Economic Motivations for Limited Dependent and Qualitative Variable Models*

The greater availability of survey data, a succession of papers dealing with the statistical issues arising from the analysis of such data and the appearance of software packages, such as UMDEP, have led to a remarkable increase in the application of limited dependent and qualitative variable models in economics. Economic analysis of the behaviour of individual decision makers often leads to models which are of a limited dependent or qualitative variable nature. This paper attempts to show how the use of these models naturally arises from the more general framework of modifications to traditional economic optimization problems.     

The January Anomaly: Effects of Low Share Price,Transaction Costs,and Bid-Ask Bias

The January effect is primarily a low-share price effect and less so a market value effect. In the recent 1977–1986 period, after-transaction-cost raw and excess January returns are lower on low-price stocks than on high-price stocks. Failure of informed traders to eliminate significantly large before-transaction-cost excess January returns on low-price stocks is potentially explained by higher transaction costs and a bid-ask bias. At the least, the January anomaly found in prior tests is not persistent, and thereby, not likely to be exploitable by typical investors.     

RATIONING, SPILLOVER, AND INTERLINKING IN CREDIT MARKETS: THE CASE OF RURAL PUNJAB

A parallel market structure may exhibit extensive rationingin the regulated segment, and hence spillover of unsatisfieddemand into the unregulated segment of the market. In the lattersegment, the borrower can choose to bundle loan contracts withoutput marketing through the lender. Using data on Punjabi cultivators,econometric estimation of such a structure yields three principalfindings: (i) most borrowers and non-borrowers were rationedin the regulated market; (ii) demand for credit was fairly inelasticwith respect to the interest rate; (iii) a contractual provisiontying credit to output marketing made informal lenders willingto advance much bigger loans. One pana and a quarter is the lawful rate of interest per monthon one hundred panas, five panas for purposes of trade, tenpanas for those going through forests, twenty panas for thosegoing by sea. For one charging or making another charge a ratebeyond that, the punishment shall be the lowest fine for violence,for witnesses, each one of them, half the fine. If, however,the King is unable to ensure protection, the Qudge) should takeinto consideration the usual practice among creditors and debtors.The Kautiliya Arthasastra (a fourth century BC work on kingshipand statecraft).     

Audits des Cinq Grands et fraude comptable

Les auteurs examinent le lien entre les audits des Cinq Grands et l’incidence des fraudes comptables présumées de sociétés ouvertes des États‐Unis entre 1981 et 2001. Selon bon nombre de commentateurs, les défaillances retentissantes de l’information financière qui ont menéà des réformes radicales de la gouvernance d’entreprise soulèvent de sérieux doutes quant à savoir si les grands cabinets d’expertise comptable continuent d’offrir des audits d’une qualité relativement élevée, en particulier depuis quelques années. Toutefois, dans des échantillons non appariés et appariés, les auteurs relèvent des données solides et robustes permettant de conclure que la publication d’information financière frauduleuse est moins probable en la présence d’un auditeur des Cinq Grands. Fait important, les tests des séries chronologiques laissent supposer qu’il existe un lien caractérisé entre les Cinq Grands et l’incidence plus faible de la fraude comptable, y compris dans les cinq dernières années de la période d’échantillonnage, au cours desquelles le nombre de fraudes a monté en flèche. De plus, les auteurs recueillent des preuves que ce lien est de nature causale et n’est pas un simple facteur endogène dans le choix de l’auditeur.     

