Human Resource and Employment Practices in Telecommunications Services, 1980-1998

[Excerpt] In the academic literature on manufacturing, much research and debate have focused on whether firms are adopting some form of “high-performance” or “high-involvement” work organization based on such practices as employee participation, teams, and increased discretion, skills, and training for frontline workers (Ichniowski et al., 1996; Kochan and Osterman, 1994; MacDuffie, 1995). Whereas many firms in the telecommunications industry flirted with these ideas in the 1980s, they did not prove to be a lasting source of inspiration for the redesign of work and employment practices. Rather, work restructuring in telecommunications services has been driven by the ability of firms to leverage network and information technologies to reduce labor costs and create customer segmentation strategies. “Good jobs” versus “bad jobs,” or higher versus lower wage jobs, do not vary according to whether firms adopt a high- involvement model. They vary along two other dimensions: (1) within firms and occupations, by the value-added of the customer segment that an employee group serves; and (2) across firms, by union and nonunion status. We believe that this customer segmentation strategy is becoming a more general model for employment practices in large-scale service | operations; telecommunications services firms may be somewhat more | advanced than other service firms in adopting this strategy because of certain unique industry characteristics. The scale economies of network technology are such that once a company builds the network infrastructure to a customer’s specifications, the cost of additional services is essentially zero. As a result, and notwithstanding technological uncertainty, all of the industry’s major players are attempting to take advantage of system economies inherent in the nature of the product market and technology to provide customized packages of multimedia products to identified market segments. They have organized into market-driven business units providing differentiated services to large businesses and institutions, small businesses, and residential customers. They have used information technologies and process reengineering to customize specific services to different segments according to customer needs and ability to pay. Variation in work and employment practices, or labor market segmentation, follows product market segmentation. As a result, much of the variation in employment practices in this industry is within firms and within occupations according to market segment rather than across firms. In addition, despite market deregulation beginning in 1984 and opportunities for new entrants, a tightly led oligopoly structure is replacing the regulated Bell System monopoly. Former Bell System companies, the giants of the regulated period, continue to dominate market share in the post-1984 period. Older players and new entrants alike are merging and consolidating in order to have access to multimedia markets. What is striking in this industry, therefore, is the relative lack of variation in management and employment practices across firms after more than a decade of experience with deregulation. We attribute this lack of variation to three major sources. (1) Technological advances and network economics provide incentives for mergers, organizational consolidation, and, as indicated above, similar business strategies. (2) The former Bell System companies have deep institutional ties, and they continue to benchmark against and imitate each other so that ideas about restructuring have diffused quickly among them. (3) Despite overall deunionization in the industry, they continue to have high unionization rates; de facto pattern bargaining within the Bell system has remained quite strong. Therefore, similar employment practices based on inherited collective bargaining agreements continue to exist across former Bell System firms

Global meteorological data facility for real-time field experiments support and guidance

A Global Meteorological Data Facility (GMDF) has been constructed to provide economical real-time meteorological support to atmospheric field experiments. After collection and analysis of meteorological data sets at a central station, tailored meteorological products are transmitted to experiment field sites using conventional ground link or satellite communication techniques. The GMDF supported the Global Tropospheric Experiment Amazon Boundary Layer Experiment (GTE-ABLE II) based in Manaus, Brazil, during July and August 1985; an arctic airborne lidar survey mission for the Polar Stratospheric Clouds (PSC) experiment during January 1986; and the Genesis of Atlantic Lows Experiment (GALE) during January, February and March 1986. GMDF structure is similar to the UNIDATA concept, including meteorological data from the Zephyr Weather Transmission Service, a mode AAA GOES downlink, and dedicated processors for image manipulation, transmission and display. The GMDF improved field experiment operations in general, with the greatest benefits arising from the ability to communicate with field personnel in real time

CAHRS hrSpectrum (January - February 2006)

