Men at work. Wages and industriousness in southern Sweden 1500–1850

ABSTRACT

In his classic works on the industrious revolution, Jan de Vries argues that demand for new consumer goods trigged eighteenth century Europeans to work more. This implies that industrious behaviour and new consumption patterns were two parallel and interdependent processes that preceded the industrial revolution. However, there is an alternative explanation for any increase in labour output on household level, namely that the labourers were forced to work more to meet ends. An indication of this could be that day labourers’ relative wages decreased over time. In this article, we investigate this by studying wages from annual and casual labour in southern Sweden and compare their levels with consumption baskets.     

The derived demand for faculty research

Estimation of the demands for many services supplied by government and charitable organizations are hampered by two practices common to the supply of these services. The suppliers often employ non‐price rationing of these services, and they price discriminate. The supply of college training, for example, is rationed on the basis of academic ability as well as willingness to pay, and more able students are typically quoted lower net prices (associated with scholarships) than less able students. This paper suggests a method for dealing with both practices in the analysis of cross‐sectional data. This methodology is used to investigate the question of why university faculty members are expected to do research as well as teach. One answer supported by our empirical work is that the customers (e.g., the students) demand it. Thus, controlling for price and non‐academic features, better students will choose to attend a university where more scholarly research is performed. Moreover, our empirical findings also support a strong negative link between faculty time devoted to teaching and the supply of research. Copyright © 2003 John Wiley & Sons, Ltd.     

The Buffering Effect of Perceived Organizational Support on the Relationship Between Work Engagement and Behavioral Outcomes

The present study examined the commonly held assumption that a low level of work engagement leads to higher turnover intentions and employee deviant behavior. Employee survey results (n = 175) from a manufacturing organization in the United Kingdom showed that employee work engagement correlates negatively with lagged measures of turnover intentions and deviant work behavior directed toward the organization. The results suggest that perceived organizational support moderates the relationship between work engagement and turnover intentions and deviant behaviors directed toward the organization, such that perceived organizational support compensates for relatively low levels of work engagement. © 2014 Wiley Periodicals, Inc.     

The Effect of a Consciously Set and a Primed Goal on Fair Behavior

Three experiments were conducted to test whether an enhanced degree of fair behavior could be obtained by making justice a goal, whether consciously set, primed, or both. Each experiment assessed fairness in a competitive negotiation context. All participants, across the three experiments, were asked to attain a base‐level performance goal. The first experiment examined how a negotiation is affected by a consciously set goal for fairness as well as a primed fairness goal. The results revealed that both the conscious and the primed goal enhanced a participant's fairness. The second and third experiments examined the underlying mediating mechanisms of the effects found in the first experiment. Overall, the results of three experiments indicate that both conscious and primed goals, individually or in combination, can increase fair behavior by enhancing justice saliency. © 2015 Wiley Periodicals, Inc.     

Looking Forward to Performance Improvement: A Field Test of the Feedforward Interview for Performance Management

This study examines the effectiveness of the feedforward interview for improving the job performance of employees relative to a traditional performance appraisal interview in a business equipment firm. Managers (n = 25) were randomly assigned to one of two conditions. Employees (n = 70) who engaged in a feedforward interview with their manager were observed by an anonymous peer to perform significantly better on the job four months later than employees (n = 75) who received the company's traditional performance appraisal interview. The finding that the feedforward intervention increased performance relative to the performance appraisal indicates that the effect is a relatively enduring one. The results suggest that the feedforward interview should prove useful for human resource managers who are searching for ways to increase the performance of their organization's human resources over and above the traditional performance appraisal. © 2014 Wiley Periodicals, Inc.     

Contemporary and long-run correlations: A covariance component model and studies on the S&P 500 cash and futures markets

In this article, a multivariate component model for conditional asset return covariance is developed as an extension to the univariate volatility component model of Engle & Lee (1999). The conditional covariance now is decomposed into a long-run (trend) component and a short-run (transitory) component. Through the decomposition, relationships like the long-run correlation and volatility copersistence can be studied solely upon examining the long-run trend of the conditional covariance. The decomposition also has important implications in studying portfolio hedging problems such as the multi-period minimum-variance hedging for long-term portfolio management. The empirical study in this article focuses on estimating the covariance component structure between the S&P 500 cash and futures markets and their contemporary and long-run correlation relationship and the volatility copersistence relationship. © John Wiley & Sons, Inc. Jrl Fut Mark 19: 877–894, 1999     

From schoolyard to workplace: The impact of bullying on sales and business employees' machiavellianism,job satisfaction,and perceived importance of an ethical issue

Bullying can precipitate many negative outcomes at work, but previous research does not adequately address how such misbehavior affects employee dispositions and attitudes; how these characteristics impact ethical decision making is also underexplored. Given these research gaps, the purpose of this study is to assess (1) the impact of bullying on Machiavellianism and job satisfaction, and (2) the influences of Machiavellianism and job satisfaction on perceived ethical issue importance, a measure of ethical decision making. Three hundred eighty‐four sales and business employees working for different firms operating in the United States answered a self‐report questionnaire. The findings showed that, after accounting for social desirability bias, workplace bullying was positively associated with Machiavellianism and negatively associated with job satisfaction. Machiavellianism was negatively related to the perceived importance of an ethical issue embedded in a vignette highlighting Machiavellianism and latent bullying behaviors. In addition, job satisfaction was positively related to ethical issue importance. Finally, both Machiavellianism and job satisfaction mediated the relationship between bullying experiences and importance of an ethical issue, as evidenced by their significant indirect effects. HR professionals should minimize bullying and Machiavellianism to reduce the corrosive effect on the ethical environment and enhance work attitudes and ethical decisions.     

Human Capital Factors Affecting Human Resource (HR) Managers' Commitment to HR and the Mediating Role of Perceived Organizational Value on HR

Human resource (HR) managers’ commitment to their occupation (HR) leads to the proper delivery and implementation of HR practices and, therefore, is deemed as a critical factor for the success of HR practices. Based on sociocognitive, human capital, and signaling theories, this study examines: (a) HR managers’ own and their chief HR officer's (CHRO) HR‐specific human capital as antecedents of their commitment to HR, and (b) the mediating mechanism through which the CHRO’s HR‐specific human capital positively influences HR managers’ commitment to HR. Based on 146 HR managers from 146 organizations in South Korea, the findings of the current study suggest that HR managers with higher levels of HR‐specific human capital and those working with CHROs with higher levels of HR‐specific human capital tend to have higher levels of commitment to HR. In addition, CHROs with higher levels of HR‐specific human capital positively influence HR managers’ commitment to HR by signaling to them that HR and its function are valued and cared about by their organizations. Theoretical and practical implications of this study are discussed along with study limitations and further research directions. © 2015 Wiley Periodicals, Inc.