Increasing human and social capital by applying job embeddedness theory

Most modern lives are complicated. When employees feel that their organization values the complexity of their entire lives and tries to do something about making it a little easier for them to balance all the conflicting demands, the employees tend to be more productive and stay with those organizations longer. Job embeddedness captures some of this complexity by measuring both the on-the-job and off-the-job components that most contribute to a person's staying. Research evidence as well as ample anecdotal evidence (discussed here and other places) supports the value of using the job embeddedness framework for developing a world-class retention strategy based on corporate strengths and employee preferences.To execute effectively their corporate strategy, different organizations require different knowledge, skills and abilities from their people. And because of occupational, geographic, demographic or other differences, these people will have needs that are different from other organizations. For that reason, the retention program of the week from international consultants won’t always work. Instead, organizations need to carefully assess the needs/desires of their unique employee base. Then, these organizations need to determine which of these needs/desires they can address in a cost effective fashion (confer more benefits than the cost of the program). Many times this requires an investment that will pay off over a longer term – not just a quarter or even year. Put differently, executives will need to carefully understand the fully loaded costs of turnover (loss of tacit knowledge, reduced customer service, slowed production, lost contracts, lack of internal candidates to lead the organization in the future, etc., in addition to the obvious costs like recruiting, selecting and training new people). Then, these executives need to recognize the expected benefits of various retention practices. Only then can leaders make informed decisions about strategic investments in human and social capital.

Selected bibliography

A number of articles have influenced our thinking about the importance of connecting employee retention strategies to business strategies:

• R. W. Beatty, M. A. Huselid, and C. E. Schneier. “New HR Metrics: Scoring on the Business Scorecard,” Organizational Dynamics, 2003, 32 (2), 107–121.

• Bradach. “Organizational Alignment: The 7-S Model,” Harvard Business Review, 1998.

• J. Pfeffer. “Producing Sustainable Competitive Advantage Through the Effective Management of People,” Academy of Management Executive, 1995 (9), 1–13.

• C. J. Collins, and K. D. Clark. “Strategic Human Resources Practices and Top Management Team Social Networks: An Examination of the Role of HR Practices in Creating Organizational Competitive Advantage,” Academy of Management Journal, 2003, 46, 740–752.

The theoretical development and empirical support for the Unfolding Model of turnover are captured in the following articles:

• T. Lee, and T. Mitchell. “An Alternative Approach: The Unfolding Model of Voluntary Employee Turnover,” Academy of Management Review, 1994, 19, 57–89.

• B. Holtom, T. Mitchell, T. Lee, and E.Inderrieden. “Shocks as Causes of Turnover: What They Are and How Organizations Can Manage Them,” Human Resource Management, 2005, 44(3), 337–352.

The development of job embeddedness theory is captured in the following articles:

• T. Mitchell, B. Holtom, T. Lee, C. Sablynski, and M. Erez. “Why People Stay: Using Job Embeddedness to Predict Voluntary Turnover,” Academy of Management Journal, 2001, 44, 1102–1121.

• T. Mitchell, B. Holtom, and T. Lee. “How To Keep Your Best employees: The Development Of An Effective Retention Policy,” Academy of Management Executive, 2001, 15(4), 96–108.

• B. Holtom, and E. Inderrieden. “Integrating the Unfolding Model and Job Embeddedness To Better Understand Voluntary Turnover,” Journal of Managerial Issues, in press.

• D.G. Allen. “Do Organizational Socialization Tactics Influence Newcomer Embeddedness and Turnover?” Journal of Management, 2006, 32, 237–257.

Executive SummaryEmployee turnover is costly to organizations. Some of the costs are obvious (e.g., recruiting, selecting, and training expenses) and others are not so obvious (e.g., diminished customer service ability, lack of continuity on key projects, and loss of future leadership talent). Understanding the value inherent in attracting and keeping excellent employees is the first step toward investing systematically to build the human and social capital in an organization. The second step is to identify retention practices that align with the organization's strategy and culture. Through extensive research, we have developed a framework for creating this alignment. We call this theory job embeddedness. Across multiple industries, we have found that job embeddedness is a stronger predictor of important organizational outcomes, such as employee attendance, retention and performance than the best, well-known and accepted psychological explanations (e.g., job satisfaction and organizational commitment). The third step is to implement the ideas. Throughout this article we discuss examples from the Fortune 100 Best Companies to Work For and many others to demonstrate how job embeddedness theory can be used to build human and social capital by increasing employee retention.