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Journal articles on the topic 'Commonwealth Senior Executive Service'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Ntwaagae, Charles. "Commentary: An African Perspective Services Negotiations." Global Economy Journal 5, no. 4 (December 7, 2005): 1850062. http://dx.doi.org/10.2202/1524-5861.1149.

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A commentary on J. Robert Vastine's article "Services Negotiations in the Doha Round: Promise and Reality." Charles T. Ntwaagae is Ambassador-Permanent Representative to the UN and WTO in Geneva. He has served in the Botswana Public Service over the past 28 years, during which he held several senior policy level positions. These include Executive Director of the National Environment Secretariat, Deputy Permanent Secretary in the Ministry of Local Government, Housing and Environment, and Deputy Permanent Secretary in the Ministry of Foreign Affairs and International Cooperation. As Ambassador-Permanent Representative, he has served in various capacities, including Chairman of the Africa Group, Co-ordinator of ACP Ambassadors in the WTO and Chairman of Commonwealth Developing countries in the WTO. As of January 2006, he will be serving as Permanent Secretary of Botswana's Ministry of Foreign Affairs and International Cooperation.

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2

Ferris, Frank D. "Is the Senior Executive Service Viable?" Public Personnel Management 18, no. 3 (September 1989): 355–73. http://dx.doi.org/10.1177/009102608901800308.

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This article traces the political history of the federal sector Senior Executive Service, evaluates the current SES structure, and offers some observations as to whether it is viable given the political forces with which it must deal. Predictions are made then made as to how the SES will change in the future.

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3

Hall‐Taylor, Brenda. "Perspectives from the Senior Executive Service." Australian Journal of Public Administration 59, no. 2 (June 2000): 89–94. http://dx.doi.org/10.1111/1467-8500.00154.

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4

Doherty, Kathleen M., David E. Lewis, and Scott Limbocker. "Executive Control and Turnover in the Senior Executive Service." Journal of Public Administration Research and Theory 29, no. 2 (December 11, 2018): 159–74. http://dx.doi.org/10.1093/jopart/muy069.

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5

Guajardo, Salomon A. "Hispanics in the Senior Executive Service: Revisited." Review of Public Personnel Administration 13, no. 4 (October 1993): 79. http://dx.doi.org/10.1177/0734371x9301300407.

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6

Uhr, John. "RETHINKING THE SENIOR EXECUTIVE SERVICE: EXECUTIVE DEVELOPMENT AS POLITICAL EDUCATION." Australian Journal of Public Administration 46, no. 1 (March 1987): 20–36. http://dx.doi.org/10.1111/j.1467-8500.1987.tb01408.x.

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7

Eoyang, Carson. "Bamboo Ceilings in the Federal Service." AAPI Nexus Journal: Policy, Practice, and Community 9, no. 1-2 (2011): 37–42. http://dx.doi.org/10.36650/nexus9.1-2_37-42_eoyang.

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This article is an update to the 2006 AAPI Nexus Journal article about Asian American and Pacific Islander (AAPI) senior executives in the federal government. Despite notable progress in recent years, AAPIs remain underrepresented in the Senior Executive Service (SES). Although recent administration initiatives have been beneficial for increasing diversity in the civil service, budget pressures and workforce constraints still hinder further advancements in executive diversity.

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8

Dolan, J. "The Senior Executive Service: Gender, Attitudes, and Representative Bureaucracy." Journal of Public Administration Research and Theory 10, no. 3 (July 1, 2000): 513–30. http://dx.doi.org/10.1093/oxfordjournals.jpart.a024279.

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9

Perry, James L., and Theodore K. Miller. "The Senior Executive Service: Is It Improving Managerial Performance?" Public Administration Review 51, no. 6 (November 1991): 554. http://dx.doi.org/10.2307/976606.

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10

Newland, Chester A. "The American Senior Executive Service: Old Ideals and New Realities." International Review of Administrative Sciences 54, no. 4 (December 1988): 625–60. http://dx.doi.org/10.1177/002085238805400407.

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11

Lamond, David A. "ESTABLISHING A SENIOR EXECUTIVE SERVICE: THE NEW SOUTH WALES EXPERIENCE." Australian Journal of Public Administration 50, no. 4 (December 1991): 505–14. http://dx.doi.org/10.1111/j.1467-8500.1991.tb02322.x.

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12

Cullen, R. B. "THE VICTORIAN SENIOR EXECUTIVE SERVICE: A PERFORMANCE BASED APPROACH TO THE MANAGEMENT OF SENIOR MANAGERS." Australian Journal of Public Administration 45, no. 1 (March 1986): 60–73. http://dx.doi.org/10.1111/j.1467-8500.1986.tb01039.x.

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13

Liang, Zhanming, and Peter F. Howard. "Views from the executive suite: lessons from the introduction of performance management." Australian Health Review 31, no. 3 (2007): 393. http://dx.doi.org/10.1071/ah070393.

