Coherent modeling of mortality patterns for age-specific subgroups

Decisions in Economics and Finance - The recent actuarial literature has shown that mortality patterns and trajectories in closely related populations are similar in some respects and that small...     

Financial Support for Family Members and Importance of Performance Quality Interact as a Source of Motivation for Multiple Jobholding

Very few studies on multiple jobholding have examined predictors. Most studies have focused on outcomes. The current study examined an interactive predictor of multiple jobholding. Data were extracted from a data set used in a path-analytic study (Mellor and Decker 2020). An interactive perspective was drawn from a motivation framework on extrinsic and intrinsic reasons to hold more than one job, in which a conditional relationship was hypothesized between number of family members supported financially and number of employers. The data confirmed that number of family members supported interacts with importance placed on performance quality by employees as a predictor of multiple jobholding. Implications for work motivation in reference to multiple jobholding research are discussed.

     

Generational management in corporate America： The differences and challenges in management of four generations of working adults

There are many differences and challenges that employers face while managing employees in the current work force. Our present day workforce is made up of a diverse group of people： Matures, also known as Veterans （age 55＋）, Baby Boomers （age 45-54）, Generation X （age 35-44） and Generation Y also known as Millennial （age 18-34）. The differences and challenges among these groups will be evident when reviewing recognition and praise, managerial styles, subordinate responses to generational leadership. Companies are stepping back and looking more holistically at how to develop programs and deploy technology that will speak to four distinct generations in the workforce （Sprague, 2008）. Each generation has their own definition of work ethic, responsibility, and performance. The best way to deal with the multi-generations is coming up with ways that make everybody feel like they are members of a team, thus helping them to learn how to develop a better way of communication than what exists between them now. If everybody is a part of a team, then they are all sharing the benefits that the other generations can bring to the table, making them a strong entity. Matures and boomers can become mentors to the X and Y＇s, and the X and Y＇s can then share and impart their knowledge of technology to the Matures and boomers. Companies in today＇s workplace must learn a better way to understand the values of the four generations, for it is very important in understanding and guiding these people in the workplace. Without this proper understanding, the guidance and alliance that managers are hoping to achieve will be even longer in the making and then one, possibly two, whole generations will be gone from the workforce and their knowledge and skill gone as well.     

Risk aversion and optimal reserve prices in first- and second-price auctions

We analyze the effects of buyer and seller risk aversion in first- and second-price auctions in the classic setting of symmetric and independent private values. We show that the seller's optimal reserve price decreases in his own risk aversion, and more so in the first-price auction. The reserve price also decreases in the buyers' risk aversion in the first-price auction. Thus, greater risk aversion increases ex post efficiency in both auctions - especially that of the first-price auction. At the interim stage, the first-price auction is preferred by all buyer types in a lower interval, as well as by the seller.     

CSR Rating Agencies: What is Their Global Impact?

In the last two decades, there has been a pronounced growth of CSR rating agencies that assess corporations based on their social and environmental performance. This article investigates the impact of CSR ratings on the behavior of individual corporations. To what extent do corporations adjust their behavior based on how they rank? Our primary finding is that being dropped from a CSR ranking appears to do little to encourage firms to acknowledge and address problems related to their social and environmental performance. Specific rankings appear not to have a widespread effect of influencing firms to acknowledge negative CSR events and publicly present plans and actions to address them. Whether firms are well or poorly ranked, they appear to focus on and publicly discuss their “positive” CSR activities. We discuss the wider significance of these results as well as the overall significance of CSR rankings for a global economy.     

The Demand for Vices in Malaysia: An Ethnic Comparison Using Household Expenditure Data

A trivariate Tobit system is estimated to investigate the demand for vices (tobacco, alcohol, and gambling) in Malaysia. Estimation results, segmented by ethnicity, suggest that years of formal education, occupation type, and household head’s age negatively affect both the likelihood to spend and the overall amounts spent on tobacco by all Malaysians. Additionally, while higher income Malay households are more likely to spend and have higher tobacco expenditures, affluent Chinese and households of other races are more likely to spend and to spend more on smoking, drinking and gambling. Male-headed households of all races are more likely to spend and also spend more on smoking, drinking and gambling than female-led households.     

Group influence activities and the performance of strategic initiatives

This study examines relationships between group influence activities and the performance of strategic initiatives. Theory suggests that the strength of these relationships is contingent upon the degree of exploration inherent in an initiative's goals. An analysis of 96 initiatives in three large firms supports the moderating role of exploration for the use of formal authority and coalition building, demonstrating that these group influence activities are more important to performance in more exploratory initiatives. Although the direct relationship between rational justification and initiative performance is significant, there is no evidence of the moderating effect for this form of influence. The results show how groups associated with strategic initiatives use different forms of influence to reduce the investment and political uncertainties that limit initiative performance. Copyright © 2011 John Wiley & Sons, Ltd.     

Optimal Capital Allocation Principles

This article develops a unifying framework for allocating the aggregate capital of a financial firm to its business units. The approach relies on an optimization argument, requiring that the weighted sum of measures for the deviations of the business unit's losses from their respective allocated capitals be minimized. The approach is fair insofar as it requires capital to be close to the risk that necessitates holding it. The approach is additionally very flexible in the sense that different forms of the objective function can reflect alternative definitions of corporate risk tolerance. Owing to this flexibility, the general framework reproduces several capital allocation methods that appear in the literature and allows for alternative interpretations and possible extensions.