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dc.contributor.authorAttridge, Mark
dc.date.accessioned2016-04-14T19:46:50Z
dc.date.available2016-04-14T19:46:50Z
dc.date.issued2010
dc.identifier.citationAttridge, M. (2010). EAP cost-benefit research: 20 years after McDonnell Douglas. Journal of Employee Assistance, 40(2), 14-16.en_US
dc.identifier.urihttp://hdl.handle.net/10713/5153
dc.description.abstractIt has been two decades since the seminal study of the financial costs and benefits of the employee assistance program at the McDonnell Douglas Corporation. This study is credited with significantly advancing the business case for the field of employee assistance. Although it is considered a classic research work in the field, the study was not published in a scientific journal and therefore did not undergo a critical peer review. In this article, I will revisit the methodology and major findings of the McDonnell Douglas study and raise some critical questions about it.en_US
dc.language.isoen_USen_US
dc.publisherEmployee Assistance Professionals Associationen_US
dc.subjectcost-benefit researchen_US
dc.subjectbusiness caseen_US
dc.subjectinternal EAP programsen_US
dc.subjectexpansion of EAP servicesen_US
dc.subject.lcshEmployee assistance programsen_US
dc.subject.lcshMcDonnell Douglas Astronautics Company-St.Louisen_US
dc.subject.lcshCost effectivenessen_US
dc.subject.lcshResearchen_US
dc.titleEAP Cost-Benefit Research: 20 Years after McDonnell Douglasen_US
dc.typeArticleen_US
dc.identifier.ispublishedNoen_US
dc.description.urinameFull Texten_US
refterms.dateFOA2019-02-20T23:22:05Z


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