Human Resource Practices as Predictors of Work-Family Outcomes and Employee Turnover

Drawing on a non-random sample of 557 dual- earner white collar employees, this paper explores the relationship between human resource practices and three outcomes of interest to firms and employees: work-family conflict, employees’ control over managing work and family demands, and employees’ turnover intentions. We analyze three types of human resource practices: work-family policies, HR incentives designed to induce attachment to the firm, and the design of work. In a series of hierarchical regression equations, we find that work design characteristics explain the most variance in employees’ control over managing work and family demands, while HR incentives explain the most variance in work-family conflict and turnover intentions. We also find significant gender differences in each of the three models. Our results suggest that the most effective organizational responses to work-family conflict and to turnover are those that combine work-family policies with other human resource practices, including work redesign and commitment-enhancing incentives

From Packet to Power Switching: Digital Direct Load Scheduling

At present, the power grid has tight control over its dispatchable generation capacity but a very coarse control on the demand. Energy consumers are shielded from making price-aware decisions, which degrades the efficiency of the market. This state of affairs tends to favor fossil fuel generation over renewable sources. Because of the technological difficulties of storing electric energy, the quest for mechanisms that would make the demand for electricity controllable on a day-to-day basis is gaining prominence. The goal of this paper is to provide one such mechanisms, which we call Digital Direct Load Scheduling (DDLS). DDLS is a direct load control mechanism in which we unbundle individual requests for energy and digitize them so that they can be automatically scheduled in a cellular architecture. Specifically, rather than storing energy or interrupting the job of appliances, we choose to hold requests for energy in queues and optimize the service time of individual appliances belonging to a broad class which we refer to as "deferrable loads". The function of each neighborhood scheduler is to optimize the time at which these appliances start to function. This process is intended to shape the aggregate load profile of the neighborhood so as to optimize an objective function which incorporates the spot price of energy, and also allows distributed energy resources to supply part of the generation dynamically.Comment: Accepted by the IEEE journal of Selected Areas in Communications (JSAC): Smart Grid Communications series, to appea

The Economic Costs and Benefits of Self-Managed Teams Among Skilled Technicians

This paper estimates the economic costs and benefits of implementing teams among highly-skilled technicians in a large regional telecommunications company. It matches individual survey and objective performance data for 230 employees in matched pairs of traditionally-supervised and self-managed groups. Multivariate regressions with appropriate controls show that teams do the work of supervisors in 60-70% less time, reducing indirect labor costs by 75 percent per team. Objective measures of quality and labor productivity are unaffected. Team members receive additional overtime pay that represents a 4-5 percent annual wage premium, which may be viewed alternatively as a share in the productivity gains associated with innovation or as a premium for learning skills

Boston University Bulletin. School of Management; Graduate Programs, 1980-1981

Each year Boston University publishes a bulletin for all undergraduate programs and separate bulletins for each School and College, Summer Term, and Overseas Programs. Requests for the undergraduat e bulle tin should be addressed to the Admissions Office and those for other bulletins to the individual School or College. This bulletin contains current information regarding the calendar, admissions, degree requirements, fees, regulations, and course offerings. The policy of the University is to give advance notice of change, when ever possible, to permit adjustment. The University reserves the right in its sole judgment to make changes of any nature in its program, calendar, or academic schedule whenever it is deemed necessary or desirable, including changes in course content, the rescheduling of classes with or without extending the academic term, canceling of scheduled classes and other academic activities, and requiring or affording alternatives for schedul ed classes or other academic activities, in any such case giving such notice thereof as is reasonably practicable under the circumstances. Boston University Bulletins (USPS 061-540) are published twenty times a year: one in January, one in March, four in May, four in June, six in July, one in August, and three in September

The Effects of a Flexible Benefits Expert System on Employee Decisions and Satisfaction

Anecdotal reports and recent reviews assert that expert systems are potentially useful decision aids in human resource management. This study examines the effects of an expert system designed to aid employees when they make their choices in a flexible bellcfit program. A four group quasi-field experimental design is used to examine the relative effects of the expert system compared to a conventional spreadsheet decision aid. Eighty employees at an NCR-AT&T facility were randomly selected and assigned to the groups. Employees using the expert system expressed greater benefits satisfaction compared to those using the spreadsheet aid. The spreadsheet did not have any effect on employees\u27 decisions. When the benefit choices recommended by the expert system differed from the employees\u27 current choices, employees are more likely to change their choices. Consequently, the expert system is likely to affect employees\u27 decisions. Implications are discussed and future research needs are suggested

On the Interface Between Operations and Human Resources Management

Operations management (OM) and human resources management (HRM) have historically been very separate fields. In practice, operations managers and human resource managers interact primarily on administrative issues regarding payroll and other matters. In academia, the two subjects are studied by separate communities of scholars publishing in disjoint sets of journals, drawing on mostly separate disciplinary foundations. Yet, operations and human resources are intimately related at a fundamental level. Operations are the context that often explains or moderates the effects of human resource activities such as pay, training, communications and staffing. Human responses to operations management systems often explain variations or anomalies that would otherwise be treated as randomness or error variance in traditional operations research models. In this paper, we probe the interface between operations and human resources by examining how human considerations affect classical OM results and how operational considerations affect classical HRM results. We then propose a unifying framework for identifying new research opportunities at the intersection of the two fields

Environmental analysis for application layer networks

Die zunehmende Vernetzung von Rechnern über das Internet lies die Vision von Application Layer Netzwerken aufkommen. Sie umfassen Overlay Netzwerke wie beispielsweise Peer-to-Peer Netzwerke und Grid Infrastrukturen unter Verwendung des TCP/IP Protokolls. Ihre gemeinsame Eigenschaft ist die redundante, verteilte Bereitstellung und der Zugang zu Daten-, Rechen- und Anwendungsdiensten, während sie die Heterogenität der Infrastruktur vor dem Nutzer verbergen. In dieser Arbeit werden die Anforderungen, die diese Netzwerke an ökonomische Allokationsmechanismen stellen, untersucht. Die Analyse erfolgt anhand eines Marktanalyseprozesses für einen zentralen Auktionsmechanismus und einen katallaktischen Markt. --Grid Computing

Restructuring of Human Resource Management in the United States

[Excerpt] Change is endemic to market-based economies and consequently to the employment relationships embedded in them. Hence, it is yesterday\u27s news that the terms and conditions under which people work in the United States are changing. Historically, the pace of this change has varied. But the restructuring of capital assets eventually affects the relations between employees and employers

Applicant Attraction Strategies: An Organizational Perspective

Developing labor shortages are expected to increase the importance of applicant attraction into the next century. Unfonunately, previous research has provided little in the way of unified theory or operational guidelines for organizations confronted with attraction difficulties. In part, this is because much research has been framed from the applicant\u27s, rather than the organization\u27s, perspective. In addition, attraction-related theories and research are scattered across a variety of literatures, and often identified primarily with topics other than attraction per se (e.g., wage, motivation, or discrimination theories). The present paper draws on multiple literatures to develop a model of applicant attraction from the organization\u27s perspective. In it, we (1) outline three general strategies for enhancing applicant attraction, (2) propose broad categories of contingency factors expected to affect the choice (and potential effectiveness) of alternative strategies, (3) suggest probable interrelationships among the strategies, (4) link applicant attraction strategies to other human resource practices, (5) outline various dimensions of attraction outcomes (e.g. qualitative and quantitative, attitudinal and behavioral, temporal), and (6) discuss implications for future attraction research