HRSpec06_02.pdf: 166 downloads, before Oct. 1, 2020

The effect of knowledge management and organisational learning on individual competencies

Knowledge management (KM) is known for its positive impact on the strategy of organisations, but little is known and understood about the significance of competency and learning and its important effects on knowledge management in public and private organisations in different sectors of the economy in Kuwait. The problem is that many organisations deal with KM or new information or emerging information as a challenge of KM itself rather than a way of incorporating new knowledge into the organisation through the development of individual competencies, and hence developing both KM and individual competency. Based on interview data from Kuwaiti organisations, this paper argues that it is better to implement KM and maximize organizational learning in order to create more competent individuals based on the spiral of knowledge creation model or the theory of knowledge creation. The significant contribution this paper makes is that individual competencies have a reciprocal relationship with KM; the determining factors of individual competencies training, education, personal characteristics and culture affect KM success and are themselves affected by KM strategies. Some implications for managing organisational knowledge, organisational learning and development of individual competency are considered

Regulations, institutions, and economic performance : the political economy of the Philippines'telecommunications sector

The author addresses the puzzle of sluggish investment in the Philippines'dominant telecommunications firm, PLDT. This case allows a study of the underlying causes of success or failure in a privately owned infrastructure sector in a developing country. Since its inception, PLDT has been privately owned and has had direct access to international capital markets. But its services have been deficient, in quality and quantity, since the early 1960s. Using a transaction costs approach, the author hypothesizes that contracting problems between various economic players are important determinants of observed outcomes. Poor services are attributed to factors that impede implementation of performance - improving implicit or explicit contracts, including regulatory rules and regulations. After reviewing PLDT's responses to events in the last six decades, the author demonstrates that the problem can be traced to lack of commitment to regulatory policies beyond the term of each administration - because a relatively weak legislature and judiciary are dominated by the executive branch. This system of governance is linked to the nature of Philippine society: a small elite engaged in competitive politics among themselves tries to bar the rest of the population from active participation, without actually denying their citizenship. The president of the coutry has great leeway in setting and implementing regulations, so the elite group associated with the president can unilaterally modify telecommunications policy in a way that serves its interests. Those in control of PLDT find investing in the company's highly capital-intensive facilities risky if they are not connected to the president's circle. As a result, the government has an incentive to redistribute quasi-rents through regulatory mechanisms. This imposes a strong"political business cycle"on PLDT's growth pattern: investment rises only in the early years of"friendly"administrations and remains low at all other times. The author establishes this relationship by empirical analysis. Despite the failure of cyclical investment, no attempt has been made to reform the regulatory system because most solutions require an institutional commitment to a set of rules and procedures that are either infeasible or contrary to the interests of the elite. Certain reforms are becoming increasingly feasible, however, as a new middle class develops and elite alliances shift.National Governance,Economic Theory&Research,Environmental Economics&Policies,ICT Policy and Strategies,Public Sector Economics&Finance

Communications and media services

NASA's internal and external communication methods are reviewed. NASA information services for the media, for the public, and for employees are discussed. Consideration is given to electron information distribution, the NASA TV-audio system, the NASA broadcast news service, astronaut appearances, technology and information exhibits, speaker services, and NASA news reports for internal communications. Also, the NASA worldwide electronic mail network is described and trends for future NASA communications and media services are outlined

Understanding Why Universal Service Obligations May Be Unnecessary: The Private Development of Local Internet Access Markets

This study analyzes the geographic spread of commercial Internet Service Providers (ISPs), the leading suppliers of Internet access. The geographic spread of ISPs is a key consideration in U.S. policy for universal access. We examine the Fall of 1998, a time of minimal government subsidy, when inexpensive access was synonymous with a local telephone call to an ISP. Population size and location in a metropolitan statistical area were the single most important determinants of entry, but their effects on national, regional and local firms differed, especially on the margin. The thresholds for entry were remarkably low for local firms. Universal service in less densely-populated areas was largely a function of investment decisions by ISPs with local focus. There was little trace of the early imprint of government subsidies for Internet access at major U.S. universities.Internet; Universal service; Geographic diffusion; Telecommunications

