Labor

Wage Disparities and Women of Color

Wage Disparities and Women of Color

Women of Color Policy Network
04/01/2011

More women are becoming the primary wage earners in households across the country, yet men continue earn higher wages than women. Occupational segmentation and unequal access to wealth lead to exponentially growing career income gaps for women. This brief explores the policy implications of recent Census data revealing that women earn 77 cents for every dollar earned by men. With Black women and Hispanic women earning even less, targeted policy solutions must incorporate opportunities for women in low-income and marginalized communities. Policies will contribute to greater wage equity if they incorporate: pay check fairness; the extension of paid sick leave benefits to caregivers; and increased access to labor market, child care, and educational opportunities for low-income women.

Power Differences in the Construal of a Crisis: The Immediate Aftermath of September 11, 2001

Power Differences in the Construal of a Crisis: The Immediate Aftermath of September 11, 2001
Personality and Social Psychology Bulletin, 36(3), 354-370.

Magee, J.C., Milliken, F.J. & Lurie, A.R.
03/01/2010

In this research, we examine the relationship between power and three characteristics of construal-abstraction, valence, and certainty-in individuals' verbatim reactions to the events of September 11, 2001 and during the immediate aftermath of the terrorist attacks. We conceptualize power as a form of social distance and find that position power (but not expert power) was positively associated with the use of language that was more abstract (vs. concrete), positive (vs. negative), and certain (vs. uncertain). These effects persist after controlling for temporal distance, geographic distance, and impression management motivation. Our results support central and corollary predictions of Construal Level Theory (Liberman, Trope, & Stephan, 2007; Trope & Liberman, 2003) in a high-consequence, real-world context, and our method provides a template for future research in this area outside of the laboratory.

The Responsibility Revolution: How the Next Generation of Businesses Will Win

The Responsibility Revolution: How the Next Generation of Businesses Will Win
San Francisco: Jossey-Bass, 2010. Print.

Hollender, Jeffrey and Bill Breen.
03/01/2010

How to create a company that not only sustains, but surpasses-that moves beyond the imperative to be "less bad" and embrace an ethos to be "all good"

From the Inspired Protagonist and Chairman of Seventh Generation, the country's leading brand of household products and a pioneering "good company," comes a one-of-a-kind book for leaders, entrepreneurs, and change agents everywhere. The Responsibility Revolution reveals the smartest ways for companies to build a better future-and hold themselves accountable for the results. Thousands of companies have pledged to act responsibly; very few have proven that they know how. This book will guide them. The Responsibility Revolution presents fresh ideas and actionable strategies to commit your company to a genuine socially and environmentally responsible business and culture, one that not only competes but wins on values.

  • Points the way for innovators and influencers to generate trust by becoming transparent, elicit people's passion and creativity, turn customers into collaborators, transform critics into allies, rewrite the rules and reinvent business
  • Shows how to build a socially and environmentally responsible yet genuinely good company and an authentic brand
  • Drawing on groundbreaking interviews with real-world change leaders, Hollender and Breen present lessons and insights from the "good company"' parts of big companies like IBM and eBay, trailblazers like Patagonia and Timberland, and emerging dynamos like Linden Lab and Etsy

The Responsibility Revolution equips people with the tactics, models, and mind-sets they need to compete in a world where consumers now demand that companies contribute to the greater good.

Re-creating Street Level Practice: The Role of Routines, Work Groups and Team Learning

Re-creating Street Level Practice: The Role of Routines, Work Groups and Team Learning
Journal of Public Administration Research and Theory

Foldy, E.G. & Buckley, T.R.
01/01/2010

Ample research documents the ubiquity of routines in street-level practice. Some individual-level and organizational-level research has explored how to break street-level routines, but little has looked at the work group level. Our study observed teams of state child welfare workers over 2.5 years, documenting whether they discarded old routines and learned new ones. Results suggest that team characteristics such as clear direction and reflective behaviors had greater influence on team learning than individual characteristics such as stress level, tenure, and educational level. We suggest that group-level factors be included in future models of what enables the re-creation of street-level practice.

Race, Gender and the Recession: Job Creation and Employment

Race, Gender and the Recession: Job Creation and Employment

C. Nicole Mason, Ph.D
05/01/2009

This report focuses on the effect of the recession and the American Recovery and Reinvestment Act (ARRA) on economically marginalized communities. The Network highlights four key areas of impact for women of color and their families: job creation and employment, housing and social services, education, and tax cuts to individuals.

Looking a Gift Horse in the Mouth: Challenges in Managing Philanthropic Support for Public Services

Looking a Gift Horse in the Mouth: Challenges in Managing Philanthropic Support for Public Services
Public Administration Review, Special Issue.

Brecher, C. & Wise, O.
01/01/2009

Collaborations between nonprofit and public sector organizations have become an increasingly important phenomenon in state and local public service delivery since the publication of the Winter Commission report in 1993. This article focuses on one of the less studied types of public–nonprofit collaborations, those in which philanthropic support from nonprofit organizations supplements the resources and activities of public agencies. Drawing on the case of "nonprofit-as-supplement collaborations" that support park services in New York City, this article documents the benefits and drawbacks associated with such collaborations. While they can provide increased resources and encourage management innovations, they also can lead to inequities in the availability and quality of services, the preponderance of particularistic goals over the broader public interest, and the politicization of previously bureaucratic decision making. The authors offer two strategies for public managers to realize more effectively the benefits yet mitigate the shortcomings of these collaborations.

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