other decision-makers, such as designers and architects of health care facilities. This is why the Swiss Patient Safety Foundation launched its project, “More Patient Safety by Design: Systemic Approaches for Hospitals,” which is presented in this chapter.

This study aims to investigate the promotion of workplace multiculturalism via the use of a participative and empowerment‐based diversity training and development method.

A two‐year long qualitative, multiple case‐study amongst 15 Finnish organizations was conducted by means of the focus group method. Altogether 20 group interviews were held with so‐called “working culture bridge groups” consisting of different stakeholders and their four coordinators to explore the approaches, modes of action, achievements and explanatory factors that contributed to the development of working cultures towards multiculturalism.

The development method was directed more at individual than organizational level change processes. More specifically, the attitudes of the majority were perceived as the main problem and the goal was to influence them by enhancing their knowledge and awareness of multicultural issues. The effectiveness of the method was recognized to depend on the clarity of set goals, adequate resources, systemic development work at both the individual and organizational level as well as on the commitment of management.

Despite being conducted in one country with low cultural diversity, an empowerment‐based method proved to be useful in directing the creation of inclusive working organizations.

The method helps in planning the content and delivery of different diversity training and development approaches.

The paper offers a powerful tool and an innovative way for practitioners to align both organisational and diversity goals to meet individual needs, to identify inequalities and to increase the effectiveness of diversity initiatives.

Articulated robots are widely used in industrial applications owing to their high repeatability accuracy. In terms of new applications such as robot-based inspection systems, the limitation is a lack of pose accuracy. Mostly, robot calibration approaches are used for the improvement of the pose accuracy. Such approaches however require a profound understanding of the determining effects. This paper aims to provide a non-destructive analysis method for the identification and characterisation of non-geometric accuracy effects in relation to the kinematic structure for the purpose of an accuracy enhancement.

The analysis is realised by a non-destructive method for rotational, uncoupled robot axes with the use of a 3D lasertracker. For each robot axis, the lasertracker position data for multiple reflectors are merged with the joint angles given by the robot controller. Based on this, the joint characteristics are determined. Furthermore, the influence of the kinematic structure is investigated.

This paper analyses the influence of the kinematic structure and non-geometric effects on the pose accuracy of standard articulated robots. The provided method is shown for two different industrial robots and presented effects incorporate tilting of the robot, torsional joint stiffness, hysteresis, influence of counter balance systems, as well as wear and damage.

Based on these results, an improved robot model for a better match between the mathematical description and the real robot system can be achieved by characterising non-geometric effects. In addition, wear and damages can be identified without a disassembly of the system.

The presented method for the analysis of non-geometric effects can be used in general for rotational, uncoupled robot axes. Furthermore, the investigated accuracy influencing effects can be taken into account to realise high-accuracy applications.