Contested resources: unions, employers, and the adoption of new work practices in US and UK telecommunications

The pattern of adoption of high-performance work practices has been explained in terms of strategic contingency and in terms of union presence. We compare the post-deregulation/privatization changes in work practice at AT&T, Bell Atlantic and British Telecom. On the basis of these cases, we argue that the choice of new work practices should be understood as a consequence not only of the company's resources or changes in its environment, nor of a simple union presence, but also as a consequence of the practices' effects on union power, the nature of the union's engagement, and the union's strategic choices

The evolution of a Ku-Band satellite network

The purpose of this study was to undertake the management and development of CTS terminals and time on appropriate Ku-Band satellites was procured. A community of public service users who have readily addressable needs and resources to pay for services on an ad hoc Ku-Band network was developed and a test network for selected users was managed

Evaluation of the Econo-Synergistic Model of International Research Network And School Of Health System Management And Economics In South-Eastern Nigeria

The concerns of escalating disease burden with limited donor funds and debates of sustainability are legitimate due to the magnitude of expenditure on health services which account for as much as 5 % of GDP and between 5% and 10% of government expenditures in developing countries , though this falls below the Abuja target of 15% of government expenditure allocated to the health sector. Methodologically, the leadership of the Cashville Group of Companies and Partners empathized with the situation of incessant under-subventions to public health facilities including Nnamdi Azikiwe University Teaching Hospital ,Nnewi, Aanambra State (NAUTH), thus, initiated this hybridized model of sustainability as alternative to funding of institutions ,the NAUTH in particular. The Cashville Group of Companies and Partners  had partnership with the Nnamdi Azikiwe University Teaching Hospital (NAUTH) Management Board. The Steering Committee constituted of the Cashville Group and Partners and NAUTH management. The agreed approaches were institutionalization of sustainability instruments by research, inter-professional journals, enterprises and  Institutes (including Centres and schools). The results were that the public-private partnership model inspired the institutionalization of the International Research Network with worldwide membership distribution approximated by the NAUTH Research Group(domiciled in the office of and chaired by the Chairman, Medical Advisory Committee) with all heads of departments of NAUTH appointing their departmental representatives as well as the Cashville Group of Companies and Partners  doing same appointments of their representatives for routinized fora participation and contribution. Membership registration of all departmental representatives and other researchers as well as trainees applications processed for admission to undertake diploma courses in the School of Health System Management and Economics worldwide improved internally generated revenue for NAUTH to address their increasing budget deficit gap over the years. Entrepreneurially, there was also realization of the following inter-dependent business models, which have been / are now incorporated at the Corporate Affairs Commission of the Federal Government of Nigeria. They include the following: International Institute of Leadership, Management and Economics  LTD/GTE; International Institute of Science, Education and Technology LTD/GTE; International Centre of Leadership, Management and Economics LTD/GTE; Journal of Global Community Inter-professional Practices LTD; Cashville Multipurpose Cooperative Society International LTD;Cashville Consults LTD;The Brethren Centre International Ministry; Cashville University with proposed locations in Delta , Ekiti and Anambra States, Nigeria; Aminu Kano-Cashville