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Performance management introduced to the senior health executive levels in the New South Wales public health care system included the senior executive service in 1989 and, as a key element of that service, performance agreements in 1990. This is the first qualitative study examining senior health executives? personal experiences of these changes. In consideration of what has been learnt from the most relevant literature and this study, this paper concludes that the introduction and implementation performance management is a continuous process. This process includes the key steps of planning, measuring, monitoring and evaluating. It can be used as a means to achieve overall effective organisation performance by bringing in a two-way management process for the organisation and its senior health executives.

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14

Nunes, Pedro. "O Senior Executive Service: especial referência ao perfil do Top Public Service em Portugal." Revista do Serviço Público 57, no. 2 (February 20, 2014): 211–40. http://dx.doi.org/10.21874/rsp.v57i2.197.

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No contexto de reforma da administração pública, o objectivo do trabalho pretende dar conta das características dos modelos de direcção pública, em particular dos dirigentes (Senior Executive Service: Top Public Service e Top Management Service), e do seu perfil em face dos novos desafios da administração pública. O objectivo principal deste trabalho foi caracterizar o sistema de designação/nomeação para os cargos de dirigente de livre escolha política, sistema conhecido na literatura como spoil system, com especial referência ao 1o e 2o níveis, grupo I, dessas funções, no contexto da elite das direcções-gerais em Portugal.Palavras-chave: reforma administrativa; directivos públicos; recrutamento e selecção

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15

Dolan, Julie. "The Budget‐Minimizing Bureaucrat? Empirical Evidence from the Senior Executive Service." Public Administration Review 62, no. 1 (January 2002): 42–50. http://dx.doi.org/10.1111/1540-6210.00153.

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16

Sabharwal, M. "From Glass Ceiling to Glass Cliff: Women in Senior Executive Service." Journal of Public Administration Research and Theory 25, no. 2 (June 13, 2013): 399–426. http://dx.doi.org/10.1093/jopart/mut030.

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17

Halligan, John. "The evolution of Public Service Bargains of Australian senior public servants." International Review of Administrative Sciences 79, no. 1 (March 2013): 111–29. http://dx.doi.org/10.1177/0020852312464935.

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The agreements between the Australian senior public service and the political executive have undergone several shifts during the reform era of the last thirty years. These have involved fundamental redefinitions of the role, responsibilities, identity and autonomy of the senior public servant.There has been a succession of challenges to the relationship focusing on the role and status of the public service on the one hand and the behaviour and resources of the political executive on the other. Over time the trend has been towards strengthening the political executive, but punctuated by debates about issues that slowed the rate of change and contained political pressures on the public service. This process has produced clarifications of central aspects of the relationship and a clearer articulation of the range of roles provided by departmental secretaries. The article examines the evolution of public service bargains centred on the changing roles of the secretaries of departments of state, and analyses the implications of the changing relationship for the role and functioning of the public service in governance and public policy. Points for practitioners The article addresses how the roles of departmental secretaries in Australia have varied in significance during the reform era. A new arrangement has now emerged which clearly articulates the roles and codifies them. One of the roles, stewardship, recognizes that secretaries have a part to play independently of ministers.

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18

Mani, Bonnie G. "Gender and the Federal Senior Executive Service: Where is the Glass Ceiling?" Public Personnel Management 26, no. 4 (December 1997): 545–58. http://dx.doi.org/10.1177/009102609702600411.

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Approximately half of federal civil servants are female but only 13 percent of federal executives are. This analysis of data from a random sample of federal Senior Executive Service (SES) members seeks to explain the disparity and to develop strategies for facilitating women's upward mobility. The author analyzes variables which were analyzed in prior studies of executives in state government and concludes that the glass ceiling is not universal. Unlike studies of executives in state government, federal civil service procedures affected the career advancement of males and females similarly. Like studies of executives in state government, there are many similarities between the male and female SES members' knowledge, abilities, skills, and leadership styles suggesting that those who were dissimilar were barred from executive ranks.

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19

Bongiorno, Frank. "H.V. Evatt, Australia and Ireland’s departure from the Commonwealth: a reassessment." Irish Historical Studies 32, no. 128 (November 2001): 537–55. http://dx.doi.org/10.1017/s002112140001525x.

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On 7 September 1948 the newly appointed Taoiseach, John A. Costello, the leader of a coalition government in which his party Fine Gael was the senior partner, announced in Ottawa that he intended to repeal Eire’s External Relations Act, and thus sever its final tenuous link with the crown. The External Relations Act ‘empowered the Executive Council of the Irish Free State to authorise the use of the king’s signature on the letters of credence to be presented to heads of foreign states by Irish diplomatic representatives’. Eamon de Valera, Costello’s predecessor, had introduced the External Relations Act in 1936, and had regarded it as a device that might help to end partition. The measure magnified Ireland’s constitutional ambiguity, but with its repeal the twenty-six counties would assuredly become a republic outside the Commonwealth.

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20

Daley, Dennis M. "Pay-for-Performance and the Senior Executive Service: Attitudes about the Success of Civil Service Reform." American Review of Public Administration 25, no. 4 (December 1995): 355–72. http://dx.doi.org/10.1177/027507409502500404.

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21

Goldkind, Lauri, and Manoj Pardasani. "Social Workers as Senior Executives: Does Academic Training Dictate Leadership Style?" Advances in Social Work 14, no. 2 (March 2, 2013): 573–93. http://dx.doi.org/10.18060/2691.

