A review of research on the happiness measures: A sixty second index of happiness and mental health

Eighteen years of research using the Happiness Measures (HM) is reviewed in relation to the general progress of well-being measurement efforts. The accumulated findings on this remarkably quick instrument, show good reliability, exceptional stability, and a record of convergent, construct, and discriminative validity unparalleled in the field. Because of this, the HM is offered as a potential touchstone of measurement consistency in a field which generally lacks it.     

Adolescent parenthood,economic issues,and social policies

Adolescent parenthood has highly publicized adverse social and economic consequences, but these same social and economic disadvantages can be viewed as root causes of adolescent pregnancy. Recent research and revisionist debates about these issues are reviewed and summarized. Diverse implications for social policy are considered. Prevention approaches are emphasized that build on both postponing adolescent sexual intercourse and helping sexually active teens avoid pregnancy.Appreciation is expressed to Christine Bachrach and Kristin Moore for their comments on a previous version of this paper.Dr. Miller's current research interests are the family antecedents of adolescent sexual behavior and the design and evaluation of prevention programs for adolescent problem behaviors. He received his Ph.D. in family sociology from the University of Minnesota in 1975.     

Clinical program renovation management

The day-to-day management of medical practice is so heavily influenced by tactical imperatives that few physicians have the time to think strategically. Traditionally, the difference between tactics and strategy is not a major concern of most physician executives. The realm of tactics is the short run, when managers must make do with the fixed resources at hand. Strategy addresses the long run, when all resources and markets are variable. A tactical focus is understandable, maybe even acceptable, in industries where nothing challenges traditional approaches to production of an established product or service. However, medical care in the 1990s is changing so fast that a physician executive must devote an incredible amount of time and effort just to stay confused about what is going on.     

Secularization and the politics of traditionalism: The case of the right-to-life movement

Research on the traditionalist movement against abortion needs alignment with currents in historical sociology, the theory of social movements and the sociology of politics. The religious (specifically, Christian) basis of the right-to-life movement has attracted considerable attention in the literature. The movement is seen as a traditionalist bloc claiming to oppose secularization and return to customary restrictions. However the tradition in question appears to be a recent social construction. There is slim warrant in the actual traditions of Western religion for asserting a categorical right to life. As a result, the movement's ideology is best approached as the product of—rather than the antidote to—secularizing processes (including the demographic transition, discourse about rights, markets for symbolic entrepreneurs and the separation of church and state) and possibly as an unintended import from non-Western religion. Implications for traditionalism, the functions of religion, and the study of countermovements are explored. This case illustrates the value of attending to historical sequences and the external cultural environments of social movements.     

Introduction

In the introduction to this special issue on temporary worker programs, the author defines the term temporary worker and reviews worldwide research, writings, and policies to date pertaining to temporary workers. Labor market and economic effects, socio-administrative conditions, and effects on the labor-sending societies are discussed. Noting that mutually exclusive arguments are presented within one issue of the journal, the author introduces the authors of the individual articles and their subjects. It is determined that the temporary worker phenomenon is now global and that having an understanding of these workers is increasingly central to understanding key socioeconomic and political processes affecting modern industrial and nonindustrial societies.     

The encoding and decoding of liking from behavioral cues in both auditory and visual channels

Fifty high school students met in same-sex dyads for the first time over a cup of coffee in an experimental room designed as a comfortable living room. They then responded to a questionnaire designed to measure liking and perceived similarity. The interactions were video-taped. Two different panels of 6 judges later either viewed (video only) or heard (audio-only) the videotape and raed the subjects behavior on a number of scales. The judges also judged the degree of liking felt by the subjects by estimating subjects responses to the questionnaire. In addition gaze behaviour during the interaction was measured. Factor analysis demonstrated that 60% of the variance in The Liking Scale was attributed to 14 items relating to liking and perceived similarity. A separate factor to assess perceived similarity could not be found. Twenty-nine percent of the variance in the liking reported by subjects was predicted by an interrelated pattern of expressing behaviour including approproate looking, mutual gaze, self-disclosure, synchrony in movement and gesture, expressiveness of the face and liveliness of the voice. Video judges liking correlated 0.33 with subjects liking and 48% of the variance in their judgements was explained by the valid cues of looking and expressiveness of the face. Audio judges liking, although it correlated at 0.34 with video judges liking, did not correlate at all with subjects' liking because of an over-reliance on the important content cues. It is suggested that major problems leading to decoding inaccuracy may be over-reliance on content cues and over-confidence in the possibility of decoding accuracy. The evidence suggests that differences between subjects in encoding may be considerable.     

