Why do some businesspeople run for political office, while others do not? Sending directors into elected office is one of the most powerful but also resource-intensive ways firms can influence policymaking. Although legislative bodies are populated with businesspeople in countries worldwide, we know little about which firms decide to invest in this unique type of nonmarket strategy. In response, I argue that businesspeople run for elected office when (1) they cannot trust that the politicians they lobby will represent their interests and (2) their firms have the resources available to contest elections. My theory predicts the probability of politician shirking (reneging on their promises) depends on whether rival firms have representatives in parliament and political parties are capable of enforcing informal quid pro quo agreements. Evidence to test my arguments comes from an original dataset of 8,829 firms connected to candidates to regional legislatures in Russia from 2004-2011. I find that both greater oligopolistic competition and weaker political parties incentivize businessperson candidacy, while the ability to cover campaign costs depends on the level of voter income and firm size. Do firms with directors holding elected political office then benefit from political connections? Using the same dataset but restricting the analysis to elections in single-member districts, I next employ a regression discontinuity design to identify the causal effect of gaining political ties, comparing outcomes of firms that are directed by candidates who either won or lost close elections to regional legislatures. I first find that a connection to a winning politician can increase revenue by roughly 60% and profit margins by 15% over their time in office. I then test between different mechanisms potentially explaining the results, finding that connected firms improve their performance by gaining access to bureaucrats and reducing information costs, and not by signaling legitimacy to financiers. Finally, winning a parliamentary seat is more valuable for firms where democratization is greater, but less valuable when firms face acute sector-level competition. This finding suggests that the intensity of economic rivalry, rather than the quality of political institutions, best explains the decision to send a director into public office.

by Chow Ho Kong, Tang Ying Cheung, Eric. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves [35-37]). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Significance of Managerial Selection --- p.1 / Environmental Context --- p.2 / Banking Industry --- p.2 / Recruitment Environment --- p.3 / Problem Identification: Imperfect Selection Process --- p.4 / Chapter II. --- SCOPE OF STUDY --- p.6 / Objectives of This Study --- p.6 / Methodology --- p.7 / Chapter III. --- OVERVIEW ON THE MANAGERIAL SELECTION PROCESS --- p.8 / Functions and Success Factors of Selection --- p.8 / Stages of Selection Process --- p.10 / Chapter IV. --- STAGES OF MANAGERIAL SELECTION PROCESS --- p.12 / Stage One: Pre-Selection --- p.12 / Internal Manpower Needs --- p.13 / Job Analysis --- p.14 / Managerial Competencies --- p.16 / Stage Two: Selection --- p.19 / Stage Three: Post-Selection --- p.25 / Chapter V. --- CURRENT PRACTICES OF MANAGERIAL SELECTION IN BANKS --- p.28 / The Interviews with Banks --- p.28 / Pre-Selection Stage --- p.29 / Communication of Job Opening --- p.29 / Job Analysis --- p.30 / Managerial Competencies --- p.31 / Sourcing of Potential Candidates --- p.31 / Chapter V. --- CURRENT PRACTICES OF MANAGERIAL SELECTION IN BANKS (Continued) / Selection Stage --- p.32 / Application Letter / Resume and Written Test --- p.32 / Job Interview --- p.33 / Validity of Selection Methods --- p.33 / Selection Decision --- p.35 / Post-Selection Stage --- p.35 / Induction Programme --- p.35 / Probationary Period --- p.36 / Chapter VI. --- CONCLUSION AND RECOMMENDATIONS --- p.38 / Recommendations on Banks' Managerial Selection Process --- p.38 / Proactive Role of Human Resources Managers --- p.38 / In-depth Job Analysis to Identify Job-Specific Competencies --- p.39 / Well Documented Records in Each Stage of Selection Process --- p.40 / Cost Effective Use of Managerial Competencies Model --- p.41 / Use of Structured Interview for Testing --- p.41 / Selection Decision Made According to Pre-Determined Criteria --- p.42 / Induction Programme to Socialize New Manager --- p.42 / Evaluation after Probationary Period as Feedback --- p.42 / Implications on the Designed Framework of Managerial Selection Process --- p.43 / Conclusion --- p.45 / APPENDIX / BIBLIOGRAPHY

published_or_final_version / Public Administration / Master / Master of Public Administration

