DO RENT‐SEEKING GROUPS ANNOUNCE THEIR SHARING RULES?

We study collective rent seeking between two groups in which each group has the option of releasing or not its sharing‐rule information. First, we show that the case where both groups release their sharing‐rule information never occurs in equilibrium; when the players are unevenly matched, one group releases its sharing‐rule information and the other does not. Then, we select the Pareto‐superior equilibrium when the players are unevenly matched. We show that, in this selected equilibrium, the underdog releases its sharing‐rule information, and the favorite does not; thus, the underdog becomes the leader, and the favorite the follower (JEL D72).     

Parental Participation in Child Protection Work: Rethinking the Rhetoric

Correspondence to Brian Corby, University of Liverpool, Department of Sociology, Social Policy and Social Work Studies, Eleanor Rathbone Building, Myrtle Street, PO Box 147, Liverpool L69 3BX Summary Parental participation and, to a lesser extent, that of childrenat child protection conferences is seen as an important elementin resolving some of the conflicts that beset child protectionwork. Using data from a study of participation in one metropolitanborough, those outcomes that are generally regarded as positivein this respect are critically examined. Our findings suggestthat the optimism of advocates of participation is not whollyjustified. While at a basic level, parents are better informedthan before, their involvement in all aspects of the decision-makingprocess remains very limited. We conclude by arguing that thereis a need for more realism about the extent to which all parentscan be actively involved in making decisions about the futureprotection of their children. We point to the need for greaterrecognition of conflicts of interests between parents, professionalsand children and to the need for changes in the child protectionconference system in order to ensure more ethical and effectiveparticipation.     

Decoding the Signal Effects of Job Candidate Attraction to Corporate Social Practices

This article seeks to go beyond the implied assumption from previous research that job candidate attraction to corporate social practices is equivalent across individuals. To this end, we propose a framework for categorizing individuals' attraction to different corporate social performance profiles. Our framework is grounded in relational models theory and Mitroff's model of managers' “ideal organizations.” An inductive approach was used to elaborate upon the model and assess the extent to which candidates preferences vary. Data were collected from prospective job seekers regarding their attraction to social practices that benefit or harm various stakeholders, and these responses were used to develop profiles of job candidates' attraction to distinct profiles of organizations' social practices. The results provide a guide for managers who wish to improve the likelihood that an organization's social practices reflect what is best about its culture.     

Human resource management in the just-in-time environment

Successful just-in-time (JIT) implementation requires a multiskilled group-oriented and self-disciplined workforce with good quantitative skills. Little discussion exists in the JIT literature concerning the development of such a workforce. The human resource management (HRM) literature deals with employee issues but does not identify strategies for achieving a JIT workforce. In order to identify appropriate HRM strategies for a JIT environment, a comprehensive model is presented to show the critical linkage between JIT and HRM. Interactions between legal issues, management and union, and human input are examined. The impact of US labour laws on HRM practices is discussed and contrasted with Japanese practices. The literature review of HRM-related JIT articles suggests that HRM practices in the areas of staffing, training and development, compensation, and employee retention can be used to develop an effective JIT workforce. The article will help production managers to understand the impact of specific HRM strategies that are appropriate for developing a JIT workforce.     

Measuring the Business Impacts of Community Involvement: The Case of Employee Volunteering at UL

The study presents findings from piloting a new framework for measuring the business impacts of corporate community involvement at UL. It focuses on evaluating the human resource (HR) outcomes of employee volunteering in three signature programs. Five business impacts were measured—job satisfaction, morale, organizational pride, belief in UL mission, and engagement. Using an employee survey, the research team compared signature program volunteers with others and found a positive correlation between volunteering and impacts on morale, organizational pride, belief in UL mission, and engagement. Employee awareness (without participation) of UL signature programs was also associated with increased morale and organizational pride. While the study did not prove causation, it confirmed previous research on the link between employee volunteering and positive HR outcomes. The authors provide recommendations for further research and how companies can use the impact measurement framework to evaluate the bottom‐line benefits of their community involvement programs.     

DECISION ANALYSIS THROUGH GOAL PROGRAMMING

In recent years, decision making based on systematic analysis has been greatly emphasized. Yet, decision analysis is often carried out without analyzing the limitations of certain quantitative techniques. This paper presents the concept, solution method, and application potential of goal programming which eliminates many limitations of conventional linear optimization models.