The social meaning of social indicators

While new modes of data processing have provided reams of data, there has been relatively less effort in seeking to comprehend the social meaning of results of empirical work. A set of previously developed indicators of urban social structure is here examined for its link to theory, and to the social structure of the city itself. The original indicators (size, social class, racial composition and community maturity) were empirically derived. In this paper, each is taken in turn, and explored with respect to several possible social meanings. Size, for example, is considered to be itself an indicator, and an imperfect one, for system complexity; percent non-white is seen to be itself an indicator for a slowdown in the mobility process, or a slower social metabolism. These and other results are suggestions, with illustrations, but not conclusive support, from other than the original data. While it is hoped that the theoretical suggestions may themselves be of interest, it is also hoped that approach itself can indicate the fertility and usefulness of going back to theory once empirical measures have been developed.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/43687/1/11205_2004_Article_BF00304121.pd

Institutional Labor Economics, the New Personnel Economics, and Internal Labor Markets: A Reconsideration

The author illustrates the utility of institutional labor economics and makes a case for a reconsideration of it. Two recent developments motivate this effort: the rise of New Personnel Economics (NPE) as a significant subfield of labor economics and the substantial shifts in work organization that have taken place since the 1990s. Understanding how and why firms have reorganized work opens the door for a renewed interest in institutional approaches. The author explains that the rules of institutional labor markets (ILMs) emerge from the competition between organizational interest groups—unions, personnel professionals, and the government—and competing views of firms’ objectives—resulting in the rise of ILMs, the slow diffusion of High Performance Work Systems, strategies used to obtain a high level of commitment from workers, the use of contingent employees, and the spread of new promotion rules in response to equal employment opportunity pressures. As such, the role of power and influence in establishing work rules is of central concern, though more conventional NPE considerations also remain important