It is widely acknowledged that the role of the principal is critical in the maintenance and enhancement of quality in schooling. It follows that, not only should principals be adequately trained for their task, but also the best possible candidates should be appointed to positions of principal. Limited available research suggests that, throughout the world, processes of selection for principalship leave much to be desired. This dissertation examines one example of in-depth research into the process of selecting principals and draws attention to the weaknesses identified together with suggestions for improvement. This is followed by a consideration of what appears to be the characteristic process for the selection of principals in the KwaZulu Department of Education and Culture (KDEC). The 'ideal' process operating in the KDEC is then subjected, through empirical research, to the opinions of inspectors and principals in one circuit of the KDEC. The main findings in this connection are reported. Finally, in the light of overseas research and the products of research in the Mpumalanga Circuit of the KDEC, recommendations are offered for the possible improvement of the selection process for secondary school principals. / Thesis (M.Ed.)-University of Natal, Durban, 1994.

It is widely acknowledged that an effective school owes much of its success to the caliber of its internal management, particularly the principal, and it therefore follows that the selection of the principal is a critical task. Not only does literature suggest that selection processes for principals generally tend to reflect an inefficient 'selection technology', but also draws attention particularly to the limitations of such processes in respect of their ability to provide insight into how candidates are likely to perform in contexts very different to their work experiences. South African education has undergone many changes since the 1994 democratic elections. The trend is a move towards self-management at the school level. These, changing demands, which the principals have been subjected to, require a new style of management. This study involves an assessment of the current selection process for the selection of principals in KwaZulu-Natal and draws attention to the weaknesses identified together with suggestions for improvements. The current selection process has been found to be lacking in what is termed 'good practice' in the light of international research and literature, which is based on principles of human resource management. It has been found that, selection committees have to follow prescribed guidelines set by the Education Department, which leaves them with very little flexibility. Since the process of selection is fairly new in KwaZulu-Natal, selection committees have not been adequately trained to conduct the process of selection, particularly in selecting the right person for the post of principal. The current curriculum vitae for principal posts lacked in certain topic areas, which would reveal more detailed information to enable further comparison when describing ones abilities. At no stage were referees contacted to validate information of the applicants C.V. although reference was required. It has been found that too much weight is attached to the interview as part of the selection process, and no other means of assessing candidates are used, therefore placing applicants who cannot 'market themselves' in a disadvantaged situation. / Thesis (M.Ed.)-University of Natal, 2002.

The purpose of the study was to determine if administrators with elementary school experience have less opportunity to advance to the position of superintendent than do administrators with secondary school experience. Data were collected from 270 public school superintendents and 174 public school board presidents.The superintendent data collection instrument was designed to collect data to determine the educational background and work experience of superintendents in the state of Indiana. The school board president data collection instrument was designed to collect the perceived ideal career pattern for a superintendent and a ranking of perspective superintendent candidates with a request to list perceived strengths and weaknesses for each candidate. Five null hypotheses were tested for statistical significance using an analysis of variance and chi-square.Data collected supported the following conclusions:1. A significant statistical difference does exist in the number of first time superintendents hired in the past three years as well as in the total number of superintendents employed in the state of Indiana with secondary school experience as compared to the number of superintendents with elementary school experience. Superintendents with secondary school experience are significantly more in number.2. There is no significant statistical difference in the number of years of administrative experience, other than as a superintendent, that a superintendent possesses with secondaryschool experience as compared to experience reported by superintendents with elementary school experience.3. A significant statistical difference does exist in the number of years of teaching experience a superintendent with secondary school experience possesses as compared to amounts of teaching experience reported by superintendents with previous elementary school experience.4. A significant statistical difference does exist in the ranking of prospective superintendent candidates by school presidents based on whether the candidate's experience was secondary school level or the elementary school level.5. Superintendent candidates in the state of Indiana with board at the elementary school experience have had to take extra steps to be considered equal to superintendent candidates with secondary school experience. These steps have included more advanced degrees and experience as an assistant superintendent.6. School board presidents view secondary school experience as more beneficial in the preparation of a candidate for the position of superintendent. / Department of Educational Leadership

