985 resultados para Smooth transition conditional correlation


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Promotional article recognizing a CASE (Career And Self Awareness) conference presentation.

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Promotional article recognizing an award presented to the CASE (Career And Self Awareness) team.

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Success Stories from the CASE (Career And Self Awareness) prototype.

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General information on the CASE (Career And Self Awareness) prototype.

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Contact information for the CASE (Career And Self Awareness) prototype.

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Basic Points about the CASE (Career And Self Awareness) prototype.

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Promotional article recognizing a CASE (Career And Self Awareness) conference demonstration.

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Promotional article on a presentation at the Parent Educator Connector conference.

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General information on the Council Bluffs Youth Connections prototype under Improving Transition Outcomes with Iowa Vocational Rehabilitation Services.

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General information on the Henry County Transition Partners community prototype under Improving Transition Outcomes with Iowa Vocational Rehabilitation Services.

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Henry County's Transition Partners' youth focus group interview invitation.

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Henry County's Transition Partners' focus group invitation specifically for teachers.

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Interview questions used by Henry County Transition Partners during focus groups and individual interviews.

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Information gleaned from the focus groups and individual interviews with educators, youth and parents.

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Illusory correlation refers to the use of information in decisions that is uncorrelated with the relevantcriterion. We document illusory correlation in CEO compensation decisions by demonstrating thatinformation, that is uncorrelated with corporate performance, is related to CEO compensation. We usepublicly available data from the USA for the years 1998, 2000, 2002, and 2004 to examine the relationsbetween golf handicaps of CEOs and corporate performance, on the one hand, and CEO compensationand golf handicaps, on the other hand. Although we find no relation between handicap and corporateperformance, we do find a relation between handicap and CEO compensation. In short, golfers earnmore than non-golfers and pay increases with golfing ability. We relate these findings to the difficultiesof judging compensation for CEOs. To overcome this and possibly other illusory correlations inthese kinds of decisions, we recommend the use of explicit, mechanical decision rules.