Moving to the Gulf: an empirical analysis of the patterns and drivers of migration to the GCC countries, 1960–2013

The migration system in the Persian (Arabian) Gulf is among the largest such systems in the world. This article identifies the major interacting elements of this system, which primarily includes countries in South Asia and the Middle East, and discusses its generating forces and developments over the past five and a half decades. Departing from panel data from the World Bank and the UN’s population database, which hitherto have been largely under-analysed, we investigate the dynamics of migrations in the period 1960–2013. The panel data are combined with cross-sectional outlooks of contemporary trends and are related to political and economic developments in the region. It is suggested that the patterns of migrations in the Gulf may be explained with reference to the economic, political and demographic idiosyncrasies of the system, and to the migration policies of the GCC countries. In short, the key drivers of GCC migration patterns include: (1) socio-economic realities, in particular income differentials between migrant senders and migrant receivers as well as impressive growth rates in the Gulf region; (2) historical, cultural and institutional proximity among the constituent states in the system; and (3) the particularities of the Gulf states’ liberal labour-migrant regimes, which contrast starkly with their restrictive refugee and naturalisation policies.     

Where to Draw the Line? Is Efficiency Encroaching on a Fair Justice System?

The government is currently implementing an ambitious agenda of reforms to transform the justice system of England and Wales. The stated aim is to improve efficiency, primarily by utilising technology and bringing processes online where possible. The speed and ambition of the programme has led to concerns that the drive for efficiency is coming at the expense of ensuring a fair and effective justice system. This article suggests that the fundamental principles underpinning our justice system are at risk of being lost in the push for increased efficiency. It focuses on two specific proposals: increasing the use of video links, thus moving to virtual hearings as the default position for the majority of cases; and of automating the conviction process in certain criminal cases. It is argued that both proposals undermine the role of an independent judiciary in making fair and transparent decisions.     

东北亚安全合作机制国际研讨会主要观点

“东北亚安全合作机制”国际研讨会于2005年8月3-4日在北京召开。会议由中国现代国际关系研究院与福特基金会共同主办,来自中、美、俄、日、韩、朝六国的20多位专家学者,围绕传统同盟关系、六方会谈、双边关系、非传统安全、经济合作与东北亚安全合作,以及建立东北亚安全合作机制的困难和方案等议题进行了广泛、深入的探讨。现将会议一些主要观点摘要选登如下,以飨读者。     

Attitude to personality disorder among prison officers working in a dangerous and severe personality disorder unit

BACKGROUND: It is well established that staff attitudes to personality disordered patients are commonly negative, characterised by pessimism and rejection. A recent study in forensic psychiatric hospitals has described the psychological and social factors underlying positive attitudes, and suggested that staff with more positive attitudes perform better and are less stressed. AIM: To assess whether it is possible to predict which staff will adjust positively to working with personality disordered people. More specifically to confirm links between attitude to personality disorder and: job performance; perception of managers; personal well-being; burnout; and interaction rates with inmates. METHODS: The opening of a new Dangerous and Severe Personality Disorder unit within a UK prison allowed a longitudinal study of prison officers to be performed, in which a number of measures, including the Attitude to Personality Disorder Questionnaire (APDQ), were collected at three fixed points (at baseline, eight and sixteen months after the opening of the unit). RESULTS: Attitude to Personality Disorder varied over the course of the study, and changes in attitude were linked to events experienced by individual officers. More positive attitude to personality disorder was associated with improved general health and job performance, decreased burnout, and favourable perception of managers. CONCLUSIONS: Attitude to Personality Disorder has important outcomes, and is responsive to the psychosocial environment. Its measurement is not useful for staff selection, because of low stability over lengthy time periods. The APDQ has been demonstrated to be valid measure of attitude to PD, and potentially useful for outcome studies, or benchmarking between units.     

The Social Security Administration's Disability Service Improvement process

Reprinted here in its entirety is Commissioner Jo Anne B. Barnhart's statement of June 15, 2006, to the Subcommittee on Social Security of the House Committee on Ways and Means. In her statement, Commissioner Barnhart outlines the improved disability determination process and how the changes to the process were decided. The key elements are collectively referred to as the Disability Service Improvement (DSI) and represent the most significant changes in the Social Security Administration's 50-year history of determining disability for workers seeking Social Security Disability Insurance benefits. Commissioner Barnhart's statement underscores that while the need for change in the disability determination process was clear, both she and SSA staff listened carefully to all points of view in the decisionmaking process. The end product of this outreach effort and deliberative process is the final rule that was published on March 31, 2006. The new procedures outlined in the final rule will take advantage of the new electronic disability claims system, or eDib, and will shorten times to make disability decisions and will allow benefits to be paid sooner to people who are clearly disabled. Key elements include a new Medical and Vocational Expert System to improve the quality and availability of such expertise at all levels of adjudication, review of state agency determinations by a Federal Reviewing Official to ensure more accurate and consistent decisionmaking earlier in the process, and a newly created Decision Review Board to identify and correct decisional errors and to identify quality issues at all levels. Two improvements underlying the new process at all levels include better documentation of the record and more effective quality feedback loops for continuous improvement. Read Commissioner Barnhart's statement for a further explanation of DSI, how the changes were decided, and her plans for implementation.