Flowing through the heart of the North China Plain—home to 200 million people—the Yellow River sustains one of China’s core regions. Yet this vital water supply has become highly vulnerable in recent decades, with potentially serious repercussions for China’s economic, social, and political stability. The Yellow River is an investigative expedition to the source of China’s contemporary water crisis, mapping the confluence of forces that have shaped the predicament that the world’s most populous nation now faces in managing its water reserves.

Chinese governments have long struggled to maintain ecological stability along the Yellow River, undertaking ambitious programs of canal and dike construction to mitigate the effects of recurrent droughts and floods. But particularly during the Maoist years the North China Plain was radically re-engineered to utilize every drop of water for irrigation and hydroelectric generation. As David A. Pietz shows, Maoist water management from 1949 to 1976 cast a long shadow over the reform period, beginning in 1978. Rapid urban growth, industrial expansion, and agricultural intensification over the past three decades of China’s economic boom have been realized on a water resource base that was acutely compromised, with effects that have been more difficult and costly to overcome with each passing decade. Chronicling this complex legacy, The Yellow River provides important insight into how water challenges will affect China’s course as a twenty-first-century global power.

A new history of crisis responses in the central bank’s formative years.

The long-standing description of the Federal Reserve as a “lender of last resort” refers to the central bank’s emergency liquidity provision for financial entities in periods of crisis. As Mark Carlson shows, this function was foundational to how the Fed was designed but has, at times, proven challenging to implement. The Young Fed examines the origins of the Federal Reserve’s emergency liquidity provision which, along with the setting of monetary policy, has become a critical responsibility.

Focusing on the Fed’s response to the financial crises of the 1920s, Carlson documents the formative deliberations of central bank policymakers regarding how to assist banks experiencing distress; the lessons that were learned; and how those lessons shaped subsequent policies. Carlson depicts an early Fed that experimented with a variety of approaches to crises, ranging from bold spectacles featuring cash-filled armored cars to behind-the-scenes interventions to prevent inducing panics or bank runs. The Young Fed weaves previously unpublished material from the Fed archives into a watershed work in American economic history: a deeply sourced account of how the world’s most important central bank became a lender of last resort.

Imagine yourself in your new job, doing your best to make a good impression—and your boss asks you to do something that doesn’t feel right, like fudge a sales report, or lie to a customer. You have no idea how to handle the situation, and your boss is hovering. When you’re caught off guard, under pressure from someone more powerful, it’s easy to make a mistake. And having made one, it’s easier to rationalize the next one.

The Young Professional’s Survival Guide shows how to avoid these traps in the first place, and how to work through them if you can’t avoid them. Many of the problems that arise in the workplace are predictable. C. K. Gunsalus, a nationally recognized expert on professional ethics, uses short, pungent real-world examples to help people new to the work world recognize the situations that can lead to career-damaging missteps—and prevent them. Gunsalus offers questions to ask yourself (and others) to help you recognize trouble and temptation, sample scripts to use to avoid being pressured into doing something you’ll regret, and guidance in handling disputes fairly and diplomatically. Most of all, she emphasizes, choose your mentors for their characters as well as their titles and talents.

You can’t control the people around you, but you can control what you do. Reliance on a few key habits and a professional persona, Gunsalus shows, can help you advance with class, even in what looks like a “casual” workplace.

“This is the book to throw at your human resources director—not literally, of course—when any attempt is being made to bamboozle you about how decisions on pay have been made…It is a closely argued, thoroughly researched treatise on how we got here and how pay could be both fairer and more effective as a reward.”
—Stefan Stern, Financial World

“A flat-out revelation of a book by one of the nation’s top scholars of the labor market…required reading for anyone who cares about the future of work in America.”
—Matthew Desmond, author of Poverty, by America

“Jake Rosenfeld pulls back the curtain on the multifaceted cultural, institutional, and market forces at play in wage-setting. This timely book illuminates the power dynamics and often arbitrary forces that have contributed to the egregious inequality in the U.S. labor market—and then lays out a clear blueprint for progressive change.”
—Thea Lee, President of the Economic Policy Institute

Job performance and where you work play a role in determining pay, but judgments of productivity and value are highly subjective. What makes a lawyer more valuable than a teacher? How do you measure the output of a police officer, a professor, or a reporter? Why, in the past few decades, did CEOs suddenly become hundreds of times more valuable than their employees? The answers lie not in objective criteria but in battles over interests and ideals.

Four dynamics are paramount: power, inertia, mimicry, and demands for equity. Power struggles legitimize pay for particular jobs, and organizational inertia makes that pay seem natural. Mimicry encourages employers to do what their peers are doing. And workers are on the lookout for practices that seem unfair. Jake Rosenfeld shows us how these dynamics play out in real-world settings, drawing on cutting-edge economics and original survey data, with an eye for compelling stories and revealing details.

You’re Paid What You’re Worth gets to the heart of that most basic of social questions: Who gets what and why?