Skills You'll Learn
Human Resources (HR), Resource Management, Hr Strategy
Reviews
5 stars
83.13%
4 stars
14.41%
3 stars
1.65%
2 stars
0.32%
1 star
0.46%
MV
Jan 15, 2019
This course has an outstanding wealth of information for new people entering the Human Resources arena. I also recommend it to others that want to brush up on knowledge and skills of the HR industry.
SA
Apr 21, 2020
I want to congratulate the teacher's hard work put in the content of this course to allow other people to learn in a practical manner, how to face different situations when managing human resources.
From the lesson
What Makes Employees Work? Money, Of Course!
Taught By
Abstract
Contests are situations in which an individual's reward depends on his performance relative to others. Students are graded on a curve; the candidate with the most votes gets the political office; the underling who performs best is promoted to the executive position. Contests are useful in dealing with indivisible rewards, reducing monitoring costs, and minimizing risks from common uncertainties. They are employed to sort potential participants and, once they have entered, to induce appropriate effort from them. With monitoring precision and prize spreads as potential choice variables, optimal contest structures are derived for fair and unfair contests among equal and unequal participants. The converse problems of climbing-low-ability individuals enter the contest designed for high-ability candidates-and slumming are shown to be manageable.
Journal Information
Current issues are now on the Chicago Journals website. Read the latest issue.Since 1983, the Journal of Labor Economics (JOLE) has presented international research on issues affecting social and private behavior, and the economy. JOLE’s contributors investigate various aspects of labor economics, including supply and demand of labor services, personnel economics, distribution of income, unions and collective bargaining, applied and policy issues in labor economics, and labor markets and demographics.
Publisher Information
Since its origins in 1890 as one of the three main divisions of the University of Chicago, The University of Chicago Press has embraced as its mission the obligation to disseminate scholarship of the highest standard and to publish serious works that promote education, foster public understanding, and enrich cultural life. Today, the Journals Division publishes more than 70 journals and hardcover serials, in a wide range of academic disciplines, including the social sciences, the humanities, education, the biological and medical sciences, and the physical sciences.
Rights & Usage
This item is part of a JSTOR Collection.
For terms and use, please refer to our Terms and Conditions
Journal of Labor Economics © 1984 The University of Chicago Press
Request Permissions
QN=1When determining the best way to motivate employees, why shouldn't managers rely solely on
HR staff for directions. (check all that apply)
a.Managers know their employees best.
b.People are unique so there are various drivers of motivation.
c.Work can mean different things to different people, so there are various drivers of motivation.
d.It's not a manager's job to motivate workers, they should be self-motivated.
e.HR is just a pencil-pushing function.
QN=2In the video lesson "The Many Meanings of Work," how many different ways of thinking about
work were presented?
a.One
b. Two
c.Five
d.More than five
QN=3True or false: Work is what it is. Some jobs are lousy, but we can't do anything to change that.
a.True
b.False
QN=4Mainstream economic theorizing sees work as a lousy activity that workers tolerate in order to
earn income. One way that work is seen as lousy is as a pain cost (e.g., hot, dangerous, boring, stressful).
A second way is as an _________ cost.
a.pain
b. opportunity
c.real
d.production
QN=5Which of the following is not an example of labor being a derived demand?
a.Offering flexible work schedules because this is what workers with family responsibilities want.
b.Offering flexible work schedules because customers with family responsibilities want extended
hours of operation.
c.Offering flexible work schedules because customers do not expect immediate responses to their
inquiries.
QN=6Which of the following are required for HR to be strategic? (check all that apply)