bluuebunny/crossref_metadata_2025 huggingface dataset:
Revising Affirmative Action and Managing Cultural Diversity Challenge in Corporate America
Authors: Elmuti Dean
Published: January 2008

Managing cultural diversity in the workplace and attempts to abolish affirmative action are emerging as some of the most important issues facing American business in the 90s. The relationship between affirmative action and diversity may start in their definitions. Affirmative action was born during the Civil Rights Movement in an effort to reverse the effects of generations of racial discrimination (the concept and the laws which governed it broadened over the years to include women and other traditionally disadvantaged groups). It is federally mandated law to combat discrimination. Diversity on the other hand, is an organisational effort that aims to modify organisation standards, procedures, and management practices that hinder creativity, productivity, and advancement of all employees.
Work and Family Policies in Australia: Critical Processes
Authors: Kramar Robin
Published: January 2008

During the last decade there has been increasing interest in policies designed to assist employees manage both their employment and domestic responsibilities. These policies cover a variety of areas and include work‐based childcare centres, flexible working arrangements, leave arrangements and career break schemes. These policies have been labelled “family‐friendly” policies or “work and family” policies.
Managing Diversity In The Workplace
Authors: Grant Bayonne Z. , Kleiner Brian H.
Published: January 2008

Diversity, according to the Webster College Dictionary, is defined as: [a] quality, state, fact, of instance of being diverse; different.
Looking Inside the “Glass Walls”: The Case of Women on the Industrial Sales Force
Authors: Comer Lucette B. , Drollinger Tanya
Published: January 2008

For the past several decades women have been moving into the United States workforce in greater numbers and they have been gaining access to the types of jobs that were, traditionally, performed exclusively by men. Despite this progress, they are still having difficulty penetrating the so‐called “glass ceiling” into upper management positions (Alimo‐Metcalfe 1993; Tavakolian 1993). Many reasons have been advanced, but the most compelling of these concerns the “glass walls” that support the “glass ceiling”. The “glass walls” refer to those invisible barriers that limit the ability of women and minorities to gain access to the type of job that would place them in a position to break through the “glass ceiling” (Townsend 1996). If women are to gain parity with men in the workforce, they need to succeed in the positions that lie inside the “glass walls” that will enable them to rise through the “glass ceiling” to upper management.
Give Leadership
Authors: Dobbins Richard , Pettman Barrie O.
Published: January 2008

Adopt the characteristics of leaders, do what leaders do, and you become a leader.
The Sounds of Glass Breaking: Corporate Initiatives for Advancing Managerial Women
Authors: Burke Ronald J.
Published: January 2008

The last ten years has demonstrated increased attention to women in management research (Davidson & Burke, 1994; Fagenson, 1993; Sekaran & Leong, 1992). We have a good understanding of the barriers women face as they pursue careers in medium and large organizations (Morrison, 1992; Auster, 1993). An increasing number of organizations have realized that the full utilization and development of the talents of all employees has become a business imperative (Schwartz, 1992). Supporting the career aspirations of women is not just the right thing to do; it is the smart thing to do if organizations are to remain productive and competitive in an increasingly demanding market place (Totta & Burke, 1995).
Breaking Through: The Glass Ceiling Revisited
Authors: Townsend Bickley
Published: January 2008

The term “glass ceiling” was coined by two Wall Street Journal reporters in 1986 to describe the “invisible but impenetrable barrier between women and the executive suite.” In the decade since, women have made undisputed progress in gaining entry to higher management in corporate America. For example, between 1982 and 1992 the number of female vice presidents increased by 75% and the number of female executive vice presidents more than doubled, according to one recent study (Korn/Ferry International, 1993). However, until Catalyst undertook an enumeration in 1996, no systematic research had been conducted to document the extent to which women have actually advanced to positions of senior leadership. Previous studies had estimated the figure at 3% to 5% (Catalyst, 1990; Korn/Ferry International, 1979), but researchers could not verify the accuracy of these estimates as they were derived from surveys of various sample populations. Even the US Glass Ceiling Commission failed to provide a baseline measure of women's representation at various levels of corporate management. (Federal Glass Ceiling Commission, March 1995).
Deloitte & Touche Takes an Integrated Approach to the Advancement of Women
Authors: Christie Kathleen
Published: January 2008

In 1996,10 out of 24 people newly admitted to the Canadian partnership of Deloitte & Touche were women. In the last three years, retention of women at the senior manager level of the firm has improved by 10%. Women now occupy some key leadership positions never previously held by women. In professions as traditionally male‐dominated as chartered accountancy and management consulting, these are important successes — and ones that we can attribute to significant initiatives within the firm aimed at re‐shaping our corporate culture. How did this come about?
Organizational Values, Work‐Family Issues and the ‘Bottom line’
Authors: Burke Ronald J.
Published: January 2008

