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Promoting Investments In Intangible Organizational Assets Through Aligned Incentive Compensation Plans, Susan Hughes, Craig Caldwell, Kathy Paulson Gjerde Apr 2010

Promoting Investments In Intangible Organizational Assets Through Aligned Incentive Compensation Plans, Susan Hughes, Craig Caldwell, Kathy Paulson Gjerde

Craig B. Caldwell

Strategic business unit managers are often evaluated based upon return on investment targets--targets that reward lower expenses and lower investments. This focus, however, may be at odds with the strategic objectives of the larger organization that require investment in organizational assets, generally large-scale intangible assets that form the basis for achieving the organization's strategic goals. Investments in these intangible assets have the potential to reduce profits in the short term but enhance profits in the long term. To encourage investment in organizational assets, organizations must align their compensation schemes with their long-term objectives. We examine the experiences of the Steak …


Why I Quit The Railroad, Linda Niemann Sep 2006

Why I Quit The Railroad, Linda Niemann

Linda G. Niemann

The article presents the author's reasons for leaving her job in the railroad industry. She wasn't thrilled to be force-assigned to the foreman's spot on Union Pacific's Lawrence switcher. Being the junior switchman on the California coast for years, she was used to jobs that weren't so plum. What made it tough were a difficult yardmaster and her help, a switchman who outranked her but didn't want the responsibility of the foreman's spot.


The Lord Of The Night, Linda Niemann Aug 2006

The Lord Of The Night, Linda Niemann

Linda G. Niemann

The article presents the author's reflection on the management of Southern Pacific after it was acquired by Union Pacific (UP). The year preceding the UP merger, 1995, everyone tried to earn the maximum they could in preparation for whatever union-negotiated guarantee would come down the pike. Downsizing hit this system hard. The union contract did away with the system seniority that provided trainmen the freedom to work anywhere on the railroad.


Phenotypic And Genetic Relationships Between Vocational Interests And Personality, Julie Harris, Philip Vernon, Andrew Johnson, Kerry Jang May 2006

Phenotypic And Genetic Relationships Between Vocational Interests And Personality, Julie Harris, Philip Vernon, Andrew Johnson, Kerry Jang

Andrew M. Johnson

Relationships between personality and vocational interest factors were examined at the phenotypic and genetic levels. Twins and siblings (N = 516) completed self-report personality and vocational interest scales. Following factor analyses of each scale, five personality and six vocational interest factors were extracted. At the phenotypic level, correlations between personality and vocational interests ranged from zero to .33. Heritability estimates of the scales showed that genetic components accounted for 0–56% of the variance for the vocational interest factors and 44–65% for the personality factors. Genetic correlations between the two areas ranged from zero to .50. The results suggest that personality …


O*Net Tools And Technology: A Synopsis Of Data Development Procedures, Erich Dierdorff, Donald Drewes, Jennifer Norton Feb 2006

O*Net Tools And Technology: A Synopsis Of Data Development Procedures, Erich Dierdorff, Donald Drewes, Jennifer Norton

Erich C. Dierdorff

Learn about the "tools and technology" (T2) now included in O*NET Online and as supplemental files in the O*NET database. T2 development focuses on collecting machines, equipment, tools, information technology, and software that are important to occupational performance. Emphasis is placed on cutting-edge technologies and emerging workplace practices. T2 data will be valuable for O*NET applications such as workforce development, employee training, and vocational and career guidance.


Evaluating The Long-Run Impacts Of The 9/11 Terrorist Attacks On U.S. Airline Travel, Scott Blunk, David Clark, James Mcgibany Feb 2006

Evaluating The Long-Run Impacts Of The 9/11 Terrorist Attacks On U.S. Airline Travel, Scott Blunk, David Clark, James Mcgibany

David E. Clark

Although the US airline industry began 2001 with 24 consecutive profitable quarters, including net profits in 2000 totaling $7.9 billion, the impact of the 9/11 event on the industry was substantial. Whereas the recession that began in early 2001 signaled the end of profitability, the 9/11 terrorist attacks pushed the industry into financial crisis after air travel dropped 20% over the September-December 2001 period compared to the same period in 2000. Given the decline in domestic air travel, an important question is whether the detrimental impact of the attacks was temporary or permanent. That is, did airline travel return to …


Incomplete Compensation And Migration Behavior: Has Anything Changed Between 1990 And 2000?, David Clark, William Herrin, Thomas Knapp, Nancy White Dec 2005

Incomplete Compensation And Migration Behavior: Has Anything Changed Between 1990 And 2000?, David Clark, William Herrin, Thomas Knapp, Nancy White

David E. Clark

Spatial equilibrium models rely on migration to arbitrage away differences in utility across locations net of moving costs, where remaining differences in wages and rents reflect the compensating differentials related to site-specific amenities. Recent refinements to the spatial equilibrium model focus upon the prospect of disequilibrium in amenity markets. Amenity market disequilibrium implies over- or under-compensation (incomplete compensation) across some locations, which suggests a role for these factors in subsequent migration. This paper follows the theoretical and empirical approach of Clark, Herrin, Knapp, and White (2003). An intercity wage regression is estimated where fixed effects capture the impact of site …


Promoting Investments In Intangible Organizational Assets Through Aligned Incentive Compensation Plans, Susan Hughes, Craig Caldwell, Kathy Paulson Gjerde Dec 2005

Promoting Investments In Intangible Organizational Assets Through Aligned Incentive Compensation Plans, Susan Hughes, Craig Caldwell, Kathy Paulson Gjerde

Kathy A. Paulson Gjerde

Strategic business unit managers are often evaluated based upon return on investment targets--targets that reward lower expenses and lower investments. This focus, however, may be at odds with the strategic objectives of the larger organization that require investment in organizational assets, generally large-scale intangible assets that form the basis for achieving the organization's strategic goals. Investments in these intangible assets have the potential to reduce profits in the short term but enhance profits in the long term. To encourage investment in organizational assets, organizations must align their compensation schemes with their long-term objectives. We examine the experiences of the Steak …