Hiring decisions

ENTRY AND EXIT DECISIONS PROBLEM: A SURVEY

ENTRY AND EXIT DECISIONS PROBLEM: A SURVEY
... enter and option to abandon as part of the firm’s value A formal and complete discussion was presented by Dixit [D2] in 1989 In particular, he focused on entry and exit trigger prices as fundamental ... can be possible to make a comparison with the Marshallian approach, and making a comparative statics analysis The interested reader should see the Dixit and Pindyck book [DP] In the book is also ... higher than a certain threshold PL and it will abandon the market as soon as the price falls down PL Then, in the interval [PL , ∞) an active firm holds its option to abandon, and the firm’s value...
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International Taxation and Multinational Firm Location Decisions

International Taxation and Multinational Firm Location Decisions
... International Taxation and Multinational Firm Location Decisions Salvador Barrios (European Commission) Harry Huizinga* (Tilburg University and CEPR) Luc Laeven (International Monetary Fund and ... taxation of multinational firms, in the form of withholding taxes and home country corporate income taxation, potentially has an independent and significant impact on international location decisions ... consider the impact of host and parent country taxation on multinational firm location decisions As a first level of taxation, the host country may impose corporate income taxation on the income of...
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N15 IMPACT OF TAX ON INTER DECISIONS

N15 IMPACT OF TAX ON INTER DECISIONS
... parts of both sections deal with the impact of taxation on the assignment decision Section analyzes the impact of special tax allowances for incoming expatriates Section summarizes and concludes ... superior to taxing the employee Analysis of tax effects on incentives and compensation design is currently limited to domestic taxation The effects of international tax rules are explored in none of the ... also one of the first agency models taking international taxation into account There are a few papers that address tax effects in agency relationships However, international taxation is not considered...
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Hiring and Keeping the Best People 12

Hiring and Keeping the Best People 12
... Michaels, Helen Handfield-Jones, and Beth Axelrod make a case from these and other findings that companies can attract and retain talented people if they pay attention to what they term the “employee ... people who are suited to their jobs and making sure that they understand what they are getting into (both in terms of the culture of the company and the specifics of their job descriptions).A ... with—take the helm • People may also leave when their relationship with their bosses becomes stressful or problematic, and they don’t see any other options in their company (See “Managers and Supervisors...
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Hiring and Keeping the Best People 13

Hiring and Keeping the Best People 13
... when they see the organization as a source of pride and affiliation, when they respect their supervisors, when they are fairly compensated, and when they perceive their work as meaningful • People ... Value The human resources people who toil in the field of hiring and retention are no strangers to the labor market which, like every market, is subject to the laws of supply and demand They also ... 84 Hiring and Keeping the Best People Tips for Detecting Potential Defectors Are some of your people considering leaving? B Lynn Ware, founder of the retention consulting...
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Hiring and Keeping the Best People 14

Hiring and Keeping the Best People 14
... fit people to jobs.Their written job descriptions and workplace routines itemize tasks and 96 Hiring and Keeping the Best People performance expectations and dictate where, when, and how the ... another The big securities dealers on Wall Street, for example, don’t ask their traders and clerical personnel to clean out the restrooms and vacuum the carpets before they go home at night They ... 92 Hiring and Keeping the Best People UPS in this instance was less concerned with its overall retention rate than with the retention of particular people who were costly to replace and who...
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Questions, evidence and decisions

Questions, evidence and decisions
... fit with existing systems and whether staff have the competence to use the new system There may be Questions, evidence and decisions 37 a need to plan for training and a transition period Also ... successful elsewhere in local government organizations and Questions, evidence and decisions 39 whether there were any alternative ways of handling the problems that they were attempting to overcome ... their need for newly skilled staff by rapidly retraining staff skilled in Questions, evidence and decisions 31 lithography and by appointing new staff who already had skills in digital work Some...
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Hiring and Keeping the Best People 15

Hiring and Keeping the Best People 15
... screening, they hire people with the right stuff for the business, put them through three or four months of intensive sales and investment training and licensing preparation, and then mainline them ... reps” to learn the ropes and build client accounts and then they try to recruit them It is a way to acquire good people on the cheap The practice of poaching workers trained by others—or “free ... technology workers and engineers who recognize that their competencies erode over time On the other hand, the same investments that make people more valuable make them more marketable and attractive...
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Hiring and Keeping the Best People 16

Hiring and Keeping the Best People 16
... person to the next highest level What would be the cost of doing this relative to the benefits? Is the cost less than the benefits? If the cost exceeds the benefits, then the recourse is to either ... from learning, kept them from making greater contributions to the organization, and made them want to leave the company Imagine, then, the collective impact on the talent pool and morale of a company ... current skills and experience • skill training • enriching assignments • mentoring Skills and experience needed for new position 110 Hiring and Keeping the Best People Now, ask yourself these questions...
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Hiring and Keeping the Best People 17

Hiring and Keeping the Best People 17
... thoughts and feelings Rather than 122 Hiring and Keeping the Best People moving them around like chess pieces, think about what might be the best opportunities for them and emphasize any professional ... And then, when these workhorses have succeeded with one project, supervisors immediately load them up with another! Meanwhile, the lax, the lazy, and the malingerers coast along, picking up their ... Affect Hiring and Retention 117 fessionals; they may find the workplace insufficiently “serious” and detrimental to their long-term careers If the culture is too formal and straight-laced, young and...
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Hiring and Keeping the Best People 18

Hiring and Keeping the Best People 18
... 124 Hiring and Keeping the Best People Many of the same assumptions and beliefs that create difficulties in work-family integration also lead to unproductive work practices, undermining the companies’ ... e-mails at night and during their vacations The result of working hours escalation: people feel squeezed They find themselves in a winless situation in which they must either shortchange their careers ... nonhierarchical, technologically advanced; 130 Hiring and Keeping the Best People Telework Readiness Are you a good candidate for telework? How about the people who’ve been asking you for permission...
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