Organizations in the '90s are struggling to remain competitive in the face of increasing local and global challenges coupled with profound changes in the demographic make up of their workforces. Organizations have restructured and become leaner, often resulting in heavier workloads and longer hours for professional and managerial staff (Schor, 1991). Firms also face increased pressure to deliver higher quality and more innovative products and services. Adding to these demands is the need to achieve these performance objectives with an increasingly diverse workforce. There continues to be a dramatic increase in numbers of non‐traditional employees (women, ethnic and racial minorities) in the workplace. More employees are part of dual‐ career or dual‐income couples; more have children requiring particular childcare arrangements since both parents are now working. As a consequence, work‐family issues have emerged as a high priority concern for both employees and their organizations (Catalyst, 1993).
Developments Concerning Accommodation of Wheelchair Users within the Workplace in Accordance to the Americans with Disabilities Act
Authors: Pointer Timothy A. , Kleiner Brian H.
Published: January 2008

There has been a significant transition in the American workplace within the last five years for the physically disabled employee. In the past, those with disabilities were viewed as a liability in the work environment especially those who were in wheelchairs. Whether it was due to a newly acquired injury or a congenital disability, not only did a disabled person have to adjust to their disability, but also their workplace accessibility and accommodations. People in wheelchairs were perceived to be too dependent and thus, unproductive or lacked efficiency.
Equal Opportunities in Recruitment: The Job Search Experiences of Unemployed Female and Male Managers
Authors: Fielden Sandra L. , Davidson Marilyn J.
Published: January 2008

Employers in the UK are under a legal obligation to ensure that their recruitment procedures conform with the Sex Discrimination Act (1975), which states that employers must not discriminate or indicate any hidden intention to discriminate against a potential employee on the grounds of their sex. Yet the very fact that many jobs are still viewed as ‘male’ or ‘female’ is often sufficient to prevent the non‐dominant gender group from applying for those positions (Ray, 1990). Managerial jobs have traditionally been male dominated and organisations are under a legal obligation to ensure that their recruitment procedures do not indicate any intention to discriminate, either overtly or covertly. Therefore, organisations need not only to demonstrate that they have no intention to discriminate, especially in traditionally male dominated occupations such as management, but they also need to ensure that their intention not to discriminate is clearly and explicitly communicated to potential job applicants (Ray, 1990). The aim of this article is to address the similarities and differences between the job search experiences of unemployed female and male managers, and to present the research findings from an in‐depth study of unemployed British managers.
How to Investigate and Prove Discrimination Based on Colour
Authors: Brown Clarence , Kleiner Brian H.
Published: January 2008

In transcripts obtained by the New York Times, senior executives with Texaco Inc. are recorded on tapes referring to black employees as “black jelly beans” and using racial epithets. A federal jury in Richmond, Va. found that Circuit City Stores Inc. systematically discriminated against black employees in promotions in its corporate headquarters. Employees working for an Avis Rent A Car franchise stated on the CBS news programme 60 Minutes that they were told not to rent to blacks. Several black secret service agents responsible for protecting the President agreed in 1994 to a settlement to end a class action law suit against Denny's Restaurants for being refused service and racial discrimination.
The Impact of Race and Gender Differences on Job performance Evaluations and Career Success
Authors: Igbaria Magid , Shayo Conrad
Published: January 2008

United States government statistics have shown that although women and minorities have made impressive gains in employment during 1980s, they continue to be underrepresented in positions of power and responsibility, especially at the senior management and executive positions. This trend has also been observed in the Information Systems (IS) field (Wilson, 1990). It has been reported that women and blacks encounter a glass ceiling that prevents them from reaching the top levels of IS positions (Johnson, 1990; Morrison and Glinow, 1990). A number of potential causes of this glass ceiling effect have been suggested:
THE “ADHD CARD” COPING WITH ADULT ATTENTION DEFICIT/HYPERACTIVITY DISORDER IN THE AMERICAN WORKPLACE
Authors: Wyld David C.
Published: January 2008

Introduction‐Attention Deficit/Hyperactivity Disorder Do you have trouble concentrating in meetings? Do you find yourself forgetting what you just read? Do you constantly fight a losing battle at “getting organised”? Do you become “depressed” too often?
Corporate Attitudes Towards Bank Services
Authors: Turnbull Peter W.
Published: January 2008

