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An analysis of panel data on individuals in a random selection of urban households in Ethiopia reveals large, sustained, and unexplained earnings gaps between public and private, and formal and informal sectors over the period 1994-2004. The authors have no formal evidence whether these gaps reflect segmentation of the labor market along either of these divides. In other words, they cannot show whether they are at least in part due to impediments to entry in the higher wage sector. But they do have evidence that, if segmentation explains any part of the observed earnings gaps, then it could only have weakened over the survey decade. The authors find, first, that the rate of mobility increased between the two pairs of sectors. Sample transition rates grew across survey waves, while state dependence in sector choice decreased. Second, the sensitivity of sector choice to earnings gaps increased over the same period. In particular, the role of comparative earnings in selection into the informal sector was evident throughout the survey decade and increased in magnitude over the second half of the period.

Employment --- Entry Barriers --- Formal Sector Wage --- Informal Sector --- Job --- Jobs --- Labor --- Labor Market --- Labor Market Indicators --- Labor Markets --- Private Sector --- Private Sector Wage --- Public Sector Employees --- Social Protections and Labor --- Unemployed --- Wage Differentials --- Wage Employment --- Wage Premiums --- Wage Sector --- Worker --- Workers

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When Steven Burd, CEO of the supermarket chain Safeway, cut wages and benefits, starting a five-month strike by 59,000 unionized workers, he was confident he would win. But where traditional labor action failed, a novel approach was more successful. With the aid of the California Public Employees’ Retirement System, a $300 billion pension fund, workers led a shareholder revolt that unseated three of Burd’s boardroom allies. In The Rise of the Working-Class Shareholder: Labor's Last Best Weapon, David Webber uses cases such as Safeway’s to shine a light on labor’s most potent remaining weapon: its multitrillion-dollar pension funds. Outmaneuvered at the bargaining table and under constant assault in Washington, state houses, and the courts, worker organizations are beginning to exercise muscle through markets. Shareholder activism has been used to divest from anti-labor companies, gun makers, and tobacco; diversify corporate boards; support Occupy Wall Street; force global warming onto the corporate agenda; create jobs; and challenge outlandish CEO pay. Webber argues that workers have found in labor’s capital a potent strategy against their exploiters. He explains the tactic’s surmountable difficulties even as he cautions that corporate interests are already working to deny labor’s access to this powerful and underused tool. The Rise of the Working-Class Shareholder is a rare good-news story for American workers, an opportunity hiding in plain sight. Combining legal rigor with inspiring narratives of labor victory, Webber shows how workers can wield their own capital to reclaim their strength.

Pension trusts --- Working class --- Stockholders --- Investments --- Economic conditions --- Political activity --- CEO-worker pay ratios. --- Corporate governance. --- Defined-benefit pension plans. --- Defined-contribution pension plans. --- Dodd-Frank. --- Hedge funds. --- Pension funds. --- Private equity funds. --- Proxy access. --- Public pension funds. --- Public sector employees. --- Unions. --- shareholder activism.

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Public sector pay policy is one of the main decisions facing a government, as it determines the ability to attract, retain, and motivate staff needed to fulfill its service delivery objectives. One option usually considered is relying on a single pay spine for all services into which jobs would be slotted, thus ensuring greater comparability of similar jobs across the public sector. This paper examines the single spine pay reform currently being considered in Ghana, highlighting the differences between the Ghanaian proposal and similarly named proposals elsewhere, and underscoring the potential cost of implementing the proposal - which is expected to be significant. There are three main findings: (i) the implementation of the single spine pay reform would raise the base pay wage bill (salaries plus category one allowances) in Ghana to GHC2.8 billion by January 1, 2010 - an almost 50 percent increase compared with an equivalent figures of GHC1.9 billion at end-2008; (ii) because these estimates focus narrowly on the base pay wage bill, they should be regarded as a lower bound estimate of the overall increase in the wage bill; and (iii) because these estimates are derived from assumptions regarding (1) the distribution of public sector employees across public sector services and institutions; (2) the minimum public sector wage; and the (3) the relativity of all other public sector wages with respect to this minimum wage, they are subject to changes any time these assumptions also change.

Accounting --- Debt --- Economic Stabilization --- Financial management --- Housing --- Intergovernmental Fiscal Relations and Local Finance Management --- Labor Markets --- Macroeconomics and Economic Growth --- Poverty reduction --- Private sector --- Public --- Public expenditure --- Public sector --- Public Sector Development --- Public Sector Economics --- Public sector employees --- Public sector management --- Public Sector Management and Reform --- Public sector pay --- Public sector performance --- Public sector wage --- Public sector wages --- Public servants --- Public service --- Social Protections and Labor --- Tax --- Tax revenues --- Utilities

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Lesotho is a small landlocked country with a homogenous population of 2.1 million. Lesotho's gross domestic product (GDP) per capita was 1,023 dollars and gross national income (GNI) per capita was 1,080 dollars in 2010. The country also faces numerous challenges to its social and human development. In this context, more attention on the role and quality of public investment is warranted. To improve public accountability and transparency, the Government of Lesotho (GoL) introduced the automated integrated financial management information system (IFMIS) in April 2009. The study directly responds to an explicit request of technical assistance from the ministry of finance and development planning (MoFDP) and aims at supporting the GoL in its major reform efforts to enhance the efficiency of public investment management (PIM) and increase the "value for money" in capital spending. The overarching objective of this study is to support the GoL in its efforts to prioritize public resource allocation and enhance efficiency in capital spending, with the ultimate goal of contributing to improved governance, service delivery, and economic growth. The work is aligned with the World Bank country assistance strategy (CAS) 2010 to 2014, in particular its first pillar on fiscal adjustment and public sector efficiency. This report emphasizes the complementary aspects of the institutions, incentives, capacity, and process-related constraints to the functioning of PIM. The focus of this report will also complement ongoing public financial management (PFM) support by other development partners. The report is presented in four chapters, which are organized as follows: chapter one offers a macro-level country analysis; chapter two presents recent trends in public investments; chapter three focuses on institution mapping and the diagnostic assessment of the PIM system; and chapter four concludes with policy implications.

Access to Information --- Accountability --- Accounting --- Capacity Building --- Capital Expenditures --- Civil Service --- Civil Society Organizations --- Competition --- Corruption --- Cost-Benefit analysis --- Debt --- Debt Management --- Decentralization --- Deficit --- Economic Policy --- External Shocks --- Financial Crisis --- Financial Management --- Fiscal Sustainability --- Governance --- Gross Domestic Product --- Incentives --- Legislation --- Local Government --- Macroeconomics and Economic Growth --- Medium-Term Expenditure Framework --- National Governance --- Natural Resources --- Performance Evaluation --- Private Investment --- Private Sector --- Public Expenditure, Financial Management and Procurement --- Public Procurement --- Public Sector --- Public Sector Development --- Public Sector Employees --- Public Sector Governance --- Public Sector Management and Reform --- Public Sector Reform --- Public Service Delivery --- Quantitative Data --- Tax Administration --- Taxes --- Transparency --- Uncertainty