HR econnomics
1. What distinguishes personnel economics from labour economics?
Personnel economics is the narrow sub-discipline of economics studying the internal personnel workings of the organization where labour economics is a sub-discipline of economics studying the interaction of various actors (employees, non-workers, organisations and governments) in the labour market and of broad labour market processes and outcomes.
2. What insights may economic models bring to bear on human resource issues?
3. What economic factors determine whether a person participates in the labour force?
4. What happens to the desired hours of work when the wage rate falls? Using the neo-classical labour supply model, decompose the change in hours of work into income and substitution effects. Draw all relevant diagrams illustrating income and substitution effects.
5. Will winning the lotto change your life? Use the neo-classical labour supply model to illustrate your answer.
6. Using the neo-classical labour supply model, illustrate how means tests applied to income support payments may affect labour force participation decisions.
7. How might a household rather than individual perspective affect labour supply decisions?
Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves.
Still, much ink has been spent delineating the differences. The manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate. In his 1989 book “On Becoming a Leader,” Warren Bennis composed a list of the differences:
– The manager administers; the leader innovates.
– The manager is a copy; the leader is an original.
– The manager maintains; the leader develops.
– The manager focuses on systems and structure; the leader focuses on people.
– The manager relies on
Personnel economics is the narrow sub-discipline of economics studying the internal personnel workings of the organization where labour economics is a sub-discipline of economics studying the interaction of various actors (employees, non-workers, organisations and governments) in the labour market and of broad labour market processes and outcomes.
2. What insights may economic models bring to bear on human resource issues?
3. What economic factors determine whether a person participates in the labour force?
4. What happens to the desired hours of work when the wage rate falls? Using the neo-classical labour supply model, decompose the change in hours of work into income and substitution effects. Draw all relevant diagrams illustrating income and substitution effects.
5. Will winning the lotto change your life? Use the neo-classical labour supply model to illustrate your answer.
6. Using the neo-classical labour supply model, illustrate how means tests applied to income support payments may affect labour force participation decisions.
7. How might a household rather than individual perspective affect labour supply decisions?
Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves.
Still, much ink has been spent delineating the differences. The manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate. In his 1989 book “On Becoming a Leader,” Warren Bennis composed a list of the differences:
– The manager administers; the leader innovates.
– The manager is a copy; the leader is an original.
– The manager maintains; the leader develops.
– The manager focuses on systems and structure; the leader focuses on people.
– The manager relies on