The relationship between banks' corporate customers and their sources of financial services is examined. From interviews with financial decision makers, in a number of British companies, the author discusses their awareness of, attitudes towards and use of financial services and the attributes considered important in the selection of a supplier of financial services.
Banking on the Unbanked
Authors: Stafford David , King Susan
Published: January 2008

The growth and nature of bank marketing during the past decade has been a reflection of the intensity of competition for personal savings within the financial sector and the development of financial services. Early in the 1970s, various competitive pressures finally led banks to adopt a marketing concept, both in theory and practice. The authors examine the use of advertising as a marketing tool and then explore the significance of media selection in the approaches adopted by the UK banks to market segmentation.
Planning and Organising A Bank Sales Management System: A Case Study
Authors: Johnson Eugene M.
Published: January 2008

The development of a bank sales management system is described. Using a modified management‐by‐objectives planning procedure, sales goals and strategies were formulated. Then the tasks of the line sales organisation, the branch banking system and the staff sales department were identified. As a result the bank now has a framework for its selling efforts.
Getting Bank Marketing to the Staff
Authors: Coates Jonathan
Published: January 2008

As the banks increase the number and complexity of their products and services in the marketplace they not only rely on the skills of their “sharp end” staff to be able to sell them, but also the staff must want to sell them. The article examines some organisations that have tried to get genuine staff involvement.
A Comparison of Savings Account and Financial Asset Holdings of Bank and Savings and Loan Depositors
Authors: Langrehr Frederick W.
Published: January 2008

With the advent of numerous new types of savings accounts, the author conducted a study to determine the consumer usage of these new accounts and the relative ability of banks and savings and loans to retain their current savings account customers. He also investigated the financial asset holdings of savers.
Corporate Objectives of Credit Unions in Western Australia
Authors: Ashforth Terry E. , Soutar Geoffrey N.
Published: January 2008

Research among credit unions in Western Australia is reported in which directors and managers of credit unions expressed their attitudes with regard to the corporate objectives of their organisation, and future directions of development for the credit union movement are suggested.
The Australian Credit Union System: A Search for Excellence
Authors: Lahiff Paul
Published: January 2008

This article comments on the present growth of credit unions in Australia and their prospects for the future.
A Comparison of Bank and Loan NOW Account Customers
Authors: Langrehr Frederick W.
Published: January 2008

On 1 January 1981, banks and savings and loans in the United States started to compete nationwide for chequing account deposits. Prior to this date, in areas outside the New England region, banks and credit unions were the only institutions allowed to offer transaction accounts. A study carried out to compare the relative competitive advantages of banks and savings and loans institutions is reported.
This Little Piggy Went to Market
Authors: Andrew Kenneth
Published: January 2008

British banks face formidable challenges in the future which can be mastered only with total dedication and full commitment to marketing and the consumer. The NatWest Bank experience provides some pointers and examples regarding banks facing up to the marketing challenge, an experience based around four objectives: understanding of, and commitment to, marketing by senior executives; shifting the “culture” through 60,000 employees; establishing and developing marketing skills; and the aim that all the above be achieved within a reasonable timeframe.
The Marketing of Bank Services in Turkey
Authors: Kumcu Erdoğan , Karafakioğlu Mehmet
Published: January 2008

Turkish banks are faced with an increasing but relatively over‐banked customer base, with changing savings and spending patterns, declining/slow‐growing markets, severely increasing costs, deregulation and serious competition. The bank's response has been sales‐oriented (traditionally promotion and branching) and the unco‐ordinated use of marketing mix tools has contributed to current problems. The adoption and implementation of a marketing philosophy aided by the new 1983 Banking Law which promises steady deregulation, restructuring of the banking industry, and the entrance of foreign banks to the domestic market, could help solve the short‐term, as well as the long‐term, problems.
Consumer Choice Criteria in Retail Bank Selection
Authors: Martenson Rita
Published: January 2008

Consumers do not select their main bank in a particularly conscious fashion; results of a survey of 558 Swedish bank customers and 53 bank branch managers indicated that for a third of respondents the choice was random. However, bank location, availability of loans, and payment of salary through a certain bank are reasons for choice, as is the influence of parents' choices. Choice is most probably a result of a match between bank image and consumer interests.
Critical Issues in Bank Marketing Today: An Overview
Authors: Day Abby , Wills Gordon
Published: January 2008

