Lars Lyberg, Kristen Cibelli Hibben and Beth-Ellen Pennell
Surveys in multinational, multiregional and multicultural contexts (or “3MC” surveys) are becoming increasingly important to global and regional decision-making and theory…
Abstract
Purpose
Surveys in multinational, multiregional and multicultural contexts (or “3MC” surveys) are becoming increasingly important to global and regional decision-making and theory building. To serve this purpose, the surveys need to be well managed, with an awareness of key sources of survey error and how to minimize them, mechanisms in place to control the implementation process and an ability to intervene in that process when necessary in a spirit of continuous improvement (Pennell et al., 2017). One key approach for managing and assessing the quality of 3MC surveys is the total survey error (TSE) framework and associated survey process quality. This paper aims to examine the application of the TSE framework and survey process quality to the Programme for the International Assessment of Adult Competencies (PIAAC).
Design/methodology/approach
The authors begin with a background on TSE and discuss recent adaptations of TSE and survey process quality for 3MC surveys. They then presents a TSE framework tailored with examples of potential contributions to error for PIAAC and ways to address those through effective quality assurance (QA) and quality control (QC) approaches.
Findings
Overall, the authors find that the design and implementation of the first cycle of PIAAC largely reflect the current best practice for 3MC surveys. However, the authors identify several potential contributions to error that may threaten comparability in PIAAC and ways these could be addressed in the upcoming cycle.
Originality/value
With a view toward continuous improvement, the final section draws on the survey process quality approach adapted from Hansen et al.’s study (2016) to summarize the recommendations in terms of additional QA elements (inputs and activities) and associated QC elements (measures and reports) for PIAAC’s consideration in the next cycle.
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The interest for hosting the Olympic Games is now at its historical peak. Heads of states, culture elites, top athletes and professional marketers are engaged in selling their…
Abstract
The interest for hosting the Olympic Games is now at its historical peak. Heads of states, culture elites, top athletes and professional marketers are engaged in selling their cities to the deciding International Olympic Committee. This host selection process has recently been in the focus of public interest due to the bribery allegations against the winner of the 2002 Olympic Winter Games, Salt Lake City.
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Money Laundering Reporting Officers (MLROs) carry out day-to-day anti-money laundering (AML) tasks while directors ultimately remain responsible for AML compliance. Therefore…
Abstract
Purpose
Money Laundering Reporting Officers (MLROs) carry out day-to-day anti-money laundering (AML) tasks while directors ultimately remain responsible for AML compliance. Therefore, directors’ expectations of what their MLROs do should ideally coincide with what their actual tasks to minimise liability risk. This paper aims to test for gaps between MLROs and their directors in terms of knowledge, expectations and performance of AML tasks. Likewise, it is researched whether MLROs and directors communicate well with regard to MLROs’ tasks.
Design/methodology/approach
This paper first develops a model for analysing the dyadic relationship between MLROs and their directors, based on the audit expectation-performance gap. Second, a paired electronic survey of MLROs and directors of German companies was conducted in autumn 2020, testing for participants’ knowledge, expectations and performance of possible AML tasks (n = 136 pairs).
Findings
While there is no knowledge or performance gap among MLROs and directors, expectations among them are partially unreasonable and their communication needs to be improved. Additionally, this study suggests that MLROs of German non-financial businesses are less knowledgeable, perform AML duties more poorly, and communicate less effectively with their directors.
Practical implications
Training of MLROs and communication with their directors need to be improved. Especially in the non-financial sector, action is urgently required.
Originality/value
This paper reports the results of the first paired survey of MLROs and their directors, offering unique insights into their relationship and the status of private AML efforts.