Communications About Resilience Enhancing Activities By English Local Authorities

Abstract

The Civil Contingencies Act (2004 Civil Contingencies Act. 2004. Contingency Planning Regulations 2005, London: The Stationery Office. No. 2042 Statutory Instruments [Google Scholar]) in the United Kingdom introduced new responsibilities for public authorities regarding Business Continuity Management (BCM) and other emergency planning activities. Using content analysis techniques, this study examined thirty-four English county councils' websites to examine the extent to which this online medium communicated these new responsibilities to stakeholders. Using key-word-in-context (KWIC) and content clustering, this exploratory study found that local authorities' websites were far from generic in their web-based communications about their new Civil Contingencies Act responsibilities and BCM activities, and it reveals a number of differing website traits, motivations and orientations.     

The effect of participative management on organizational performance: the case of Taiwan

The aim of this study is to investigate the impact of participative management on the behaviour of employees and the financial effectiveness of the enterprise. The analytical data are based on the survey of 308 Taiwan enterprises. Multiple regression results show that both suggestion system and labour-management committee have a positive impact on employees' behaviour in terms of turnover and absenteeism rates. Likewise, the quality control circle (QCC) and profit sharing have a positive impact on organizational effectiveness as seen in profit and revenue growth rates. However, employee stock-ownership plans and grievance-handling systems have negative effects on both performance indicators - employee behaviour and organizational effectiveness. The practical implications are also discussed.     

Variations in human resource management in Asian countries: MNC home-country and host-country effects

This paper investigates the determinants of HRM strategy in a random sample of firms operating in Korea and Taiwan. Both indigenous and foreign-owned firms are studied. HRM strategy is measured in terms of the company's reliance on high-performance, versus more traditional, HRM policies and practices in several different areas, including staffing, employee influence, employee rewards and employee autonomy. Independent variables include the firm's country or region of origin (USA, Japan, Europe, Korea or Taiwan), the host country (Korea or Taiwan) and the internal culture of the firm, as measured by upper management's perception that human resources constitute a significant source of value for the organization. Pronounced differences are found across countries of origin and between the two host countries. Managerial values and various organizational characteristics that serve as control variables are also found to impact on HRM strategy.     

Running on the spot? A review of twenty years of research on the management of human resources in comparative and international perspective

Research using a comparative and international perspective on the management of human resources is examined, drawing on articles published in leading human resource management, management/organizational behaviour and related social science journals between 1977 and 1997. In total a little under 2 per cent of the articles under review focused on the management of human resources in a comparative and international perspective. The largest group of these articles was comparative in nature (44 per cent), followed by those with an international perspective (35 per cent). A smaller number adopted a combined approach (17 per cent) and a few were separately classified as foreign national studies (4 per cent). Over time, there has been some progress made in terms of the number of articles published and the scope of topics covered. However, many of the articles displayed similar shortcomings to those noted in earlier reviews of cross-national management/organization studies: in particular, an over-reliance on a small number of primarily Anglo-Saxon countries, a lack of a longitudinal perspective, a loose specification of culture, an ethnocentric bias and a frequent failure to explain observed differences and similarities.     

Steady-state growth and the elasticity of substitution

In a neoclassical economy with endogenous capital- and labor-augmenting technical change the steady-state growth rate of output per worker is shown to increase in the elasticity of substitution between capital and labor. This confirms the assessment of Klump and de La Grandville (2000) that a greater elasticity of substitution allows for faster of economic growth. However, unlike their findings my result applies to the steady-state growth rate. Moreover, it does not hinge on particular assumptions on how aggregate savings come about. It holds for any household sector allowing savings to grow at the same rate as aggregate output.     

《韩非子》谈领导者素质

《韩非子》一书中涉及到很多管理思想,其中对领导者素质问题多有提及。多识谨慎,信守诺言,果断沉稳,节制欲望,恬淡心态,做到“不拔”、“不脱”、“自胜”及“去私”,以提高个人修养。善于识才并用才;赏罚依法;目光敏锐,能够及时发现并解决问题,属于领导能力范畴。领导者还要充分发挥自己的导向作用,不轻易暴露个人的兴趣爱好,勤俭节约并同时具有经济头脑,破除迷信,目光长远,清正廉洁,嗜鱼而不受,以塑造良好的组织风气。作为管理者和领导者,深深领悟书中散发的思想闪光点,对于提高个人素质无疑是大有裨益的。     

大庆油田突发事件应急指挥管理系统建设探索

本文探讨利用油田现有的各种资源,搭建应急指挥平台,从而最大限度地降低大庆油田公司各类突发事件的发生概率,减少发生突发事件时所造成的经济损失和社会影响,确保油田生产生活秩序的平稳。     

The Impact of the Environment Management Act （EMA） on the Accountability of Companies in Fiji

This study seeks to explore the impact of the Environment Management Act （EMA） （2005） on the accountability of three companies in Fiji. The study uses a multi-case study approach based on three subsidiaries of a conglomerate. Data collection methods include semi-structured interviews with accountants, internal auditors, and environmental officers, document reviews, and content analysis of annual reports and websites of the respective companies. The findings suggest that the EMA （2005） had some effects in terms of engendering accountability on the companies studied. Further evidence suggests that while this increased accountability has led to disclosures in annual reports and websites, these disclosures are minimal at best; furthermore, they primarily address that the stakeholder group comprised government regulatory authorities. The study provides policy implications on how environmental legislations could be designed to improve the accountability of commercial entities in developing economies. The experience and issues highlighted are also useful to other developing economies who are contemplating in developing their own environmental legislations. This paper is one of the few papers that explore the impact of environmental legislations on accountability in a developing economy context.     

Introduction: human resource management in Africa

This article introduces the special issue that seeks to spur the debate on the challenges of managing people in organizations in Africa. The debate on HRM in Africa has proceeded with tentative steps and now clearly needs to be located firmly within the international management context. It is not the purpose of this special issue to discover or develop an over-arching model of HRM. That has been attempted elsewhere. Our purpose is to bring together the various threads that characterize the on-going debate and hopefully move towards a more specific research agenda which captures the complexity of managing on the African continent. Some of these threads include the formulation of new perspectives on HR research, finding common ground with diverse disciplines and tackling enduring problems like ethnicity and discrimination.     

Measuring the quality of managerial learning on the job

This article describes the development of an instrument to measure the quality of managerial learning on the job. The instrument can be used to analyse the quality of the individual learning process on the job. The literature shows that two factors determine the quality of the learning process: the learning potential of the job context and the way in which the manager approaches their work. So the instrument has two components. The first component measures the four types of work experience that offer potential opportunities for individual learning. These are transitions, task-related characteristics, obstacles and support. The second component, the so-called learning behaviour, analyses the way the individual approaches the potential learning opportunities present in the job. This can also be divided into four categories: emergent learning, planned learning, instruction-oriented learning and meaning-oriented learning. Based on these two components, an instrument has been developed to measure the quality of learning on the job. This has been shown to be valid and reliable in a sample of European managers.