The real success for major bank marketing initiatives depends on the highest possible degree of leadership and direction from the most senior executive officer. Innovation must stem from determining what the customer is (or will be) seeking and fulfilling that demand in a unique way; the next step will involve increasing vigilance over the prime criterion of any customer segment, with banks considering the economics of reaching customers along the spectrum from very limited, basic needs to very sophisticated needs. Banks should deliberately seek to enter the financial consultancy market more aggressively and overtly, not just at merchant level but right across customer groups.
Marketing Planning of Financial Services
Authors: Giles William
Published: January 2008

Market planning cuts across departmental and functional boundaries, differing cultural and divisional demarcation lines, but maintains a central point common to all areas: the acceptance that the customer is the sole and final judge, the product expert. Hierarchy must be kept out of market planning; it should gather the experience of many managers and articulate this within a new culture developed from the lowest possible level. Product and market champions need to be given room, encouraged to form teams and produce strategies based on a limited number of market segments and a few chosen target competitors, in order to keep strategic plans as simple as possible.
Implications for Training
Authors: Day Abby
Published: January 2008

Banking customers have the knowledge and conviction to choose as never before, and the competitive environment that this is producing demands the change from systems to customer orientation. Training is one element in a process to achieve this change, but whatever form training takes, the drive must come from the top of the organisation via a clearly articulated statement regarding policy and commitment. Attitudinal and behavioural change will be part of the process, too, and banks should consider the benefit of recruiting trainees with an entrepreneurial attitude who welcome change, as opposed to trainees merely drawn to banking in order to juggle with balance sheets and money markets.
The Changing Financial Services Market in Australia
Authors: Ashforth Terence
Published: January 2008

Like other developed countries Australia has seen intensifying competition between financial institutions as a result of the combined pressures of economic and social change, deregulation of financial systems and the introduction of new technology. Increased competition has led to a blurring of the traditional boundaries between institutions, changes in market structures and a proliferation of new services and products. A new awareness of the role and importance of marketing in the services as something more than advertising and selling has arisen. The Final Report of the Committee of Enquiry into the Australian Financial System (the Campbell Committee) in 1981 recommended almost total deregulation. Any necessary government intervention in the system should be by market methods, not direct controls. The effect has been most noticeable on banks and life assurance. The consumer will benefit from deregulation with a wider range of choice, but it may bring about job losses through new technology and poorer standards of service may arise. Its economic effects are feared. Eventually the need for legislation may arise again.
Where Now for the Zurich of Asia? Banking on Singapore's Future
Authors: Day Abby
Published: January 2008

Singapore bankers must learn to market and sell financial services. Marketing's prime benefit is its ability to match resources to customer needs, preparing the environment for a sale. Singapore is a “Newly Industrialised Country”, and one of the fastest growing economies in the world during the last two decades. In 1985 the country was hit by recession arising from the decline of the construction, shipping and oil‐refining industries. The trend is towards the development of high value‐added industries such as computers and communications. The future strength of Singapore depends on its financial community. Banks will have to think about selling their own expertise as a commodity and consider their clients' proposals in terms of intangible, invisible qualities.
The Application of a Risk Index Model to Strategic Marketing Programmes for Commercial Banks
Authors: Stanley Thomas O. , Ford John K. , Richards Sande
Published: January 2008

Three distinct product areas exist for banks — deposit gathering, customer services and loans. Up until now loans have scarcely been marketed. If they have, they have not been viewed in the context of what would create an optimal product mix. Yet a bank's loan mix is a major portion of its product mix and has the same dimensions of width, breadth and consistency as any other product line. It appears that a significant amount of difficulty in developing effective loan mix strategies has been due to the lack of a system to predetermine loan quality objectively. Management's attitude towards risk, the type of community and future economic conditions all play major roles in determining a suitable loan mix. Loan mix strategy should begin with a recognition of attainable goals and end with a defined programme to co‐ordinate the efforts of marketing staff and the loan department. The optimal loan mix will suit customer needs and return the desired levels of profits.
Globalisation of Banks: An Integrative Statement
Authors: Kaynak Erdener
Published: January 2008

Globalisation is at work in banking in the face of declining/saturated demand at home as well as heavy competition, To face up to the challenges of the internationalisation process banks of all sizes and from different countries should deal with long‐term issues. Banks are no longer in the business of buying and selling money but that of offering complete financial services to the banking public For marketing policy‐making purposes it is necessary to study whether the bank can provide the needed/required banking services to its varying target markets and whether the bank's available resources can match the current needs and expectations of clients. It is important for global banks interested in serving their customers on a world scale to structure their marketing decision variables in such a way as to be effective in their global operations and bank‐client relationships. Some discussion of the other articles in this issue is given in relation to integrated global marketing strategy.
Image in Retail Banking
Authors: Barry Howcroft J. , Lavis John
Published: January 2008

