浅析"三个代表"的"三新"内涵

江泽民总书记提出的从"革命党"到"执政党"的转变,是中国共产党面临的重大历史课题.为适应这一转变,党要代表中国先进生产力的发展要求,就是要建立与先进生产力发展相适应的新的生产关系;党要代表中国先进文化的前进方向,就是要建立以先进文化为标志的新的意识形态;党要代表中国最广大人民群众的根本利益,就是要建立人民群众拥护的新的执政目标.     

Hope Springs Eternal: An Exploration of Hope at a Local Jail

Prevention and intervention research has indicated the malleability of hope in a variety of populations and the positive impact on treatment outcomes in general clinical settings and substance use treatment. However, despite its prospective role in improving well-being, research on hope is not often situated behind bars. Thus, the current project intended to explore the nature of theory-driven hope discussions for women involved in justice systems. The aim was to maintain and enhance hope, activate positivity, and thereby enhance the quality of life.

Four weekly focus group sessions were conducted with women detained at a local jail (n?=?23), with discussion prompts based on Snyder’s theory of hope (goal setting, agency thinking, and pathway thinking). Using interactional delivery methods, we emphasized hope among jailed women by: (1) facilitating the development and maintenance of hopeful thinking; (2) developing concrete goals towards rehabilitation and a positive life; (3) enhancing the capacity for developing enduring, cross-sectional strategies for goal attainment; and (4) facilitating self-analysis on their overall ability to produce workable plans required to reach the goals. Weekly journaling was also included to complement the process.

Results from the qualitative analysis suggest hope for these jailed women was constructed as belief in a better future and was also often embedded within a religious worldview. Further, jailed women’s perceptions of meeting goals were heavily dependent upon outside sources that would provide structure and discipline. Implications include providing strength-based reentry programs, offering mentorship, emphasizing goal-setting strategies, and reviewing visitation policies.     

Reflective and decisive supervision: The role of participative leadership and team climate in joint decision-making

Supervisory bodies can intervene in organizational practices that may harm society, but their effectiveness to do so depends on their ability to make decisions reflectively and decisively. Are these tendencies incompatible with each other or can they go together? Can empowering leadership (i.e. participative, coaching, informing behaviors) stimulate reflectiveness and decisiveness? A 10-item Joint Decision-Making Questionnaire was developed and tested among supervisory officers (N = 87) and supervisory board members (N = 158). Reflectiveness and decisiveness were positively correlated, indicating that these tendencies can be reconciled in joint decision-making (Study 1). An examination of 44 supervisory teams further revealed that participative leadership relates to more reflectiveness and decisiveness, via cooperative trust and goal commitment (Study 2). Moreover, teams that experienced this team climate prior to COVID-19 reported that they acted more reflectively and decisively during this crisis (Study 3). Hence, participative leaders can foster reflectiveness and decisiveness, by promoting cooperative trust and goal commitment.     

The negative relationships between employee resilience and ambiguity,complexity, and inter-agency collaboration

Employee resilience (ER) is often needed to face demands inherent in public sector work. Some types of demands, however, may hinder its development, rather than provide the type of challenging adversity from which resilience can develop. Public sector job demands have been a long-standing issue for public workplaces and employees but are also growing in salience as organisations face an increasingly variable, uncertain, complex, and ambiguous environment. Drawing on the Job Demands–Resources model and the challenge/hindrance stress literature, this multi-level study of Aotearoa New Zealand civil servants (n = 11,533) in 65 public sector organisations shows that ER is negatively affected by demands such as job insecurity, unclear job and organisational goals, and inter-agency collaboration. However, organisational resource constraints are positively associated with ER. This study identifies core PA job and organisational demands that hinder ER and offers practical implications and suggestions for further research.

Points for practitioners

• Job role ambiguity, job insecurity, unclear organisational goals, and inter-agency collaboration are common job and organisational demands in public sector workplaces.
• For employees, these demands are stressors that employees do not feel they control, and may therefore hinder employee resilience: the ability to learn, adapt, and leverage networks in the face of challenges.
• Surprisingly, resource constraints, where employees have to ‘do more with less’, might help employees develop ER.
• While inter-agency collaboration has potentially many benefits, it appears to have negative spillover effects on employees unaware of it or not involved in it.
• To encourage ER, agencies should clarify both organisational and job goals, and assure job security, control, competency development, and supervisor support.