Determinants of age at marriage in Karnataka during 1971-1981: a district level analysis

"In this paper we examined the interdistrict variations in mean age at marriage of males and females in Karnataka [India] in two points of time, 1971 and 1981, and also the possible factors influencing this variation....A multivariate analysis of the determinants of mean age at marriage in Karnataka showed that literacy rate, sex ratio of the population and percentage of villages electrified are important in explaining the regional and time variation in age at marriage of both sexes.... Our regression results indicated that a 10 per cent increase in female literacy rate is associated with approximately one-year increase in female age at marriage. However, neither the increase in female literacy nor the changes in the sex ratio of the population could explain all the increase in female age at marriage during 1971-81. This indirectly suggests that there was an increase in female age at marriage among all socio-economic groups."     

The balanced scorecard--measures that drive performance

Frustrated by the inadequacies of traditional performance measurement systems, some managers have abandoned financial measures like return on equity and earnings per share. "Make operational improvements and the numbers will follow," the argument goes. But managers do not want to choose between financial and operational measures. Executives want a balanced presentation of measures that allow them to view the company from several perspectives simultaneously. During a year-long research project with 12 companies at the leading edge of performance measurement, the authors developed a "balanced scorecard," a new performance measurement system that gives top managers a fast but comprehensive view of the business. The balanced scorecard includes financial measures that tell the results of actions already taken. And it complements those financial measures with three sets of operational measures having to do with customer satisfaction, internal processes, and the organization's ability to learn and improve--the activities that drive future financial performance. Managers can create a balanced scorecard by translating their company's strategy and mission statements into specific goals and measures. To create the part of the scorecard that focuses on the customer perspective, for example, executives at Electronic Circuits Inc. established general goals for customer performance: get standard products to market sooner, improve customers' time-to-market, become customers' supplier of choice through partnerships, and develop innovative products tailored to customer needs. Managers translated these elements of strategy into four specific goals and identified a measure for each.     

Is Germany a model for managers?

Most American managers have a hard time making sense of Germany. The country has a fraction of the resources and less than one-third the population of the United States. Labor costs are substantially higher, paid vacations are at least three times as long, and strong unions are deeply involved at all levels of business, from the local plant to the corporate boardroom. Yet German companies manage to produce internationally competitive products in key manufacturing sectors, making Germany the greatest competitive threat to the United States after Japan. The seemingly paradoxical nature of the German economy typically evokes one of two diametrically opposed responses. The first is to celebrate the German economy as a "model" worth emulating--indeed, as the answer to declining U.S. competitiveness. The alternative, more skeptical response is to question Germany's staying power in a new, more competitive global economy. According to Kirsten Wever and Christopher Allen, the problem with both points of view is that they miss the forest for the trees. Observers are so preoccupied with praising--or blaming--individual components of the German economy that they fail to see the dynamic logic that ties these components together into a coherent system. In their review of recent research on the German business system, Wever and Allen argue that managers can learn an important lesson from Germany. In the global economy, competition isn't just between companies but between entire socioeconomic systems. Germany's ability to design a cohesive economic and social system that adapts continuously to changing requirements goes a long way toward explaining that country's competitive success.     

The role and place of research and intellectual discourse in the reproduction of social relations of racial domination in South Africa

The South African research community which undertakes all research activity in the social and natural sciences, with and without state and corporate sponsorship, draws its membership mainly from the dominant social group. In this country, the dominant group is both economically and racially determined. Consequently, the white minority dominates the research community and intellectual discourse as it does other socio‐economic and political spheres of society. This situation guarantees the constant reproduction and perpetuation of the social relations of racial domination.

As an agent that generates knowledge and new ideas, research as an academic and intellectual tool of enquiry is an instrument of social control, producing new concepts, language and theoretical abstractions which are not accessible to those outside its multi‐farious disciplines. Insofar as the largest proportion of practitioners of these specialised disciplines is drawn from the dominant group, research has itself become a pivotal part of the dominant ideology. Its role is inevitably and inextricably bound up with the processes of systematic reproduction of the relations of domination.

The aim of this viewpoint is therefore to explore various ways in which research bodies and intellectual discourse in general in South Africa can be deracialised and be made more representative of the social make‐up of society.     

The relationship between wellness participation and health care benefit utilization

To examine the relationship between participation in a wellness program and the amount of absenteeism and medical claims, seven years of retrospective absenteeism and medical claims records were collected for 207 employees (pre- and postwellness intervention) and entered into a database. A proportional stratified random sample of workers by wellness participation was selected. While there was no significant change in the amount of sick leave taken over time, a log transformation revealed a significant increase in the dollar amount of medical claims over time, particularly for the middle-aged group of employees. This confirms that wellness intervention slowed the rate of increasing claims among middle-aged participants after just three years of wellness intervention.     

Struggling to save our kids

Many more than ever face the crises of childhood: violence, drugs, bad schools, poverty, divorce, or two parents at work. And no one seems to care.