Small Countries,Big Performers: In Search of Shared Strategic Public Sector HRM Practices in Successful Small Countries

This article compares strategic public sector HRM practices between 10 small countries that have consistently shown extraordinary economic, social, and governance performance. The fact that these small countries, which are traditionally considered to be disadvantaged, have become benchmarks of good government suggests they have uniquely maximized and leveraged their key resource: people. In search of novel lessons, we assess through secondary data how their public sectors have organized and institutionalized four key HRM activities: 1) selection, 2) appraisal, 3) training, and 4) compensation, and whether they engage in strategic, centralized efforts to architect and “bundle” these activities. Our exploratory case study findings show that these high performing countries employ various integrated efforts to attract the best and brightest into their public sectors, and train and reward them well, although they differ in terms of their centralization dynamics. We conclude our article with seven propositions for future research and implications for emerging small countries.     

Exploring Millennial Generation in Task Values and Sector Choice: A Case of Employment in Planning

This study investigates task values and motivations of “millennial” generation of planners and identifies important factors affecting their public sector choices. Multinomial logistic regression comparing the task values and specializations in private and nonprofit sectors with public sector was performed. Millennial generations in public sector value communication and implementation tasks where at young workers in private and nonprofit sector place importance on tasks related to administration and plan and policy development. The finding indicates private companies give favorable opportunities to the young workers to take leadership role in projects and appreciate their management skills to operate the programs and plans.     

中美复合战略稳定关系:建构依据、基本框架与发展趋势

中美战略稳定关系已经超越经典战略稳定性,向着复合战略稳定关系的方向演化。建构中美复合战略稳定关系是稳定两国关系的客观需要。彼此战略竞争加剧给中美之间非均势核威慑基础上的战略稳定性带来负面影响。在美国提高核力量于国家安全战略中的地位、将核武器重新作为霸权工具的背景下,中美战略稳定性面临挑战。特朗普政府对中国挑起贸易争端,经贸关系在中美关系中的“稳定器”和“压舱石”作用减弱,建构中美复合战略稳定关系的必要性凸显。中美之间经济深度相互依存,在维护国际体系稳定方面具有共同利益,这为建构中美复合战略稳定关系奠定了坚实的基础。中美复合战略稳定关系框架包括建立在非均势核威慑基础上的战略稳定性、双方经济的深度相互依存、战略互信、双方对话交流与合作机制等四根支柱,其中以非均势核威慑基础上的战略稳定性为核心支柱。虽然中美战略互信存在短板,但随着中国战略核力量的进步、中美经济相互依存的继续维持和双方对话交流与合作机制的成熟和完善,中美复合战略稳定关系将不断巩固。     

构建中美核战略稳定性框架:非对称性战略平衡的视角

权力转移导致中美战略竞争加剧,维护中美战略稳定成为攸关中美关系发展以及世界和平与稳定的重大问题。构建中美核战略稳定性框架是实现中美战略稳定的基石。传统战略稳定理论主要基于美苏两大对称性阵营的敌对关系,对于不对称性和动态权力转移背景下的中美核战略稳定性的理论解释力和实践指导性不足。基于非对称战略平衡视角,中美核战略稳定性框架应以保证中国第二次核打击能力为基础。在机制层面,中美要加强交流、协商和谈判以建立相关机制,逐渐形成中美核战略关系的共识,推动达成稳定中美核战略关系的协议、条约等法律性承诺,从而构建稳定中美核战略关系的政治框架。在结构层面,中国无需谋求与美国对等的核力量。统筹考虑军事效用和政治效果,构筑包括核实力、核威慑决心和核威慑信息传递的完备核威慑战略,确保处于弱势的中国拥有对美国进行核反击造成美不可承受损失的能力,是实现中美核战略稳定的关键。     

