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Analysts cite a variety of masons for this return to the nest. The marriage age is rising, a condition that makes home and its pleasantness particularly attractive to young people. A high divorce rate and a declining remarriage rate are sending economically pressed and emotionally hurt survivors back to parental shelters. For some, the expense of an away-from-home college education has become so excessively great that many students now attend local schools. Even after graduation, young people find their wings clipped by skyrocketing housing costs.
Living at home, says Knighton, a schoolteacher, continues to give security and moral support. Her mother agreed, "It's ridiculous for the kids to pay all that money for rent. It makes sense for kids to stay at home." But sharing the family home requires adjustments for all. There are the hassles over bathrooms, telephones and privacy. Some families, however, manage the delicate balancing act. But for others, it proves too difficult. Michelle Del Turco, 24, has been home three times — and left three times. "What I considered a social drink, my dad considered an alcohol problem," she explains. "He never liked anyone I dated, so I either had to hide away or meet them at friends' houses."
Just how long should adult children live with their parents before moving on？ Most psychologists feel lengthy homecomings are a mistake. Children, struggling to establish separate identities, can end up with "a sense of inadequacy, defeat and failure." And aging parents, who should be enjoying some financial and personal freedom, find themselves stuck with responsibilities. Many agree that brief visits, however, can work beneficially.
According to the author, there was once a trend in the U.S.
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The lack of importance attached to human-resource management can be seen in the corporate hierarchy. In an American firm the chief financial officer is almost always second in command. The post of head of human-resource management is usually a specialized job, off at the edge of the corporate hierarchy. The executive who holds it is never consulted on major strategic decisions and has no chance to move up to Chief Executive Officer (CEO). By way of contrast, in Japan the head of human-resource management is central — usually the second most important executive, after the CEO, in the firm's hierarchy.
While American firms often talk about the vast amounts spent on training their work forces, in fact they invest less in the skills of their employees than do either Japanese or German firms. The money they do invest is also more highly concentrated on professional and managerial employees. And the limited investments that are made in training workers are also much more narrowly focused on the specific skills necessary to do the next job-rather than on the basic background skills that make it possible to absorb new technologies.
As a result, problems emerge when new breakthrough technologies arrive. If American workers, for example, take much longer to learn how to operate new flexible manufacturing stations than workers in Germany (as they do), the, effective cost of those stations is lower in Germany than it is in the United States. More time is required before equipment is up and running at capacity, and the need for extensive retraining generates costs and creates bottlenecks that limit the speed with which new equipment can be employed. The result is a slower pace of technological change. And in the end the skills of the bottom half of the population affect the wages of the top half. If the bottom half can't effectively staff the processes that have to be operated, the management and professional jobs that go with these processes will disappear.
Which of the following applies to the management of human resources in American companies？
在我国目前条件下，衍生金融工具一般不包括基金。()
“经营证券自营业务资格证书”是证券交易所颁发给证券公司、批准其从事证券自营业务、具有法律效力的证明文件。()
证券清算、交割、交收业务应遵循钱货两清和货银对付两条原则。()
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