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The employer s obligation is to make sure that the employees have reasonable access to their electronic pay stubs, which might mean setting up kiosks, workstations, or Internet access Access and Print Capabilities These states require employers to provide a written or printed statement that details an employee s pay information They do not require pay statements to be delivered with the checks or in some other speci c medium A reasonable interpretation of the law in these states would be that an employer can comply by furnishing an electronic pay stub that employees can print Employees must have both access to the e-pay stubs and the capability of printing them For example, California s labor commission has issued a speci c letter spelling out the criteria and speci cations for this printing and access requirement Consent.

In the above equations, z02 is the characteristic impedance of the transmission lines at the output port of the feed network and [Z02 ] is a diagonal matrix with z02 as diagonal elements. The normalized incident voltage vector for the subarray elements then becomes V2+ = 1 V+ z02 2 (5.31)

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Under the risk-neutrality assumption the drift parameter m equals the riskfree bank return r. Then the risk-neutral diffusion equation becomes dS = rSdt + sSdz, where z is the Wiener process or Brownian motion. Now consider f(S, t) = ln S, where ln is the natural log. Recall Ito s lemma (8.4.4) with m replaced by r: df = f 1 2 f 2 2 s S dt + . . . . [rSdt + sSdz] + S 2 S2 (8.6.4)

States in this category have a requirement as to how they must deliver the pay stub either in the pay envelope as a detachable portion of the check itself, or as a separate piece of paper Under this restriction, employ220.

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For a subarray of N 1 elements, show that the mutual impedance between the first and nth elements is given by zn1 = 1 N

Reproduced with permission from the Diagnostic and Statistical Manual of Mental Disorders, Fourth Edition. Copyright 1994 American Psychiatric Association.

Calculating Customer Lifetime Value: A Primer (Continued)

As more partners are added and the weekly phone call grows in complexity, the role of the portal becomes more important. In Step Two, the portal goes from being a fairly accurate data repository to serving as the

Results from Seeding a GA Average Final Result -18.489 -18.486 -18.484 Average Number of Function Calls 700 709 697

Selling Travel Dreams to Consumers Worldwide Travelocity brokers travel and leisure products that, once they are past their use-by date, no longer have any value Industry wags characterize this business of selling hotel beds and airplane seats as selling ice cubes before they melt The owners of the Sabre customer reservation system (CRS) established travelocitycom in 1996 based on the idea that consumers would want to make their own travel arrangements and that here would be enormous, direct demand to its supply of services However, Sabre knew that while its CRS offered large inventory of travel products, there was no way that consumers would use its decades-old green-screen approach to booking travel So Sabre undertook the challenge of creating a new consumerfriendly channel to complement its ability to service 50,000 travel agencies around the world.

INDEX Operation costs, 108 Opportunity costs, 216, 221 Optimization, applications of, 150, 160, 260 Oracle Financials, 250 Order ful llment, 148 149 Organizational charts, 16 Organizational culture, 25 26, 68, 70 71 Organizational hierarchy, 29, 45 Organizational management, 15, 32 Organizational performance level, in cost-ofquality, 115 116 Outcomes, focus on, 2 4, 76 Outlier detection, 255 Output costs, 95 Outputs, focus on, 76 Outsourcing, 87 Overcharging, 135 Overhead, 12, 88 92, 184 185, 190, 211 212 Overstocking, 163 Ownership, 69 70, 190 191 O-zone, 55 Parent activity-based costing model, consolidated, 110 112 Payables, 233 Pay-for-performance compensation program, 73 74 Paying market price, 219 Payroll systems, 87 Peanut-butter spreading cost allocation, 94 Performance gaps, 61, 65 66 Performance indicators, 3. see also speci c types of indicators Performance management: bene ts of, 29 30 complexity of, 16 18 cycle/wheel of, 22 25, 39, 66, 87 de ned, 1 2 ve intelligences of, 12 14, 145 146 map of, 265 268 theory vs. practice, 26 27 Performance measurement, generally: ABM sources, 75 76 importance of, 4 Performance metrics, 81 Performance monitoring, 16, 53, 72, 80 81 Personnel systems, see Human resource management (HRM) Perspectives, types of, 50 52, 54, 59 60, 67 Physical layout, 209 Plan-do-check-act (PDCA), 22 23 Political risk, 263

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