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111.
Kenneth A. Couch 《Journal of policy analysis and management》2012,31(4):947-947
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For the Want of a Nail: The Interaction of Managerial Capacity and Human Resource Management on Organizational Performance 下载免费PDF全文
Human resource management and managerial capacity are well documented in the public management literature as integral management functions. The field has devoted attention to the importance of human resources, but it has yet to consider whether human resource management interacts with capacity in attaining organizational outcomes. Using a large‐N, multiyear data set of public organizations, this article seeks to rectify this gap in the literature. The findings validate scholarly arguments on the importance of public organizations’ need to manage human resources and capacity effectively, identifying just the right combination for performance gains. Empirical results encourage practitioners to consider the ways in which human resource management and capacity work together to influence performance but sometimes undermine each other in counterintuitive ways. 相似文献
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Policies are implemented in complex networks of organizations and target populations. Effective action often requires managers to deal with an array of actors to procure resources, build support, coproduce results, and overcome obstacles to implementation. Few large-n studies have examined the crucial role that networks and network management can play in the execution of public policy. This study begins to fill this gap by analyzing performance over a five-year period in more than 500 U.S. school districts using a nonlinear, interactive, contingent model of management previously developed by the authors. The core idea is that management matters in policy implementation, but its impact is often nonlinear. One way that public managers can make a difference is by leveraging resources and buffering constraints in the program context. This investigation finds empirical support for key elements of the network-management portion of the model. Implications for public management are sketched. 相似文献
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Kenneth Dowler 《Journal of criminal justice》2006,34(4):383
The portrayal of sex crime in popular media is distorted and sensational. The media propagate several myths about sex crime and provide numerous inaccuracies about the nature and level of sex crime. Employing content analysis, this research sought to systematically and critically explore the presentation of sex crime in local television newscasts. The results revealed that approximately 10 percent of crime stories were sex related. In addition, the results suggested that sex crime stories were more likely to present fear, while being less likely to appear sensational or report motives. Finally, unlike the majority of crime stories, sex crime stories were more likely to be reported in the later stages of criminal justice, which included the court, sentencing, and disposition phase. These findings are discussed within the context of common depictions of sex crime. Essentially, victim credibility and fear are universal themes within the context of sex crime presentation. 相似文献
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Kenneth Kernaghan 《Canadian public administration. Administration publique du Canada》1994,37(4):614-630
Abstract: Many public organizations have acknowledged the importance of shared valries to orpnizational success by developing a statement of their core values. These statements are a rich source of data on the values that these organizations deem to be most central to successful governance. Some experts argue that a focus on values is a preferable alternative both to restructuring an organization and to relying on rules for internal management. Rased in part on an analysis of the value statements of public organizations, this paper draws four conclusions. First, the new values associated with the new model of public organization have rapidly permeated the value system of the public service. Second, some of the new values reinforce some of the traditional ones. Third, the emerging public service culture will contain a blend of old and new values. Finally, three traditional values - integrity, accountability and fairness, equity — will occupy an especially prominent place in that emerging culture. Sommaire: Ayant reconnu que le succès d'une organisation exige le partage de valeurs communes, de nombreux organismes publics ont élaboré un énoncé de leurs valeurs fondamentales. Ces énoncés constituent une source précieuse de données sur les valeurs que ces organisations considèrent essentielles à une bonne gouverne. Selon certains experts, il est préférable de mettre l'accent sur les valeurs plutôt que de restructurer l'organisation ou de faire appel aux règles pour la gestion interne. Fondé en partie sur une analyse des énoncés de valeurs d'organismes publics, cet article propose quatre conclusions. Premièrement, les nouvelles valeurs associées au nouveau modèle d'organisation publique se sont rapidement frayé un chemin dans la fonction publique. Deuxièmement, certaines des nouvelles valeurs renforcent des valeurs traditionnelles. Troisièmement, la nouvelle culture de la fonction publique contiendra un mélange de valeurs anciennes et nouvelles. Quatrièmement, trois valeurs traditionnelles, à savoir, l'intégrité, la responsabilité et l'équité, occuperont une place de choix au sein de cette culture naissante. 相似文献
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