Yet another breakdown point notion: EFSBP

The breakdown point in its different variants is one of the central notions to quantify the global robustness of a procedure. We propose a simple supplementary variant which is useful in situations where we have no obvious or only partial equivariance: Extending the Donoho and Huber (The notion of breakdown point, Wadsworth, Belmont, 1983) Finite Sample Breakdown Point?, we propose the Expected Finite Sample Breakdown Point to produce less configuration-dependent values while still preserving the finite sample aspect of the former definition. We apply this notion for joint estimation of scale and shape (with only scale-equivariance available), exemplified for generalized Pareto, generalized extreme value, Weibull, and Gamma distributions. In these settings, we are interested in highly-robust, easy-to-compute initial estimators; to this end we study Pickands-type and Location-Dispersion-type estimators and compute their respective breakdown points.     

Community-engaged philanthropy: The role of the fundraiser in building equitable communities

In recent years, fundraisers have become increasingly focused on major gift solicitation while donors have been making larger gifts to fewer organizations. As this trend continues, some have begun to question whether major organizations and/or wealthy individuals now have too much control over the work of nonprofits and the communities they serve. While it is true that major gifts are important and can made a noticeable, positive impact, in some cases community members might see their impact as intrusive. In situations such as this, what is the “best” course of action? How should fundraisers consider, balance, and address the perspectives and rights of their organization, donors, and community members? This paper creates a framework for fundraisers as they consider not only their responsibilities to their organization and constituents, but also their responsibilities for promoting equity within their community as a whole. This paper draws on the social-ecological model, as well as concepts from intersectionality, to explore how fundraisers can increase involvement from all community members in a nonprofit's work to create a participatory and community-engaged process, with a special focus on including those who are typically marginalized, rather than maintaining a hierarchical system of power. It also draws on the theories of rights-balanced fundraising ethics, community-centric fundraising, and other ethical frameworks of fundraising and public administration to compare what is being done by fundraisers to what should be done to encourage ethical practices in fundraising. The paper is supplemented by examples of the impact of implementing (or not implementing) community engagement in fundraising practices. This paper aims to create a community-engaged philanthropy framework for fundraisers as they consider not only their responsibilities to their organization and donors, but also their responsibilities for promoting equitable distributions of power within their community. This framework provides specific guidance for fundraisers as to how they can balance these multiple (and sometimes competing) responsibilities while also keeping ethics at the forefront of their actions. It demonstrates how, by taking a community-engaged approach to their work, fundraisers are able to bring about better long-term outcomes for their organization. Specifically, the framework considers: (1) To whom are fundraisers most responsible, and to whom should fundraisers be most responsible—their nonprofit, their donors, or those being served? (2) For what rights of community members must the fundraiser account when soliciting funds, and to what extent is the fundraiser responsible for upholding these rights? (3) In what ways can an invitation from a fundraiser to make a gift also invite some level of power or control over the organization's work? (4) To what extent do fundraisers have the responsibility to maintain an equitable power balance among their constituents, including donors and those served? (5) How can fundraisers help ensure that all community members are able to participate in the organization's work to extent that they are willing and able?     

Fundraising for regional environmental issues: Public perceptions of who is financially responsible for the local environment

Environmental nonprofit organizations attract less than 5 % of total philanthropic giving. Given the seriousness of the environmental challenges facing the globe, it is imperative to identify barriers to and best practices in soliciting environmental giving. Past studies have identified the difficulty in soliciting funding for macro-level environmental concerns or for concerns considered to be public goods; however, little research has been conducted about giving to regional environmental concerns. Our research questions were as follows: (a) from what type of sources do residents believe environmental protection for regional environmental concerns should be funded?; (b) how willing are residents to contribute financially to regional environmental concerns?; and (c) to what extent do residents trust nonprofit organizations to address regional environmental concerns? We surveyed Florida residents (n = 548) about the conservation of the Ocklawaha River and the breaching of the Rodman Reservoir, an area with pressing environmental concerns and heavily frequented for economic and recreational use. Findings suggest that (a) participants believe government agencies, not nonprofits, should fund restoration projects, (b) participants trust nonprofits more than government to accomplish restoration goals, and (c) participants are more interested in contributing via taxes than via donations. Considerations for fundraising are discussed.     