Aspects of occupational mobility and attainment among immigrants in Australia

The occupational distributions of the native-born and foreign-born in the Australian labor market differ greatly. The disparity between the occupational distributions is greatest among the middle age-bracket, and among immigrants from Eastern Europe and the Mediterranean region. Analysis of occupational attainment using unit record data from the 1981 Census shows that as duration of residence in Australia lengthens, the occupational distribution of the overseas-born converges toward that of the Australian-born. Moreover, birthplace groups differ in the degree of upward mobility associated with length of residence in Australia: immigrants from non-English-speaking countries tend to make greater occupational advances than their counterpart from English-speaking countries. This suggests a higher degree of international transferability of human capital skills among immigrants from English-speaking countries. The analysis also highlights the concentration of immigrants from non-English speaking countries in low-ranked occupations, and the relatively minor influence of education on the occupational attainment of immigrants from these birth place regions.     

Business restructuring,management control,and corporate organization

Conclusions After half a century of growing dominance of the large corporation by non-owning managers, the 1980s were marked by a slowing or even reversing of their quiet revolution. Professional managers had come to control the corporation on the premise that they could more efficiently produce shareholder value than the original founder-owners. They turned shareholding into a passive investment on the same premise. As companies faced increasingly competitive pressures during the 1980s, however, the legitimacy of the rule of incumbent management came under challenge. No longer could government interference be blamed for many of the problems facing business; fingers pointed at management itself. As the criticism of corporate leadership gathered momentum, a leading diagnosis focused on one of managerial capitalism's crowning achievements: the autonomous power of professional management.The critique viewed the managerial autonomy as excessively permissive, the agency system as no longer effective. Professional managers had come to show too much concern for the social welfare of various stakeholder groups, including themselves, and too little concern for the financial welfare of the only stakeholder group that should really count — the shareholders. Many of the restructuring efforts were thus undertaken in the name of returning companies to the single-minded pursuit of ownership interests. What had stood in the way of such a pursuit was less a matter of government constraint and more a matter of inadequate stockholder vigilance by their appointed agents.Mindful of the critique, incumbent managements moved during the mid- to late-1980s to improve stockholder returns by paring the workforce and cutting other costs. Corporate acquisitions and leveraged buyouts brought new management teams to the fore where others had seemingly fallen short. The resulting restructuring reached a large proportion of the nation's major companies. Half or more of the largest companies had undergone a significant reduction in their workforce. And the dollar value of company resources changing ownership hands expanded considerably. The aggregate purchase price of mergers and acquisitions of publicly-traded firms in 1988 was nearly three times greater than in 1981. Even more striking was the sharp increase in the number of publicly-traded companies and divisions that were taken private. The aggregate dollar value of such buyouts in 1988 had increased almost 25 times over that in 1981. This opening of the market for corporate control among major U.S. firms brought a significant fraction of the nation's large corporations more directly under the immediate oversight of ownership interests.The reassertion of ownership control over large corporations was usually taken in the name of improving corporate earnings. Would be takeover groups generally promised more internal discipline and stronger financial performance. Whatever the actual financial impact of the intensification of ownership interests, available research suggests that it has had organizational impact. General company strategies may come to be more centrally guided while specific operating actions are devolved further down the organization.Ownership change and other restructuring steps have also ramified into corporate social and political action. That outreach is likely to be less vigorous and more divided. It is also being redirected. During the 1970s and early 1980s, corporate energies focused on reducing government regulation and improving community opinion. Those energies are now increasingly focused on facilitating or resisting restructuring. Companies have fought legislation that would limit the process of plant closings, but they have also sought legislation to protect themselves against hostile takeovers.The evidence also suggests that considerable managerial discretion remains in shaping company response to the restructuring pressures. Although market and organizational factors are sure to act as constraints, top management, whether a relatively autonomous non-owning management group or an owner-dominated management, retains an important independent capacity to exercise strategic choice. That choice is likely to receive special shaping by the long-term ascendance of financial managers and the decline of manufacturing personnel at the executive level.Yet corporate change must not be viewed as isolated managerial responses to changing market conditions. Companies and managements frequently look to one another for guidance in coping with ambiguous circumstances. DiMaggio and Powell's analysis of organizational isomorphism, for example, suggests that firms frequently adopt organizational practices not because they are dictated by the firm's market strategies, but rather because they are already used by other companies. Similarly, Granovetter's analysis of the social embeddedness of economic action indicates that company decisions are partially shaped by top management's contacts with their counterparts in other firms. Understanding company responses to restructuring pressures therefore requires a focus on inter-company flows of ideas and doctrines as well as purely internally generated responses specific to the company. Reactions to the restructuring pressures that are collectively developed and defined in the broader business community may prove to be as critical as individually fashioned solutions in guiding management approaches to restructuring during the years to come.

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