Gerrymandering in personnel selection: A review of practice

Gerrymandering personnel selection systems is defined as those practices explicitly intended to improve the outcomes of individual applicants or groups of applicants to the detriment of other individuals and groups. Gerrymandering can serve a variety of purposes, such as enhancing demographic diversity, rewarding political allies, or giving hiring preference to specific individuals. This paper reviews eleven strategies for gerrymandering personnel selection systems. The strategies fall into three categories of decisions: decisions in choosing or designing personnel selection tools; decisions in scoring personnel selection tools; decisions in selecting among passing applicants. Perspectives on the appropriateness and ethics of gerrymandering are then reviewed.     

The Importance of Social Capital to the Management of Multinational Enterprises: Relational Networks Among Asian and Western Firms

Social capital is an important concept for multinational firms. Firms operating in global markets rarely have adequate resources to compete effectively in global markets; they access the needed resources through formal and informal relationships with other firms. The cultures in Asian countries have emphasized relationships much more strongly than Western firms. Thus, relational capital, based on guanxi (China), kankei (Japan) and inmak (Korea), provides the framework for business dealings in many Asian countries. As a result, the social capital of many Asian firms gives them a potential competitive advantage in global markets. Western firms must develop social capital and learn to manage relational networks to gain and sustain a competitive advantage in global markets. Western firms can learn how to develop and manage social capital from Asian firms. Alternatively, social capital has some disadvantages. Firms are limited by their networks and thus experience opportunity costs and path dependence. Additionally, while Asian firms often have strong network ties in their domestic markets, they have to develop many more ties globally to operate effectively in global markets. As a result, the development and management of social capital has become of critical importance for competitive advantage in global markets.     

An analysis of air mass effects on rail ridership in three US cities

This paper examines whether daily weather affects ridership in urban transportation systems. When examining human–weather relationships, it is often advantageous to examine air masses, which take into account the entire parcel of air over a region. Spatial synoptic classification characterizes air masses based upon numerous meteorological variables at a given location. Thus, rather than examining temperature or precipitation individually, here we compare daily ridership to synoptic air mass classifications for three urban rail systems: Chicago Transit Authority (CTA), Bay Area Rapid Transit (BART), and the Hudson–Bergen light-rail line in northern New Jersey. Air masses are found to have a significant impact on daily rail ridership, with usage typically increasing on dry, comfortable days and decreasing on moist, cool ones, particularly on weekends. Although the comfort of a particular air mass changes throughout the year, seasonality is not a significant factor with respect to the air mass–ridership relationship. The results of this study can benefit rail system managers who must predict daily ridership or in the development of cost-benefit analyses for station improvements.     

Does subsidised temporary employment get the unemployed back to work? Aneconometric analysis of two different schemes

Subsidised employment is an important tool of active labour market policies to improve the reemployment chances of the unemployed. Using unusually informative individual data from administrative records, we investigate the effects of two different schemes of subsidised temporary employment implemented in Switzerland: non-profit employment programmes (EP) and a subsidy for temporary jobs (TEMP) in private and public firms. Econometric matching methods show that TEMP is more successful than EP in getting the unemployed back to work. Compared to not participating in any programme, EP and TEMP are ineffective for unemployed who find jobs easily anyway or have a short unemployment spell. For potential and actual long-term unemployed, both programmes may have positive effects, but the effect of TEMP is larger.     

A model of adjuncts in higher education

We examine the phenomenon of the expanded use of non-tenure-track positions (“adjuncts”) and construct a supply-side Harris–Todaro model. Low adjunct wages are attributable to a “Hope Rent” from the gap between private opportunities and tenure-track utility.     

Firm responses to secondary stakeholder action

In this paper, we explore the conditions under which secondary stakeholder groups are likely to elicit positive firm responses. To this end, we build upon and advance Mitchell, Agle, and Wood's (1997) stakeholder saliency and identification framework by defining saliency in terms of actions, not perceptions, and by proposing that power, legitimacy, and urgency arise out of the nature of stakeholder–request–firm triplets. To test this framework, we build a unique dataset of over 600 secondary stakeholder actions within the United States, all concerning environmental issues over the period 1971–2003. Copyright © 2006 John Wiley & Sons, Ltd.     

Promise and peril in implementing pay‐for‐performance

Why would managers abandon pay‐for‐performance plans they initiated with great hopes? Why would employees celebrate this decision? This article explores why managers made their decisions in 12 of 13 pay‐for‐performance “experiments” at Hewlett‐Packard in the mid‐1990s. We find that managers thought the costs of these programs to be higher than the benefits. Alternative managerial practices such as effective leadership, clear objectives, coaching, or training were thought a better investment. Despite the undisputed instrumentality of pay‐for‐performance to motivate, little attention has been given to whether the benefits outweigh the costs or the “fit” of these programs with high‐commitment cultures like Hewlett‐Packard was at the time. © 2004 Wiley Periodicals, Inc.