Trade Union Policies towards the Youth Training Scheme: Patterns and Causes

The Youth Training Scheme presented British unions with a mix of opportunities and threats. Patterns of interest in and policy towards YTS among the 42 largest unions are studied for 1983–8. Most unions showed interest in YTS but they divided sharply on whether or not to oppose it. Statistical analysis indicates a role for both economic and political factors in determining differences between unions in interest and policy. Opposition proved most intense and widespread among unions that represented the lower-grade occupations in the public sector. Such unions were heavily affected by trainee-employee substitution and in addition were relatively well placed to enforce its exclusion. Left-wing political orientation was also associated with opposition to YTS, but at the level of principle rather than action.     

Conceptualising the dynamics of employee information and consultation: evidence from the Republic of Ireland

The debate concerning the emerging regulatory environment for employee voice continues apace, in particular the requirements to inform and consult employees as a result of the European Employee Information and Consultation Directive. This article examines the processes used to inform and consult employees across 15 case studies in the Republic of Ireland. It evaluates different voice arrangements using a conceptual framework that seeks to capture the dynamics of different employee voice schemes across union and non‐union companies. The findings suggest that participation is more robust when the channels for information and consultation accommodate both conflictual and cooperative processes. It is shown that robust forms of participation are more likely through processes that facilitate independent representation. The evidence also shows that some employers may devise their own counterbalancing forms of (pseudo) consultation, in an attempt to minimise the impact of regulatory rights for employee voice.     

A NOTE ON VICTORIAN WHEAT YIELD DISTRIBUTIONS

An analysis of wheat yield series from ten localities in Victoria was undertaken to investigate for independence of observations and to test for normality of the distributions. The conclusion was reached that Victorian wheat yield series are composed of random observations and form frequency distributions which display slight negative skewness. The situation may be different for other crops or for wheat in other areas.     

USING INPUT DEMAND AND PRODUCTION FUNCTION MODELS TO ASSESS THE NET BENEFITS OF DAIRY HERD IMPROVEMENT

Two methods of evaluating (the net social benefits of the dairy herd-improvement scheme operated by the New South Wales Department of Agriculture are described. The first involves derivation of 'an input demand' function for the herd-recording aspect of the scheme and use of this function to estimate the economic surplus (net of both private and public costs) provided by the service. The second approach involves deriving a production function for milk from which it is possible to estimate the contribution herd-recording and artificial breeding have made to increasing milk yields per cow. Social benefits are shown to have been less than social costs for herd-recording, however dairy farmers have made net private gains. The herd-recording scheme has contained a regressive subsidy element. The production function approach show that artificial breeding and herd-recording were profitable complements in production.     

Delivering effective performance feedback: The strengths-based approach

Performance feedback has significant potential to benefit employees in terms of individual and team performance. Moreover, effective performance feedback has the potential to enhance employee engagement, motivation, and job satisfaction. However, managers often are not comfortable giving performance feedback and such feedback, if improperly relayed, causes more harm than good. In this installment of HUMAN PERFORMANCE, we describe a shift from traditional weaknesses-based feedback (which relies on negative commentary focused on employees’ shortcomings) to the more constructive approach of strengths-based feedback (which relies on employee affirmation and encouragement). We explain why a strengths-based approach to performance feedback is superior to the weaknesses-centered approach, and offer nine research-based recommendations on how to deliver effective performance feedback employing a strengths-based method.