University with proposed location in Kano State, Nigeria; Global Community University with proposed locations in Federal Capital Territory-Abuja, Nasarawa , Bauchi and Benue States, Nigeria; Cashville Modular Refinery with proposed locations in Kano, Bauchi, Nasarawa, ,FCT-Abuja, Benue and  Ekiti  States; Cashville Farms LTD with spread over all states of Nigeria; Cashville Insurance Ltd; International Association of Professionals of Leadership, Management and Economics; International Association of Professionals of Science, Education and Technology; International Association of Consultants of Leadership, Management and Economics; International Association of Consultants of Science, Education and Technology. In conclusion, the workability of the model is in no doubt successful, customizable, adoptable  and adaptable to any system, more so that the up-scalability increased from the Southeastern Nigeria to different geo-political zones of Nigeria. Therefore, its highly needful to boost income generating revenue (IGR) of health and non-health facilities. Its universally workplace friendly -Its not limited to healthcare space  only. It enforces management of resources in an economic manner. Its, therefore, recommended all systems should embrace its adoption and adaptation for managerial economic sustainability of resources in the light of the Sustainable Development Goals (post-2015) pontificated at the United Nations Third International Conference on Financing for Development July 2015 at Addis Ababa attended by the Cashville Group of Companies and Partners . All interested researcher(s) and trainee(s)/ applicants and facilities managers  to apply their correspondence of request addressed to Dr. Efegbere, H.A. via email and mobile. This is because the model has been patented and trademarked. Any violat(ion)/tor of this information shall be legally and appropriately related with. The full list of authors of the article:Efegbere, H.A. 1,2 , Igwegbe, A.O. 3, Afiadigwe, E.E. 4, Efegbere,  E.K.1 ,, Ebenebe, U.E. 1,2, Anyabolu, A.E.5 , Enemuo, E.H.5 , Ezejiofor, O.I.5,  Sani-Gwarzo, N., mni 1,6,  Omoniyi, A. 1,7 , ,Onyeyili, A.N. 8, Ichoku, J.N.9, Modebe, I.2 , Oguwuike, M.U.5 ,Ohameme, M.C.2 , Igwebike, U.2, Ikpeze, C. N.2, Okpali, S.10, Osiatuma, V.11, Odogu, E. J. 12,  Oyibo, P.13, Ilika, A.L.1,2 ,  Oyeka C.E. 14, Tabowei, B.I. 15, Osinowo, O.15 , Adebanjo, M.16 , Edoumiekumo , S.G.17 (1) Department of Research and Training , Cashville Group of Companies and Partners (28 registered inter-dependent firms, worldwide)1, (2) Department of Community Medicine, Nnamdi Azikiwe University Teaching Hospital (NAUTH) , Nnewi 2 (3) Department of Obstetrics and Gynecology,  Nnamdi Azikiwe University Teaching Hospital (NAUTH) , Nnewi 3 (4) Department of Surgery,  Nnamdi Azikiwe University Teaching Hospital (NAUTH) , Nnewi4 (5) Department of Internal Medicine,  Nnamdi Azikiwe University Teaching Hospital (NAUTH) , Nnewi 5 (6) Department of Ports Health Services, Federal Ministry of Health Abuja, Nigeria 6 (7) National Tuberculosis and Leprosy Control Programme, Federal Ministry of Health Abuja, Nigeria 7 (8)Department of Nursing Services,  Nnamdi Azikiwe University Teaching Hospital (NAUTH) , Nnewi 8 (9) Department of Pharmacy Services,  Nnamdi Azikiwe University Teaching Hospital (NAUTH) , Nnewi 9 (10) Department of Administration, Nnamdi Azikiwe University Teaching Hospital (NAUTH) , Nnewi10 (11) Department of Radiology, Federal Medical Centre, Asaba, Delta State 11 (12)Department of Obstetrics and Gynaecology, Federal Medical Centre, Asaba, Delta State 12 (13)Department of Community Medicine, Delta State University Teaching Hospital, Oghara, Delta State 13 (14) Department of Statistics,  Nnamdi Azikiwe University , Awka, Anambra State 14 (15) Department of Surgery, Niger Delta University Teaching Hospital, Bayelsa State15 (16) Department of Human Resources, University of Abuja Teaching Hospital, Gwagwalada, Federal Capital Territory, Nigeria16 (17) Department of Economics, Niger Delta University, Wilberforce Island, Bayelsa State17