Adjusting to not being "on top": making effective use of transitions

In today's health care environment, it is possible even for the successful health care manager to be fired or demoted. To ensure continued success, the manager must view a termination or demotion as a normal transition of life and find ways to "move on". Given today's volatile environment, anticipatory planning for job loss or job change, which includes attention to continued professional training, visioning changes in health care, and maintaining strong professional contacts, is an imperative.     

Breaking Collusion in Auctions through Speculation: An Experiment on CO2 Emission Permit Markets

The European Emission Trading Scheme (EU‐ETS) has chosen to adopt an auctioning procedure to initially allocate CO₂ emission permits. Free allocation of permits will become an exception for the third phase (2013–2020) and most firms will have to buy all their permits on the market or via auctions. The ability of bidders to collude is a key concern about the design of the auction format. To counter collusion, the auction can be open to bidders without compliance obligations (speculators). This paper aims at studying experimentally speculation as a collusion‐breaking device in two different auction mechanisms: the uniform‐price sealed‐bid auction and the ascending clock auction. Our results suggest that a uniform sealed‐bid auction open to speculators should be chosen from a revenue maximization point of view. In this mechanism, compliance agents adopt an aggressive strategy toward speculators. This strategy significantly increases the seller's revenue, compared to the more collusive clock auction. In the latter, on the contrary, bidders accommodate speculators, letting them buy permits in the auction and buying their necessary permits on the secondary market. However, as opening the auction to speculators deteriorates efficiency, the regulator faces a trade‐off between these two objectives.     

The health care employee with an "attitude"

Health care managers may encounter employees who seem to have an "attitude." The employee may have a pattern of ingrained, inflexible, maladaptive responses to anxiety indicative of a personality disorder. When the employee has a pervasive sense of self-importance, is preoccupied with fantasies of unlimited success, and requires excessive admiration, a narcissistic personality disorder or traits may be present. Although this individual can cause havoc in the workplace, an alert manager who uses specific management techniques can enable the narcissistic employee to be productive and to be an asset in the work setting. This article provides a look at the etiology, symptoms, and management of the narcissistic employee. When the employee is willing to be assisted, the behavior can be modified and the necessary level of adaptation can occur. This can result in a more productive, less chaotic workplace.     

Rewarding with dignity.

Job satisfaction affects employee morale, which in turn affects employee productivity. Therefore, managers need to learn about contributing factors and use the factors within their power to improve job satisfaction. Extrinsic rewards, such as a high salary and good work benefits, are important, but studies show that how a job makes an employee feel is the greatest determinant of job satisfaction. Managers can influence the emotional effect of work on an employee through, among other strategies, recognizing the employee's efforts, providing opportunities for the employee to participate in decision making, and allowing the employee to grow professionally.     

Trade Restrictiveness and Pollution

This paper proposes a trade restrictiveness indicator that explicitly incorporates environmental externalities. The index employs directional distance functions and uses indicators (i.e., differences rather than ratios) modified to account for and evaluate efficiency changes in the face of simultaneous and multidimensional trade and environmental policy reforms. The index is made up of two components, one for production and one for consumption. Our overall trade restrictiveness indicator is accordingly the difference of the two. The properties of the indicator are developed and discussed together with its estimation.     

Facing the staff after a reduction in work force

The literature is relatively silent on how managers should deal with a reduction in force (RIF). One difficulty is dealing with the "surviving" staff and maintaining credibility. It is important to assess the organizational climate and plan and carry out a forum for the remaining staff. It is especially important to consider the psychologic effects of staff reduction, which include a sense of loss of control, hostility, and a tendency to want to find fault or blame. Lack of attention to these matters can lead to a RIF that compromises the work effectiveness of the organization by reducing the dedication of surviving members of the organization.     

Helping staff cope with change

Change seems to be the one constant in health care. This article examines how employees react to change and provides guidelines to help them and managers overcome barriers to change. These guidelines include providing support during change, using appropriate interventions, helping staff find the challenge in change, helping them find the stamina for change, and fostering teamwork.     

The Effect of Tax-Based Savings Incentives on Government Revenue

There is an unresolved debate on the effect of tax-based savings incentives on government revenue. The conventional wisdom on tax-assisted saving plans (TASPs) holds that they reduce public savings, but may raise national savings by stimulating private savings. Feldstein (1995) has challenged the view that TASPs reduce government revenue. According to Feldstein, ‘some of the increase in personal saving raises the corporate capital stock, and the return on this additional capital raises corporate tax payments’. When the additional corporate income tax revenue is taken into account, ‘the revenue loss associated with IRAs [Individual Retirement Accounts] either is much smaller than has generally been estimated or is actually a revenue gain’. This paper extends Feldstein's analysis to incorporate international considerations, differences in tax structures and alternative values for key parameters. We show that the result presented by Feldstein represents a special case that does not lead to broad generalisations. We also show that, under most conditions, the tenets of conventional wisdom that TASPs reduce government revenue are likely to hold, but that the magnitude of the effect may not be large. Finally, we suggest that the focus of research on the savings effects of TASPs is justifiable in a closed economy, where domestic savings affect domestic investment, but is not useful for policy development in small open economies. JEL classification: H2, H3, H6.     

A dilemma of modern technology: managing e-mail overload

In an amazingly short time, electronic mail (e-mail) has become one of the most powerful and useful communication mediums in the health care workplace. However, while e-mail has added new dimensions to the communication system, which are advantageous, a concomitant effect is e-mail overload. By implementing e-mail management technique, strategies information overload can be controlled and effective productivity promoted.     

Career Paths,Unemployment, and the Efficiency of the Labor Market: Should Youth Employment Be Subsidized?

This paper studies the implications of learning‐by‐doing on youth unemployment and market efficiency when workers benefiting from this kind of training experience search (while on the job) for a higher skill job. Firms with low‐skill jobs suffer from a poaching behavior by firms with high‐skill jobs, causing a shortage of low‐skill jobs and excessive youth unemployment. An optimal policy, consisting of taxing the output of high‐skill jobs and subsidizing the output of low‐skill jobs, restores market efficiency and reduces youth unemployment.