The image that a bank has in the consumer's mind is the most important type of branding that it can offer and should be the central component within any marketing strategy. Consumer attitudes have been modified by two principal factors — the wider range of services offered means that banks are in the public eye more often, and have changed perceptions about money and financial institutions, and the process of social change is contributing to changed perceptions and expectations from service organisations. There are four interconnecting aspects in developing a corporate image that will make the bank more recognisable and stronger and communicate with the public — corporate identity, public relations, advertising and delivery systems (promotion).
Focus on the Retail Bank Market: Can You Trust Branch Managers' View Of It?
Authors: Martenson Rita
Published: January 2008

If market planning and co‐ordination is done at headquarters it is essential that branch managers can supply information of a high quality as well as execute the decisions made at headquarters. Therefore branch managers need to have a good understanding of the market. This study compares how branch managers perceive certain problems against the way in which the same problems are perceived by bank customers. A previous study in this area by Turnbull is discussed and compared with the findings of this report. The results are based on 558 consumer questionnaires and 53 of 54 bank branches which were approached responded. The survey was carried out in Gothenburg. Most managers do not see it as their obligation to collect and compile information systematically on what bank customers might want, which indicates a low consumer orientation. The transition of banks from passive fund holders to active service marketers did not seem to be completely accepted by branch managers. Most bank managers thought bank marketing activities were most important for satisfying customer expectations. Branch managers seem to be aware of problems but do not collect market information properly. They are able to solve present problems quite well but are less able to predict future changes in demand for new services.
The Impact of Internal Marketing on Customer Service in a Retail Bank
Authors: Richardson Brian A. , Grant Robinson C.
Published: January 2008

Despite technological advances banking still concerns people. Frontline personnel form a critical means of competition in the marketplace and motivating them is a key task. Internal marketing provides the framework for such activities. Data gathered and analysed prior to and after the implementaton of an internal marketing programme confirms that it does impact on the quality of the service provided, recognising the value of communication in informing and motivating staff and creating positive attitudes and a sense of belonging. Apart from size there is little to differentiate banks from one another as all carry a similar range of services and charge similar rates. The bank that shows its superiority in the customer contact area should have a competitive tool and a means of successfully differentiating itself from competitors.
You Have to Twist the Kaleidoscope to See Things Clearly (Service Concepts and the Retail Banking Environment)
Authors: Ballantyne David
Published: January 2008

Marketing is in the throes of a methodological crisis which will eventually separate ideas and methods more appropriate to service marketing. A practical systems model to diagnose financial service marketing's underlying patterns is introduced. This is both symptomatic of the evolving paradigm change and a way of “twisting the kaleidoscope” to see things more clearly. The absolutist and relativist perspectives are two different ways of viewing the marketing problem, and no single method or paradigm need have monopoly.
Foreign Banks and US Loan Production Offices
Authors: Hultman Charles W.
Published: January 2008

Foreign commercial banks seeking to establish a multi‐state presence in the US have followed different approaches, including the use of loan production offices (LPOs) examined here. These are used primarily to facilitate off‐premise lending to borrowers outside the local service area, and are authorised to undertake all aspects of loan production except final approval and disbursement of funds. The policies regarding LPOs established by different states vary from complete prohibition to virtually unrestricted entry.
Strategic Issues for Financial Services Marketing
Authors: Brooks Nigel A.L.
Published: January 2008

The strategic issues for financial services marketing based on findings from surveys carried out by Arthur Andersen in the United States, among leading organisations providing financial services are discussed. The forces driving change in banking, insurance and securities, likely future trends and strategies, and what they mean to the marketing professional, are examined, together with the implications for market segmentation, product development and delivery channels.
Improving the Profitability of Bank Lending in a Competitive Environment
Authors: Singh Madan G. , Cook Rod
Published: January 2008

Some refinements to a previously described decision support system, Price‐Strat, in order to tackle the important problem of assets profiling for a bank or building society are outlined. Essentially, the Price‐Strat methodology and the related decision support tool have been modified and extended such that they can be used to model the market's response to a bank or a building society's lending products within a highly competitive market. The approach allows the bank or building society to use these models so as to determine the best mix of competitive interest rates in order to lend out a specified amount of money in the most expensive way, i.e., how to achieve budgeted assets growth in the most profitable way whilst maintaining the quality of the portfolio of one's assets. An example is given to illustrate the approach.
Customer Loyalty as a Construct in the Marketing of Banking Services
Authors: Jain Arun K. , Pinson Christian , Malhotra Naresh K.
Published: January 2008

