农业劳动日工价对农民收入水平影响的实证研究——基于协整和向量自回归模型

选取1978年-2008年全国农业劳动日工价和农民人均纯收入的时间序列数据,通过基于VAR模型的协整分析、脉冲响应分析和方差分解的有机结合进行研究,发现两序列间存在长期均衡。对标准化协整方程和误差校正模型的分析表明,抽样区间的农民人均纯收入增长对农业劳动日工价形成了长期的、稳定的依赖,且后者是前者的格兰杰原因。脉冲响应分析和方差分解均显示,来自劳动日工价在过去三十年内对农民人均纯收入产生了持续性的贡献。实证结果表明,农业劳动日工价与农民人均纯收入具有长期稳定的关系,需要逐步提高偏低的农业劳动日工价。     

民办高校学生管理工作之我见

民办高校是我国高等教育的重要组成部分,民办高校的学生工作是影响民办高校稳定与发展的重要因素,积极探索适应民办高校发展趋势及要求的学生工作管理模式成为当务之急。文章结合邕江大学学生工作的实际,探讨民办高校学生管理工作的改革与创新。     

浅谈企业经营方式中的增值税纳税筹划

我国建立市场经济体制以来,企业对纳税问题有了进一步的认识,相应地也开始研究纳税筹划问题。本文从企业经营方式中的几种特殊销售行为方面对我国企业增值税税收筹划工作进行分析,以更好的促进企业税务筹划工作的积极性,从而达到减轻税负,提高企业经济效益的目的。     

注重人文关怀,构建和谐医患关系

医务人员在和谐医患关系的构建中,发挥着不可替代的主导作用,医院需要帮助医务人员调节自身,掌握与患者心理沟通的必要技巧和自我心理舒解的方法。对患者实行有效的人性化关怀服务和心理疏导,坚持以人为本,注重医患沟通,提高医疗执业素质,从而营造和谐的医患关系。     

谈思想政治工作建设制度化是反腐倡廉最有效的武器--以中共广西农垦国有沙塘农场委员会廉政风险管理实施为例

文章首先简述了腐败产生的历史、因素及造成的严重后果,然后详细地介绍了广西农垦国有沙塘农场委员会出台的廉政风险管理方案,通过农场2012年的实施经验和效果,最后得出思想政治工作建设制度化是反腐倡廉最有效的武器的结论。     

Does subsidised temporary employment get the unemployed back to work? Aneconometric analysis of two different schemes

Subsidised employment is an important tool of active labour market policies to improve the reemployment chances of the unemployed. Using unusually informative individual data from administrative records, we investigate the effects of two different schemes of subsidised temporary employment implemented in Switzerland: non-profit employment programmes (EP) and a subsidy for temporary jobs (TEMP) in private and public firms. Econometric matching methods show that TEMP is more successful than EP in getting the unemployed back to work. Compared to not participating in any programme, EP and TEMP are ineffective for unemployed who find jobs easily anyway or have a short unemployment spell. For potential and actual long-term unemployed, both programmes may have positive effects, but the effect of TEMP is larger.     

Acculturation and Individualism as Predictors of Work‐Family Conflict in a Diverse Workforce

Ethnic and cultural diversity is an increasing reality in the US workplace. The current study highlights the importance of acknowledging the culturally heterogeneous nature of ethnic groups, and the need to focus on social identity characteristics such as cultural values when assessing group differences. We demonstrate that cultural values (i.e., individualism) contribute to employees' experiences of work‐family conflict beyond the effects of ethnicity. Specifically, we introduce a model informed by social identity theory that explains why acculturation is related to work‐family conflict. The model was tested with a sample of 309 employed Caucasian and Hispanic Americans. An empirical test of our model provides evidence that individualism mediates the relationship between language‐ and social‐based acculturation and work‐family conflict, even when controlling for ethnicity. Additionally, alternative models further reveal that the effects of acculturation and individualism contribute to work interfering with family. As an implication of the current study, we suggest that researchers and organizational managers should consider the cultural values of their diverse workforce when implementing policies that affect conflict between work and family. © 2013 Wiley Periodicals, Inc.     

Contextualized Project Management Practice: A Cluster Analysis of Practices and Best Practices

The specificity of project management in different contexts and industries is recognized, but little empirical research encompasses a sufficiently broad range of contexts and project types to precisely identify these specificities. This article adopts such a wide perspective based on a large sample of data from an ongoing empirical investigation of project management practice. Contextual archetypes are identified (i.e., clusters of experienced practitioners that share similar organizational and project contexts). Archetypes of contextualized practice are then investigated through the study of the extent of use of empirically identified toolsets in each cluster. The results empirically confirm some well‐known assumptions about practice but also sharpen the knowledge and understanding of practice in real complex multidimensional contexts. A new concept of “performing‐maturity” emerged from the data. This concept sheds light on the entangled imbrications of maturity, competence, and success. Practices are regressed against performing‐maturity to reveal best contextualized practices.     

Managing the Intangible Aspects of a Project: The Affect of Vision,Artifacts, and Leader Values on Project Spirit and Success in Technology‐Driven Projects

Successful projects are often characterized by a unique spirit. Phase one results, based on 193 employees partaking in 60 projects across organizations, support a model positing that leader building activities affect employees' emotions, attitudes, and behavioral norms that are focused on expected project outcomes, termed project spirit. Spirit affects employees' contextual performance behavior, which in turn affects success as proposed. Phase two cases, designed to ground these results in technology‐driven project contexts, highlight the value of managing the project's intangible aspects captured by spirit. Quantitative and qualitative findings imply that leaders can be coached to execute behaviors that generate a project's spirit, which boosts contextual performance behavior and increases project success.     

Managing Risks in Complex Projects

Dealing effectively with risks in complex projects is difficult and requires management interventions that go beyond simple analytical approaches. This is one finding of a major field study into risk management practices and business processes of 35 major product developments in 17 high‐technology companies. Almost one‐half of the contingencies that occur are not being detected before they impact project performance. Yet, the risk‐impact model presented in this article shows that risk does not affect all projects equally but depends on the effectiveness of collective managerial actions dealing with specific contingencies. The results of this study discuss why some organizations are more successful in detecting risks early in the project life cycle, and in decoupling risk factors from work processes before they impact project performance. The field data suggest that effective project risk management involves an intricately linked set of variables, related to work process, organizational environment, and people. Some of the best success scenarios point to the critical importance of recognizing and dealing with risks early in their development. This requires broad involvement and collaboration across all segments of the project team and its environment, and sophisticated methods for assessing feasibilities and usability early and frequently during the project life cycle. Specific managerial actions, organizational conditions, and work processes are suggested for fostering a project environment most conducive to effective cross‐functional communication and collaboration among all stakeholders, a condition important to early risk detection and effective risk management in complex project situations.