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The range and patterns of leadership styles in human service organizations are important for social work educators and their students to understand if social work administrators are to compete successfully in the marketplace for executive director and other top management roles. Using a sample of executive directors of human service organizations located in a state in the Northeast section of the U.S., the Multifactor Leadership Questionnaire (MLQ) was used to explore their leadership style. The authors compare various elements of leadership style (charisma, inter-personal transactions, reactions to work issues, etc.) as well as perceptions of effectiveness and satisfaction with leadership style across academic backgrounds of executive directors. These results highlight the competencies required of successful leaders and can assist educators in identifying curricular gaps developing courses preparing social workers for leadership positions in the field. This study provides critical information on the core leadership skills and knowledge relevant for effective social work administration. Implications for social work training and education are discussed as well as possible avenues for curriculum revision.

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22

Selden, S. C., and G. A. Brewer. "Work Motivation in the Senior Executive Service: Testing the High Performance Cycle Theory." Journal of Public Administration Research and Theory 10, no. 3 (July 1, 2000): 531–50. http://dx.doi.org/10.1093/oxfordjournals.jpart.a024280.

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23

Murray, Christie D. "Barriers and Challenges Minority Men and Women Experienced With Senior Executive Service Advancement." Journal of Psychological Issues in Organizational Culture 6, no. 1 (April 2015): 16–37. http://dx.doi.org/10.1002/jpoc.21173.

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24

Lim, Seunghoo, Tae Kyu Wang, and Soo-Young Lee. "Shedding New Light on Strategic Human Resource Management: The Impact of Human Resource Management Practices and Human Resources on the Perception of Federal Agency Mission Accomplishment." Public Personnel Management 46, no. 2 (April 24, 2017): 91–117. http://dx.doi.org/10.1177/0091026017704440.

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We assess the resource-based view in the study of strategic human resource management in public agencies. We mainly examine the impact of both human resource management (HRM) practices and actual human resources on the perception of federal agency mission accomplishment. We show that all types of goal-aligned and performance-based HRM practices (including rewards, training, appraisal, and recruitment) positively affect perceived agency mission accomplishment. In addition, certain types of human resources (including the percentage of career senior executive service members and organizational size) contribute to perceived agency mission accomplishment although others (including the percentage of professionals and noncareer senior executive service members) make negative contributions. Strategic knowledge, regarding an organization’s valuable, rare, inimitable, and nontradable resources—in both HRM practices and human resources—can help improve perceived federal agency mission accomplishment.

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25

Jordan, Mark H., and Mike Schraeder. "Executive Selection in a Government Agency: An Analysis of the Department of the Navy's Senior Executive Service Selection Process." Public Personnel Management 32, no. 3 (September 2003): 355–66. http://dx.doi.org/10.1177/009102600303200303.

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26

Sisneros, Antonio. "Hispanics in the Senior Executive Service: Continuity and Change in the Decade 1980-1990." Review of Public Personnel Administration 12, no. 2 (January 1992): 5–25. http://dx.doi.org/10.1177/0734371x9201200202.

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27

Caro, Denis H. J. "Toward Executive Support Systems in Health Management: Strategic Leadership Imperatives." Healthcare Management Forum 11, no. 1 (April 1998): 27–33. http://dx.doi.org/10.1016/s0840-4704(10)61001-0.

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Executive support systems (ESSs) complement information technologies and add value to the work of senior health executives by enhancing management effectiveness, efficiency and productivity. This article examines the characteristics of executive support systems and their promising implications for executives in health services delivery. The systems' critical success factors are highlighted through a review of key development and management implementation strategies. The article concludes with a commentary on the fundamental significance of ESSs for health service leaders and managers.

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28

Brewer, Brian. "The Impact of Differentiation and Differential on Hong Kong's Career Public Service." International Review of Administrative Sciences 69, no. 2 (June 2003): 219–33. http://dx.doi.org/10.1177/0020852303069002007.

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The public administration principles characteristic of many Commonwealth countries served as the foundations for building the Hong Kong civil service. These have continued to operate in line with the `one country two systems' concept under which Hong Kong has been administered, since 1997, as a Special Administrative Region (SAR) of China. Career employment, hierarchy and public service values combined to provide an overarching unity to a system that nevertheless has developed considerable differentiation over time. This article examines the developments that are currently modifying Hong Kong's public sector. The discussion draws on documentary sources and a recently completed qualitative study on the experiences and perspectives of senior Hong Kong managers working in a dozen government departments and agencies. The discussion addresses questions about whether greater differentiation across government departments, in combination with increasing differential within these organizations, will ultimately bring about the demise of the traditional civil service system.

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29

Wilson, Patricia A. "A Theory of Power and Politics and their Effects on Organizational Commitment of Senior Executive Service Members." Administration & Society 31, no. 1 (March 1999): 120–41. http://dx.doi.org/10.1177/009539999400935510.

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30

Roberts, Deborah D. "A New Breed of Public Executive: Top Level Exempt Managers in State Government." Review of Public Personnel Administration 8, no. 2 (March 1988): 20–36. http://dx.doi.org/10.1177/0734371x8800800203.

