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This paper examines the role of the police as news sources in Canada. Analysis focuses on the ways in which the police patrol the regions of their organization to which journalists can have access, and on the forms of enclosure they effect over knowledge about their activities. The analysis builds upon theoretical foundations laid by Goffman and Giddens regarding privacy and revelation, illustrating that their social psychological formulations can be extended to the organizational and sociological levels. A typology is developed to distinguish police practices in back region enclosure (secrecy), back region disclosure (confidence), front region enclosure (censorship), and front region disclosure (publicity). Journalists' efforts to overcome the spatial, social and cultural barriers erected by the police are delineated. Consideration is given to the ways in which journalists police the police: how news texts 'play back' into the police organization and affect relations and practices there, including renewed efforts to patrol the facts. The process is shown to be equivocal and problematic, respecting the fact that information is the most difficult thing to guard because it can be taken without leaving its place. [ABSTRACT FROM AUTHOR]

This paper reports the results of a survey completed by 565 human resource professionals in the Canadian provinces of Alberta and Saskatchewan. The major result suggests that individuals who are more dependent on their employing organizations are more likely to comply with organizational pressures to behave unethically. Factor analysis of our dependent measure of ethical organizational behavior suggested that two distinct constructs were being tapped; furthermore, different variables were found to predict each. The potential for conceptualizing unethical organizational behavior as multidimensional is discussed. [ABSTRACT FROM AUTHOR]

We contend in this paper that the trade union role in social policy is expanding due to the debate on women's issues. The Centrale de l'enseignement du Québec is seen as a forerunner of this trend, with its policy positions on questions previously seen as 'personal'. The method of promotion of these interests is also new, with 'caucusing' and 'networking'. The significance of these changes goes beyond unionized women workers and affects all women. [ABSTRACT FROM AUTHOR]

This paper summarizes some of the effects of different compressed shift schedules—one entailing four 12-hour days and one having four 10-hour days—in two police organizations. The goal is to investigate whether a compressed shift schedule can be designed to achieve a better balance between work and non-work by changing the starting and quitting times, the number of hours worked, the frequency and number of rotations, the number of days worked, and the number of weekends off. [ABSTRACT FROM AUTHOR]

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Structure, that is, deliberate patterns of relationships, is an important characteristic for analysis in comparative studies of organizations. Using a modified version of the Inkson short form of the Aston questionnaire, this study examined contextual and structural variables of 23 community, private, and agricultural colleges and technological institutes in Alberta and British Columbia. The Aston methodology was shown to have discriminating power and structural differences were apparent in the four groups. The factor solutions, however, were different from those obtained in the Aston studies, suggesting that the Aston generalizations do not apply to all types of organizations. In particular, different types of relationships were evident in the formalization of roles, functional specialization, and centralization of decision-making power. [ABSTRACT FROM AUTHOR]

Purpose – To analyze lower level employees' retrospective views of their experience with organizational changes introduced by management; to provide a typology of change responses based on employees' interpretations. Design/methodology/approach – Canadian bank employees' accounts of their experience with change were obtained in interviews and analyzed using established guidelines for qualitative data analysis. A typology of change responses (acceptance, resigned compliance, avoidance/opposition, and ambivalence) was derived from the data. Links are made to the literature on readiness for, compliance with and resistance to, change, and to the literatures on framing and on identity as they inform responses to change. Findings – Among others, the findings indicate: that changes that are compatible with employees' role identity or that are viewed as enhancing organizational identity tend to be easily embraced; the extensive prevalence of the ‘resigned compliance’ response; that lack of participation in change decisions may be a common expectation among employees of large bureaucratic organizations that seek uniformity across widely dispersed geographic units; and opposition to change may be functional from an organizational standpoint. Research limitations/implications – Several research implications are outlined including the need for theories to consider that change has been ubiquitous and that its pervasiveness can place its legitimacy beyond questioning. Research limitation includes the fact that the study focused on change survivors and did not have access to employees who had willingly left, or were asked to leave the organization as changes were being implemented. Practical implications – The study provides an understanding of the dynamics that underlie different responses to change. Understanding such dynamics is essential for the performance of the change agent role. Originality/value – Unlike much of the extant literature that tends to focus on the managerial view of change and on managerial framing, this study contributes the lower level employee perspective on, and framing of, change. In contrast with other studies of change that attend to a specific change situation, this article focuses on experiences with multiple changes and on the general view of change held by participants. The study also addresses a gap in the literature, as empirical studies have failed to tie responses to change to identity dynamics. [ABSTRACT FROM AUTHOR]

This article presents a case study of how members of three funding organizations evaluated the same two agencies in Canada. The research on which the article is based sheds light on the “organizational effectiveness” construct, on the ways in which the evaluators use it to reach conclusions on agency effectiveness, and the relation between these conclusions and funders' decisions on agency funding. The authors describe a framework for understanding evaluation processes, describe three funders in terms of this framework, set out predominant patterns in evaluation processes the funders used, and show the effects of these patterns from the agency's perspective. They then discuss the implications of the findings for agency managers and how the findings relate to theories of organization. [ABSTRACT FROM AUTHOR]

A model for effective management of human resources for organizational effectiveness is proposed. Several elements of this model are evaluated in the light of the failure of personnel and industrial relations policies of organizations in Canada. Suggestions are put forward to improve worker performance and job satisfaction as well as organizational growth and survival. [ABSTRACT FROM AUTHOR]