Real wages,inflation and labour productivity in Australia

This article presents an analysis of real wages, inflation and labour productivity interrelationships using cointegration, Granger causality and, most importantly, structural change tests. Applications of tests to Australian data over the 1965 to 2007 period corroborate the presence of a structural break in 1985 and show that a 1% increase in manufacturing sector real wages led to an increase in manufacturing sector productivity of between 0.5% and 0.8%. Comparable estimates for the effect of inflation on manufacturing sector productivity have limited statistical significance. Granger causality test results suggest that real wages and inflation both Granger cause productivity in the long run.     

National skill-creation systems and career paths for service workers: hotels in the United States,Germany and the United Kingdom

Creating sufficient opportunities for individuals to develop their capabilities and earn a living wage is one of the central challenges facing all countries. However, some types of vocational education and training (VET) institutions may be more effective than others in promoting the development of career-enhancing ‘transferable’ skills. In order to investigate the links between national skill-creation systems and individual career paths, this study focuses on three countries with very different VET systems: the United States, the United Kingdom and Germany. The comparison is based on closely matched samples of three- and four-star hotels. The results suggest that individual career development and outcomes, such as wages and turnover rates, are strongly influenced by the interplay of three key elements – the breadth, relevance to employment and degree of standardization – of national initial VET systems. Our analysis identifies strengths and weaknesses of the different systems and key lessons for improvement.     

Safer Guildford

There has been an increasing trend in recent years for public agencies to work in partnership with each other and with commercial organizations, which has presented special managerial issues and problems. The Crime and Disorder Act 1998 gave the police and local authorities a statutory duty to work in partnership in order to promote and improve community safety. One such partnership is Safer Guildford, which was formed before the legislation came into force and which consequently already had a range of community safety initiatives in place. However, the partnership still had to comply with the new legislation and had to conduct an audit of crime and disorder in its area and publish a strategy for dealing with it. By examining the progress of Safer Guildford using a management perspective, a number of lessons can be drawn that will inform the future management of community safety partnerships.     

Executive Compensation: Excessive or Equitable?

The eighties and nineties have seen much debate about CEO compensation. Critics of CEO compensation support their contention of excessive and inequitable CEO pay based on a number of factors and premises. This paper examines the validity of these arguments. We show why many of these arguments fail to persuade, in part, because they attempt to determine propriety of CEO pay without having a definitive standard for comparison. Arguments based on comparisons between CEO pay and the pay of other individuals or jobs or between CEO pay and firm performance are shown to be an insufficient mechanism to determine the appropriateness of CEO compensation.     

How to serve sustainability performance in businesses? An appetizing recipe to link practices to performance in business sustainability research

Recent critiques claim that business sustainability scholarship offers little evidence on how to effectively address business unsustainability. In this article, we demonstrate why this problem exists. Specifically, we argue that the literatures on internal practices of business sustainability, and on the sustainability performance of businesses, do not speak to each other and that explanatory models also fail to bridge a corresponding gap in the field. We argue for the development of a subfield of sustainability performance in businesses and explain the types of inquiries that should be developed. Finally, we suggest how scholars in the business sustainability field could contribute to the development of better understanding of sustainability performance in businesses.     

The Role of Hospital and Market Characteristics in Invasive Cardiac Service Diffusion

Little is known about how the adoption and diffusion of medical innovation is related to and influenced by market characteristics such as competition. The particular complications that are involved in investigating these relationships in the health care sector may explain the dearth of research. We examine three invasive cardiac services: diagnostic angiography, percutaneous coronary interventions, and coronary artery bypass grafting. We document the relationship between the adoption by hospitals of these three invasive cardiac services and the characteristics of the hospitals, their markets, and the interactions among them, from 1997 to 2014. The results show that the probability of hospitals’ adopting a new cardiac service depends on competition in two distinct ways: (1) hospitals are substantially more likely to adopt an invasive cardiac service if competitor hospitals also adopt new services; and (2) hospitals are less likely to adopt a new service if a larger fraction of the nearby population already has geographic access to the service at a nearby hospital. The first effect is stronger, leading to the net effect that hospitals duplicate rather than expand access to care. In addition, for-profit hospitals are considerably more likely to adopt these cardiac services than are either nonprofit or government-owned hospitals. Nonprofit hospitals in high-penetration, for-profit markets are also more likely to adopt them relative to other nonprofits. These results suggest that factors other than medical need—such as a medical arms race—partially explain technological adoption.     

Structure and Culture Change In Two Uk Organisations: A Comparison of Assumptions,Approaches and Outcomes

Christopher Mabey and Geoff Mallory, who are respectively Head of and Research Fellow at the Open University Business School's Centre for Human Resource and Change Management, focus on attempts to modify behaviour and cultivate new competencies through cultural and structural change. They explore these issues, first, theoretically, by reviewing the growing body of relevant literatures and, second, empirically, by analysing two case organisations – the General Motors-Isuzi joint venture, IBC Vehicles Ltd, and Grampian Health Board – which adopted very different approaches. In both cases, they consider what assumptions underpinned the change processes, what human resource strategies policies were pursued, and what outcomes were apparent.