Suchergebnisse

In spite of the recession and its attendant threats to workforce size and union power, a well‐organised union can still influence management and company plans. Though management still have a range of policy options, the point of trade union resistance is to force management into accepting options more favourable to workforce interests. A case study outlining a type of factory‐based union organisation which has survived the recession through successfully contesting managerial decisions, draws the conclusion that the central element of such activity's success is that it must be moulded to a broader, less insular, more political view of trade union activity. The evidence supports the argument that steward organisations have largely maintained their position of the 1970s. Union membership and support remains a crucial issue in maintaining union power, and shop stewards must continue to re‐examine ways of involving and informing their members.

Commonly used techniques for estimating the effect of data error on fund allocations are biased because they fail to account for numerous sources of data error and for misspecification of the allocation formula itself. Alternative techniquesfor estimating the effect of data error are presented and applied to estimate the effect of census undercount on general revenue sharing allocations.

Explicit consideration of benefits and costs is needed to determine how much to spendfor public data. It is argued that benefit-cost analysis is also feasible. In support of feasibility, a benefit-cost analysis of the 1970 census is discussed in some detail, with emphasis on allocative uses of the data. Other precedents are discussed for evaluating the production, analysis, and dissemination of forecasts and projections, data used for determining allocations, and physical monitoring data. The greatest potential value of benefit-cost analysis of data may be for social monitoring data, such as social and economic indicators.