Lessons from the American federal-state unemployment insurance system for a European unemployment benefits system

This article reviews practices in the United States (US) federal-state unemployment insurance (UI) system regarding applicant eligibility, benefit generosity, benefit financing and emergency measures with the aim of revealing lessons for a possible European unemployment benefit system (EUBS) for European Union (EU) Member States. We overview the US system for UI and examine important areas of federal leadership. While the US system offers some good ideas for setting up an EUBS, there are also lessons in some shortcomings of the US experience. We overview existing national UI systems in the EU and review the debate on an EUBS in the EU. We identify areas of risk for individual and institutional moral hazard in a multi-tiered UI system and give examples of monitoring methods and incentives to ameliorate such risks. We suggest approaches for gradual system development, encouraging lower-tier behaviour, benefit financing, and responses to regional and system-wide labour market crises.     

Factors that influence organisational crisis perception from an internal stakeholder’s point of view

This paper starts from the premise that crisis is a perception and that one of the best ways to conquer a crisis is not to allow it to develop in the first place. By detecting or perceiving a crisis before other stakeholders do, an organisation can prevent or mitigate a crisis. Few studies have considered the question of whether organisations put the right people in the right places to be able to see a crisis coming. Within an organisation, managers are usually well placed to take decisions to initiate crisis communication, but they seem to be reluctant to do so or may not wish to see an impending crisis. Communication professionals should have a better perception of a crisis, but they rarely find themselves in a position to have a substantial impact on the management decision to communicate during a crisis. In this paper, we study crisis perception by individuals in a large governmental organisation during various stages of an unfolding crisis and compared perception scores to individual profiles based on study background, professional situation and crisis experience. This study involves a large-scale scenario-driven survey with ‘crisis perception’ as the main dependent variable. The results of this specific case indicate that an academic communication degree, a high hierarchical position in the organisation and crisis experience are positively related to an augmented perception of an impending organisational crisis.