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Browsing Center for Advanced Human Resource Studies (CAHRS) by Title
Now showing items 542-561 of 605
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Transcultural Foundations of Success in Joint Ventures: The Best-Practice Case of MABE-GE
(1996-08-01)Effective management of transnational joint ventures requires understanding of two major trends rooted in our globalizing information economy. Businesses are becoming ever more knowledge-centered; and they find themselves ... -
Transforming Human Resource Organizations: A Field Study of Future Competency Requirements
(1995-07-01)As human resource organizations transform, staff competency requirements after significantly. The question is: to what? The present study attempts to answer this question using data gathered from knowledgeable observers ... -
Trends in Pension Benefit Formulas and Retirement Provisions
(1991-05-01)Changes in pension plan retirement formulas and benefit provisions over the last decade are examined, drawing on data collected and tabulated by the U.S. Department of Labor's Employee Benefits Survey of medium and large ... -
Trends in the Payoff to Academic and Occupation-Specific Skills: the Short and Medium Run Returns to Academic and Vocational High School Courses for Non-College Bound Students
(1998-03-01)Using data from three longitudinal surveys of American high school students, I show that vocational courses helped non-college-bound-students to start their work life more successfully, in terms of steadier employment, ... -
TSR, Executive Compensation, and Firm Performance
(2015-10-01)• Particularly since the recent recession, the general public and policy makers have been interested in aligning the incentives of executives with the incentives of shareholders. • Embedding Total Shareholder Return (TSR) ... -
U.S. Immigration Policy and the Plight of Its Unskilled Workers
(1999-03-01)[Excerpt] In one of his most memorable public addresses, President John F. Kennedy spoke to the 1962 Graduating Class at Yale University the following words: “For the great enemy of the truth is very often not the ... -
Uncertainty and Human Capital Decisions: Traditional Valuation Methods and Real Options Logic
(2007-01-15)As the importance of human capital increases in organizations, so does the need to develop more sophisticated financial valuation models. This paper reviews some of the major traditional financial decision making models ... -
Uncovering And Exploring The Mobilization And Launch Phase Of High And Low Performing Project Teams
(2002-09-04)As part of a larger study, this analysis, first, uncovers a previously alluded to, but heretofore un-explicated, phase of project team development (PTD) -- dubbed mobilization and launch -- and, then, explores the ways in ... -
Underinvestment in Employer Training: Is a Mandate to Spend on Training the Answer?
(1993-01-01)American employers and their workers under invest in employer training. Under investment occurs because training generates externalities, because the tax system is biased against training investments, and because most ... -
Underinvestment in on-the Job Training?
(1991-01-01)[Excerpt] A growing number of commentators are pointing to employer sponsored training (OJT)as a critical ingredient in a nation's competitiveness. American employers appear to devote less time and resources to the training ... -
Understanding the New Reality of Layoffs and Helping Employees Find Solutions to Cope
(2010-08-01)KEY FINDINGS · In general, job tenure in the United States has shortened significantly over recent decades, particularly for relatively older male workers. · Stock prices, which used to react negatively to job loss ... -
Upper Echelon Theory Revisited: The Relationship Between Upper Echelon Diversity, the Adoption of Diversity Practices, and Organizational Performance
(2007-01-15)Using data from 260 U.S. organizations, we found partial support for our hypotheses that demographic diversity of senior management would be positively associated with the diversity of the workforce, adoption of diversity ... -
Upward Influence in Organizations: Test of A Model
(1990-10-01)A causal model of upward influence in organizations was proposed and tested on a sample of staff nurses and their supervisors in a hospital setting. LISREL results demonstrated that the proposed model fit the data well, ... -
Using Ownership as an Incentive: Does the "Too Many Chiefs" Rule Apply in Initial Public Offering Firms?
(1996-02-01)Agency theory is used to study the effectiveness of ownership proliferation throughout entrepreneurial organizations. Hypotheses are developed to understand the effect of CEO, top management, and all employee ownership on ... -
Using Ownership as an Incentive: Does the "Too Many Chiefs" Rule Apply in Entrepreneurial Firms?
(1996-09-01)Agency theory is used to develop hypotheses regarding the effects of ownership proliferation on firm performance. We examine the effects of CEO ownership, executive team ownership, and all employee ownership, in addition ... -
Using Performance Measurement to Evaluate Strategic Human Resource Management Decisions: Kodak's Experience With Profit Sharing
(1992-04-01)[Excerpt] Profit-sharing is frequently used to link employee performance and labor costs to the profitability of organizations. It represents a significant investment. Yet, 'managers' decisions regarding such human resource ... -
Utility Analysis for Decisions in Human Resource Management
(1988-12-30)[Excerpt] This chapter will discuss utility analysis (VA), which attempts to answer such questions by focusing on decisions about human resources. Utility analysis refers to the process that describes, predicts and/or ... -
Utility Analysis for Multiple Selection Devices and Multiple Outcomes
(1995-06-01)Traditional utility analysis only calculates the value of a given selection procedure over random selection. This assumption is not only an inaccurate representation of staffing policy but leads to overestimates of a ... -
Utility Analysis: A New Perspective on Human Resource Management Decision Making
(1987-09-01)[Excerpt] What do Human Resource Management (HRM) decisions contribute to organizational objectives? Are the organizational investments in HRM programs (such as pay for knowledge, enhanced employee benefits, training, ...
