No End to the Racial Wage Hierarchy in South Africa?

The South African apartheid system formally ended with the election of the African National Congress at the first all-race elections held in 1994. As a result, racist policies such as color barring, that particularly hindered the advancement of black workers throughout the apartheid period, are no longer legal. Yet the legacy of apartheid may endure as a result of both the persistence of racial differences in human capital attributes and the possible continuation of discriminatory practices within employment. In this paper the authors examine the evolution of the racial wage hierarchy in the early post-apartheid era against the background of the long-term decline in racial wage disparities observed over the last years of the apartheid regime. They find evidence that the position of black workers between 1995 and 1997 actually deteriorated relative to the overall geometric mean wage, while that of colored, Asian, and white workers improved.     

How does managed care do it?

Integrating the health services and insurance industries, as health maintenance organizations (HMOs) do, could lower expenditure by reducing either the quantity of services or unit price or both. We compare the treatment of heart disease in HMOs and traditional insurance plans using two datasets from Massachusetts. The nature of these health problems should minimize selection. HMOs have 30% to 40% lower expenditures than traditional plans. Both actual treatments and health outcomes differ little; virtually all the difference in spending comes from lower unit prices. Managed care may yield substantial increases in measured productivity relative to traditional insurance.     

Building the Planning Consensus: The Plan of Chicago,Civic Boosterism,and Urban Reform in Chicago, 1893 to 1915

Since its publication in 1909, Daniel Burnham's Plan of Chicago has been criticized for its lack of attention to social issues and for the failure of subsequent reconstruction projects to live up to the ambition of the plan. These criticisms assume that the Plan of Chicago was insufficiently progressive, or they evaluate the Plan by reference to the successes and failures of subsequent decades of urban reconstruction in Chicago. This article argues that the key to understanding the Plan of Chicago is to place it in its historical context. Burnham's Plan of Chicago was an expression of the tradition of Chicago civic boosterism and earlier city‐building practices as much as it was of the nascent profession of city planning. Finally, while the Plan did neglect housing, poverty, and other social questions, it did possess a social vision based on civic inclusivity, rather than economic inclusivity. The Plan can be read as a reform document based on the assumption that physical environment shapes individual character and social relationships. It assumed the creation of a unified and harmonious physical city would produce a contented and productive citizenry. In short, the Plan of Chicago deployed a transformative vision in the service of conservative goals.     

Demographics,personality, contact,and universal‐diverse orientation: An exploratory examination

This study explores relationships between race, gender, agreeableness, openness to experience, contact, and a measure of attitudes toward diversity—universal‐diverse orientation (UDO). UDO consists of three attitudinal components: realistic appreciation (a cognition), comfort with difference (a feeling), and diversity of contact (a behavior). Results suggest that race, agreeableness, and openness relate to UDO attitudes, primarily due to the relationships of these variables with the behavioral component—diversity of contact. Identifying characteristics of tolerant people (e.g., agreeableness) and training managers in skills related to those characteristics may improve contextual performance and make managers better role models within the organizational context. © 2003 Wiley Periodicals, Inc.     

The impacts of SOX and SEC investigation on the corporate governance of option backdating firms

This study investigates the combined impact of the Sarbanes-Oxley Act of 2002 (SOX) and the subsequent related Securities and Exchange Commission's (SEC) initiatives on the corporate governance characteristics of firms that had historically backdated stock options. Our results show that backdating firms had both weaker board-level and committee-level corporate governance characteristics than control firms in the pre-SOX period. In contrast, backdating firms dress up their board-level governance to meet regulatory requirements but still feature weaker committee-level corporate governance in the post-SOX era.