Performance appraisal: dilemmas and possibilities

Citing avoidance by the supervisor and defensiveness from the subordinate as the two main barriers to effective performance appraisal, the author suggests ways to minimize both. The emphasis is on discussing performance evaluation in a nonevaluative manner.     

Double Two*

Double Two is a privately owned clothing manufacturer based in the United Kingdom. The case portrays the historical development of the company, with specific emphasis on the last 20 years. The case outlines the structural and strategic management accounting issues confronting the company particularly over the last 20 years. Students are exposed to issues associated with balanced scorecard construction and implementation and the use of return on investment to measure divisional performance.     

Towards a Negative Income Tax System for Australia

The undue complexity of the Australian tax-transfer system is outlined as are the associated high effective marginal tax rates for many individuals and families. A negative income tax system is a possible solution to these problems.
The most radical version of negative income tax is a 'basic income/flat tax' system which combines universal tax credits (that vary according to presence of children, disability etc.) and a flat tax rate on private income. Using NATSEM's microsimulation model STINMOD it is found that to ensure that no current social security beneficiaries become worse off under such a system would either be very expensive to introduce or require a tax rate that is likely to be unacceptably high. Less radical versions of negative income tax are also costed, incorporating the possibility of varying tax rates, the tapering out of tax credits, and placing some restrictions on the granting of tax credits. This makes negative income tax look more feasible.
The analysis does not incorporate behavioural responses. Since the motivation for a negative income tax system is largely to achieve such responses (for example, labour supply responses), this feasibility analysis might have been unduly harsh. Research is required to incorporate behavioural responses into the analysis.     

Understanding the UK food consumer

Since the publication of quantified dietary guidelines in 198314, interest in food related issues has both increased and diversified. This paper describes changes in these issues and marketing response to these changes. There is, however, a marketing challenge which goes beyond reaction to individual issues and specific crises such as salmonella or listeria. This broader marketing challenge is the general increase in interest in food and in food related issues. This paper asserts that this phenomena itself is the greatest challenge to food marketers and further, that in today's consumer environment, it is a challenge which must be addressed without delay.

There is currently a merging of food and environmental/conservation issues along with the general increase in public awareness and information campaigns relating to “green” issues. This highlights the need for organisations in the food sector to take immediate action to rebuild customer confidence in the industry and in producers and in information produced by them. This problem is a shared one throughout the industry and when addressed will restore a more stable environment for competitive product marketing.

This paper is presented as a demonstration of the importance of the holistic view of research—of looking at the total situation and putting the issues or hypotheses in context of the total situation. It draws on a variety of sources, secondary and primary whilst also taking into account environmental factors such as media coverage and the particular history of the situation such as the distribution of the Villejuif list of food additives in 1986. It is, the paper concludes, important that a market situation is understood and reacted to in a sympathetic way for a marketing strategy to be successful.     

Autopoiesis in Disneyland: reassuring consumers via autopoietic brand management

This paper introduces a new concept of brand management: autopoietic brand management. Autopoiesis is a biological definition of life that stresses the radical autonomy of living systems. Organisational science has developed the concept, emphasising the capacity of autopoietic organisations to adapt spontaneously to external pressures. These facts support the following arguments. First, that the Disney brand is managed as an autopoietic system. The brand has its own operating code, self-defined boundaries, self-replicating ability and pace of operation. This conveys a sense of reassurance to Disney's customers. Further arguments about the brand's role in corporate socialisation and adaptation are developed. These claims focus on the brand's ability to represent the corporation's activity to itself via the self-referencing features of autopoiesis.     

The glory of stories: Using critical incidents to understand service evaluation in the primary healthcare context

This paper reports the results of a research project into the determinants of consumer evaluation of services. The research uses the healthcare context to explore consumer perceptions of the service product dimensions. Using a critical incident technique, a consumer‐derived model of the relationships between core and peripheral aspects of the service is presented. The results indicate that evaluation is a function of both personal and organizational factors which comprise core and peripheral components of the service.     

Multidimensional latent traits of perceived organizational innovation: Differences between Thai and Egyptian employees

A new approach, the multidimensional latent regression (MLR) approach of item response theory, is employed to evaluate the dimensions of individual employee creativity, workplace atmosphere, and workplace innovative activity. Based on the MLR concept, the relationships among the measurement scales of these variables are tested for their unidimensionality versus multidimensionality. Multidimensionality was found. While workplace atmosphere is closely linked to workplace innovative activity, individual employee creativity forms its own dimension but is still positively linked to the other two measures. To achieve an accurate comparison between the two groups of Thai and Egyptian employees who have the same levels of agreement with the scale items, it is necessary to adjust the scores of Egyptian employees downwards.

How Does Investor Sentiment Affect Stock Market Crises? Evidence from Panel Data

We test the impact of investor sentiment on a panel of international stock markets. Specifically, we examine the influence of investor sentiment on the probability of stock market crises. We find that investor sentiment increases the probability of occurrence of stock market crises within a one‐year horizon. The impact of investor sentiment on stock markets is more pronounced in countries that are culturally more prone to herd‐like behavior, overreaction and low institutional involvement.     

HRM at a Crossroads: Comments on “Evolution of Strategic HRM Through Two Founding Books: A 30th Anniversary Perspective on Development of the Field”

I agree with Bruce Kaufman's evaluation of the HRM field and the danger to its relevance if change does not take place in the field's almost exclusive use of normal science, lack of focus on organizational change and development and indifference to the development of useful and usable knowledge. I use the development of the Harvard Business School's first‐ever required course in HRM and Managing Human Assets, the book that grew from the course, to illustrate why and how the strategic HRM perspective of the book emerged. I go on to argue that we do not need more proof that HRM practices are associated with financial performance. The best CEOs already believe this, though they need knowledge and practices that will enable them to develop a positive sustainable HRM system. HRM research, both normal and action science, must answer the question of how a “great” HRM system—practices, leadership, organization design, culture, and change processes—might be developed over time (its takes years) and how great companies can avoid the liquidation of intangible assets in the face of pressures for short‐term performance. I describe my own work to illustrate the future direction HRM should take methodologically and conceptually. © 2015 Wiley Periodicals, Inc.