Forecasting the 2016 General Election in Jamaica

The objective of the article is to explain the methodologies and the findings of the 2016 Jamaican General Election forecasts. The Good Judgment Project’s CHAMPSKNOW system was applied using qualitative and quantitative methods. The research question was: what were the probabilities of the Jamaica Labour Party (JLP) or the People’s National Party (PNP) winning the 25 February 2016 General Election? The data were drawn from election results and macro-economic variables from 1962 to 2015; polls from 1976 to 2016; campaign ads; election newspaper stories; constituency fund disbursements and independent surveys in marginal seats. The results showed that the JLP had a greater number of ads with better and clearer policy contents than the PNP ads. The JLP also received more positive news coverage during the campaign. MPs who spent a large part of their constituency funds on welfare were more likely to win. The PNP had more garrison, traditional and marginal seats than the JLP so the PNP had the edge. Moreover, the data from the independent surveys and the macro-economic analyses indicated the likelihood of a PNP win. The national polls revealed a statistical dead heat but the forecasts started with the governing PNP having a slightly greater probability of winning because of its active political business cycle in which the PNP was rolling out programmes throughout the country in the election year. The forecasts were revised when the JLP narrowed the gap because the PNP refused to participate in the national debate, which generated negative news about the PNP. The final forecast said the election would be close with the PNP having the edge. However, the JLP’s tax plan was a wild card, which gave the party the edge with a one-seat victory.     

APEC labour markets: Structural change and the Asian financial crisis

This study examines the impacts of longer-term structural changes on the labour markets of Asia Pacific Economic Cooperation (APEC) member economies, as well as the short-run labour market consequences of the Asian financial crisis. All APEC economies have experienced significant structural change in the process of development. A major factor in this structural change has been increased trade intensity (increase in exports and imports as a share of GDP) that has occurred over the last 20 years. Because these structural changes have been extensively induced by trade liberalisation, this study provides insights into the likely consequences of the implementation of APEC's agenda on trade and investment liberalisation and facilitation. The impact of structural change is examined using a range of data, such as disaggregated changes in output and employment by industry and occupation over the period 1980 to 1997, and data on changes in trade intensity for each of the APEC nations. Other data, such as changes in rates of urbanization, are also used to indicate the other important concomitant effects of economic transformation. For several Asian economies, the linear path of growth and structural change was severely disrupted by the Asian financial crisis. This article examines the impact of this crisis on Asian labour markets, in general, and those most affected by the crisis, in particular. In many countries within the region, a failure of education and training systems to respond to often rapid shifts in the skill composition of labour demand is leading to industry and occupation specific labour shortages. International labour migration within the APEC region is viewed as a product of these structural changes and a mechanism that assists in filling gaps in the labour markets of the region's economies.     

Public management: first approximations

Public Management as a synthesis of business management and public administration confronts some severe conceptual problems that are rooted in the dissimilarities between business and government. In the two books reviewed, the authors attempt to build concep- tual frameworks for studying public management which minimize the importance of many of these differences. As a result, both books come closer to meeting the expanding market for texts which present management tools and techniques than most of the other texts written in the past few years using a “Public A.dministration as Political Science” approach. Nevertheless, both books still fall considerably short of providing a coherent and comprehensive solution to the problem of defining the scope and substance of the field of Public Management. Therefore, Public Management, as presented in these books, remains largely a truncated field of study limited to issuestof internal management control and ,cost effectiveness. For the field to flourish, it must find a way to bridge and dissolve the dichotomies between politics and administration, policy and management, and political and technical rationality.