进攻性联盟、模糊性威慑与AUKUS的战略性扩张

2021年9月15日,美国、英国和澳大利亚建立三边安全伙伴关系(AUKUS)。美英澳三国基于追求权力最大化、改变既有国际秩序的扩张性动机,构建进攻性联盟。美国企图巩固印太地区霸权;英国试图提升印太地区影响力,推动“全球英国”构想;澳大利亚希图扩张在印太地区的威慑力,强化南太平洋区域强国地位。AUKUS的威慑功能具有模糊性,主要体现在威慑对象及触发条件的模糊性。其模糊性威慑主要包括模糊性威慑的信号功能、震慑功能、作战功能、信息和情报共享功能、军工合作功能。AUKUS通过模糊性威慑功能实现美国在印太地区的战略性扩张;威胁中国国家安全和阻挠中国统一进程;诱使印度深化与三国战略合作;引发东盟国家意见分歧;加速欧盟防务自主进程;削弱国际核不扩散机制,恶化地区安全形势,对全球及地区安全局势产生消极影响。     

资源型城镇产业接续机制与实证

该文提出“在资源鼎盛期率先打造产业接替的基础条件、规避资源枯竭后再进行转型的世界性难题”的观点,指出矿区工业-生态产业链的结构设计是解决矿区传统经济发展方式与生态环境之间尖锐矛盾的有效途径.以平朔矿区为例,从循环经济角度,分析了矿区工业-生态产业链结构设计的必要性和可行性,探讨了矿区工业-生态产业链结构设计的目标、原则和依据.在矿区现有资源和条件基础上,构建了两条相互依存的产业链:一是以煤为主,电、化、硅铝、建材并举的黑色工业产业链；二是以土地复垦与复垦土地利用为主,种、养、加一体化的绿色生态产业链；对其产业链的结构、功能和效益进行了分析,提出了在矿区工业-生态产业链实施过程中应注意的关键问题.     

Integration of the Family Therapy Specialist into Public School Pupil Personnel Services

SUMMARY

The integration of a full-time family counseling specialist into the Pupil Personnel Service (PPS) Team of the modern public school is described. The roles of the present specialists are delineated as well as the problems inherent within the present Pupil Personnel Services Team. Inclusion of a family counseling specialist on the PPS Team would help schools avoid the antagonist position they find themselves in when a family opposes their suggestions and interventions. In such cases, the PPS Team attempts to wrest control of the case from the parents which subjugates the family, limiting the family's inherent resilience and strength. The family comes to resent the PPS Team, seeing them as blameful and controlling. Conversely, the PPS Team comes to resent the family, claiming it is “dysfunctional” in some way and using diagnostic labels to satisfy themselves that their “expert” actions are justified. This antagonist position in the schools arises more out of fear of litigation than good case management. We propose a new integration of family system and school system. Creation of a family counseling specialist who is highly trained in systems, narrative and structural/strategic family therapy could ameliorate this antagonist problem. Numerous functions for such a new specialty are listed as well as suggestions for including this member into PPS Team work.     

新时期公安机关绩效管理探讨

绩效考核是一把双刃剑,考核合理可以推动公安管理效能,反之,则挫伤民警的工作积极性,影响公安机关的长远发展。公安机关绩效管理应以有利于公安工作的长远发展为目标,坚持正确的价值取向,积极引进先进的绩效管理工具,不断完善公安机关绩效考核机制,促进公安工作创新,提升公安工作效率,实现公安机关的可持续发展。     

“中国梦”的国际意义和外交政策导向分析

"中国梦"的提出不仅对中华民族的伟大复兴以及自身全方位的发展有着重大的指导意义,而且对推动整个国际社会的发展进步产生了重大影响。当然,"中国梦"的实现也离不开一个有利的国际环境。当下的中国正处于一个重要战略机遇期,国际环境中既存在诸多挑战,也包含很多机遇。为此,未来的外交事业应当以"中国梦"为导向,秉承新思路和新理念正确处理国与国之间关系,强化"负责任大国"的身份,稳步推进公共外交和人文交流,为"中国梦"的实现打造一个有利的国际环境。