Reconciling Economic and Biological Modeling of Migratory Fish Stocks:Optimal Management of the Atlantic Salmon Fishery in the Baltic Sea

The paper puts forward a model of the Atlantic salmon fishery in the Baltic Sea that integrates the salient biological and economic characteristics of migratory fish stocks. Designed to be compatible with the framework used for actual stock assessments, the model accounts for agestructured population dynamics, the seasonal harvest and competing harvesting by commercial and recreational fishermen. It is calibrated using data and parameter estimates for the Simojoki River stock. The socially optimal policy for maximizing discounted net benefits from the fishery within an uncertain environment is determined using a dynamic programming approach and numerical solution method. Our results indicate that substantial economic benefits could be realized under optimal management without compromising stock sustainability.Resource /Energy Economics and Policy,

Exclusion and Inclusion in the Australian AEC Industry and Its Significance for Women and Their Organizations

Based on valuing individual differences and embracing all employees, diversity management is relatively widespread and evident in many organizations. However, discriminatory work practices and lack of support persist in the architecture, engineering, and construction (AEC) industry, with higher turnover for women and lower participation rates still evident. While well-meaning, these diversity strategies and practices are costly. Therefore, it is essential to understand the benefits women and their organizations gain, as well as attributes associated with more diverse and inclusionary workplaces. A theoretical framework based on social exchange theory was used to develop a questionnaire administered to professional women in the AEC industry. The sample was divided into two groups, women who experienced inclusion or exclusion, and comparisons made using a range of statistical tests. While inclusion did not affect women’s career advancement, it was associated with increased satisfaction and decreased turnover intent. Inclusive companies had more female employees and leaders and also featured significantly higher mentoring and organizational training levels. The findings demonstrate inclusion to be essential for women’s retention and an important management objective for the AEC industry

Regulation for survival: training and skills in the construction labour market in Jersey, Channel Islands

There is a crisis in the vocational training provision of the Channel Island of Jersey's construction industry that has similarities with the British situation. Unavailability and inappropriateness of skills, the non-viability of current training and recruitment policies on the island, the fragmentation of the training infrastructure, the demand-driven and task- or job-specific nature of training, the Jersey-born and male focus of recruitment and the uncoordinated, traditional and short-term approach of the local construction industry towards promotion and financing of training provision were found to be working against the industry's long-term needs and restricting its ability to respond to the variability of the production process. In contrast, a structured training policy incorporating the needs of both education and industry (employee and employer) and holding a long-term vision should enable the construction industry of Jersey to reverse the downward spiral

Misplaced Gender diversity policies and practices in the British construction industry: developing and inclusive and transforming strategy

Why has diversity management in construction made so little difference to women’s participation at professional and in particular at operatives’ levels? This chapter addresses this question by examining the policies and practices put forward to combat low gender participation, their focus, the case on which they are built, and the degree to which the structure of the industry in Britain is conducive to their implementation. Drawing on existing literature, extensive research of our own and analyses of census, industry and WERS (Work and Employment Relations Survey) statistics, the relative irrelevance of a ‘business case’ for greater gender participation in construction is shown, given that this is primarily focussed on persuading employers to take responsibility for changing the situation. To have an impact, diversity measures have to be integral, specific, contextual and mandatory and developed in participation with employees and in parallel with appropriate recruitment, training, employment and working conditions, and support mechanism that drive the inclusion of women in the construction sector, particularly those at operative level. The lack of progress in gender participation is because such an approach has not yet been realised

Contextualising diversity management: challenging the effectiveness of the business case

This PhD challenges, through the discussion of eleven publications, the effectiveness of the employer-led ‘business case’ to achieving greater equality and diversity in organisations and highlights the need for a systemic and contextual approach through inclusion of employee voice. The absence of employee participation in building diversity strategies leads to inconsistent initiatives whose relevance and impact are not shaped or interrogated by relevant groups in their specific contexts, undermining effectiveness. These publications, mainly based on qualitative case-study research, discuss diversity management from a sectoral or organisational perspective, focusing on ‘good practice’ analysis, whilst also critiquing this concept. The earlier publications show that the structural and cultural barriers to female employment in the male-dominated construction sector impact the participation of other disadvantaged groups. They also discuss the impact of social class and the effectiveness of inclusion strategies for disabled workers, as well as the positive influence of collective employee voice on conflict management in organisations. The later publications look at diversity management from a management perspective; within specific sectoral contexts, mostly male-dominated (e.g. science, technology, engineering, mathematics and medicine (STEMM). The sectoral analysis highlights the importance of employment context (sector, occupation, organisation, job role) in the understanding and implementation of equality and diversity. The publications show the limitations of employer-led diversity management initiatives, which fail to break down entrenched structural and cultural barriers. These barriers are shaped by organisational expectations of employees’ availability in terms of working time and place, and adaptability to set ways of working. The business case approach does not change these expectations, and leads to a narrow interpretation of diversity and target populations, dominance of employer voice in discourse and actions, lack of contextualised multi-level implementation of diversity measures, the singularity of business benefit as driver and lack of diversity monitoring to support decision making, therefore explaining the lack of progress in equality and diversity. Employee participation is weak in terms of depth and scope, with evidence only of topdown communication. Where collective employee participation is increased, diversity management is improved through enhanced contextualisation and more systemic implementation, reducing barriers to equality and diversity