A Global Approach to Identifying Expert System Applications in Compensation Practice

This paper reports the results of a study to determine the most cost-effective expert system application for the compensation practice of a large employee benefits consulting firm. The purpose of the expert system would be to help assure quality and consistency in practice and to assist in the training of less experienced experts. The study utilized a questionnaire to solicit input from experts in several locations. The questionnaire included a comprehensive listing of firm compensation tasks. Evaluation characteristics selected for the study emphasized business-related characteristics. Because of adverse economic circumstances in the consulting firm, the decision concerning an initial expert systems application was deferred.     

Integrating tax and financial accounting concepts into the partnership accounting curriculum

The integration of partnership financial accounting and tax accounting into the accounting curriculum has become very important in the current environment of increased partnership activity. The primary purpose of this article is to assist accounting educators in both financial and tax courses with this integration process. To accomplish this objective, a partnership's life cycle is detailed from formation to liquidation. Journal entries are presented to enable the reader to quickly assimilate the transactions involved in the life cycle. Supporting worksheets and partners' tax basis tables are also presented to depict the position of the partnership and partners, respectively, at the end of each stage of the life cycle. This article's example is designed to permit accounting instructors to integrate both tax and financial accounting concepts when teaching either advanced accounting or partnership taxation in the most efficient manner.     

Managerial Life Without a Wife: Family Structure and Managerial Career Success

The model of the successful manager was based on the 1950's family. Thus career demands assumed the presence of a spouse at home to handle family responsibilities. This study seeks to determine whether women and men in alternate family structures will be able to succeed in managerial careers. Data were analyzed from two MBA alumni cohorts: one older cohort with three waves of data collected over a thirteen-year period and a second younger cohort with data collected in the most recent wave. A typology of family structure was utilized to categorize the managers into one of twelve family structures based on marital status, parental status, and spousal employment status. The post-traditional family where both parents are employed was found to be most prevalent for both men and women. A small percent of the MBAs were in the traditional family where the father is employed and the mother is not employed. Family structure in early career appears to be stable over the thirteen-year study period. Analyses reveal that for men, those in traditional families are most rewarded in their careers in terms of income and salary progression. Women had no family structure that achieved career success comparable to traditional family men. Despite increased acknowledgement of the varied family structures of managers and the adoption of family friendly policies by companies, rewards are not distributed equally. This has implications for managers, organizations, and society.     

The importance of employment status in determining exit rates from nursing

To mitigate nurse shortages, health care decision makers tend to employ retention strategies that assume nurses employed in full-time, part-time, or casual positions and working in different sectors have similar preferences for work. However, this assumption has not been validated in the literature. The relationship between a nurse's propensity to exit the nurse profession in Ontario and employment status was explored by building an extended Cox Proportional Hazards Regression Model using a counting process technique. The differential exit patterns between part-time and casual nurses suggest that the common practice of treating part-time and casual nurses as equivalent is misleading. Health care decision makers should consider nurse retention strategies specifically targeting casual nurses because this segment of the profession is at the greatest risk of leaving. Nurse executives and nurse managers should investigate the different work preferences of part-time and casual nurses to devise tailored rather than "one-size fits all" nurse retention strategies to retain casual nurses.