Labour hoarding in a disequilibrium model of the Dutch labour market

Summary This paper presents a method to integrate labour hoarding into a disequilibrium model of the labour market. Disequilibrium indicators for the labour market that include labour hoarding are constructed. These indicators, being important determinants of policy multipliers with respect to employment, are found to be less volatile than the corresponding disequilibrium indicators for the goods market which are available from business surveys. The lower volatility reflects the role of labour hoarding as a buffer between actual and efficient employment levels. Our results indicate that labour hoarding in Dutch enterprises ranges from a minimum of 0.5 per cent of employment in early 1985 to a maximum of 7.0 per cent in 1975. Furthermore, the paper pays special attention to the modelling of mismatch unemployment and to the simulation results of an empirical disequilibrium macromodel of the Dutch economy.The authors thank M.M.G. Fase and two anonymous referees for their useful comments.     

Equity–Efficiency Optimizing Resource Allocation: The Role of Time Preferences in a Repeated Irrigation Game

We study repeated water allocation decisions among small scale irrigation users in Tanzania. In a treatment replicating water scarcity conditions, convexities in production make that substantial efficiency gains can be obtained by deviating from equal sharing, leading to an equity–efficiency trade‐off. In a repeated game setting, it becomes possible to reconcile efficiency with equity by rotating the person who receives the largest share, but such a strategy requires a longer run perspective. Correlating experimental data from an irrigation game with individual time preference data, we find that less patient irrigators are less likely to use a rotation strategy.     

The making and remaking of HRM: the practice of managing people in the Eastern Cape Province,South Africa

This paper explores the nature of human resource management (HRM) practice in the Border region of the Eastern Cape Province, South Africa, located within contemporary local and international debates regarding the content and nature thereof. Four distinct patterns of practice were identified. The first represented a simple changing in nomenclature of the relevant personnel sections, with, in several cases, staff being seen not as managers, but rather as a distinct, and somewhat junior, category of employee. In the second category, the traditional personnel function was broadened to encompass clearly delineated areas such as training and development. In the third category, while HRM practitioners did play an important strategic role, this was more in terms of facilitating the adoption of progressive industrial relations policies, than in developing a vision for managing human resources across the organization. In all cases, what human resource practitioners did seemed somewhat removed from the 'conventional wisdom' definition of HRM. In part this was a result of the persistence of effective and militant trade unions, necessitating the adoption of hybrid HR-industrial relations practices. However, it also represented a product of particular managerial traditions, and the fact that HRM represents a complex package of concepts and practices, which, inevitably, are subject to adjustment in the light of prevailing realities. This study sheds further light on the diverse and multi-faceted area of HRM practice, and underscores the need for flexibility and pragmatism in both transitional, and, indeed, mature economic contexts.     

Innovation-Oriented Culture in the Public Sector: Do managerial autonomy and result control lead to innovation?

This article examines the effect of specific new public management (NPM)-related characteristics to explain innovation-oriented culture within public sector organizations. According to NPM doctrines, an enhanced managerial autonomy combined with result control will stimulate a more innovation-oriented culture in such organizations. Using multi-country survey data of over 200 public sector agencies, we test for the influence of organizational autonomy, result control and their interactions, on innovation-oriented culture. High levels of managerial autonomy and result control have independent and positive effects. However, the interaction between high personnel management autonomy and high result control has a negative effect.     

RESIDENTIAL PROPERTY PRICES IN A SUBMARKET OF SOUTH AFRICA: SEPARATING REAL RETURNS FROM ATTRIBUTE GROWTH

The South African residential housing market experienced high growth in the previous decade, in line with international trends. Traditional methods of documenting this trajectory use the average prices of only properties that are sold in given periods and regions. A critical assumption of these approaches is that houses remain homogenous across time and space. This paper constructs a micro‐level hedonic price index to account for changing attributes of heterogenous houses. It illustrates that returns may have been overstated, and that much of the growth recorded in this market is driven by attribute inflation, particularly in the high price segment.     

The impact of national brand introductions on hard-discounter image and share-of-wallet

Hard-discounters (HDs) such as Aldi and Lidl are increasingly introducing national brands (NBs) into their private label (PL) dominated assortments. While there is evidence that this enhances sales in the categories where such NBs are added, little is known about how it affects consumers' overall perceptions of the HD and consequently its share of the customers' wallet. Using a unique data set that combines longitudinal information on a HD's perceptions, with that chain's assortment composition, we investigate the impact of NB introductions on the chain's overall value and assortment image, and spending share.We show that introductions of NBs, in particular category leaders, may significantly contribute to a more favorable perception of the HD store. For positive value-image effects to materialize, HDs must offer these NBs at low-enough prices to maintain a reasonable price gap with the current private label offer. For the NB entry to enhance the HD's assortment perception, it must come with a sufficiently deep product line.However, there are limits to this approach. Introductions gradually lose effect as the share of NBs at the HD goes up. More importantly, ill-selected NB additions may backfire on the HD. Listing NBs that are not category-leaders, at prices too far above its private labels, deteriorates the HD's favorable value positioning — cutting into its core competitive advantage, and leading to notable reductions in share-of-wallet. We discuss the academic and managerial implications of these findings.