Matt Goldspan's trilogy

Matthew Goldspan was faced with a series of coincidental personnel issues that tested both his fairness and integrity. He had been a branch manager of a financial services operation for three years, where he oversaw thirty five employees. In one instance, a clerical employee protested salary differences she discovered; in another, his affirmative action record, as well as his right to make hiring decisions, was in question; and thirdly, he had to decide how to respond to theft by a temporary employee who happened to be the son of a prized member of his staff. In each case, employees were looking for Matt to demonstrate appropriate leadership and sound judgment.Jay Halfond is currently Associate Dean of the College of Business Administration at Northeastern University, where he also teaches graduate and undergraduate courses in social and ethical issues of management. He has published numerous articles, reviews, and cases on higher education administration and on ethical issues in management.     

Intrametropolitan migration: A simultaneous model of employment and residential location of white and black households

This study explores the relationship between the home and job location of the household within a metropolitan area. The model is an extension of the Alonso-Muth framework and allows the household to simultaneously choose its residential and employment location, monthly rent, number of rooms and the type of structure of the dwelling unit, so as to maximize its utility subject to the budget constraint.The data base is the Home Interview Survey conducted in 1965 by the (San Francisco) Bay Area Transportation Study Commission. The coefficients in the simultaneous model are estimated by two-stage least squares. The cross-section sample is stratified by tenure into renters and homeowners; by race into black and white households; and further by position in the life-cycle.The results of the location equations reveal that both the home and job location are responsive to each other which implies that the decentralization of jobs will result in the decentralization of residences for black households. The results of the housing equations imply that black and white households have almost identical elasticity of demand for housing. There is very slight evidence of price discrimination against black households. However, there is evidence that black households do face a geographical segregated market for rental housing.The results of this study argue that the decentralization of population is not due solely to rising incomes and will continue as long as industry decentralizes. Furthermore, governmental policies of increasing the income of central city residents, through subsidies to employers to locate in the central city will have a strong effect: inducing those residents to remain in or move into the central city. Thus, a policy that is meant to alleviate the plight of the city center may only result in strengthening the racial and income split between the suburb and the central city inhabitants.     

Toward a direct contribution-reinforcement pay system

To make a pay system a source of reinforcement for contribution and give people an opportunity to participate in a reward program each year without the stigma of becoming “too expensive,” firms might consider making less than 100% of the total amount increase distributed to an individual a permanent part of his base salary. A part of the raise could be in effect for, say, a year.     

Men and women as managers: A significant case of no significant difference

What does it all mean? We've reviewed five studies involving almost 2,000 people compared on a total of 43 scales. We've studied matched pairs and controlled for level of managerial achievement. And after all is said and done, we have detected a total of two overall differences between male and female managers. One of these, involving managerial work motivation, favors females: Their work motivation profiles are more “achieving” than those of their male counter-parts. The other difference, pertaining to interpersonal competence, favors the male managers: They are more open and candid with their colleagues than are females. Add to these the more titillating than significant anomalies of differing back-up style preferences and we are left with one conclusion: Women, in general, do not differ from men, in general, in the ways in which they administer the management process.Managers themselves and their subordinates concur. It seems that the disproportionately low numbers of women in management can no longer be explained away by the contention that women practice a different brand of management from that practiced by men. Whereas this may amount to good news in some quarters, we ought not be prematurely elated by discovering that women manage just the way men do. Carolyn Sherif has pointedly called attention to the fact that all is not necessarily well in today's male-oriented management activities.We of course view management in its more global aspects: The important issue to us is how an individual manages in relation to achievement criteria. Individual achievement and organizational health ultimately depend on the way management is practiced. And we now see that the way management is practiced is not related to the sex of the manager — the issue is generic rather than gender-bound.     

The impact of the Interaction between institutional quality and aid volatility on growth: theory and evidence

We analyze both theoretically and empirically, the effect of aid volatility and its interaction effect with institutional quality on per capita economic growth. Our theoretical model, in which an aid-recipient government, operating in an institutional environment of some given quality (making choices over the distribution of aid), predicts that a negative effect of aid volatility on growth is mitigated by stronger institutional quality. We use panel data covering the period 1984–2004 for 78 countries to test this theoretical prediction. Using Generalised Methods of Moments (GMM) we find the relationship between growth and aid volatility is significantly negative and depends on institutional quality. Our baseline results are robust to various computations of aid volatility and foreign aid, time periods, sub-samples and additional covariates.     

Bridging the gap between Gen X and Gen Y

The implications of the generational diversity inherent in the fabric of the current workforce have been a topic of much discussion, exploration, and debate among organizational scholars and researchers. What are the leadership implications of this generational diversity, and what forms of leadership can be used constructively to achieve performance outcomes that foster a positive and constructive relationship between generations? We turn to the theoretical developments associated with the Authentic Leadership model to synthesize learning lessons from the theory, research, and practice of authentic leadership. We illustrate how the components of authentic leadership can help in overcoming some of the leadership challenges that result due to the differences between Gen Xers and Gen Yers.     

Ordinaries

Journal of Bioeconomics - The Ordinaries column began in 2019 to promote a Neo-Darwinian synthesis of neoclassical and behavioral economics. This article places already-published, as well as...