Suchergebnisse

List of Contents -- Section I Turnover of Central Neurotransmitters -- 1 The Turnover of Neurotransmitters in the Brain: An Introduction -- 2 The Turnover of Catecholamines -- 3 The Turnover of 5-Hydroxytryptamine -- 4 The Turnover of Acetylcholine -- 5 The Turnover of Transmitter Amino Acids,With Special Reference to GABA -- 6 The Turnover of Peptides -- Section II Application of Turnover Studies to Specific Problems -- Differences in Dopamine Metabolism in Rat Striatum andOlfactory Tubercle -- Changes in Central 5-Hydroxytryptamine Turnover inducedby Acute and Chronic Inhibition of the Re-uptake Process -- Tail Pinch Induced Gnawing: Voltammetric and BehaviouralEffects of Fenfluramine -- Analysis of CSF Amine Metabolites and Precursorsincluding Tryptophan, 5HIAA and HVA by HPLC using Fluorescence and Electrochemical Detection in Primates: Effects of Probenecid -- Species Differences in the Acetylation of [3H]Cholinein Cortical Slices -- The Effects of GABA Uptake Inhibitors including 2,4-Diaminobutyric Acid on GABA Metabolism in vivo -- Concomitant Determination of Endogenous Release of Dopamine, Noradrenaline, 5-Hydroxytryptamine and Thyrotrophin Releasing Hormone (TRH) from Rat Brain Slices and Synaptosomes.

We consider a repeated duopoly game where each firm privately chooses its investment in quality, and realized quality is a noisy indicator of the firm's investment. We focus on turnover equilibria in which a low‐quality realization is penalized by lowering future demand of the firm that delivered this quality. We determine when a turnover equilibrium that gives higher welfare than the static equilibrium exists and how this relates to market fundamentals. We also derive comparative statics properties, and we characterize a set of investment levels and, hence, payoffs that turnover equilibria sustain.

As the retirement wave of Baby Boomers approaches, retaining newly hired, mid-career, and retirement-eligible employees will be nearly as crucial as hiring top-quality new people. Using two large data sets on federal employees, we focus on whether human resource management (HRM) practices can affect turnover intention and whether they matter equally at all stages of the federal career. First, however, we test how well turnover intention predicts behavior using a 1% sample of the Central Personnel Data File (CPDF) and the 2005 Merit Principles Survey (MPS). Although turnover intention and behavior are correlated, they respond differently enough to demographic factors to suggest the need for caution in extrapolating the apparent impact of HRM practices from turnover intention to behavior.

We study how political turnover in mayoral elections in Brazil affects public service provision by local governments. Exploiting a regression discontinuity design for close elections, we find that municipalities with a new party in office experience upheavals in the municipal bureaucracy: new personnel are appointed across multiple service sectors, and at both managerial and non-managerial levels. In education, the increase in the replacement rate of personnel in schools controlled by the municipal government is accompanied by test scores that are 0.05–0.08 standard deviations lower. In contrast, turnover of the mayor's party does not impact local (non-municipal) schools. These findings suggest that political turnover can adversely affect the quality of public services when the bureaucracy is not shielded from the political process. (JEL D72, D73, H75, H76, J45, O17)

International law in general — Relation to municipal law — Treaty establishing the European Economic Community — Effect of competition rules upon domestic tax on imports — Whether rules of Community law restrict the competence of the national legislature before national courts — The law of the Federal Republic of Germany

Turnover research has traditionally examined intention to turnover rather than actual turnover. Such studies assume that leave intent serves equally well as both a proxy for and predictor of employees' actual turnover behavior. The purpose of this study is to provide an agency-level evaluation of the usefulness of turnover intention as a reliable proxy and predictor of actual turnover across 180 U.S. federal agencies, using hierarchical (stepwise) multiple regression. Our findings suggest that, at the organizational level, turnover intention and actual turnover are distinct concepts, predicted by different sets of variables. Based on these findings, we conclude that public managers tasked with retention might have better foresight concentrating on their agencies' unique demographic characteristics and specific management practices, rather than on their employees' self-reported aggregated turnover intention rate.