SHORT-AND LONG-RUN FARM PLANNING UNDER UNCERTAINTY; INTEGRATION OF LINEAR PROGRAMMING AND DECISION TREE ANALYSIS

The paper presents an approach to an integrated long-run and short-run farm planning under uncertainty, based on a decomposition of the problem into (i) a series of short-run plans, and (ii) a master long-run plan. The series of the short-run plans are parametrically solved by linear programming "variable right hand" techniques and are later integrated into a long-run program using a (computerized) decision tree analysis. The attitude towards risk of the farm operator is expressed in the willingness to maximize the expected value of the income stream over the planning horizon subject to the restriction that alternatives which may lead to lack of liquidity must be eliminated.
Ce travail présenle une approche tentative ďintégrer, sous conditions incertaines, une planification de ferme à court et long terme. La planification est basée sur la partition du problème en (i) série de courte durée et (ii) de tongue durée. Les séries de courte durée sont résolues àľaide dun programme linéaire, et intégreés ensuite dans un programme à long terme àľaide de ľanalyse de "décision arbre."ľattitude envers les risques de ľentrepreneur est exprimée par la volonté-de maxiliser la valeur de revenu prévu au delá de la planification sous resérve de la restriction que des alternatives qui peuvent conduire à un manque de moyens liquides, doivent être éliminees.     

Influence of the guaranteed annual wage upon labor relations and productivity: National sugar refinery's experience

The guaranteed annual wage is not in itself a source of motivation, but is more what Herzberg would call a maintenance factor, something that will dissatisfy if removed. The authors conclude that National Sugar has been unable to reap any lasting benefits since the guarantee has been taken for granted by its employees.     

Retirements at risk: employees lack a comprehensive, realistic view of resources and needs

Employees who are following conventional retirement-planning advice will be in for a rude awakening as they approach retirement and discover that they can't afford to retire just yet or are likely to outlive their retirement funds. The article discusses how we have arrived at this point, what the implications are, and what both employers and employees can do to remedy the situation.     

The (ir)relevance of real wage rigidity in the New Keynesian model with search frictions

We develop a New Keynesian model with search and matching frictions in the labor market. We show that the model generates counterfactual labor market dynamics. In particular, it fails to generate the negative correlation between vacancies and unemployment in the data, i.e., the Beveridge curve. Introducing real wage rigidity leads to a negative correlation, and increases the magnitude of labor market flows to more realistic values. However, inflation dynamics are only weakly affected by real wage rigidity. The reason is that labor market frictions give rise to long-run employment relationships. The measure of real marginal costs that is relevant for inflation in the Phillips curve contains a present value component that varies independently of the real wage.     

Concerning trust and information

Communication and the associated information exchanges are key drivers of the development of relationships and of the trust embedded within them. This paper considers the development of business relationships in terms of the continuing co-evolution of trust and information exchange and the issues associated with researching these processes. The interconnections of trust and information exchange are examined in a survey of business relationships involving information exchange (n = 355). Analysis of variance shows few, if any, of the aspects of the standard conceptualizations of information exchange are associated with increased levels of trust. It is information exchange norms that have the greatest (positive) association with the level of trust. These norms emerge as part of the long term co-production of the relationship itself. This has important managerial implications. We conclude there are few managerial actions involving managing communication that can “manufacture” trust and improve or develop relationships in the short term. The paper concludes with a discussion of alternative ways of envisaging communication and relationship management and the nature and future of research into the evolution of business relationships.