Auditor independence, executive pay and firm performance

This paper investigates whether compensation committees actively intervene to adjust accounting performance‐based incentive schemes for the real, or perceived, reduced earnings credibility signalled by the purchase of non‐audit services. Using a nonlinear, two‐stage least‐squares method that accounts for the simultaneity of executive pay, firm performance and non‐audit fees, we find a significant negative relationship between non‐audit fees and the sensitivity of chief executive officer (CEO) pay to firm performance. Point estimates suggest that the reduced weight applied to accounting performance lowers the incentive component of executive pay between roughly 5 and 8 per cent for the CEO of the ‘average firm’.     

Money and economic activity revisited

Recent literature has concluded that money no longer plays a fundamental role in determining US economic activity, especially when post-1982 data are included in the analysis. We re-examine the issue using annual and quarterly data sets ranging back to the Civil War. Cointegration tests show that an equilibrium relationship holds between money and income in all data samples of 35 years or longer, but frequently fails to hold for many shorter samples. However, when the normal monetary lags are explicitly imposed, a cointegrating relationship is frequently captured, even in quite short samples. Examining the issue in a standard five-variable VAR model, we find that money is the most important variable in explaining real output for the full 1874–1993 as well as 1952–1993 periods, even allowing for interest rate effects. Finally, using monthly data over the troublesome 1983–1994 sample, we show that when appropriate adjustments are made to capture recent structural changes, such as the growing importance of the international economy on US output, money still Granger-causes economic activity.     

The Term Structure as a Predictor of Real Activity and Inflation in the Euro Area: A Reassessment

We study the informational content of the term structure of interest rates on future developments in inflation and real activity for the euro area, explicitly taking into account the possibility of a time-varying risk premium. We put forward a simple adjustment procedure for the term premium based on the rational expectations hypothesis of the term structure and provide evidence that the predictive content of term spreads for future developments in industrial production improves significantly if the adjusted term spread is used. The adjustment also achieves some (less systematic) improvements in the forecasting abilities of the term spread for headline inflation and core inflation. JEL no. E43, E44, E47     

Measurement models for linking latent variables and indicators: A review of human resource management research using parcels

This paper first reviews the various measurement model options for linking latent variables to indicators that are available to human resource management (HRM) researchers. A special emphasis is placed on the option of parcels, created by combining subsets of items to form indicators. Next, a review is presented of 27 articles from the major HRM journals that have used parcels, with a focus on conceptual/theoretical and empirical issues. Recommendations for HRM researchers for improved use of parcels are also provided.     

Using pre-EMU money market rates to assess monetary policy in the euro area

This note addresses the problems arising when using national pre-EMU interest rate data in the estimation of monetary policy reaction functions for the euro area. We provide evidence that failing to adjust for interest rate risk premia leads to an overestimation of the response of monetary policy both to inflationary pressures and to the output gap. A method for adjusting pre-EMU interest rate data for risk premia is proposed.     

The Effects of a Dutch High School Curriculum Reform on Performance in and After Higher Education

This paper investigates the effect of a major reform in the final years of the two highest levels of Dutch secondary education. The reform focused on increasing active and independent learning and aimed to improve the match between secondary and higher education. We use data from six graduation cohorts from Dutch higher education and exploit the fact that two recent graduation cohorts contain both students that were treated with the new curriculum and students that were treated with the old curriculum. The effects of the curriculum change have been estimated by using a difference-in-differences approach for matched samples of treated and untreated graduates. We find that the reform had no effect on student performance and labour market outcomes.     

How you slice it: smarter segmentation for your sales force

Three years ago, 70-year-old Hill-Rom Incorporated was in a position familiar to many mature businesses: The company was strong but needed to be stronger. It was a top producer of hospital beds and specialty mattresses, its core product lines. It also had competitive complementary lines of stretchers, furniture, and architectural equipment. It had an extensive customer base, a respected sales force, and solid profit margins. But by the time Ernest Waaser took over as chief executive in early 2001, revenue growth had been slowing, and competition was on the rise. To secure Hill-Rom's place in the market, Waaser decided to focus first on the sales organization--partly because the cost of sales had risen gradually over the past five years and partly because acquisitions and other initiatives had made the sales organization more complex. The CEO took several steps to restructure the sales force. First, the company changed its customer segments to better reflect customers' demands and financial status, ultimately targeting two main groups: key and prime customers. It then changed the overall structure of the sales organization so it could tailor its approach to these two segments; key customers received more specialized service than prime customers. Finally, Hill-Rom adjusted the sales force after the company took an in-depth look at historical data on products and services and sales completed. Reasons for staffing changes were carefully communicated to the sales force. Because of Hill-Rom's initiatives, the cost of sales is down, short-term revenue growth is up, the outlook for long-term revenue growth looks bright, sales and profit margins are up, and customer satisfaction has increased. Best practice, indeed.