Sexual trafficking in women: international political economy and the politics of sex

A recent manifestation of the North/South, East/West political-economic divide is the international sex trade in women, of which trafficking in women for purposes of sexual employment is a large subset. Trafficking in humans in general, and women in particular, has taken center stage in many nation-states as an issue of a threat to national security and societal cohesion. This article explores some of the basic facts about trafficking and spotlights it as a truly global phenomenon, with its contemporary origins in the international capitalist market system. Furthermore, it argues that the international political economy of sex not only includes the supply side--the women of the third world, the poor states, or exotic Asian women--but it cannot maintain itself without the demand from the organizers of the trade--the men from industrialized and developing countries. The patriarchal world system hungers for and sustains the international subculture of docile women from underdeveloped nations.     

Winning the interviewing game

Those who don't "interview well" are not likely to receive the job offer, despite their qualifications. A job interview is actually a fierce competitive activity that offers only two grades: an A or F. By nature, physicians are competitive; they like to win. Infrequent interviewees are prone to making easily corrected mistakes, such as showing no enthusiasm or having poor eye contact. The key for interviewing success is preparation--doing research, developing a personal statement, and role-playing practice interviews. View the interview as a sales call whose bottom-line goal is to achieve an offer, or at least to let you leave with the option to return for future discussions.     

The importance of building alliances

This may come as a surprise to Gen-Xers, but on-the-job allies are a political necessity. Information and support from workplace alliances are vital to doing your job. Your peers, boss, subordinates, and even enemies, can and should be in your network of allies. How do you build alliances? It's accomplished by cultivating relationships based on mutual benefit and interest. Information and favors are traded on a quid pro quo basis. Your peers, subordinates, and boss have different needs but they share some goals with you. Goals are the common denominator. Consider the following ways to cultivate your network of allies: Be a reliable news source; offer feedback; be congenial; share expertise; consult; strive to be a role model; don't demand credit; don't wait for recognition; articulate your needs; share a hot idea; save face for someone; and connect people who can help each other.     

Managing the deliberately mute

The contrast in communication styles and values between Gen-Xers, now mostly in their mid to late twenties, and forty- and fifty-somethings is obvious. Gen-Xers are focused on the assignment and the deadline; their goal is to do good work in a timely manner. But they are highly skeptical that enthusiasm has any influence on the outcome. When we question them about their taciturn manner, they all give us the same two reasons: They really don't care one way or the other and they're convinced that what they say doesn't matter anyhow. This may frustrate a manager charged with getting the buy-in or enthusiastic participation from the troops, but it's a fact. There are, however, ways to get Xers to talk--provided you really want their ideas and opinions and you acknowledge that you hear what they say. Here are the best techniques from those who successfully manage large numbers of the young, including young physicians: (1) Focus on what matters; (2) don't ask if you're not going to act on the feedback; (3) personalize your request for information; and (4) always do a worst case scenario when you need the buy-in.     

Fired? Here's an exit strategy

Who gets fired in a boom job market? People are fired more often for things they failed to do than for mistakes they made. The new rules of engagement are: There is no probationary period; resistance to technology is a quick ticket out; a lack of emotional commitment to the role you're hired to play is usually fatal; personality defects that keep others from producing are not tolerated. The most common reason for being fired, however, is lack of fit. Whether you're laid off or fired, don't ask for explanations. The fact is, the people with the power to get rid of you don't want you to stay. What matters is maximizing what they'll do for you on departure. To get the most favorable terms with the least financial and ego damage, here's a game plan: (1) Get a favorable reference--in writing--from your boss; (2) gather work samples and good performance appraisals you've received; (3) negotiate for as much severance pay as possible; (4) negotiate for outplacement assistance; (5) gather contact names from co-workers; and (6) leave in style.     

The declining significance of race among American men during The latter half of the twentieth century

The extent to which racial minority groups face discrimination in the labor market is the subject of considerable debate. Using William J. Wilson's thesis of the declining significance of race as our theoretical context, we provide further empirical evidence about labor market discrimination by investigating wages among African American, American Indian, Chinese American, Hispanic white, Japanese American, and non-Hispanic white men. We find, during the period before the civil rights movement, that a substantively significant wage disadvantage is evident for these minority groups with controls for observed labor force characteristics. In recent data, these net disadvantages are reduced substantially for each of these groups except Hispanics. With the exception of Hispanics, the results support Wilson's thesis.     

A psychophysiological view of pain: Mind-body interaction in the rehabilitation of injury and illness

A shift toward a psychophysiological view of pain appears to be gaining ground as the cost of health care continues to increase. Billions of dollars are expended in America due to persistent pain. Psychotherapist involvement in the treatment of pain may be an effective form of intervention. People injured within and outside the bounds of compensation systems may display different pain patterns. Variables affecting pain, alternative treatment methods and needs, and return to gainful work are discussed.