《诗经》之重章叠句对近体诗词格律之影响

《诗经》结构形式上重章叠句的特点对近体诗词的格律有明显的影响。重章叠句的主要功能是反复、强调。诗词格律中的用韵和平仄粘对也是循环反复的。《诗经》对近体诗词格律的影响体现了文学艺术形式发展的一般规律。     

规则RA码在混合信道上的高斯估计

将高斯估计方法运用到规则重复累积（RA）码在具有加性白色高斯噪声和删除干扰的混合信道上的性能分析中．导出了RA码在该信道上概率密度进化的递归等式和误码率的解析表达式。仿真结果验证了解析结果的正确性。因此解析结果可以直接用来预测RA码在混合信道上的性能。     

Optimal Local Exchange Carrier Size

Optimal firm size and patterns of returns to scaleamong the local exchange companies in the U.S.telecommunications industry are estimated for theyears: 1975, 1978, 1981, 1984, 1987 and 1990. Theindependent companies display increasing returns toscale, while the Baby Bells display constant ordecreasing returns to scale. The independentcompanies operate at a scale smaller than optimalsize, while the Baby Bells operate at a scale greaterthan optimal size. Efficiencies can be gained byindustry restructuring, by allowing independents toexpand their size while the Baby Bells can bedownsized to create smaller units.     

Examining the Role of Informational Justice in the Wake of Downsizing from an Organizational Relationship Management Perspective

The purpose of this study was to examine how employees’ experiences, in the wake of an organization’s downsizing, would influence employee–organization relationships and the employees’ decisions to remain with the organization. In investigating survivors’ responses to downsizing, informational justice was chosen as an antecedent of the survivors’ intentions to leave and Organization–Public Relationship (OPR) was hypothesized to function as a mediator between informational justice and turnover intentions. The results revealed significant associations between informational justice and OPR as well as associations between OPR and turnover intentions in a downsizing context. Also, it was shown that OPR mediates the relationship between informational justice perceptions during the downsizing and turnover intentions after the downsizing.     

Slash and burn or nip and tuck? Downsizing,innovation and human resources

Workforce downsizing has become a popular human resource practice by management over the last few decades. But surprisingly its impact on a number of organizational outcomes remains ambiguous. In this study we examine the link between different types of employee downsizing and organizational innovativeness. Our results, based on a survey of UK firms, indicate that the impact of workforce downsizing on innovation is contingent on the speed of implementation and the motive for downsizing. Contrary to expectations, the results reveal that the size of the workforce reduction has no significant impact on innovation.     

Assessing the viability of university alumni as a repeat visitor market

Both student and repeat visitor markets have been recognised by tourism academics and destination marketing agencies, but the alumni repeat visitor market has been neglected. The paper examines alumni propensity to return as tourists to their university city using a sample of graduates from a university in the North West of England. The large majority returned to the destination as tourists within six months of graduation, although visitation declined sharply after the first return visit. A cluster analysis using both motivation and constraint dimensions identified six a posteriori segments. Three of these were found to have significant potential because of their strong emotional attachment to the destination rather than the university. The accessibility of segments for targeting, through the development of links between the DMO and the educational institution, also supports their commercial viability.     

Allocating job losses: the mass layoffs at the Swedish Tobacco Monopoly in 1921

Abstract

This article analyses the mass layoffs carried through by the Swedish Tobacco Monopoly in 1921. As a state-owned enterprise, the Tobacco Monopoly was expected to treat its employees with particular care but was not restricted by formal rules regarding the order of selection. Drawing on both qualitative and quantitative evidence, it is shown that the company's layoff policy shifted dramatically over the course of the year. In the spring, the company acted according to existing praxis and applied the seniority principle when releasing workers. In the autumn, when machines for cigar production were about to be installed, the same principle was abandoned. This policy shift should be seen in the light of technological change. As cigar machines were introduced, the company no longer needed experienced workers for training new workers. The seniority principle for layoffs was never applied again in the industry for the rest of the inter-war period.     

“Your Job No Longer Exists!”: From Experiences of Alienation to Expectations of Resilience—A Phenomenological Study

We have entered the age of the contingent or temporary worker, the consultant and the subcontractor. Workers are expected to be pliable and tractable; to “fit in.” Being made redundant is also an area where modern workers are expected to be flexible and resilient. However, when these so-called “flexible” workers are told their job no longer exists, the accompanying sense of rejection and alienation can be excruciating. Stories of being made redundant were collected during an exploratory, qualitative study, using Heideggerian phenomenology as the methodological vehicle to capture the lived experiences of those affected. Focused, in-depth interviews were conducted with the ten respondents; nine men and one woman. The stories shared suggest that being made redundant is an alienating experience with respondents sharing feelings of powerlessness, shock, betrayal, shame and social isolation. Unfortunately, those having experienced redundancy were also not as resilient as is routinely assumed. They did not “bounce back” unchanged, but reported significant negative outcomes including fear for the future, underemployment, family disruptions and an erosion of trust. Recommendations are made orienting organisations towards a more human process of redundancy.     

Does downsizing improve organisational performance? An analysis of Spanish manufacturing firms

The objective of this study is to examine the effect of downsizing on corporate performance, considering a sample of manufacturing firms drawn from the Spanish Survey of Business Strategies for the 1993–2005 period. No significant difference in post-downsizing performance arises between companies that downsize and those that do not. Likewise, we find that substantial workforce reductions through collective layoffs do not lead to improved performance levels either. Downsizing may not, therefore, be a way for managers to enhance performance. This is particularly true of Spain, where the labour market is characterised by the ring-fencing of employees' rights and substantial severance costs.     

Product Downsizing and Hidden Price Increases: Evidence from Japan's Deflationary Period

In this paper, we empirically examine the extent to which product downsizing occurred during the deflationary period in Japan, as well as the effects of product downsizing on prices and quantities sold. Using scanner data on prices and quantities for all products sold at about 200 supermarkets over the last 10 years, we find that about one third of product replacements were accompanied by a size/weight reduction. We also find that a 1‐percentage point larger size/weight reduction is associated with a 0.45‐percentage point larger price decline, resulting in an effective price increase. Finally, we show that the quantities sold decline with product downsizing, and that the responsiveness of the quantity sold to size/weight changes is almost the same as the price elasticity, indicating that consumers are as sensitive to size/weight changes as they are to price changes. Our results suggest that the Japanese consumer price index may be downwardly biased rather than upwardly biased.