A Discrete Time Parametric Model for the Analysis of Failure Time Data

This paper introduces a parametric discrete failure time model which allows a variety of smooth hazard function shapes, including shapes which are not readily available with continuous failure time models. The model is easy to fit, and statistical inference is simple. Further, it is readily extended to allow for differences between subjects while retaining the ease of fit and simplicity of statistical inference. The performance of the discrete time analysis is demonstrated by application to several data sets.     

Latin squares and su doko

Latin squares have been around for a long time -more than 200 years -while su doku is a modern invention. However, as Geoff Freeman points out, the two have a great deal in common.     

Understanding the Management of Sports Events Volunteers Through Psychological Contract Theory

This paper juxtaposes the expectations of event managers and sports event volunteers in a case study organisation. These are understood within the theoretical framework of the psychological contract. Results show the distinctive contribution volunteers can make to events but also the distinctive challenges they present to event managers. For event managers, volunteers bring: enthusiasm, a good relationship and empathy with the public, and they provide a cheaper labour force. But a major concern is ensuring their reliability. For volunteers, important expectations include: flexibility of engagement, the quality of personal relationships, recognition for their contribution, and a clear communication of what they are expected to do. The juxtaposition of event manager and volunteer perspectives illustrates the need for a different approach to managing volunteers in comparison to paid employees. This reflects both volunteers’ expectations and the recognition that they have greater autonomy; not being tied to a contract by financial rewards or a related career progression. More generally the results illustrate the use of the theoretical framework provided by the psychological contract but that in using this it is valuable to compare the perspectives of managers and volunteers, using a qualitative approach to understand this social relationship.     

Engaging Parents in Parentline Plus’ Time to Talk Community Programme as Part of England’s Teenage Pregnancy Strategy: Lessons for Policy and Practice

Based on 65 interviews with professionals and parents conducted during 2007–2008, this 16‐month, mainly qualitative evaluation of Parentline Plus’ Time to Talk Community Programme (a preventative initiative within England’s teenage pregnancy strategy) found that a community development approach and an ethos of partnership with parents and professionals facilitated engagement. Respectful and realistic implementation involved skilled workers building relationships of trust. By consulting with other professionals and parents it was possible to establish local need and to build on existing provision. Initially, insufficient prior local consultation and negotiation created perceptions of an imposed initiative, led by outsiders, resulting in wary local parents and professionals. The engagement and evaluation processes are considered in relation to the short‐term nature of the initiative and potential conflicts between responding flexibly to the needs of parents and delivering targeted programmes.     

Leadership behavior and employee well-being: An integrated review and a future research agenda

Leadership behavior has a significant impact on employee behavior, performance and well-being. Extant theory and research on leadership behavior, however, has predominantly focused on employee performance, treating employee well-being (typically measured as job satisfaction) as a secondary outcome variable related to performance, rather than as an important outcome in and of itself. This qualitative state of the science review examines the process by which leadership behavior (i.e., change, relational, task, passive) affects employee well-being. We identify five mediator groupings (social-cognitive, motivational, affective, relational, identification), extend the criterion space for conceptualizing employee well-being (i.e., psychological: hedonic, eudaimonic, negative; and physical), examine the limited evidence for differential processes that underlie the leader behavior-employee well-being relationship and discuss theoretical and methodological problems inherent to the literature. We conclude by proposing a theoretical framework to guide a future research agenda on how, why and when leadership behavior impacts employee well-being.     

EXPLODING THE MYTH: DO ALL QUALITY MANAGEMENT PRACTICES CONTRIBUTE TO SUPERIOR QUALITY PERFORMANCE?

In his landmark article on total quality management, Powell (1995) lamented the lack of large scale studies investigating quality management practices and performance. This study begins to fill that void using a large, random sample of manufacturing sites. The results show that quality practices can be categorized into nine dimensions. However, not all of them contribute to superior quality outcomes. “Employee commitment,” “shared vision,” and “customer focus” combine to yield a positive correlation with quality outcomes. Conversely, other “hard” quality practices, such as “benchmarking,” “cellular work teams,” “advanced manufacturing technologies,” and “close supplier relations” do not contribute to superior quality outcomes.     

Not Bound but Committed: Operationalizing the Global Compact on Refugees

The Global Compact on Refugees is not legally binding, but it gives rise to commitments by the international community as a whole. It is also rooted in international refugee law, international human rights law and international humanitarian law. This article addresses how the GCR cannot give rise to binding obligations in international law, yet provide for enhanced protection and assistance to refugees and hosting communities, and establish commitments for a fairer and more predictable sharing of burdens and responsibilities. It does this by reference to other non‐legally binding international documents and rules of law. Additionally, the use of indicators to measure states’ and other international actors’ performance in operationalizing the GCR provides a framework to measure commitments; coupled with greater humanitarian and development co‐operation, commitments can be better facilitated even if the GCR is not legally binding. Finally, the sharing of burdens and responsibilities is also fulfilled by the emphasis on solutions.