Dependent care and the workplace: An analysis of management and employee perceptions

This study attempts to identify differences in the perceptions of top management (defined as CEOs, directors, and presidents) and employees (defined as middle and supervisory management) regarding (a) the effects of dependent care responsibilities on job performance, and (b) the extent of a firm's responsibility in providing support for those faced with caring needs concerning eldercare, childcare, substance abuse, and mental/physical handicaps. The results indicate that these two groups have significantly different perceptions of the effect of dependent care responsibilities on job performance, and on the firm's responsibility in providing support for three types of dependent care.     

Welfare Policy and Precarious Lives: “Welfare Reform” Revisited

Abstract:

Although welfare reform has not been one of the most highly visible policy agendas for the Trump administration, restricting access to public assistance programs has been a part of proposals and actions in a number of areas. The Trump administration’s overall approach to welfare reform was articulated formally in 2018 in an Executive Order and a Council of Economic Advisers Report. To provide some context for a discussion of these two documents, the article begins with a discussion of the different meanings of “welfare reform” identified in institutionalist literature, and a brief overview of some important findings on the impacts of the 1996 welfare reform. It then highlights some key aspects of the Trump administration’s approach to welfare reform and responses from the poverty research and advocacy community.     

Building value through sustainable project management offices

Organizations' attempts to implement and gain value from investments in project management have resulted in the rapid growth and, in some cases, demise of project management offices (PMOs). The recent research literature on PMOs provides an ambiguous picture of the value case for PMOs and suggests the tenuous nature of their current position in many organizations. In studying project management implementations for the Value of Project Management project, we chose to use three detailed cases and comparisons with the remaining 62 organizations in the value project to study how PMOs are connected to value realization for organizations investing in project management. Specifically, we sought to understand how PMOs deliver sustained value to organizations. Using the theories of Jim Collins (Collins, 2001; Collins & Porras, 1994) as an interpretive framework, we explore these cases to understand how to create and sustain project management value through investment in PMOs.     

Understanding the value of project management: First steps on an international investigation in search of value

Organizations investing in project management need to be assured of a concrete return. Without the ability to clearly define its value, project management joins the long line of initiatives (i.e., TQM, information systems, training, human resources) struggling to prove their worth to organizations. However, demonstrating a concrete value in organizations has been illusive and even paradoxical. This paper describes the conceptual model underlying a major international research project designed to yield a broad perspective on the value of project management. This model and research design will be of interest to researchers, project managers, professional organizations, and senior executives.     

Internal Relative Price Stationarity in Long-Run Purchasing Power Parity

This study demonstrates that the joint relationship among domestic traded-goods prices, dometic nontraded-goods prices, foreign traded-goods prices, and foreign nontraded-goods prices is important to understanding rejections or confirmations of long-run PPP. This joint relationship is defined as the "cross-country internal relative price structure." For nine of the ten pairs of countries studied, the cross-country internal relative price structure is found to be stationary; thus, factors other than the influence of nontraded-goods prices must be responsible for the rejections of long-run PPP.     

A Marriage Made in Heaven? Mismatches and Misunderstandings between Worker Centres and Unions

Worker centres, community‐based mediating institutions that provide support to low‐wage workers in the United States, have grown from five in 1992 to 160 in 2007. With unions increasingly targeting low‐wage immigrant workers employed in non‐footloose industries for organizing drives, it would seem that worker centres and unions are a match made in heaven. On the ground, however, it has been more of a mismatch. This article examines the underlying sources of the mismatch embodied in the structures, ideologies and cultures of worker centres and unions.