Search

Across the country, our child welfare systems are struggling with a lack of experienced staff. Unfortunately, high turnover and vacancies are occurring at a time when there are growing numbers [...]

From 2004-2007, the State Department conducted a series of presentation skills seminars for its foreign employees (Foreign Service Nationals). These seminars utilized a debate focus for enhancing presentation skills. Evaluation of the effectiveness of these seminars allowed for the study of debate as an educational tool for diverse adult learners. Results showed significant participant perception that debate training was understandable, stimulating, engaging, and beneficial. Heterogeneous groups (sessions with many nationalities present) reported higher levels of satisfaction than homogenous groups (sessions with participants from only one country). Discussion of these results and suggestions for additional research follow. Key Words: State Department, adult education, diversity, debate, culture, In Sardar and Davies's (2002) succinctly titled book, Why Do People Hate America?, they argue: There are hardly any universals left in our postmodern times, but loathing for America is [...]

Several analyses of different bureaus are conducted to explain the various factors that lead to reporting of integrity and law violations in different public organizations. A sense of justice and self-protection of the wrongdoer are shown to be some of the most important factors leading to such behaviors by the peers.

Several qualitative, as well as quantitative studies are conducted to explain the impact of the nonprofit, as well as for-profit contractor ownership on the nature of performance measurement of different state and local contracts. The differences observed in the conceptualization of performance in different sectors are also analyzed.

This study investigates the employees' perceptions of institutionalization of HRM policies and practices (employee selection, job description, training, performance evaluation, promotion, and decision making) in government ministries and public organizations in Kuwait. The study also attempts to find out if there are significant differences in the employees' perceptions of institutionalization of HRM policies and practices in regard to the type of employer, employee rank in the ministry organization, age, qualifications, experiences, and gender. The results of this study indicated that the surveyed employees have reported high levels of perceptions of HRM policies and practices in government ministries and public organizations in Kuwait. It was found that there was a significant difference in the employees' perceptions toward the institutionalization of employee selection between a ministry and a public organization. Also, there were significant differences in the employees' perceptions toward the institutionalization of employee job description, training, performance evaluation, and promotion. It was also found that there were no significant differences in the employees' perceptions of the institutionalization in HRM policies and practices in regard to employee age, qualifications, experience and gender. Keywords: Institutionalization, human resources management, policies, practices, government organizations, public companies., INTRODUCTION Institutionalization of human resources management (HRM) policies and practices refers to an organizational environment, where formal systems and structures within the organization are respected and followed. It is in [...]

Cette etude examine les tactiques d'influence employees par les directeurs des ressources humaines aupres des membres de l'equipe de direction du secteur public quebecois. Les resultats indiquent qu'ils font usage d'un grand nombre de strategies de tactiques d'influence, qu'ils utilisent davantage de tactiques << douces que de tactiques << dures ou << ni douces ni dures et procedent selon une logique d'analyse couts/benefices lorsqu'ils font leurs choix de tactiques. En outre, les analyses montrent que lorsque le sentiment d'efficacite personnelle (SEP) de nos repondants est eleve, ils n'effectuent pas plus d'essais d'influence ni n'emploient davantage la forme de tactiques << douces que ceux ayant un SEP faible. Enfin, les resultats indiquent que nos repondants exercent de l'influence avec efficacite. This study examines the use of influence tactics by Human Resources managers with the members of the Quebec public-sector management team. The results indicate that they use a large number of influence tactics, that they use more frequently 'soft' tactics than 'hard' ones or 'neither soft nor hard' ones, and they choose their tactics based on a cost-benefit analysis. Furthermore, the analyses reveal that respondents whose feelings of self-efficacy are high will not attempt to influence or use 'soft' tactics any more frequently than respondents with low feelings of self-efficacy. Finally, the results indicate that our respondents exercise influence effectively., Uhabilete a influencer efficacement ses pairs et son patron est certes l'une des plus grandes qualites qu'un gestionnaire puisse detenir pour exercer du leadership au sein de son organisation (Cohen [...]

Diversity in the workplace is a central issue for contemporary organizational management. Concomitantly, managing increased diversity deserves greater concern in public, private, and nonprofit organizations. The authors address the effects of diversity and diversity management on employee perceptions of organizational performance in U.S. federal agencies by developing measures of three variables: diversity, diversity management, and perceived organizational performance. Drawing from the Central Personnel Data File and the 2004 Federal Human Capital Survey, their findings suggest that racial diversity relates negatively to organizational performance. When moderated by diversity management policies and practices and team processes, however, racial diversity correlates positively with organizational performance. Gender and age diversity and their interactions with contextual variables produce mixed results, suggesting that gender and age diversity reflect more complicated relationships. This article provides evidence for several benefits derived from effectively managing diversity.