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Articles 1 - 5 of 5
Full-Text Articles in Human Resources Management
Do Economics Departments With Lower Tenure Probabilities Pay Higher Faculty Salaries?, Ronald Ehrenberg, Paul Pieper, Rachel Willis
Do Economics Departments With Lower Tenure Probabilities Pay Higher Faculty Salaries?, Ronald Ehrenberg, Paul Pieper, Rachel Willis
Ronald G. Ehrenberg
The simplest competitive labor market model asserts that if tenure is a desirable job characteristic for professors, they should be willing to pay for it by accepting lower salaries. Conversely, if an institution unilaterally reduces the probability that its assistant professors receive tenure, it will have to pay higher salaries to attract new faculty. Our paper tests this theory using data on salary offers accepted by new assistant professors at economics departments in the United States during the 1974-75 to 1980-81 period, along with data on the proportion of new Ph.D.s hired by each department between 1970 and 1980 that …
The Impact Of Retirement Policies On Employment And Unemployment, Ronald Ehrenberg
The Impact Of Retirement Policies On Employment And Unemployment, Ronald Ehrenberg
Ronald G. Ehrenberg
[Excerpt] This paper has focused on the impact of retirement policies on the level and distribution of employment and unemployment. All of the policies discussed, except for early retirement provisions in privately negotiated collective bargaining contracts were seen to have adverse effects on the level and distribution of employment. Hence, the paper illustrates the more general point that policies designed to promote one social goal may well detract from achieving other goals and suggests that more explicit attention should be given to the employment effects of social programs and legislation prior to their adoption.
The Cultural Dimensions Of Italian Leadership: Power Distance, Uncertainty Avoidance And Masculinity From An American Perspective, Marco Tavanti
The Cultural Dimensions Of Italian Leadership: Power Distance, Uncertainty Avoidance And Masculinity From An American Perspective, Marco Tavanti
Marco Tavanti
This article provides a cultural analysis of Italian leadership from a cross-cultural perspective. Americans view Italian leaders with cultural lenses and stereotypes often exaggerated by the media. Effective cross-cultural, business and international relations with Italians and Italian descendants require awareness of the true cultural dimensions beyond stereotypes and media portraits. Through the examination of Geert Hofstede’s cultural dimensions and the Global Leadership and Organizational Behavior Effectiveness (GLOBE studies), this study reviews the cultural dimensions called power distance, uncertainty avoidance and masculinity in relation to Italian leadership. From a cross-cultural and American standpoint, the author provides a cultural analysis of globally …
Introduction: Do Compensation Policies Matter?, Ronald Ehrenberg
Introduction: Do Compensation Policies Matter?, Ronald Ehrenberg
Ronald G. Ehrenberg
[Excerpt] The papers in this volume should give the reader a sense of the exciting empirical research that has recently taken place on compensation-related issues. As a set, these papers considerably expand our empirical evidence on the effects of compensation policies. Several papers show that executive compensation is structured in a way that at least implicitly ties executive compensation changes to measures of corporate performance, and —crucially—that doing so leads to improved corporate performance (Leonard, Murphy/Gibbons, Abowd). Others show that compensation systems that pay workers for performance, in the sense of providing explicit or implicit incentives for high levels of …
Womens’ Managerial Aspirations: An Organizational Development Perspective, Grace Lemmon
Womens’ Managerial Aspirations: An Organizational Development Perspective, Grace Lemmon
Grace Lemmon
Some authors have explained the dearth of women leaders as an “opt-out revolution”—that women today are making a choice not to aspire to leadership positions. The authors of this article present a model that tests managers’ biased evaluations of women as less career motivated as an explanation for why women have lower managerial aspirations than men. Specifically, they hypothesize that day-to-day managerial decisions involving allocating challenging work, training and development, and career encouragement mean women accrue less organizational development, and this is one explanation for their lower managerial aspirations. The authors’ model is based on social role theory and is …