A Behavioral Approach to Compliance: OSHA Enforcement's Impact on Workplace Accidents

This study test for effects of OSHA enforcement, using data on injuries and OSHA inspections for 6,842 manufacturing plants between 1979 and 1985. We use measures of general deterrence (expected inspections at plants like this one) and specific deterrence (actual inspections at this plant). Both measures of deterrence are found to affect accidents, with a 10% increase in inspections with penalties predicted to reduce accidents by 2%. The existence of specific deterrence effects, the importance of lagged effects, the asymmetrical effects of probability and amount of penalty on accidents, and the tendency of injury rates to self-correct over a few years support a behavioral model of the firm's response to enforcement rather than the traditional expected penalty' model of deterrence theory.

Graduate IS Curriculum for the Millennium: Background, Process and Recommendation

The MSIS 2000 model curriculum, prepared by the Joint ACM/AIS Curriculum Committee, provides guidelines for colleges and universities offering Masters degrees in Information Systems. This paper summarizes both the program and the procedures used to create it. In brief, the minimum masters program involves 10 courses for students with adequate preparation. This minimum program consists of 6 core course (data management; analysis, modeling, and design; data communications and networking: project and change management, information systems policy and strategy, and systems integration) and a 4-course career track. The procedure used included face-to-face and computer meetings among committee members and extensive consultation with the worldwide IS community

FRESH VEGETABLE PRICE LINKAGE BETWEEN GROWER/SHIPPERS, WHOLESALERS AND RETAILERS

This study focused on the transmission of price adjustments between grower/shippers and wholesalers and between wholesale handlers and retailers of nine fresh vegetables (only the results associated with bell peppers are reported in this paper). Results among the nine vegetable products were not consistent with respect to the magnitude of adjustments or the time periods involved in the adjustments. In response to wholesale price changes, upward price adjustments at the retail level occur more quickly than do downward price adjustments. Price transmission relationships also varied among the vegetable products between the wholesaler and grower. Overall, the results indicate that factors in addition to changes in upstream prices are impacting retailers' and wholesalers' pricing decisions.Demand and Price Analysis,

Leading and Managing Those Working and Living in Captive Environments

I magine you are the warden of a prison or the administrator of a jail, you enter the facility, and the heavy metal door clangs shut behind you. A riot breaks out and several members of your staff are taken hostage. Fires are set in various locations. The rioting inmates, members of a gang, attack other inmates who want no part in the rebellion and are only concerned for their safety. The decisions you as a leader make are literally matters of life or death, not only for yourself, but also for your staff and those incarcerated. The dynamics of power and guarding against potential corruption are also a constant concern. The leader of an incarceration facility must account for and respond to public opinion and political demands, as well as the individual needs and group dynamics of corrections officers and inmates. Some of the desired outcomes for leaders in a confinement setting are a reduction in recidivism, security of the facility, prevention of escape, and efforts at rehabilitation. While some would argue that depending upon the reason for incarceration, the inmates do not deserve much more consideration than would an animal in a zoo, others-leaders-in this situation strive for much more. Accomplished leaders in a confinement setting seek to develop a culture that creates and sustains the psychological health and well-being of the corrections officers and provides inmates opportunities to develop skills and their potential. After all, they are in the people business. Such an approach would conceivably result in an institution that functions based on the strengths of the corrections officers and inmates, thereby allowing them the greatest opportunity for self-development, physical and psychological security, and indirectly decreased chances of recidivism. This chapter discusses the contexts of confinement, the psychology of corrections officers and inmates, and the forces at work on a leader and the population being led

Leading and Managing Those Working and Living in Captive Environments

I magine you are the warden of a prison or the administrator of a jail, you enter the facility, and the heavy metal door clangs shut behind you. A riot breaks out and several members of your staff are taken hostage. Fires are set in various locations. The rioting inmates, members of a gang, attack other inmates who want no part in the rebellion and are only concerned for their safety. The decisions you as a leader make are literally matters of life or death, not only for yourself, but also for your staff and those incarcerated. The dynamics of power and guarding against potential corruption are also a constant concern. The leader of an incarceration facility must account for and respond to public opinion and political demands, as well as the individual needs and group dynamics of corrections officers and inmates. Some of the desired outcomes for leaders in a confinement setting are a reduction in recidivism, security of the facility, prevention of escape, and efforts at rehabilitation. While some would argue that depending upon the reason for incarceration, the inmates do not deserve much more consideration than would an animal in a zoo, others-leaders-in this situation strive for much more. Accomplished leaders in a confinement setting seek to develop a culture that creates and sustains the psychological health and well-being of the corrections officers and provides inmates opportunities to develop skills and their potential. After all, they are in the people business. Such an approach would conceivably result in an institution that functions based on the strengths of the corrections officers and inmates, thereby allowing them the greatest opportunity for self-development, physical and psychological security, and indirectly decreased chances of recidivism. This chapter discusses the contexts of confinement, the psychology of corrections officers and inmates, and the forces at work on a leader and the population being led

Rotation and Macroturbulence in Metal-poor Field Red Giant and Red Horizontal Branch Stars

We report the results for rotational velocities, Vrot sin i, and macroturbulence dispersion, zeta(RT), for 12 metal-poor field red giant branch stars and 7 metal-poor field red horizontal branch stars. The results are based on Fourier transform analyses of absorption line profiles from high-resolution (R ~ 120,000), high-S/N (~ 215 per pixel) spectra obtained with the Gecko spectrograph at CFHT. We find that the zeta(RT) values for the metal-poor RGB stars are very similar to those for metal-rich disk giants studied earlier by Gray and his collaborators. Six of the RGB stars have small rotational values, less than 2.0 km/sec, while five show significant rotation, over 3 km/sec. The fraction of rapidly rotating RHB stars is somewhat lower than found among BHB stars. We devise two empirical methods to translate the line-broadening results obtained by Carney et al. (2003, 2008) into Vrot sin i for all the RGB and RHB stars they studied. Binning the RGB stars by luminosity, we find that most metal-poor field RGB stars show no detectable sign, on average, of rotation. However, the most luminous stars, with M(V) <= -1.5, do show net rotation, with mean values of 2 to 4 km/sec, depending on the algorithm employed, and these stars also show signs of radial velocity jitter and mass loss.Comment: accepted for publication in the Astronomical Journa

MSIS 2006: Model Curriculum and Guidelines for Graduate Degree Programs in Information Systems

This article presents the MSIS 2006 Model Curriculum and Guidelines for Graduate Degree Programs in Information Systems. As with MSIS 2000 and its predecessors, the objective is to create a model for schools designing or revising an MS curriculum in Information Systems. The curriculum was designed by a joint committee of the Association for Information Systems and the Association for Computing Machinery. MSIS2006 is a major update of MSIS 2000. Features include increasing the number of required courses from 10 to 12 while revising prerequisites, introducing new courses and revising existing courses to modernize the curriculum, and alternatives for phased upgrading from MSIS2000 to MSIS 2006. As with the previous curriculum, it is the product of detailed consultation with the IS community. The curriculum received the endorsement of 8 major IS professional groups

Economic benefits from instream flow in a Colorado mountain stream

Submitted to Office of Water Research and Technology, U.S. Department of Interior.Bibliography: pages [131]-135.OWRT project no. A-035-COLO and OWRT project no. A-040-COLO