The effect of human resource practices on perceived organizational support in the People’s Republic of China

Using a sample of workers and managers employed by a hotel located in Southeastern People’s Republic of China, we investigated the relationship between various human resource management practices and the perceived organizational support (POS) experienced by the employees. We then investigated the effects of POS on employee satisfaction. Our data suggest that hiring practices, training, and compensation practices predict POS. These results are consistent with previous research. We also found that POS influences worker satisfaction and acts as a mediator between select HR practices and satisfaction. This study contributes to the literature by replicating Western-based findings with a Chinese sample and illustrating that the attitudes of Chinese employees can be influenced through the use of HR practices.     

International deflation risks under alternative macroeconomic policies

We use a version of the Global Projection Model covering the United States, Euro area and Japan to assess options for dealing with the looming risk of international deflation. The zero floor to interest rates constrains monetary policy. Confidence intervals, derived from stochastic simulations, indicate ranges of uncertainty. The results suggest a high probability of a declining price level for a couple of quarters in 2009. Suitable policy adaptations reduce the risk that this might turn into a prolonged, global deflation. These include: a price level path target for monetary policy, which would respond to previous, as well as expected, shortfalls from the desired inflation rate; a more stimulative fiscal policy; and an increase in the long-run target for inflation.     

The Metabolic Syndrome and All-Cause Mortality in an Insured Lives Population

Abstract

Metabolic syndrome and its association with mortality have not been studied in insured lives populations. The Swiss Re Study evaluated metabolic syndrome prevalence and associated mortality from all causes and circulatory disease in a cohort of 35,470 predominantly healthy individuals, aged 18–83 years, who were issued life insurance policies between 1986 and 1997. Metabolic syndrome was defined using the National Cholesterol Education Program (NCEP) Expert Panel Adult Treatment Panel (ATP) III guidelines. The NCEP obesity criteria were modified with a prediction equation using body mass index, gender, and age substituted for waist circumference. Adjustments also were made for nonfasting triglyceride and blood glucose values. Risk ratios for policyholders identified with metabolic syndrome were 1.16 (P = .156) for mortality from all causes and 1.45 (P = .080) for mortality from circulatory disease compared with individuals without the syndrome. Risk was proportional to the number of components, or score, of the metabolic syndrome present. Risk ratios for metabolic syndrome score were 1.14 (P < .001) for mortality from all causes and 1.38 (P < .001) for mortality from circulatory disease compared with individuals without metabolic syndrome factors. In both all-cause and circulatory death models, relative risk was highest for the blood pressure risk factor. Based on a modified NCEP definition, increased mortality risk is associated with metabolic syndrome in an insured lives cohort and has life insurance mortality pricing implications.     

Driver behaviour and business outcomes: An alternative approach to the psychology of the owner–manager

Previous psychological approaches to the study of owner–managers are reviewed and an alternative model based on the transactional analysis concept of Drivers is put forward. This model is tested out via a series of interviews and observations of 20 owner–managers of small and medium–sized businesses based in the North East of England. The relationship between driver behaviour and business performance is explored and the negative consequences of driver behaviour for the business are identified. Driver behaviour is also viewed as potentially beneficial and the inherent positive aspects of driver behaviour are proposed as the opposite end of a continuum of behaviours which are at the heart of business success. On a methodological level the need for an approach grounded in the owner–managers behaviour is confirmed.     

The Status of Econometrics in the Economics Major: A Survey

In this article, the authors describe the place of econometrics in undergraduate economics curricula in all American colleges and universities that offer economics majors as listed in the U.S. News & World Report “Best Colleges 2010” guide (U.S. News & World Report 2009). Data come from online catalogs, departmental Web sites, and online course syllabi. About one-third of the schools require econometrics of all students majoring in economics, about half require it of none, and a sixth require it of some, but not all, economics majors. Among universities with economics PhD programs and liberal arts colleges, almost all those ranked in the top 10 require it. Below the top 10, there is little correlation between ranking and econometrics requirements. Liberal arts econometrics classes are much more likely to require research projects than their counterparts in universities.     

Labour Turnover in Hotels - Revisited

Five years have now elapsed since the author last conducted an empirical investigation into the prevailing rates of labour turnover in a small sample of hotels (Johnson 1980). One conclusion of this survey was that excessive labour turnover could only be resolved by action at unit level. The object of the study outlined in this article was to re-examine the turnover process at this level and to analyse any changes or developments that had taken place in the intervening years. This was to be achieved by repeating the earlier investigations and comparing the findings with those of the original. Unfortunately it proved impossible to use all the original hotels and consequently a similar, rather than identical, sample of units had to be used. In reconstructing the sample, attention was focused on large units. This was because the original work had shown that even relatively low levels of turnover in large hotels lead to considerable economic loss. The results of this latest survey highlight some important changes that have taken place in the last five years and illustrate a new type of turnover. More specifically, several factors are identified which are of value to those unit managers interested in predicting and thereby exercising greater control over their labour turnover.     

Who owns the long term? Perspectives from global business leaders

Day-to-day management is challenging enough for CEOs. How do they manage for the long term as well? We posed that question to four top executives of global companies. According to Maurice Levy, chairman and CEO of Publicis Groupe, building the future is really about building the present and keeping close to the front line--those who deal with your customers and markets. He also attributes his company's success in large part to knowing when to take action: In a market where clients' needs steer your long-term future, timing is everything. UPS Chairman and CEO Mike Eskew emphasizes staying true to your vision and values over the long run, despite meeting obstacles along the way. It took more than 20 years, and many lessons learned, to produce consistent profits in what is today the company's fastest-growing and most profitable business: international small packages. Wulf H. Bernotat, CEO of E.ON, examines the challenges facing business leaders and politicians as they try to balance energy needs against potential environmental damage. He calls for educating people about consumption and waste, and he maintains that a diverse and reliable mix of energy sources is the only way to ensure a secure supply while protecting our environment. Finally, Marianne Barner, the director of corporate communications and ombudsman for children's issues at IKEA, discusses how the company is taking steps to improve the environment and be otherwise socially responsible. For example, it's partnering with NGOs to address child labor issues and, on its own, is working to help mitigate climate change. IKEA's goals include using renewable sources for 100% of its energy needs and cutting its overall energy consumption by 25%.     

Allocative efficiency measurement with endogenous prices

In the nonparametric measurement of allocative efficiency, output prices are fixed. If prices are endogenous, the overall output in the market determines the allocative efficient point. We develop an alternative semi-nonparametric model that allows prices to be endogenously determined.