Semi-parametric discrete choice measures of willingness to pay

A semi-parametric discrete choice method is proposed to recover welfare measures from individual choice data. The proposed method is compared with the traditional binary choice models in an application to measure benefits of recreation trips.     

Your employment brand: is it working for or against you?

The ability to attract and retain hard-to-find professionals is vitally connected to the perceptions of your organization both internally and externally. Many organizations confuse their employment brand with branding and all too often put considerable effort and often scarce resources against ineffective initiatives. Most health care organizations do not consistently allocate the necessary resources needed to build and sustain a strong employer brand. The relationship between employers and employees to and among each other and the values you strive for collectively are the cornerstones of your employment brand. It is imperative for nurse leaders to create and sustain an environment where employees are inherently positive and connected to their organization.     

A note resolving the debate on “The weighted average cost of capital is not quite right”

Miller (2009a) derives a weighted average cost of capital for the special case where the cash flows to equity and the cash flows to debt are annuities. The paper attracts debate. We show that the weighted average cost of capital is redundant in a world where interest paid is not tax deductible. The required rate of return on unlevered equity will consistently and reliably estimate the net present value of any project no matter the idiosyncratic beliefs of the analyst as to the year-by-year leverage of the project, or of the firm. We recommend that the weighted average cost of capital method is discarded.     

Rising top-income persistence in Australia: Evidence from income tax data

Using income tax administrative data for Australia, we examine levels and trends in the persistence in top-income group membership, focusing on the top 1 percent. Top-income persistence increased markedly between 1991 and 2018, with most of the increase occurring in the mid-2000s and early 2010s. In the mid- to late-2010s, Australian top-income persistence rates were near the top of the range of tax-data estimates for other countries. We decompose the increase into factors associated with (i) changes in the composition of the top-income group and (ii) increases in persistence rates for specific population subgroups. We find that the rise in top-income persistence is accounted for by changes in subgroup persistence rates, notably for individuals aged 35–64, and especially those aged 55–64. We suggest that these effects are partially related to increases in the effective retirement age over the relevant period.     

Shrinking the state or the Big Society? Public service employment relations in an era of austerity

The Big Society is an integral part of the coalition's plans for public service retrenchment, but it is premature to dismiss it as exclusively concerned with expenditure cuts and privatisation. The Big Society signals the government's ambition to transform public services and it is the rubric that is being used to shrink the state and undermine long‐standing systems of public service employment relations. This article considers the origins and meaning of the Big Society and then assesses its consequences for public service provision and the workforce. The Big Society is integrally connected to deficit reduction with the voluntary sector and an increased emphasis on volunteering promoted as a more user‐centred and cost‐effective way of delivering public services in tough times. For the workforce, more competition between diverse providers in conjunction with budget cuts is placing downward pressure on terms and conditions and encouraging employers to question the continuation of national pay determination in many parts of the public sector.     

‘Nothing gets done and no one knows why’: PCS and workplace control of Lean in HM Revenue and Customs

This article examines the willingness and capacity of public sector unions to mobilise action against changes in the labour process in order to maintain some measure of control at the point of production. Taking as an instance an extended dispute in Her Majesty's Revenue and Customs over the introduction and impact of Lean processes, it marshals evidence gathered from documentary sources, branch representatives and national lay full‐time officers to engage with the notion of a trade union bureaucracy. In taking a union with a left‐wing leadership and a section with 80 per cent membership with an expressed willingness to escalate industrial action, the article tests Hyman's 1979 contention that, rather than a concentration on a bureaucratic caste, a much better explanation for conservatism centres on the nature of social relations within the union that encompass a wider layer of representatives.     

Growth and inequality: Dependence on the time path of productivity increases (and other structural changes)

This paper examines the significance of the time path of a given productivity increase on growth and inequality. Whereas the time path impacts only the transitional paths of aggregate quantities, it has both transitional and permanent consequences for wealth and income distribution. Hence, the growth-inequality tradeoff generated by a given discrete increase in productivity contrasts sharply with that obtained when the same productivity increase occurs gradually. The latter can generate a Kuznets-type relationship between inequality and per-capita income. Our results suggest that economies with similar aggregate structural characteristics may have different outcomes for income and wealth inequality, depending on the nature of the productivity growth path.     

Facilitating the development of a global mindset through a cultural experience

The current article describes an assignment utilized in an undergraduate course “Leadership in a Global Society.” The assignment requires students to participate in a cultural experience and interview the leader of the event. Student feedback collected over several semesters indicates that the assignment was invaluable in helping students understand people from cultures different than the ones with which they normally identify. Furthermore, students reported gaining a better understanding of themselves and a willingness to seek out other cultural learning opportunities.     

Formalized Program Review: An Evolution

From the beginning, the same or similar opportunities and concerns have arisen at each step in International Leadership Association (ILA)–sponsored conversations and actions related to guidelines, standards, and accreditation of leadership education programs in higher education. Opportunities include increased legitimacy, program development, and more robust responses to external accreditation requirements. Concerns include dampening autonomy and creativity, skepticism that such a diverse field could be evaluated by a common program review model, increased bureaucratization, and, with regard to external review, ethical concerns. Because these conversations and actions have occurred over the past 8 years and have culminated most recently with preliminary recommendations of the ILA's Task Force on Formalized Program Review, we can learn from the history of the debates around these issues and the solutions that were derived to address them. The most salient of these solutions is found in the logic of the process order of Guiding Questions: Guidelines for Leadership Education Programs. The first step in Guiding Questions is for program faculty to produce a written conceptual framework that is grounded not only in theory but also in the context of the institution, college, and department. This should preserve local autonomy and creativity. Further, emphasis for evaluation purposes on program content, teaching and learning methods, and assessment and outcomes measures that are coherent and consistent with these locally derived conceptual frameworks should allow broad application across the diversity of the field. Local control should also minimize bureaucratization and help mitigate ethical concerns. The trend is toward increasing support for formalized program review. Concerns as well as opportunities remain. However, others, including external accrediting organizations and institutional effectiveness offices, should not be determining the terms of our legitimacy and accountability. We must do that for ourselves. Building on what we have learned over the past 8 years shows the way forward.