The usefulness of loyalty as a construct for understanding and analysing the market for banking services is here discussed. Using empirical data, the socio‐demographic, attitudinal and behavioural characteristics of loyal versus non‐loyal bank patrons are described. Bank loyalty can be measured and is useful in explaining differences in banking skills, expected benefits and attitudes towards banks and level of utilisation of banking services.
Perceptions of Computerisation by Bank Branch Employees
Authors: Shenkar Oded
Published: January 2008

A case study in which perceptions regarding the introduction of computer terminals to the branches of an Israeli bank is presented. Employees appear to believe that computers improve service to customers and facilitate data gathering and communication, but are somewhat less optimistic regarding their impact on job content variables. Employee perceptions in branches where computer terminals have already been installed do not differ significantly from those of employees in branches where the terminals have not been installed yet, except regarding the computer contribution to the provision of new types of banking services. A Smallest Space Analysis generated six spatial regions of employee perceptions concerning computer impact: efficiency, authority, employee redundancy, job problems, communications problems, and computer problems. Gender and hierarchical differences are also discussed.
Corporate Attitudes towards Electronic Banking in Norway
Authors: Lewis Barbara R. , Hoel Kurt E.
Published: January 2008

The banking environment is characterised by continuing social, economic, technological and regulatory change, and current challenges include increasing competition from both bank and non‐bank institutions, rapidly developing technological innovation, and changing customer needs. The focus is on technological developments and the Nordic Bank environment, and findings from a survey among Norwegian companies are presented. The Survey considers their use of and attitudes towards electronic banking services. Recommendations are made with respect to the marketing activities of Norwegian banks with regard to electronic cash management services for corporate clients, and the future for such services.
Expert Systems at the Banker's Reach
Authors: Chorafas Dimitris N.
Published: January 2008

Expert systems are computer software packages that experts in specific fields enrich with their knowledge by distilling their expertise into a set of laws for the system. The development of expert systems and the contribution they can provide in banks, whereby financial experts can produce application programmes to help lesser experts solve problems in specialised fields by responding to program queries, eg. with regard to loan approval, cross‐selling, risk analysis, treasury operations and so on, are discussed.
Marketing Management in an Islamic Banking Environment: In Search of an Innovative Marketing Concept
Authors: Shook Dale N. , Hassan Salah S.
Published: January 2008

International banks are aggressively utilising the marketing concept in order to respond to an increasingly competitive industry. Banks in the Middle East, as in many developing regions, are seeking to become major players in the marketplace. Unique cultural priorities, lifestyles, buyer decision‐making factors, economic development goals, legal environment, and religious conditions require utilisation of appropriate bank marketing strategies that respond to the region's needs. A model of marketing innovation for managers to evaluate environmental factors and adoption/ implementation processes associated with survival and growth of the Arab banking industry is provided.
An Objective Technique for Loan Officer Evaluation
Authors: Ford John K. , Stanley Thomas O.
Published: January 2008

Since most of the revenues of a bank are from interest on the loan portfolio, there is always considerable pressure to generate new loans. Certainly, the volume of new loans is an important statistic in the evaluation of lending officers. However, a major concern of senior management is that an increase in loan generation should not be accomplished by a decrease in credit standards. An objective framework for including loan loss experience in the evaluation of individual loan officers is provided.
Media Use and Gender Differences: Retailing Strategies for Bank Marketers
Authors: Stern Barbara B.
Published: January 2008

Male/female differences in financial media use are discussed. Using proprietary and academic studies, current knowledge about print and electronic sources of information favoured by upscale and downscale segments is summarised. Consumer goods retailers now entering the banking market use segmentation strategies to appeal to different male and female targets, and ways in which financial institutions can adapt retail methods to fit media uses based on segmentation by sex are suggested.
The Image of Dutch Banks
Authors: Morello Gabriele
Published: January 2008

The results are presented from research carried out among a group of economics students at a Dutch university concerning their attitudes towards banks in general, and the main local financial institutions in particular. The technique used was the Semantic Differential, based on pan‐cultural as well as bank‐specific scales. The results show that banks in general are viewed as positive, powerful and dependable institutions, but not very consumer oriented and even less active and dynamic. The data concerning the individual companies provide a basis for differentiated product positioning and communication strategies.
A Cross‐cultural Comparison of Attitudes Towards and Usage of Credit Cards
Authors: Chebat Jean‐Charles , Laroche Michel , Malette Helen
Published: January 2008

