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How does your plan compare to the best 401(k)s Worksheet 7.1 will help you judge how your company s 401(k) plan compares with the ideal plan. The worksheet will take only about 10 minutes to complete, but you may need to refer to your bene ts handbook and your 2001 year-end account statement to nd some of the information. On your statement, look for your investments three-year average annual return ended December 31, 2001. While these numbers may seem outdated, they are probably the easiest ones to get, as we ve found that some employers send account statements only once a year. (If the gures aren t on the statement, ask your bene ts department for the information.) Then use Table 7.1, Performance Benchmarks, to determine whether your investment is delivering top-quartile returns. To

agency. The Fed should be focused primarily on macro economics and systemic risk, not consumer protection.

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Legge, K (2001a) Silver bullet or spent round Assessing the meaning of the high commitment management /performance relationship In J Storey (Ed), Human Resource Management, A Critical Text, 2nd Edn (pp 21 36) London: Thomson Learning Legge, K (2001b) Why kid ourselves Is social justice possible in global markets Keynote address presented at the AIRAANZ Conference, Wollongong, Australia, February Mabey, C, Clark, T & Skinner, D (Eds) (1997) Experiencing Human Resource Management London: Sage MacDuf e, J P (1995) Human resource bundles and manufacturing performance; organizational logic and exible production systems in the world auto industry Industrial and Labor Relations Review, 48, 197 221 McCabe, D (2000) The team dream: the meaning and experience of teamworking for employees in an automobile manufacturing company In S Proctor & F Mueller (Eds), Teamworking (pp 203 221) Basingstoke: Macmillan McLoughlin, I & Clark, J (1988) Technological Change at Work.

We can reason that, if the diameter, 2ai, of the sphere is large compared with the skin depth at that frequency, there will be little amplitude remaining to reemerge back into the medium, so almost all of the power incident to the sphere will be absorbed by the copper But, if the diameter 2ai is comparable to the skin depth, we will expect some of the incident power to reemerge back into the external medium Unless the reemerging wave front interferes constructively with the incident wave, the total incoming power will be lost to the incident wave However, if the reemerging wave front interferes constructively, it will so with a time delay relative to the incident wave; that is, there will be a phase shift of the total wave that we would interpret as an inductive characteristic in a circuit model.

When people first started to develop software, they only thought about selling and marketing around the time their test subjects began to give the program their thumbs up. Only then did the inventors have sufficient confidence to believe they might actually sell it. However, by the time they arrived at this point, they had spent 90 cents of every dollar only to find that there was almost no market for the product; or, if they were to break even, it had to be sold at a higher price than the market would bear; or that there was no economic way to contact would-be buyers; or the benefits they offered were not the ones the market wanted. Fortunately, you know that it is suicide to leave the fundamental marketing questions unanswered this late. You would be gambling with your money, time, and career without lifting a finger to lower the odds. Before you formulate any plan, you need to know not just what must be done, but how much notice to take of each of the factors as well. Before you draft a plan you will need to seek out the most reliable answers you can get to the following seven questions: 1. What are the product s real advantages 2. Who potentially are the core buyers 3. How do you get in touch with them 4. What is the optimum market price range 5. How should the product be branded 6. Is the product marketable 7. What is everyone else in this area of the market doing

Milton Keynes: Open University Morgan, G & Smircich, L (1980) The case for qualitative research Academy of Management Review, 5(4), 491 500 Mumford, E (1972) Job Satisfaction London: Longman Mumford, E & Hendricks, R (1996) Business process re-engineering RIP People Management, 3(9), 22 29 Oram, M & Wellins, R (1995) Re-engineering s Missing Ingredient: the Human Factor London: Institute of Personnel and Development Osterman, P (2000) Work reorganization in an era of restructuring: trends in diffusion and effects on employee welfare Industrial and Labor Relations Review, 53, 179 196 Pfeffer, J (1993) Barriers to the advance of organizational science: paradigm development as a dependent variable Academy of Management Review, 18(4), 599 620 Pfeffer, J (1994) Competitive Advantage through People Boston, MA: Harvard Business School Press Pfeffer, J (1995) Mortality, reproducibility, and persistence of styles of theory Organization Science, 6(6), 681 686 Purcell, J (1999).

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