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The author surveyed how top management posts are filled in the 50 state governments. Below their direct patronage powers, governors and their political appointees have increasing influence over a netherworld of policy-involved exempt, unclassified, noncompetitive, management contract, senior executive services, and “at will employment” personnel classes. These “exempt managers” serve as a buffer between the top political appointees and the traditional protected civil service, and they are increasingly more career and merit oriented. Firings are rare due to the need for competence and continuity and the legal ambiguities of these employees' rights, but their ambiguous roles need more professional definition.

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O., Akpa Victoria, Egwakhe Johnson A., and Aliu Fatai O. "Executive Compensation Packages and Customer Acquisition of Selected Deposit Money Banks in Lagos State Nigeria." Journal of Social Sciences Research, no. 63 (March 15, 2020): 315–20. http://dx.doi.org/10.32861/jssr.63.315.320.

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Executive compensation is a major strategy being employed by deposit money banks to achieve steady growth in their customer acquisition efforts. The banks face series of challenges including inability to achieve consistent service excellence which had negatively impacted on new customer acquisition. The study examined the effect of executive compensation package on customer acquisition of selected deposit money banks in Lagos State, Nigeria. The study employed cross sectional survey research design where four hundred and twenty-nine copies of the research instruments were administered to purposively selected respondents who were senior and executive staff of the selected banks. The result of multiple regression analysis revealed that base salary (B = 0.217, p = 0.000) and recognition (B = 0.123, p = 0.012) have positive and significant effect on customer acquisition while supplementary benefits (B = 0.017, p = 0.568) and executive bonus (B = 0.044, p = 0.175) have positive, but insignificant effect on customer acquisition. The study concluded that executive compensation has positive effect on customer of selected deposit money banks in Lagos State, Nigeria. It was recommended that attractive compensation management should be instituted to ensure that executive staff are adequately remunerated to facilitate their performance with less distractions.

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32

Stafrace, Simon, and Alan Lilly. "Turnaround in an aged persons' mental health service in crisis: a case study of organisational renewal." Australian Health Review 32, no. 3 (2008): 577. http://dx.doi.org/10.1071/ah080577.

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This case study demonstrates how leadership was harnessed to turn around a decline in the performance of an aged persons? mental health service ? the Namarra Nursing Home at Caulfield General Medical Centre in Melbourne, Australia. In 2000 the nursing home faced a crisis of public confidence due to failings in the management of quality, clinical risk and human resources within the service. These problems reflected structural and operational shortcomings in the clinical directorate and wider organisation. In this article, we detail the process of turnaround from the perspective of senior executive managers with professional and operational responsibility for the service. This turnaround required attention to local clinical accountability and transformation of the mental health program from a collocated but operationally isolated service to one integrated within the governance structures of the auspicing organisation.

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Raadschelders, Jos, and Frits M. Van der Meer. "Administrative elites in the Netherlands from 1980 to 2011: making the invisible visible." International Review of Administrative Sciences 80, no. 4 (November 4, 2014): 726–45. http://dx.doi.org/10.1177/0020852314533454.

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The Dutch top civil service level has seldom been described in ‘elitist’ terms; befitting a country with a strong egalitarian social culture. Though formally open to outside recruitment, in practice the (top) civil service in central government is a rather closed system. There is relatively little occupational mobility between these civil servants and political officeholders, and virtually none between the public and the private sectors. However, some initiatives have recently been taken to improve this external mobility. New Public Management has had little impact upon the structure and functioning of the Dutch administrative elites. More important for the positioning and functioning of these civil servants has been the creation of the Senior Executive Service, and, within the SES, the top management group. By creating this career system at the very top of the civil service at the central level, the elite nature of the top civil servants has been reinforced. Points for practitioners The structure and functioning of the Dutch civil service has not been influenced by New Public Management (NPM). The rotation of positions at the top, through the Senior Public Service, is mainly inspired by the effort to decrease the compartmentalization of government departments. What has changed is the environment in which higher civil servants work, with Parliament, media and citizens demanding fast and tangible results.

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Doli, Dren, Fisnik Korenica, and Artan Rogova. "The post-independence civil service in Kosovo: A message of politicization." International Review of Administrative Sciences 78, no. 4 (December 2012): 665–91. http://dx.doi.org/10.1177/0020852312455992.

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This contribution discusses the politicization of the civil service system in Kosovo as a framework through which politicians exert influence in the system. The article employs the concept of formal-political discretion, as a means of explaining and elucidating the extent to which both the United Nations Interim Administration Mission in Kosovo (UNMIK) and current legislation regulating civil service preconditions/pre-favours the politicization of the senior civil service in Kosovo. It first discusses the concept of politicization based upon current scholarship and gives hints on the way in which these concepts fit with both UNMIK and Kosovo’s current situation. Next, the article discusses and compares the previous civil service system built by UNMIK with the current one – built in post-independence Kosovo based upon the formal-political discretion model. The article further argues that the former system of civil service – in contrast to the current system – provided less formal-political discretion to political elites with which to politicize the senior civil service. The article concludes by suggesting that the current post-independence legislation regulating the civil service grants the executive institutions a significant level of formal-political discretion in the appointment, dismissal and promotion of civil servants. Points for practitioners The articles offers a thorough, both theoretical and practical, policy explanation of the model and structure of Kosovo's civil service, hinting on the previous and current legislative gaps that allow for partisan influence and control. The article also portrays the routes via which the politicization of the civil service in Kosovo is being developed, giving insights on how civil servants perceive such a process. Comparing the previous civil service system with the current one, the article informs practitioners on the directions that the new reform on Kosovo's civil service should take. Finally, the article provides in-depth policy information on the means to redesign the key protection mechanisms of Kosovo's senior civil service management.

