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41.
42.
Jack Eaton 《Intereconomics》1994,29(1):33-37
Measured by value of goods transported, about one third of all international trade today is moved by air. Severe cyclical fluctuations around the generally strong growth trend of the last decade have meant considerable problems for air freight companies, however. How have they attempted to deal with these problems? How would they be advised to behave in future? 相似文献
43.
This paper examines athletes' grades and graduation rates at an NCAA Division III institution. Thirty-seven per cent of all college athletes compete in Division III, yet this group has received little attention in the literature. Nontransfer student-athletes have higher GPAs than nonathletes, while transfer student-athletes have grades similar to nonathletes. Graduation rates are higher for athletes. Thus, athletic participation does not impair students' academic performance. 相似文献
44.
This study enhances our understanding of the complex relationship between diversity and employee retention. The study found that positive perceptions of an organization's “diversity climate” were related to decreased turnover intentions and found support for the proposition that calculative attachment mediated this relationship. In addition, the study considered potential interactions with diversity climate perceptions in predicting calculative attachment and found support for satisfaction with pay as a moderator, but not supervisor effectiveness. Finally, the study determined that the benefits of a positive diversity climate may extend to all employees, including White men. ©2011 Wiley Periodicals, Inc. 相似文献
45.
Jack N. Kondrasuk Lisa J. Reed James J. Jurinski 《Employee Responsibilities and Rights Journal》2001,13(4):165-173
In the past decade, businesses, for reasons such as greater flexibility and lower total costs, have increased their use of nontraditional workers such as independent contractors and temporary agency employees. The Internal Revenue Service's crackdown on misclassifying employees slowed this growth. Additionally, recent lawsuits by nontraditional workers against employers such as Microsoft Corporation have resulted in some client employers being forced to pay more benefits to nontraditional employees because of employment misclassification and coemployment rulings. Such rulings might reduce or even eliminate the use of some types of nontraditional employees. This paper analyzes the vast array of types of workers that have evolved into the nontraditional work force and the difficulty of defining employee with respect to entitlement to employer benefits. Possible recommendations for employers include auditing present use of nontraditional workers, accurately classifying employees, and taking proper actions to minimize problems in the future. 相似文献
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S. Prakash Sethi David B. Lowry Emre A. Veral H. Jack Shapiro Olga Emelianova 《Journal of Business Ethics》2011,103(1):1-30
Environmental degradation and extractive industry are inextricably linked, and the industry’s adverse impact on air, water,
and ground resources has been exacerbated with increased demand for raw materials and their location in some of the more environmentally
fragile areas of the world. Historically, companies have managed to control calls for regulation and improved, i.e., more
expensive, mining technologies by (a) their importance in economic growth and job creation or (b) through adroit use of their
economic power and bargaining leverage against weak national governments, regional and international regulatory bodies. More
recently, the industry has had to contend with another set of challenges that involved treatment of indigenous people and
their traditional land rights, fair treatment of workers, human rights abuses, and bribery and corruption involving local
officials and political leaders. These challenges currently fall outside the traditional areas of regulation and control.
Nevertheless, they pose serious threat to the industry’s business practices because of their global scope, threat to company’s
reputation, and long-term risks of political instability leading to increasing cost of capital. Industry has responded to
these challenges by creating voluntary codes of conduct that would signify their intent to comply with higher standards of
conduct, and assuage public opinion that no further action is called for. These codes, however, lack any monitoring mechanism
and reporting integrity to assure the public that the industry members are indeed meeting their commitments. Consequently,
pressure on the industry continues unabated and with ever increasing calls for mandatory regulation and oversight. This article
examines the activities of one mining company, Freeport-McMoRan Copper & Gold, Inc., which has taken a radically different
approach in responding to these challenges at its mining operations in West Papua, Indonesia. While cooperating with industry-based
efforts of voluntary codes of conduct, Freeport also initiated a radically different response through its own voluntary code
that would directly focus on issues of human rights, treatment of indigenous people on whose traditional land its mine was
located; economic development and job creation and, improvements in health, education, and housing facilities, to name a few.
Additionally, the company earmarked large sums of money and involved representatives of the indigenous people in their management
and disbursement. The company took an even more radical action when it committed itself to independent external audits of
the company’s compliance with the code, and that these findings and company’s responses would be made public without prior
censorship by the company. We analyze the nature of corporate culture, vision and risk-taking propensities of its management
that would impel the company to embark on a high risk strategy whose outcomes could not be predicted with any degree of certainty
before the fact. The parent company also had to confront discontent among the management ranks at the mine site because of
cultural differences and management styles of expatriates and local (Indonesian) managers. Finally, we discuss in some detail
the extensive and intensive character of a two phase audit conducted by the outside monitors, their findings, and the process
by which they were implemented and reported to general public. We also evaluate the strengths and challenges posed by such
audits, their importance to the company’s future, and how such projects might be undertaken by other companies. 相似文献
50.
The marketing literature reflects remarkable inconsistency in defining two of its most frequently used terms, “the marketing concept” and “market orientation”. Through a critical review of the marketing literature and an empirical analysis of data collected from 248 Canadian firms, the authors established a four‐component measure of “market orientation”. The resulting multi‐factor, multi‐item instrument provides a foundation for future studies. 相似文献