Suchergebnisse

From the late 1970s until the present day, the New Public Management movement flourished in the United Kingdom, New Zealand, Australia and a number of other countries over the globe. Nowadays, governments across the world are more service-oriented than previously, and administrative system innovations are encouraging new ways of improving public services. Increasingly, more and more countries are witnessing administrative innovations to provide better, quicker, and more efficient and effective service to the public. To this end, this collection of essays highlights public service theory and practices. While some chapters concentrate on innovation in administrative systems, others pay attention to more theoretic and practical issues. A few examine municipal-level public service and innovation, whereas others focus on environment, community policing, public infrastructure, partnership governance, and e-service and e-participation, as well as citizen participation. The book represents an excellent, updated resource for scholars, students and practitioners in the broad field of public administration, public policy, public affairs and public management.

At present, the allowed outage time (AOT) of an M310 unit emergency diesel generator (EDG) was 3 days, which can be extended to 14 days through replacement of additional diesel units; although it provides a certain online maintenance time, it cannot meet the needs of ten-years overhauls. In order to avoid stopping the reactor for maintenance of NPP due to insufficient of EDG AOT, based on risk-informed method analysis feasibility of extending AOT for EDG to 28 days, we quantitatively calculate the impact of extension of AOT on risk level of nuclear power plants (NPPs). Analysis shows that extension of EDG AOT to 28 days has less impact on NPPs, and safety of NPPs can be further ensured through temporary risk control measures, so the extension of AOT to 28 days is acceptable. By using risk-informed technology to extend AOT for EDG, unnecessary shutdown and maintenance is avoided and the economy of NPPs and flexibility of maintenance work arrangement is greatly improved while ensuring safety, which is of great significance to operation and maintenance of NPPs.

In previous studies (see e.g., Liden, Sparrowe, & Wayne, 1997; Schyns & Croon, 2006; Volmer, Niessen, Spurk, Linz, & Abele, 2011), leader-member exchange (LMX) has been shown to be related to positive outcomes. However, little attention has been paid to the relationship
between LMX and negative organizational behaviors such as unethical behavior. In this study we investigated 249 Chinese managers in 4 different finance companies in China, and found that there is a mediating effect of job satisfaction on the negative relationship between LMX and unethical
behavior.