Gordon Donaldson, Jr. said, “The best opportunity a principal has to improve teaching and learning in a school is when a teacher is hired.” This is the basic premise from which this study began, and it suggests, that in addition to the day-to-day teaching and learning that takes place in the classroom, the next most important activity of a school district is the hiring of talented, skilled, knowledgeable, and effective teachers. In the next five years, educational leaders will have the opportunity unlike any other in the past to have a dramatic impact on the educational process. Anecdotal information is backed by the statistical data that there will be a major turnover of teachers and a dramatic need for new teachers. This study examined the hiring practices of a sample of Indiana public school principals to determine the components that school administrators use and consider most critical in hiring effective teachers, and to compare the components to what research indicates is effective practice. This examination identified the most commonly used components of the teacher hiring process across the state of Indiana, identified the most commonly involved stakeholders in the process, and identified what factors, skills, or characteristics principals utilize and look for most often when making teacher hiring decisions. Respondents completed a survey with questions based on the related literature to quantify the desired target areas focusing on strategies used in the five steps of the teacher hiring process. The questions were centered on research-based components of an effective hiring process, as well as questions focused on gaining insight from school principals into the steps they utilized and deemed important in the teacher hiring process. Principals were asked to report the extent to which they utilize each strategy as well as the degree of importance they place on each strategy. The data were presented using descriptive statistics. The findings were discussed and compared to what the literature indicates is best practice in the teacher hiring process. Recommendations for further research were offered as well as recommendations to administrators for practical strategies for creating a strategic and systemic process for recruiting, hiring, and retaining high quality teachers. / Department of Educational Leadership

The purpose o f this study was to : (1) identify the procedures used by Indiana school boards in the selection of a school superintendent, and (2) determine the effective procedures used by school boards in the selection of a school superintendent.Procedure UsedThe study was limited to those Indiana school corporations which had selected a new superintendent in the 1973 calendar year. Thirty-four school corporations met the criteria; however, thirty superintendents responded to the questionnaire. To secure information on the effective procedures used, an interview guide was developed. Data were gathered from questionnaire responses reported by superintendents and the use of an interview guide seeking information from board members. Two board members in each of the responding districts were contacted and interviewed.FindinqsSome selected findings were summarized from the superintendent's questionnaire:1. Thirteen school corporations sought qualified candidates from within the school corporation. 2. A screening committee was used by twelve of the school corporations.3. A written statement of qualifications was prepared by three of the school boards.4. A professional consultant was used in eight corporations.5. The type of degree a candidate possessed was Y not a deciding factor.6. Experience in an administrative position was required of all candidates selected.The responses to the interviews with board members were summarized as follows:1. Officials of the Indiana School Boards Association were contacted by twenty-five school boards.2. Superintendents interviewed for the opening ranged from three to fifteen.3. The choice of the candidate was unanimous in all but eight of the cases.4. The reason given most frequently as the most important reason for the selection was that the person knew the system and had the ability to work with people.5. The personal interview was mentioned most often as the procedure board members felthelped them determine the candidate who could best serve the community.6. Placement officials of the state universities were notified.7. Meeting the superintendent's wife was considered to be a very important part of the selection process.8. The success of the selection process was attributed most often to the cooperation of the board members, and to the lack of pressure groups.9. In response to a question seeking to determine changes in procedures that should be made, the following suggestions were made: improve the role of placement bureaus, and consider local candidates before searching for candidates from outside the district.Conclusions1. The recommendations made by the National School Boards Association and the American Association of School Administrators are not influencing the procedures used by board members in selecting a superintendent in Indiana.2. A need exists for clarification of the composition and role of the screening committee. The board members do not appoint the persons to the screening committee but rely on the state universities to appoint a qualified person with background and experience in school administration and in particular, the superintendency.3. A need exists for the employment of professional consultants to assist board members in the selection process. This help is needed in the development of a list of qualifications for the position, the preparation of a brochure and the establishment of a screening process.Recommendations1. The competencies and experiences desired of the candidate must be established by the board before a selection can be made.2. Screening committees should be composed of persons who have the ability to evaluate candidates for positions.3. Procedures adopted by the board must insure that the screening committee, consultant andboard can make the selection of the superintendent on the basis of qualifications only.4. All screening committees should be composed of professional persons with experience and background in the field of school administration.

This study seeks to advance the understanding of appellate promotion in the senior judiciary of Great Britain . It describes the population and attributes of judges who served in the British High Courts, Court of Appeal, and Appellate Committee of the House of Lords (i.e., Law Lords) from 1850 to 1990. It specifically builds upon the work of C. Neal Tate and tests his model of appellate recruitment on a larger and augmented database. The study determines that family status, previously asserted as having a large effect on recruitment to the appellate courts, is not as important as previously believed. It concludes that merit effects, professional norms, and institutional constraints offer equally satisfactory or better explanations of appellate recruitment patterns.

The study herein described was made in twenty-four white homes in Waelder, Texas, in which there were household employees. The study was made for the purpose of finding the requirements for household employment in Waelder, Texas.