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35

Liang, Zhanming, and Peter F. Howard. "Competencies required by senior health executives in New South Wales, 1990 - 1999." Australian Health Review 34, no. 1 (2010): 52. http://dx.doi.org/10.1071/ah09571.

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It is accepted that health care reforms and restructuring lead to the change of the tasks and competencies required by senior health care managers. This paper examined the major tasks that senior health executives performed and the most essential competencies required in the NSW public health sector in the 1990s following the introduction of major structural reforms. Diverse changes, restructuring and reforms introduced and implemented in different health care sectors led to changes in the tasks performed by health care managers, and consequently changes in the competencies required. What is known about the topic?The literature confirms that health reform affects senior health care managers’ acquisition and demonstration of new skills and knowledge to meet new job demands. What does this paper add?This paper provides a detailed description of the competencies required for senior health care managers in New South Wales in the 1990s after the introduction of the area health management model, the senior executive service and performance agreements. It confirms that restructuring and reform in the health care sector will lead to changes of the tasks performed by health care managers and, consequently, changes in the competencies required. What are the implications for practitioners?The competencies required by health care managers are affected by distinct management levels, diverse health care sectors and different contexts in which health care systems operate. The competencies identified for senior health executives in this study could guide educational programs for senior health managers in the future.

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Prowle, Malcolm, and Don Harradine. "Austerity and financial governance: a UK case study of the National Health Service." International Journal of Public Sector Management 27, no. 3 (April 8, 2014): 212–24. http://dx.doi.org/10.1108/ijpsm-02-2013-0028.

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Purpose – This research concerns the issue of financial governance within the UK NHS and aims to assess the effectiveness of existing financial governance arrangements in the main providers of health services in the UK. Also considered is the importance of good financial governance in a time of financial austerity. Design/methodology/approach – The primary research for this project was based on the use of a questionnaire to all finance directors in NHSTs in England supported by semi-structured interviews with: finance directors, non-executive directors, executive directors and senior finance staff. Findings – Among the main findings of the study were: certain financial management systems were not prioritised in line with what is seen as good practice; existing financial management systems were not always seen as adequate for the achievement of good financial governance; there was sometimes a lack of understanding of financial issues by non-executive directors; and the complexity of the NHS funding process often resulted in opaqueness of the financial risks. Research limitations/implications – The research is limited by the relatively small coverage of NHS trusts but this has been compensated for by a series of in-depth interviews with key stakeholders in the governance process. Practical implications – Weaknesses in financial governance could result in further scandals which result in loss of life and poor patient care. Originality/value – There are many papers on the issue of governance in the public sector in general and the NHS in particular. However, there is little published on the issue of financial governance in the NHS. Also of great value is the emphasis on strengthening financial governance in an era of austerity

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37

Bailey, David N., Mary F. Lipscomb, Fred Gorstein, David Wilkinson, and Fred Sanfilippo. "Life After Being a Pathology Department Chair II." Academic Pathology 4 (January 1, 2017): 237428951773373. http://dx.doi.org/10.1177/2374289517733734.

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The 2016 Association of Pathology Chairs annual meeting featured a discussion group of Association of Pathology Chairs senior fellows (former chairs of academic departments of pathology who have remained active in Association of Pathology Chairs) that focused on how they decided to transition from the chair, how they prepared for such transition, and what they did after the transition. At the 2017 annual meeting, the senior fellows (encompassing 481 years of chair service) discussed lessons they learned from service as chair. These lessons included preparation for the chairship, what they would have done differently as chair, critical factors for success as chair, factors associated with failures, stress reduction techniques for themselves and for their faculty and staff, mechanisms for dealing with and avoiding problems, and the satisfaction they derived from their service as chair. It is reasonable to assume that these lessons may be representative of those learned by chairs of other specialties as well as by higher-level academic administrators such as deans, vice presidents, and chief executive officers. Although the environment for serving as a department chair has been changing dramatically, many of the lessons learned by former chairs are still valuable for current chairs of any length of tenure.

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38

Guarnieri, Carlo. "Appointment and career of judges in continental Europe: the rise of judicial self-government." Legal Studies 24, no. 1-2 (March 2004): 169–87. http://dx.doi.org/10.1111/j.1748-121x.2004.tb00246.x.

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Traditionally, European continental judiciaries have been organised along a bureaucratic, civil service model. Early recruitment was complemented by the strong hierarchical character of the judicial organisation. Therefore, in this type of judiciary guarantees of independence have been problematic because of the influence hierarchical superiors (or in some cases the government itself) had on promotions.Since the Second World War the need for change has been increasingly felt. The main aims have been to increase external independence, especially vis-à-vis the executive, and to protect lower ranking judges from negative influence by the senior judiciary, often considered to be too responsive to governmental wishes.