A comparison of attitudes towards credit cards and purchase behaviours reveals some major differences between French and English Canadians. The determinants of frequency of usage are identified for both groups and reveal five attitudinal factors. Finally, it is shown that increased income does not lead to convergence of the two subcultures.
Strategic Marketing Implications of the Changing Environment of Australian Banking
Authors: Elliott Gregory R.
Published: January 2008

The results of a Delphi poll of Australian banking and finance industry experts, show that the banking industry is entering a period of greatly intensified competition, significantly reduced government regulation and the entry of foreign banks and rapid technological change. These changes represent a fundamental change in the operating environment. For some of the present financial institutions, such a future threatens their very existence. For all institutions, however, there is a manifest need to formulate adaptive strategies. In this article, the author explores some appropriate marketing strategies and the consequences of these strategies on the competitive environment.
The Bank of China Group in Hong Kong: An Awakening Giant?
Authors: Ho Suk‐Ching , Chan Chi‐Fai
Published: January 2008

The Bank of China Group has competed aggressively in retail banking in Hong Kong, successfully expanding their business in recent years. This article reports a study exploring the likelihood of the Group assuming increasing importance in the run‐up to 1997 when Hong Kong is returned to China. Results suggest that while present users may be loyal, non‐users do not have very favourable perceptions of the Group. Recommendations for correcting this are made: expansion of products; improved quality of personnel; depoliticisation of the Group's image.
Turning Information into a Strategic Marketing Weapon
Authors: Pottruck David S.
Published: January 2008

In this article the author considers the role of information in the development of marketing programmes. He highlights how leading financial service organisations have achieved success in this area by focusing on seven vital areas: advertising, the customer, an early warning system, service quality, sales performance, branch performance and pricing.
EQUAL PAY: PROGRESS AND PROBLEMS (AMERICA)
Authors: Buckley John E.
Published: January 2008

In 1970, the median earnings of American women employed on a full‐time basis were approximately 60 percent of men's earnings. This figure, taken from the Current Population Reports of the U.S. Department of Commerce, is circulated widely by individuals concerned with pay inequities in the labor market. Unfortunately, it is sometimes used without qualification, tending to cloud the problem of equal pay for equal work. Some writers fail to mention that the Commerce Department's figure relates to all workers in diverse occupations.
EQUAL PAY FOR WOMEN IN AUSTRALIA
Authors: Nieuwenhuysen J.P.
Published: January 2008

Among some commentators abroad, Australia enjoys a reputation as a country in which the “three cornered suspension” afforded by conciliation and arbitration machinery has assisted both sense and sensibility in wage fixation. (Though Australians may sometimes feel that the arbitration system is not without honour save in its own country.) In the light of international interest in Australian wage determination, it may therefore be useful to examine Australian progress towards equal pay for women.
WAGE STRUCTURE IN FRANCE: THE PROBLEM OF WAGE HIERARCHY
Authors: Silvestre J.J. , Bouteiller J.
Published: January 2008

The purpose of this article is to present some observations on the distinctive characteristics of wage structure in France. These observations will be set out in two parts. Firstly, the changing pattern of wage structure in French industry during recent years will be examined. Secondly, comparisons will be made between the structure of wages in France and in the four major countries of the Common Market prior to its enlargement. The objective is to discover how far recent changes in the French situation and possibly in that of the other countries have either tended to produce a convergence between their pay structures or, on the other hand, have reinforced international differences.
WHAT PRICE CONSUMERISM?
Authors: Harris C.P.
Published: January 2008

The term “consumerism” may be taken at first sight to mean what appears to be two concepts, the doctrine of consumer sovereignty, and the urge to consume enshrined in the value system that identifies greater production as a social virtue. On examination, however, it may be seen that these two concepts are in fact related and interdependent aspects of the following economic and social problems—who determines what commodities are produced; who determines the quantities of commodities that are produced; and who determines how the supply of commodities is distributed or allocated among the members who make up the society.
A Management Information System for Evaluating Social Service Programs
Authors: Bloom Mitchel F.
Published: January 2008

This paper presents the underlying rationale, the mechanisms and the output format of a computerised management information system (hereafter referred to as the MIS) designed for social service agencies. The MIS has been used as the basis of a graduate course in information systems offered for the past two years at the Paul Baerwald School Work, the Hebrew University of Jerusalem.
The Tourist as an Agent for Development and Wildlife Conservation: The Case of Kenya
Authors: Myers Norman
Published: January 2008

