Strategies of technical choice in the Peruvian sugar industry, 1955–74

Despite the rapidly growing literature on agricultural mechanisation in developing countries, there are few studies which examine the evolution of technical choice on large plantations over time. This article analyses the process of selective mechanisation in sugar cane harvesting on three Peruvian plantations over a 20‐year period. Decisions regarding the choice of technique and the control of field labour are intimately connected. The concept of a strategy of technical choice is introduced to emphasise this interdependence and to provide a framework of analysis.     

Not Seeing Eye to Eye on Frontline Work: Manager‐Employee Disagreement and Its Effects on Employees

The author uses nationally representative data on matched pairs of public school principals and teachers to test whether principal–teacher disagreement about the severity of school problems is associated with teacher turnover. More specifically, the author tests a managerial efficacy hypothesis that proposes that employees will be less likely to leave their jobs when their managers perceive problems to be severe, holding employees’ perceptions of the same problems constant. The author also tests a managerial buffering hypothesis that proposes that employees’ perceptions of problem severity will be more weakly related to their turnover probability when managers perceive problems to be severe. Little evidence is found for either hypothesis, raising questions about public school principals’ ability to translate problem recognition into problem remediation. More generally, the findings suggest a reexamination of the generic claim that “management matters,” which implies that public managers have the power to do things that can help employees perform their jobs well.     

Outcome assessment: a tool for enhancing quality,relevance and accountability

The issue of outcome assessment is receiving increased attention in the area of higher education, generally, and in the fields of public and business administration, more specifically. A variety of methodologies are available for such assessments. This article argues that survey methodology is the most appropriate approach and presents a model for designing survey-based outcome assessments. In addition, an example of the application of survey methods for outcome assessment of a unique graduate level management education program is presented.