Measuring cost savings in the operating room: a matter of FOCUS (follow-through, obsolescence, control, utilization, standardization)

In summary, changes came slowly at first in the OR. The biggest inventory reduction came about a year after the effort had begun. It would seem that tackling obsolescence, standardizing products, etc. would give an initial "big chunk" savings, with small amounts coming later as inventories are lowered. What we expected did not occur, due to the inherent nature of practices and what was customarily being used. For example, previously, some equipment purchases were paid for by purchasing product, which resulted in long-term commitments and high supply costs. The OR at times seemed more like a process of managing change, not just supplies. FOCUS is a daily process. How many times can you afford to overlook this process? How often are the mistakes of the past repeated? In review, we suggest this simple outline: Follow-through (review each case from start to finish), Obsolescence (schedule inventories every six months), Control (achieve inventory management by adjusting PAR levels to needs), Utilization (utilize product/equipment with your control), and Standardization (standardize products and measure results).     

Value-relevant Sociology: The Analysis of Subjects of Social Consequence, Including Implications for Human Well-being

Abstract . The need for sociology to become socially relevant is now being articulated by professional sociologists. While the doctrine that the discipline should be value-free allows sociologists to serve and promote the social values of others, a vital sociological endeavor requires more. Classic sociology was value-relevant. To be socially relevant, it is essential that the discipline become consciously value-relevant, not value-free. For sociology to distinguish important from unimportant social problems and actions requires judgments of relative social value. What social theory, what social policies, and why? Significant sociology analyzes the consequences of social structure, forces and change. This cannot be done in a value-free context, especially so for sociologists who are interested in matters of social policy.     

Determinants of the method of sale in privatization

This paper explores the method of sale in the privatization process and difficulties implementing the most efficient option. In countries where state involvement has been more pervasive, the method of privatization chosen is less often the best available option, improvements in efficiency have been slower, and privatization has brought with it greater political instability. This brings the question of why this has been the case, and what could have been done to smooth the transition. This paper finds that efficient mechanisms become more likely when the government's budget is more strained and when the existing capital markets are deeper.     

What managers need to know about knowledge-based pay

KBP is an innovative compensation approach wiyh some important advantages for both workers and management. It is growing in use, but there is still not much information available to guide managers who want to use it. Our research suggests that each KBP implementation is idiosyncratic. At CARCO, each of the several plants using KBP designed its own KBP plan. They had very little information upon which they could draw. Likewise, at CONCO the plant manager and other key executives set out the philosophy and structure of KBP with very little guidance, except some discussion with one manager who had some experience with it. At this time, each application of KBP must be individually worked out with respect to such issues as the method of evaluation for pay advancement, the levels at which pay increases ought to be granted, and ways to provide opportunities for skill advancement. There are other areas that we need to know more about:

• •⊎ Under what conditions should an organizationwide or job-circle KBP approach be implemented?
• •⊎ How does the relationship between the range of skills and the range of pay affect performance and satisfaction?
• •⊎ When job circles are used, what guides should be used for grouping jobs into KBP classes?
• •⊎ How does the size of an organization and the range of task variety relate to KBP plans?
• •⊎ How do organizational and pay system differences affect practices such as rotation and participation?

KBP is an interesting and potentially useful approach to compensation. We have suggested some approaches to these issues in this article, but we all need to know more about it.     

Advancing multilevel thinking in human resource management research: Applications and guidelines

Strategic Human Resource Management (SHRM) researchers have recently turned their attention to using various levels of analysis in examining the relationship between HRM and performance. Despite several calls for research that integrates multiple levels of analysis, HRM research has yet to apply a multilevel approach to its full advantage. In our view, the paucity of multilevel research is rooted in the lack of what we label multilevel thinking: the application of multilevel principles. In this conceptual paper, we develop 9 guidelines based on tailored multilevel HRM principles that offer a course of action for scholars who are interested in conducting multilevel HRM research. Following Kozlowski and Klein (2000), we build these principles around the what, how, where, when, and why questions in multilevel HRM research. Based on an analysis of 88 empirical multilevel HRM studies, we identify the approaches commonly applied when using multilevel principles, explain the weaknesses in current multilevel HRM studies, and offer what we consider good examples of a rigorous approach.     

Use of the inventory turnover measurement

Without visiting a company or investigating how it conducts its business and what efforts it uses to control its inventories, we have a technique to measure its effectiveness. This technique involves calculating the inventory turnover ratio (turns) and comparing it to turns achieved by similar companies. Once we have determined that there are apparent opportunities for inventory reduction, the next step is to analyze what can be done to effect that reduction. But that's the topic of another lesson.     

A classification and evaluation of research in operations management

It is important that the first issue of a new journal devoted to research in a given subject area examine the general nature of research in the field at present, and indicate what type of research might be beneficially undertaken in the field in the future. It is also desirable for a new journal to consider the ways in which it will judge the general quality of its articles in the aggregate, relative to established journals in similar disciplines. That is, what criteria can and should be used, say five years hence to determine if the journal is a strong one? It is the purpose of this paper to consider these distinct, but interrelated questions. This will be done by classifying some recent OM research, commenting on what appear to be broad areas where more work might be done, and then suggesting some measures we might want to think about for evaluating papers published by the JOM in the future.     

