Elements in participation,teamwork and flexibility in South Africa

This research note involves an investigation of some conceptual issues which arise in the coexistence of direct and indirect forms of participation in three case studies of South African organizations. It is concluded that a managerial paradigm shift from a strong individualistic orientation towards collaborative or collective values could facilitate the process of achieving both economic growth and equity in the workplace.

Elements in participation, teamwork and flexibility in South Africa     

How accurate are government forecasts of economic fundamentals? The case of Taiwan

A government’s ability to forecast key economic fundamentals accurately can affect business confidence, consumer sentiment, and foreign direct investment, among others. A government forecast based on an econometric model is replicable, whereas one that is not fully based on an econometric model is non-replicable. Governments typically provide non-replicable forecasts (or expert forecasts) of economic fundamentals, such as the inflation rate and real GDP growth rate.In this paper, we develop a methodology for evaluating non-replicable forecasts. We argue that in order to do so, one needs to retrieve from the non-replicable forecast its replicable component, and that it is the difference in accuracy between these two that matters. An empirical example to forecast economic fundamentals for Taiwan shows the relevance of the proposed methodological approach. Our main finding is that the undocumented knowledge of the Taiwanese government reduces forecast errors substantially.     

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.     

The market price of Low-Income Housing Tax Credits

The Low-Income Housing Tax Credit (LIHTC) program awards a subsidy to private developers who construct and operate housing units with income-targeted rent controls for at least 15 years. The program allocated $6.6 billion to developers in 2006, and over 1.6 million units have been subsidized under the program since its inception in 1987. A historical literature suggests place-based housing subsidies, such as the LIHTC program, will be more expensive in providing the same level of housing support to the poor than tenant-based strategies (i.e., housing vouchers). This paper uses an administrative data series of LIHTC subsidized properties in California to show the program encourages developers to construct housing units that are an estimated 20% more expensive per square foot than average industry estimates. It is additionally shown that due to liquidity constraints faced by LIHTC primary developers in how the subsidy is allocated, virtually all developers sell the tax credits at a substantial discount below their statutory value immediately after construction. This price is estimated to be $0.73 per $1 of tax credit, or $1.8 billion annually, as compared to alternatively allocating a lump sum grant to developers.     

Too Good to be True: Board Structural Independence as a Moderator of CEO Pay‐for‐Firm‐Performance

Whether voluntary or mandatory in nature, most recent corporate governance codes of best practice assume that board structural independence, and the application by boards of outcome‐based incentive plans, are important boundary conditions for the enforcement of Chief Executive Officer (CEO) pay‐for‐firm‐performance; that is, for optimal contracting between owners and executive agents. We test this logic on a large Australian sample using a system Generalized Method of Moments (GMM) approach to dynamic panel data estimation. We find that Australian boards exhibiting best practice structural arrangements – those chaired by non‐executives and dominated by non‐executive directors at the full board and compensation committee levels – are no more adept at enforcing CEO pay‐for‐firm‐performance than are executive‐dominated boards. These findings suggest that policy makers' faith in incentive plans and the moderating influence of structural independence per se may be misplaced. Our findings also hold significant implications for corporate governance theory. Specifically, the findings lend further support to a contingency‐based understanding of board composition, reward choice and monitoring; an approach integrating the insights afforded by behavioural approaches to Agency Theory and by social‐cognitive and institutional understandings of director outlook, decision‐making and behaviour.     

Henry George and Europe

A bstract . The basic ideas of Henry George , 19th century American economist and social philosopher, were not novel in Denmark , which had a tradition of land value taxation and free trade. But they had special appeal for its smallholder farmers. They demanded that George's principles be applied more fully, getting all tax revenues from the land 's unimproved value, so that taxes on buildings, personal property and wages could be abolished. Viggo Ullman 's Danish-Norwegian translation of Progress and Poverty won the commitment of folk school movement leaders and the intelligentsia. In 1903 large landowners gained control of the Liberal Party and proceeded to abolish the traditional land tax, producer of up to 50 percent of State revenues. The Radical Liberals split and took over, to some extent carrying out George's taxation principles. In 1919 a Georgist party, the "Retsforbundet" was founded; it won the balance of power in 1957. But lack of finances and organizing ability and growing voter apathy ended its progress.     

The development of political skill and political capital by global leaders through global assignments

The purpose of this paper is to explain how developing global leaders through global assignments (i.e. in the form of expatriation and inpatriation) may lead to their acquisition of valuable political skill and political capital. First, using the theoretical frame of political influence theory, the benefit of political skill is explained relative to the development and augmentation of global leaders' capital portfolio during global assignments. Second, a distinction between social capital and political capital, as the integral components of global leader's capital portfolio, is made. In conclusion, the value of acquiring political skill and building human, cultural, social and political capital by global leaders is discussed separately for expatriate and inpatriate assignments.     

Alternative balanced scorecards built from paradigm models in strategic HRM and employment/industrial relations and used to measure the state of employment relations and HR system performance across U.S. workplaces

This paper constructs alternative balanced scorecards based on high‐performance work system (HPWS) and employment relations system (ERS) models. The models are depicted and compared in diagrams and used as framework skeletons for building separate HPWS and ERS scorecards, intended to provide a detailed data picture of the operational health and performance of an organization's employment/HR system and its operations, processes, and inputs/outputs. The scorecards are filled in with nationally representative data from 2,000+ U.S. workplaces using more than 50 employment/HR indicators, as reported by separate panels of managers and employees. The indicators for each workplace are aggregated into an overall HR/employment system score, ranked from low‐to‐high, and graphed as frequency distributions. These distributions provide a unique snapshot picture of the mean and dispersion of the state of employment relations and HR system performance for companies across the United State. They also reveal that “models matter” since the HPWS and ERS scorecards provide distinctly different evaluation assessments.