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39

Zhang, Xiao Bao, Hong Xia Shi, Tong Wang, and Yao Qiu. "Study on Problems and Strategies of Personnel Training in Modern Logistics." Advanced Materials Research 591-593 (November 2012): 2236–39. http://dx.doi.org/10.4028/www.scientific.net/amr.591-593.2236.

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With the spread of logistics service, modern logistics has been the fundamental industry for supporting the economy development in China. The logistics capability has been the modern enterprises' core competitive ability. The development level of modern logistics industry has become the important index to measure the comprehensive competitiveness of a country or region.Compared with the launch of logistics service, the human resources especially senior executive administrators in our country seem in terrible demand, which is far from enough to meet the need of modern logistics’ development. The shortage of the talent is the bottleneck which restricts logistics’ large-scale development, and it’s also a problem which needs the academia to resolve. This paper analyzes our country’s main problems of personnel and the logistics training in logistics, and puts forward the strategies in the end.

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40

Wulandari, Ning Arti. "Students’ Knowledge of Basic Life Support." Jurnal Ners dan Kebidanan (Journal of Ners and Midwifery) 3, no. 2 (August 1, 2016): 170–74. http://dx.doi.org/10.26699/jnk.v3i2.art.p170-174.

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The state of emergency can happen anytime, anywhere and to anyone. This situation requiresthe public to know how is the first aid to the victims who are in an emergency situation (Diklat PPNIJawa Timur, 2015). In Indonesia, Junior and Senior High School students joined in the Youth Red Crossorganizations have received materials to provide basic life support to Survivour of cardiac arrest andstopped breathing by the Indonesian Red Cross. The researchers’ goal was to identify the knowledge ofstudents in Senior High schools to provide basic life support. Methods: The research design was descriptive.The research sample was 96 respondents, taken by purposive sampling. This research conductedon May 5, 2016 in STIKes Patria Husada Blitar before training basic life support to Senior HighSchool by Student Executive Organitation STIKes Patria Husada Blitar. The data was collected byquestionnaire. Results: The results showed that 73 respondents (76%) have less knowledge, 17 respondents(17%) have enough knowledge and 6 respondents (7%) have good knowledge of basic lifesupport. Discussion: Health education Institutions can perform community service by providing trainingin basic life support with a more attractive method by theory and simulation.

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ADLER, PETER H. "Roger Ward Crosskey—The Life and Contributions of an Entomologist par Excellence (1930–2017)." Zootaxa 4455, no. 1 (August 1, 2018): 35. http://dx.doi.org/10.11646/zootaxa.4455.1.2.

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The life of Roger Ward Crosskey stands as a paragon of scholarly dedication to the profession of entomology. His early interests in natural history prepared him for a diverse entomological career of about 65 years. He began as a medical entomologist working on the onchocerciasis problem with the Colonial Service in Northern Nigeria, and officially transitioned to dipterology, first studying the Tachinidae as a taxonomist with the Commonwealth Institute of Entomology, and later the Simuliidae as a Senior Principal Scientific Officer (Merit) with The Natural History Museum in London. His contributions to the fight against onchocerciasis (river blindness) and to the study of Diptera, particularly the Simuliidae, are an enduring legacy. An indexed chronological listing of his 247 publications is provided, in addition to lists of the taxa that he named and the taxa named in his honor.

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Anestaki, Aikaterini, Meghna Sabharwal, Kenneth Connelly, and N. Joseph Cayer. "Race and Gender Representation in Presidential Appointments, SES, and GS Levels, During Clinton, Bush, and Obama Administrations." Administration & Society 51, no. 2 (June 23, 2016): 197–228. http://dx.doi.org/10.1177/0095399716655376.

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Achieving a representative bureaucracy that reflects the attitudes, values, and policy choices of women and racial minorities is imperative, as the gap in the representation of those groups in the federal workforce is growing. We examine to what extent female and minority representation in political appointments, Senior Executive Service (SES), and General Schedule (GS) 1-15 levels reflect presidents’ commitment to diversity. We use data from the U.S. Office of Personnel Management to compare the tenures of presidents William J. Clinton (1993 to 2000), George W. Bush (2001-2008), and Barack H. Obama (2009-2013), and examine the employment trends from 1993 to 2013.

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Brandish, Claire, Frances Garraghan, Bee Yean Ng, Kate Russell-Hobbs, Omotayo Olaoye, and Diane Ashiru-Oredope. "Assessing the Impact of a Global Health Fellowship on Pharmacists’ Leadership Skills and Consideration of Benefits to the National Health Service (NHS) in the United Kingdom." Healthcare 9, no. 7 (July 15, 2021): 890. http://dx.doi.org/10.3390/healthcare9070890.

