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Ebook Macroeconomic Volatilities and the Labor Market: First Results from the Euro Experiment
Submitted by puput on Sat, 05/29/2010 - 04:17What are the effects of different labor market institutions on the volatility of macroeconomic variables (macroeconomic volatilities henceforth), such as inflation and output? With risk averse agents and inflation costs, the answer to this question has important welfare and policy implications. It is highly relevant both for the (optimal) design of labor market institutions and for (optimal) fiscal and monetary policy. Further, it sheds light on the question which institutions should be integrated into labor market and business cycle models. There is a broad theoretical literature that touches this issue indirectly and a very recent empirical cross-country literature dealing with it more directly. However, so far there is no generally accepted view on the effect of labor market institutions on macroeconomic volatilities. We will argue below that the eurozone offers an unprecedented and so far largely unexplored experiment to analyze this question empirically.
The existing macro labor theory, which is centered around the search and matching model, indirectly touches the question how different labor market institutions affect macroeconomic volatilities. Hagedorn and Manovskii (2008) show that a high value of leisure (i.e., more generous unemployment benefits) increases the volatility of labor market variables in the search and matching model. Hall (2005) shows that real wage rigidities also have a positive effect on the volatility of labor market variables. These papers are very insightful from a theoretical point of view, but they cannot make any predictions on inflation volatility, as they assume perfectly flexible prices. Further, they do not tackle the empirical question whether labor market institutions actually affect macroeconomic volatilities, as predicted by the models.
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PDF Ebook Three Great American Disinflations
Submitted by antoq on Wed, 08/12/2009 - 08:16Since at least the time of David Hume (1752) in the mid-18th century, it has been recognized that episodes of deflation or disinflation may have costly implications for the real economy, and much attention has been devoted to assessing how policy should be conducted to reduce such costs. The interest of prominent classical economists in these questions, including Hume, Thornton, and Ricardo, was spurred by practical policy debates about how to return to the gold standard following episodes of pronounced wartime inflation. Drawing on limited empirical evidence, these authors tried to identify factors that contributed to the real cost of deflation, including those factors controlled by policy. They advocated that a deflation should be implemented gradually, if at all; in a similar vein a century later, Keynes (1923) and Irving Fisher (1920) discussed the dangers of trying to quickly reverse the large runup in prices that occurred during World War I and its aftermath.
While the modern literature has provided substantial empirical evidence to support the case that deflations or disinflations are often quite costly, there is less agreement about the underlying factors that may have contributed to high real costs in some episodes, or that might explain pronounced differences in costs across episodes. Indeed, disagreement about the factors principally responsible for influencing the costs of disinflation helped fuel contentious debates about the appropriate way to reduce inflation during the 1970s and early 1980s. Many policymakers and academics recommended a policy of gradualism–reflecting the view that the costs of disinflation were largely due to structural persistence in wage and price setting–while others recommended aggressive monetary tightening on the grounds that the credibility of monetary policy in the 1970s had sunk too low for gradualism to be a viable approach.
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Ebook A business case for the Management Standards for stress
Submitted by wulan on Thu, 08/06/2009 - 03:37The Health and Safety Executive’s Management Standards advocate a preventive, population based approach to reducing work-related stress. This approach involves targeting six main working conditions (i.e., demands, control, support, relationships, role, and change) and specifying management practices that will help to ensure that these potential sources of stress do not actually act as stressors for employees. In this way, it is hoped that the Management Standards will promote better mental health (or less stress) and business, or productivity outcomes (defined herein as decreased absenteeism, lower turnover, and better performance). Whilst sufficient evidence suggests that successfully managing these six working conditions will improve mental health, it is far less clear as to whether business benefits may accrue from such effective management. The aim of this report is to review the extant literature, in order to determine the extent to which effectively managing some or all of the six potential stressors is associated with beneficial business outcomes.
To fulfil this aim, we conducted a number of meta-analyses on quantitative studies that examined the effect that the six working conditions have on business outcomes. In addition, we have summarised and discussed this research literature, in order to provide a more comprehensive understanding of it. Table 1 (overleaf) summarises the major findings.
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