Men’s Work Efforts and the Transition to Fatherhood

In this paper we tested three hypotheses: (a) the transition to fatherhood is associated with an increase in work effort; (b) the positive association (if any) between the transition to fatherhood and work effort is greater for fathers who are married at the time of the transition; and (c) the association (if any) is greater for men who make the transition at younger ages. The data are from the National Longitudinal Survey of Youth 1979 Cohort. The transition to fatherhood was associated with an increase in work effort among young unmarried men, but not for married men. Among married men who were on-time fathers, work effort decreased. Among childless men, the marriage transition was associated with increased work effort.     

Designing a household survey to address seasonality in child care arrangements

In household telephone surveys, a long field period may be required to maximize the response rate and achieve adequate sample sizes. However, long field periods can be problematic when measures of seasonally affected behavior are sought. Surveys of child care use are one example because child care arrangements vary by season. Options include varying the questions posed about school-year and summer arrangements or posing retrospective questions about child care use for the school year only. This article evaluates the bias associated with the use of retrospective questions about school-year child care arrangements in the 1999 National Survey of America's Families. The authors find little evidence of bias and hence recommend that future surveys use the retrospective approach.     

Pathways of Early Fatherhood,Marriage, and Employment: A Latent Class Growth Analysis

In the National Longitudinal Survey of Youth 1979 (NLSY79), young fathers include heterogeneous subgroups with varying early life pathways in terms of fatherhood timing, the timing of first marriage, and holding full-time employment. Using latent class growth analysis with 10 observations between ages 18 and 37, we derived five latent classes with median ages of first fatherhood below the cohort median (26.4), constituting distinct early fatherhood pathways representing 32.4% of NLSY men: (A) Young Married Fathers, (B) Teen Married Fathers, (C) Young Underemployed Married Fathers, (D) Young Underemployed Single Fathers, and (E) Young Later-Marrying Fathers. A sixth latent class of men who become fathers around the cohort median, following full-time employment and marriage (On-Time On-Sequence Fathers), is the comparison group. With sociodemographic background controlled, all early fatherhood pathways show disadvantage in at least some later-life circumstances (earnings, educational attainment, marital status, and incarceration). The extent of disadvantage is greater when early fatherhood occurs at relatively younger ages (before age 20), occurs outside marriage, or occurs outside full-time employment. The relative disadvantage associated with early fatherhood, unlike early motherhood, increases over the life course.     

Production planning in practice

The changes and pressures facing the manufacturing and engineering industries today are increasing the importance of effective aggregate manpower and production planning. Several different theoretical optimisation models to tackle this problem have been described in detail in the literature but there have been few applications of them in practice.The reasons for this are many but include: the difficulty in expressing managements' conflicting and mixed objectives in an objective function; the necessity to oversimplify real life systems to enable these methods to be used; the simplistic approach to manpower planning used in these models; the difficulty in gaining managements' acceptance and finally the fact that what management actually wants is a tool to assist them in planning and decision making.What is being used by many managements is a case-study deterministic simulation model. Many companies are adopting this type of model for all types of planning and twelve out of twenty-seven companies visited in a research project described in this paper were using this type of model for aggregate manpower and production planning. It is proving to be an effective management tool and is being readily accepted principally because modern specialised financial modelling languages are enabling these models to be built, understood and used by non-specialist managers.