An approach to the construction of affective evaluation instruments

This paper describes a method by which researchers can construct affective evaluation instruments. This method emphasizes a set of key questions which can be asked as the researcher begins to define an affective construct, to decide on a measurement procedure, and to develop a framework upon which to base items. A mapping sentence is used to combine elements of a construct in ways which suggest types of items that can be generated. The method, which is heuristic, is applied to a construct which presumes to describe personal perceptions of adequacy as a student. The paper is based on the assumption that affective evaluation instruments ought to be constructed first as the result of a priori specifications of a construct and the results then submitted to empirical manipulations.Received his Ph.D. from the University of Chicago. Main research interests are measurement and evaluation of affective consequences of schooling.     

Transfer or generation? Biotechnology and local-industry development

This paper examines the local (regional) economic-development aspects of the emerging biotechnology industry and considers the relative importance of generationoriented policies over transfer-oriented policies. Results from a study of the biotechnology industry in California are used to support the analysis. Basically, it was found that there is a complex industrial ecology associated with biotechnology. The firms choose to locate neither randomly nor entirely in order to be close to similar firms. Rather, it appears that they emerge in locations that have a nurturing biotechnology milieu. The presence of a critical biotechnology human-resource base creates its own dynamic, which diffuses into the surrounding medical, electronic, and other related industries. Thus, what develops is a local biotechnology-generation complex. Technology transfer's role seems to be subsidiary to the process of technology generation in the area. He is an international authority on local economic development and technology. His latest book isPlanning Local Economic Development, published by Sage in 1989.     

Civil Service Law in the People's Republic of China: A Return to Cadre Personnel Management

Despite the outward appearance of depoliticization, the civil service in China today is actually being repoliticized. This paper compares the 1993 Provisional Regulations on State Civil Servants with the Civil Service Law approved by the Standing Committee of the National People's Congress of the People's Republic of China (PRC) in April 2005 . The 2005 reform formalized what had been a historical pattern—the Communist Party holds tight control over leadership change and management at various levels. The Civil Service Law has turned the Communist Party of China into a political institution that has become the source of both civil service empowerment and control. Although civil service reform in China differs markedly from approaches adopted elsewhere, China is clearly expanding its political control to ensure greater leverage over the bureaucracy. In this regard, China is in line with the global trend. That said, civil service reform in China has focused on structural elements and formal reorganizations, whereas most industrialized democracies have engaged in a dialectic between individualist and corporate responses to managerial questions. An understanding of the Chinese ability to adopt reforms—while strengthening its traditional hold—provides key perspectives not only on the world's largest nation and a rapidly emerging force in global political and economic relationships but also on the Chinese experience with important public sector reforms that have occurred in many other countries over recent decades.     

Leadership with an Enduring Impact: The Legacy of Chief Burtell Jefferson of the Metropolitan Police Department of Washington, D.C.

On January 13, 1978, after nearly 30 years of public service, Burtell Jefferson became the first African American to serve as chief of the Metropolitan Police Department of Washington, D.C. This profile describes his personal and professional journey and describes—from the perspective of a cadre of active and retired police chiefs and chief executive officers—the impact of Jefferson's career on the Metropolitan Police Department and policing in America more broadly. Jefferson's story, an exemplary illustration of public sector leadership, has profound implications for contemporary efforts to ensure the equality of employment opportunity. Jefferson's career provides a model of effective leadership that is applicable across organizations and sectors. He not only led his organization well but also encouraged and developed generations of future leaders.