马拉松赛事风险政府协调治理的理论内涵、现实困境与实现路径

研究以政府协调治理为理论基础,以“主体-场景-行动”为治理逻辑的分析框架,指出马拉松赛事风险治理的困境,提出马拉松赛事风险政府协调治理的实现路径。研究认为,马拉松赛事风险治理存在治理主体对赛事风险治理认识不够、赛事风险场景的精细划分比较笼统、赛事风险应急合作治理行动的基础支撑条件不完善等困境。应从更新治理理念、转变治理主体的角色认识,优化场景划分、夯实场景的精细化和数字化;强化行动效益,夯实赛事风险治理的行动基础3个方面推进治理。     

Motivational orientations,views about the purpose of education,and intellectual styles

College students' motivational orientations toward learning and their views concerning the purpose of education were examined in relation to various intellectual styles. Task orientation (wherein one's goal is to increase understanding or mastery) was found to be positively associated with Tolerance for Ambiguity, Thoughtfulness, and Open-Mindedness. Ego orientation (wherein one's goal is to outperform others) was negatively associated with Tolerance for Ambiguity, Thoughtfulness, Complexity, and Individualism. Moreover, the views that school's purpose should be to promote understanding and achievement motivation tended to be positively associated with these traits, but the view that school should promote one's wealth and status was not associated with these traits.     

Improving Performance Without Training: A Three Step Approach

Condition 1 showed that employees recorded high percentages of completed tasks; and task performance was shown to slightly improve. At that point in the project, recording accuracy was at it's highest level. Condition 2 illustrated a continuance of high employee records of completed tasks but also showed that actual task performance considerably increased so that there was greater self-recording accuracy. Then, during Condition 3, actual task performance increased more so that it even more closely reflected self-recorded measures. Each of the steps discussed thus far could be sufficient individually to facilitate accurate self-recording and task performance gains, although each appeared to have gained additional strength by being collectively applied. The cost of the present organizational intervention was very low. The costs included material duplication costs and approximately 30 minutes of management time per day. Management time was used to make concession observations (management records), compute performance data, and provide feedback to the employee. Employees worked the same number of hours as in Baseline. Based on this breakdown, the approximate weekly cost of this project was about $30.00. The total cost could be reduced further, perhaps, by monitoring less frequently and reducing the frequency of feedback sessions as employee performance stabilized at higher levels. Thus, the longer this project would run, the less expensive it might become. The steps implemented during this project might easily be applied to other jobs that produce easily observable outputs and could also be applied to other work settings. Future research efforts that would identify cost-effective ways to stimulate and maintain high levels of accurate self-recording might provide today's managers several options that could all yield accurate data for organizational management. Other research efforts centered on specific analyses of participatory standard setting, peer reinforcement, and self-reinforcement for task performance could provide additional insight into the areas of job analysis and employee productivity. Lastly, increased knowledge about the long term effects of self-recording could be gained through future research methods that first established high recording accuracies and task performance levels, then evaluated maintenance procedures for these methods. Implications of successive research studies which clearly show that employee performance can be improved by rewarding performers for accurate self-recording could be profound.     

Curriculum Development for Business and Industry

Curriculum development is usually associated with educational institutions. As a result, there are few curriculum development models that have been specifically created for the business and industrial setting. Those that have been published tend to adopt a “let's begin at the beginning” approach. They prescribe starting as though nothing previously existed within the organization to provide personnel training and development. The Professional Development Curriculum (PDC) model presented in this article starts with what already exists organizationally. It adopts a convergence strategy. It begins by systematically matching known needs with known resources and then, over a series of generations, creates closer fits between needs and resources. The model has been applied to two very different settings in General Motors: all GM wholesale divisions and GM's Latin American retail and wholesale operations. The results have been positive in creating coherent curricula tied to career path progressions for all employees in these organizations. Evolutionary and practical, this PDC model can be applied to any business or industry to build competency-based curricula that not only provide personnel development support systems for today's needs, but for tomorrow's as well.     

Adolescent personality and school and college performance: A follow-up study

This study reports correlations between the High School Personality Questionnaire and various indices of school achievement and compares the validities with prior studies. Three achievement scores are utilized: a self-report of high-school grades, a parental report of high-school grades several years after the testing, and actual college grades several years after the testing. In all cases, the results were similar and substantial, and consonant with typical values from earlier, nonlongitudinal studies.