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Antimicrobial resistance (AMR) poses a global, public health concern that affects humans, animals and the environment. The UK Fleming Fund’s Commonwealth Partnerships for Antimicrobial Stewardship (CwPAMS) scheme aimed to support antimicrobial stewardship initiatives to tackle AMR through a health partnership model that utilises volunteers. There is evidence to indicate that NHS staff participating in international health projects develop leadership skills. Running in parallel with the CwPAMS scheme was the first Chief Pharmaceutical Officer’s Global Health (CPhOGH) Fellowship for pharmacists in the UK. In this manuscript, we evaluate the impact, if any, of participation in the CwPAMS scheme and the CPhOGH Fellowship, particularly in relation to leadership skills, and consider if there are demonstrable benefits for the NHS. The 16 CPhOGH Fellows were invited to complete anonymised baseline and post-Fellowship self-assessment. This considered the impact of the Fellowship on personal, professional and leadership development. Senior colleagues were invited to provide insights into how the Fellows had performed over the course of the Fellowship. All Fellows responded to both the pre- and post-Fellowship questionnaires with a return of 100% (16/16) response rate. There was a significant improvement in Fellows’ perception of their confidence, teaching abilities, understanding of behaviour change, management and communication skills. However, there was no change in the Fellows’ attitude to work. Feedback was received from 26 senior colleagues for 14 of the CPhOGH Fellows. Overall, senior colleagues considered CPhOGH Fellows to progress from proficient/established competencies to strong/excellent when using the national pharmacy Peer Assessment Tool and NHS Healthcare Leadership Model. The majority (88%) of senior colleagues would recommend the Fellowship to other pharmacists. The analysis of the data provided suggests that this CPhOGH Fellowship led to the upskilling of more confident, motivated pharmacist leaders with a passion for global health. This supports the NHS’s long-term plan “to strengthen and support good compassionate and diverse leadership at all levels”. Constructive feedback was received for improvements to the Fellowship. Job satisfaction and motivation improved, with seven CPhOGH Fellows reporting a change in job role and five receiving a promotion.

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Shark, Alan R. "The Information Technology Gap in Public Administration: What We Can Learn from the Certified Public Manager and Senior Executive Service Programs." Journal of Public Affairs Education 22, no. 2 (June 2016): 213–30. http://dx.doi.org/10.1080/15236803.2016.12002242.

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Moss, John R., Sharon M. Mickan, Jeffrey D. Fuller, Nicholas G. Procter, Barb A. Waters, and Peter K. O'Rourke. "Mentoring for population health in general practice divisions." Australian Health Review 30, no. 1 (2006): 46. http://dx.doi.org/10.1071/ah060046.

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This paper describes the implementation and evaluation of a three-way model of service development mentoring. This population health mentoring program was funded by the Commonwealth Department of Health and Ageing to enable staff from eight Divisions of General Practice in South Australia to gain a sound understanding of population health concepts relevant to their workplace. The distinguishing features of service development mentoring were that the learning was grounded within an individual?s work setting and experience; there was an identified population health problem or issue confronting the Division of General Practice; and there was an expectation of enhanced organisational performance. A formal evaluation found a consensus among all learners that mentoring was a positive and worthwhile experience, where they had achieved what they had set out to do. Mentors found the model of learning agreeable and effective. Division executive officers recognised enhanced skills among their ?learner? colleagues, and commented positively on the benefits to their organisations through the development of well researched and relevant projects, with the potential to improve the efficiency of their population health activities.

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Mobbs, Robyn, Hung The Nguyen, and Andrew Bell. "The chronic disease self-management project at Katherine West Health Board Aboriginal Corporation in the Northern Territory: A report of the first year." Australian Journal of Primary Health 9, no. 3 (2003): 160. http://dx.doi.org/10.1071/py03042.

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Katherine West Health Board Aboriginal Corporation (KWHB) at Katherine in the Northern Territory is an Aboriginal health service delivery organization directed by the Indigenous Board. The Chronic Disease Self-Management Demonstration Project (CDSM) commenced in April, 2002 at KWHB with funding from the Commonwealth Department of Health and Ageing Sharing Health Care initiative, as one of eight demonstration projects across the country. The project is under the direction of the KWHB Board, which is made up of 18 members elected by their own communities that lie within the KWHB service sector. The full Board or the Board Executive meet routinely throughout each year and members are actively involved with the project at both community and Board levels. The project governance structure also includes a Steering Committee and the Project Management Group that meets monthly. The project is well supported by the various management and administrative sections of KWHB. In the communities, the project reports to the local health committees that have been established by KWHB with community support, and to the local CDSM committees made up of members of the target group.

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Mulla, Abeda, Alistair Hewison, and Jonathan Shapiro. "The importance of clinical leadership in service redesign." International Journal of Leadership in Public Services 10, no. 3 (August 5, 2014): 126–41. http://dx.doi.org/10.1108/ijlps-03-2014-0001.

