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In this study the effects of different levels of column axial load on seismic performance of Welded Flange Plate (WFP) connections with different panel zone strength are presented. Finite element method was used to do this investigation and reliability of the modelling method was verified by comparison with experimental available records in documents. Fifteen sub-assemblages of WFP connections were generated by means of ABAQUS software. The aim was to enhance the knowledge about the consequence of column axial load level on cyclic behaviour and fracture potential of the connections with different panel zone strength for external joints in Steel Moment Resisting Frames (SMRFs). Results showed that cyclic behaviour including hysteresis loops and energy dissipation were not affected significantly by increasing column axial load regardless of the panel zone strength. It was also found that increase of the fracture potential due to increase in column axial load became less pronounced when the panel zone strength was decreased. [ABSTRACT FROM AUTHOR]

This article addresses the subject of management control and tries to create a performance measurement system for social enterprises, that is, how to measure success. Three reference fields for management are analyzed: (a) economic-financial performance, linked to the determination of general performance (profits, value added, etc.) and analytic results (production-cost of services, efficiency indicators, etc.); (b) social effectiveness, to measure the quantity and quality of work undertaken and to identify its impact on the intended beneficiaries and the community; and (c) institutional legitimacy, verifying conformity with law and mission statement. In integrating these aspects, we propose a multidimensional controlling framework that is appropriate to the management of a social enterprise. We try to demonstrate the validity of the theoretical model through the illustration of an Italian empirical case: the work integration social enterprise “Ulisse.” [ABSTRACT FROM PUBLISHER]

Various analyses have used the transfer rate as a performance indicator for community colleges, but the question of what constitutes an appropriate denominator in the transfer-rate equation remains a point of contention. This article examines the potential drawbacks of using student-reported educational goals to determine which students are included in the denominator and notes how the behavioral signal approach — based on the courses students take and complete — may be a more appropriate alternative. In addition, the article discusses the prospects of employing a "transfer opportunity diagnosis" based on multiple indicators. [ABSTRACT FROM AUTHOR]

The influence of feedback accountability and self-rating information on employee performance appraisals was examined. Undergraduate business student participants assumed the role of ‘supervisor’ and evaluated a fictitious ‘subordinate’ whose performance on a clerical task was either moderately poor or very good. Participants were either given fictitious self-rating information, or no self-rating information, and were told they were expected to provide performance feedback to their ratee, or there was no feedback expectation. As expected, in Study 1 both self-rating information and expected feedback-sharing independently resulted in lenient ratings for poor performance, and the combined effects resulted in the highest ratings. By contrast, results for good performance (Study 2) were not significant. Implications of the findings for human resource management practice and research were discussed. [ABSTRACT FROM AUTHOR]

Almost all state governments have adopted legislative or administrative mandates to manage for results. These mandates require agencies to engage in strategic planning and performance measurement, with the hope that performance information will be used to change decision-making behavior and improve performance. This article examines case studies of Alabama, Virginia, and Vermont to understand how corrections managers react to and use these mandates. The findings indicate a high degree of variation in case outcomes, ranging from compliance, to performance improvement efforts, to a questioning of the basic goals of corrections. There is a common logic: that explains how managing for results is used however, based on organization's leadership agenda, and informed by knowledge of environmental challenges and opportunities. [ABSTRACT FROM AUTHOR]