The retail price elasticity of demand for cigarettes is a particularly important parameter for social decisions at this time. Results from prior cigarette elasticity studies vary widely, ranging from −0.10 to −1.48. Temporal changes may explain some of this variation, but differences in research methods are more important. The quasi‐experimental approach used in this article yields an elasticity estimate (−0.511) free of many of the extraneous and irrelevant systematic influences that afflict time‐series and cross‐section methods. In addition, the length of run of the elasticity is known and explicit. The method provides built‐in protections against bias from trends in collinear variables and produces sensible estimates with reasonably small and measurable dispersion.

Effects of the 4-day, 40-hour workweek were examined in the present field study by comparing two experimental groups (« = 97. n = 111) and a comparison group (n = 94) of operating employees in a medium-sized manufacturing company. Comparisons were made on dimensions of self-actualization, autonomy, personal worth, social affiliation, job security, pay and overall job satisfaction, anxiety-stress, absenteeism, and performance over a 13-month and a 25-month period. The analysis of 13-month data indicated that the workers in the 4-day, 40-hour groups were (a) more satisfied with autonomy, personal worth, job security, and pay; (b) experienced less anxiety-stress; and (c) performed better with regard to productivity than did the comparison group. However, these improvements were not found with the 25-month data.Interest in the revised workweek in the United States is part of the general trend among most industrialized nations to reexamine worktime patterns. The spread of adoption of the shortened workweek has aroused considerable interest because of the potential effects of the revised work schedule on job satisfaction and performance.A growing number of firms have been willing to experiment with 4-day schedules. Wheeler (Note 1) estimates that at least 2,000 companies have adopted the 4-day schedule for operating employees. A majority of the literature in the past decade concerning the 4-day, 4-0-hour workweek is based either on authoritative opinions or on survey data (Glickman & Brown, 1974). This literature suggests that despite some inherent difficulties, the 4-40 (4-day/40-hour) workweek is being adopted because it is expected to result in improved morale (Steele & Poor, 1970), better performance (Wheeler, Note 1), reduced absenteeism (Steward & Larsen, 1971), and the convenience that an extra day off provides for personal matters such as shopping and recreation (Poor, 1970).Despite the testimonial claims made by 4-40 workweek advocates, there have been someRequests for reprints should be sent to

JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org.

No abstract

No abstract