Tourism is sometimes described as a worthwhile activity for a developing economy. Among countries of emergent Africa, for example, Kenya derives a significant portion of its national economic advancement from tourism. But cogent socio‐economic arguments modify the general proposition for Kenya, as for several other developing countries. If these reservations are accorded proper attention, the tourist may yet prove the unwitting agent for development. If, however, the cost‐benefit construct is not adjusted to take account of these further factors, tourism in emergent Africa may end up by the way it is going in the Caribbean and several other parts of the Third World: a source of economic, cultural, social and ultimately political friction.
Reciprocity Between Self‐Actualisation and Hard Work
Authors: Macarov David
Published: January 2008

Although scientific interest in work motivations dates back at least to Adam Smith who, in hisWealth of Nations, examined “The Causes of the Improvement in the Productive Powers of Labour”, the appearance of Maslow's theory of a hierarchy of human needs offered a useful framework and explanation for many studies of work incentives. Maslow postulated a series of pre‐potent needs, each of which assumed potency as the previous need was relatively satisfied. With physiological needs as the most fundamental, or originally most potent, self‐actualisation was described as the final, or highest, need.
The Current Inflation: Causation and Mechanics
Authors: Rhys D.G. , Barry D.
Published: January 2008

The purpose of this paper is to suggest that many of the attempts at explaining the generation of recent price increases reported in the contemporary literature are deficient in that they fail to distinguish between what we may call the mechanics of the inflation process and the underlying causes of the inflation. The point here is that, whereas the mechanical factors may condition the speed, duration, etc. of the inflation once it has begun, they do not have any causative power in their own right. In order to explain the inflation process adequately the initial causal factors themselves have to be isolated. These are more fundamental and incorporate not only economic factors but the whole complex of human behaviour including frustration, expectations, etc.. Since the cure for any disease depends upon a correct diagnosis, it is believed that an illdesigned anti‐inflation package that does not recognise the importance of such underlying causes will not correct the phenomenon and redress the malaise which is currently affecting the world's currencies.
The Economic Return to Preventive Social Work
Authors: Schofield J.A.
Published: January 2008

Considerable effort has been made in estimating the economic return to various kinds of preventive exercise in the human resources field. The return to prevention or control of selected diseases has been estimated, as has the return to investment in birth control. Attempts have also been made to assess the pay‐off from programmes designed to prevent homelessness, extended redundancy, crime, and criminal recidivism.
A Note on the New Home Economics: Comment
Authors: Papps Ivy
Published: January 2008

R. P. Kinsella in a recent note in this journal expresses some doubts about the use of economic analysis to explain various aspects of the behaviour of households. This author appears to have two objections to what he calls the “New Home Economics”.
Manpower Training in the United Kingdom: Some Aspects of the Government's Role
Authors: Adnett N.J.
Published: January 2008

The post‐war period has been one of unparallelled growth and stability in most western economies. One consequence of this performance has been increasing governmental concern with the dual problems of structural unemployment and skilled labour shortages. The concensus that both of these problems can be left to the workings of the market system has gradually been superseded by direct and indirect government involvement in the training and re‐training of the work force. Moreover, until recently this direct involvement in the United Kingdom appeared to be of small quantitative importance. The number completing government training schemes in 1971 was only 18,402. Recent plans suggest a target of 100,000 as soon as possible. A further indication of the expansion of government sponsored vocational training can be gauged from the expansion of the annual output of the Government Training Centres (now called Skillcentres) from 3,336 trained in 1962 to 12,623 in 1971 with a projected 30,000 output by 1978.
What British Economists think of their Journal
Authors: Button Ken , Pearce David
Published: January 2008

Richard Quandt has recently noted an increasing tendency on the part of professional economists to introspect their work and activities. Whether this trend derives from some existential angst brought on by a feeling that the marginal social return from the nth journal article does not differ significantly from zero, or whether it results from a desire to formalise sheer bloody‐mindedness (“my two page article in the American Economic Review is better than your 50 page survey in the Journal of Cerebral Economics”) is not our concern. We simply wish to move with the tide by producing our own survey of how British economists rank the “prestige” of the professional journals. Our survey results are reported below and it will be seen that they have been produced in a manner which makes them directly comparable to those produced for America by Hawkins, Ritter and Walter. We also offer some comparisons with the findings of Moore.
Cost Benefit Analysis and the Location of GTC Capacity; A Rejoinder
Authors: Ziderman Adrian
Published: January 2008

A recent paper by James Hughes in this journal arguing that in the recent past the regional distribution of Government Training Centre (GTC) capacity has been sub‐optimal, stirred me to write an article both criticising the criteria he used in reaching this judgement and, more positively, offering results from a cost benefit study addressed to the same issue. Hughes' more recent, discursive paper is a reply to this. Whilst his paper is replete with minor points of detail, I shall concentrate here on his major points only. These are: