Persistence and cyclical dependence in the monthly euribor rate

This paper analyses two well-known features of interest rates, namely their time dependence and their cyclical structure. Specifically, it focuses on the Euribor rate, using monthly data from January 1994 to May 2011. Two models are considered, one with fractional integration at the long run or zero frequency, and the other replacing the zero frequency with a cyclical one. The results indicate that the latter outperforms the former as well as other standard specifications. Future directions for research (such as nonlinearities, volatility behaviour, and multivariate models) are also discussed.     

Growth at the EU periphery: the next enlargement

In 2004, 75 million people are scheduled to become EU citizens, making this the largest round of expansion of the Western European club to date. Of the 10 new entrants, 8 are former socialist economies, for which membership in the EU represents the coronation of an effort began with the fall of the Berlin wall in 1989. Based on their recent economic performance, the Central and Eastern European countries appear to be well on their way to successfully integrate in the Western European club, while the Baltic Republics still lag behind. The gap between the two groups emerges when we consider the adjustment of the production structure, the composition of trade and FDI flows, and income distribution. The evidence we review appears to support the role of institutional quality to facilitate integration in the world market and overall economic performance.     

HR managers in five countries: what do they do and why does it matter?

The 1980s saw the need for change in the organizational role of human resource (HR) professionals, from the traditional employee champion and administrative expert to strategic business partner and change agent. The argument posited was that a more challenging environment compels organizations to turn to managing their HRs as a source of competitive advantage and that means an increasing business partnership for HR professionals. However, very few studies examine the execution of these multiple, sometimes contradictory roles, despite the risk that neglecting traditional roles endanger organizational performance in the long term. This five-country comparative study finds that multiple roles are at least moderately executed, and that these HR roles have different impact depending on the aspect of organizational performance. As well, a more challenging environment, defined here as legal constraints and industry challenges, generally does not have a significant moderating effect on the impact of the different HR roles on organizational performance.     

HR managers’ talent philosophies: prevalence and relationships with perceived talent management practices

Abstract

HR managers have different beliefs about the nature, value, and instrumentality of talent—referred to as ‘talent philosophies’. In line with cognitive psychology, we reason that talent philosophies are similar to mental models that influence how HR managers interpret and use talent management (TM) practices within their organizations. In this article, we explore the prevalence of four different talent philosophies (exclusive/stable; exclusive/developable; inclusive/stable; inclusive/developable) in a sample of 321?HR managers. We then explore how talent philosophies relate to organizational context (i.e. size, ownership form, multinational orientation) as well as to HR managers’ perceptions of their organization’s TM practices. Cluster analysis corroborated the presence of the four talent philosophies in our dataset. All four talent philosophies were represented almost equally often in the overall dataset. Organizational size was found to be related to talent philosophies, such that HR managers who worked in smaller organizations were more likely to hold an inclusive talent philosophy. We also found support for the relationship between talent philosophies and perceptions of the exclusiveness or inclusiveness of the organization’s definition of talent, and its degree of workforce differentiation. Contrary to expectations, results did not support a link between talent philosophies and perceived talent identification criteria.