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Purpose – The way change occurred at a strategic level and in four clinical services in three hospitals was examined. The purpose of this paper is to report how the hospitals designed and delivered change at organisational and clinical service level to improve services for patients, and the role of clinical leadership in this process. Design/methodology/approach – A comparative case study involving semi-structured interviews was undertaken. These involved a range of senior managers in 2009 (n=77), 2011 (n=21) and 2012 (n=29). Interviews with staff involved directly in service delivery were also carried out in 2011 (n=92). The interviews were recorded digitally, transcribed verbatim, and analysed thematically using the Framework Method. Findings – The value of, and approach taken to clinical leadership varied across the hospitals and over time. This was affected by the culture and priorities of the organisation. Some strategies for developing clinical leadership were developed, however they were limited. It was expected that capable clinical leaders would emerge, and be supported. Effective clinical leadership during organisational and service change required direct executive or managerial support and relied on clinical “champions”. Originality/value – The paper demonstrates that despite the importance of clinical leadership being widely recognized in policy and research, there were no established programmes in place at the hospitals that were studied to support it. Rather there was a reliance on clinical staff coming forward to take on leadership roles as part of organizational efforts to bring about change.

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Bowen, Sarah, Ingrid Botting, Ian D. Graham, Martha MacLeod, Danielle de Moissac, Karen Harlos, Bernard Leduc, Catherine Ulrich, and Janet Knox. "Experience of Health Leadership in Partnering With University-Based Researchers in Canada – A Call to "Reimagine" Research." International Journal of Health Policy and Management 8, no. 12 (August 7, 2019): 684–99. http://dx.doi.org/10.15171/ijhpm.2019.66.

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Background: Emerging evidence that meaningful relationships with knowledge users are a key predictor of research use has led to promotion of partnership approaches to health research. However, little is known about health system experiences of collaborations with university-based researchers, particularly with research partnerships in the area of health system design and health service organization. The purpose of the study was to explore the experience and perspectives of senior health managers in health service organizations, with health organization-university research partnerships. Methods: In-depth, semi-structured interviews (n = 25) were conducted with senior health personnel across Canada to explore their perspectives on health system research; experiences with health organization-university research partnerships; challenges to partnership research; and suggested actions for improving engagement with knowledge users and promoting research utilization. Participants, recruited from organizations with regional responsibilities, were responsible for system-wide planning and support functions. Results: Research is often experienced as unhelpful or irrelevant to decision-making by many within the system. Research, quality improvement (QI) and evaluation are often viewed as separate activities and coordinated by different responsibility areas. Perspectives of senior managers on barriers to partnership differed from those identified in the literature: organizational stress and restructuring, and limitations in readiness of researchers to work in the fast-paced healthcare environment, were identified as major barriers. Although the need for strong executive leadership was emphasized, "multi-system action" is needed for effective partnerships. Conclusion: Common approaches to research and knowledge translation are often not appropriate for addressing issues of health service design and health services organization. Nor is the research community providing expertise to many important activities that the healthcare system is taking to improve health services. A radical rethinking of how we prepare health service researchers; position research within the health system; and fund research activities and infrastructure is needed if the potential benefits of research are to be achieved. Lack of response to health system needs may contribute to research and ‘evidence-informed’ practice being further marginalized from healthcare operations. Interventions to address barriers must respond to the perspectives and experience of health leadership.

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Oxtoby, Chris. "The Appointment of Judges: Reflections on the Performance of the South African Judicial Service Commission." Journal of Asian and African Studies 56, no. 1 (February 2021): 34–47. http://dx.doi.org/10.1177/0021909620946849.

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South Africa’s Constitution provides multitudinous examples of clear breaks from past governance structures and practices. Regarding the judiciary, one of many significant changes has been in how judges are appointed. Prior to the onset of constitutional democracy, judges were appointed by the executive, with consultation with the senior judiciary but little or no scope for broader input from any other stakeholders. The Constitution established the Judicial Service Commission (JSC), one of the major functions of which is to recommend the appointment of judges. The JSC was intended to mark a decisive break with the previous appointment system, by creating a broad-based structure that includes politicians, lawyers and judges. The JSC interviews prospective candidates for judicial office in public and provides the opportunity for other stakeholders to engage in the process. This article assesses the performance of the JSC over the first 25 years of South Africa’s constitutional democracy. Several shortcomings will be discussed, including the failure of the commission to develop and apply clear and consistent criteria, challenges with implementing demographic transformation of the judiciary, managing the role of politicians and politics in the judicial appointment process, and an apparent aversion to appointing independently-minded judges, informed at least in part by a restrictive understanding of the principle of the separation of powers.

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Zulu, Paul, Mpho Ngoepe, and Nampombe Saurombe. "The importance of legislation in the provision of national and public library services in Zambia." Journal of Librarianship and Information Science 49, no. 2 (February 25, 2016): 152–64. http://dx.doi.org/10.1177/0961000616632865.

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Legislation plays an important role in the provision of national and public library services. In Zambia, however, libraries that perform the functions of national and public libraries are operating without a legislative mandate. As a result, there is fragmentation of library services as there is no single institution which performs all the functions of a national library service. Although several efforts have been made in the past to enact national library service legislation, no Act of Parliament has been passed to date (2015). This study provides empirical evidence depicting the benefits of having legislation in the provision of national and public library services. The study identifies institutions that perform functions of national and public library services in Zambia. Quantitative data were collected through questionnaires administered to public library staff and interviews with senior government officials and executive members of the Zambia Library Association and Zambia Library Consortium. The study recommends that appropriate legislation that puts together the functions of public and national libraries under one institution be enacted in Zambia as soon as possible. Failure to transform this pattern will jeopardise the preservation of the country’s cultural heritage.

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