Creating an Environment for Economic Growth: Creativity,Entrepreneurship or Human Capital?

Scholars and policymakers interested in the growth and prosperity of regions have long recognized that talent and knowledge are fundamental. Yet the question is what types of talent are needed in a growing twenty‐first‐century economy: human capital, creativity and innovation, or entrepreneurship? The latter we define broadly to include any type of risk taking, and not only radical innovation. The literature does not clearly point to one factor as being the most essential. This study assesses this question separately for rural and urban United States (US) counties. We find that human capital––measured by educational attainment––is considerably more conducive to employment growth than the share of creative occupations. Likewise, the share of small and medium businesses is also very conducive to local growth, although this does not apply to the self‐employment share. Rural and urban areas experience similar patterns, although the magnitude thereof tends to be larger for urban counties, whereas high‐technology employment share has had a positive effect in rural areas. Policy conclusions suggest that enhancing small business development and increasing educational attainment are the two strategies that are most likely to succeed.     

Political contestability and public contract rigidity: An analysis of procurement contracts

Are public contracts less adaptable than private contracts? Using a comprehensive set of contracts for a standard product, we compare procurement contracts in which the procurer is either a public administration or a private corporation. We find that public‐to‐private contracts feature more rigidity clauses than private‐to‐private contracts and that the use of rigidity clauses in public contracts rises when political risks are more salient. We argue that a significant part of the increased rigidity of public contracts is a contractual adaptation to limit political hazards from political opponents and interested third parties.     

高职制药类专业“五步模式化”工学结合教学模式的探索

工学结合教学模式的建立是高职教育教学改革的核心,在高职示范院校建设的实践中,我们总结出"五步模式化"工学结合的教学模式,并在教学过程中做到"四结合",经过实践,取得了较好的效果,以期指导高职教育实行规范化的教学,提高人才培养的质量。     

WHAT MOTIVATES TAX COMPLIANCE?

In this paper, I review and assess what we have learned about what motivates individuals to pay – or to not pay – their legally due tax liabilities. I focus on three specific questions. First, what does theory say about what motivates tax compliance? Second, what does the evidence show? Third, how can government use these insights to improve compliance? I conclude with some suggestions – and some predictions – for future research.     

Reengineering: forty useful hints

Business Process Reengineering (BPR) principles have been around for a long time, piecemeal and under other labels. In recent years they started coming together as a discipline, incorporating world class business principles and focusing on quantum improvements--not merely continuous gradual improvement. BPR is the complete or partial "reinventing" of how business processes are done to attain major performance improvement. It questions the underlying assumptions and principles, including what, why, by whom, and even if things should be done. This article will contribute by stating and helping to clarify a number of important principles, plus some useful insights, techniques, and hints--40 in all!     

Managerial Behaviour Research in Private and Public Sectors: Distinctiveness, Disputes and Directions

A managerial behaviour approach is identified that has sought to understand managerial work by analysing the day‐to‐day behaviour of individual managers: what do managers do? It is argued that this approach is distinctive and that its distinctiveness is valuable and has not received adequate attention. The distinctiveness is defined by its research background, object, focus and methodology. The managerial behaviour approach has developed from research over nearly fifty years: long enough for there to have been a variety of disputes about what has, or ought to have been, achieved. The relevance of these criticisms and what later research has done to meet them is assessed. Recent research directions are identified and suggestions are made for building on the distinctiveness. It is concluded that the institutional embeddedness of managerial work should attract further scholarly attention, and that the contribution of researchers in the public sector, who come from a differentdisciplinary background, needs to be integrated with that of researchers from organizational behaviour as they can contribute new conceptual approaches, which could help to revivify this field of research.     

Evaluating performance-related pay for managers in the National Health Service

This paper evaluates the scheme of performance-related pay facing NHS managers, using both quantitative and qualitative date from a questionnaire survey. We find that the scheme is modestly successful. On the basis of self-reported data from managers covered by the scheme, there are clear indications that it has raised motivational levels, and induced more effort, albeit for only a minority of the managers. These results stand in some contrast to those from a number of earlier UK studies, and may show what happens in relatively mature PRP systems. In seeking to understand why the scheme was not more successful, we found that motivational and behavioural change was less likely among those who thought that certain aspects of the objective-setting process were done badly, or that assessments were conducted inappropriately, or that the subsequent rewards were unattractive. We finish by drawing out some implications for HR policy.