International Executives
In: American journal of international law: AJIL, Band 13, Heft 1, S. 85-88
ISSN: 2161-7953
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In: American journal of international law: AJIL, Band 13, Heft 1, S. 85-88
ISSN: 2161-7953
In: International affairs, Band 25, Heft 2, S. 198-199
ISSN: 1468-2346
In: Public budgeting & finance, Band 22, Heft 2, S. 114-119
ISSN: 0275-1100
In: Looking ahead: a monthly report by the National Planning Association on forward-looking policy planning and research, Heft 2, suppl, S. 1-5
ISSN: 0024-6409, 0747-525X
In: Journal of community practice: organizing, planning, development, and change sponsored by the Association for Community Organization and Social Administration (ACOSA), Band 4, Heft 2, S. 35-50
ISSN: 1543-3706
In: International legal materials: ILM, Band 18, Heft 6, S. 1525-1546
ISSN: 1930-6571
In: Terminology bulletin 15
In: American journal of international law: AJIL, Band 39, Heft 2, S. 323-330
ISSN: 2161-7953
In: Human services organizations management, leadership & governance, S. 1-7
ISSN: 2330-314X
In: The army quarterly and defence journal, Band 67, S. 213-217
ISSN: 0004-2552
In: Nonprofit and voluntary sector quarterly: journal of the Association for Research on Nonprofit Organizations and Voluntary Action, Band 37, Heft 1, S. 76-92
ISSN: 1552-7395
This article examines the interchangeability of paid and volunteer labor. It reports on estimates and prevalence of such interchangeability through a series of studies of Canadian nonprofits: two national surveys of nonprofit organizations and case studies of two hospitals. The first study found evidence that volunteers were replacing paid staff and that paid staff were replacing volunteers, sometimes in the same organization. The second study explored this pattern further and found the percentage of tasks that were interchangeable. The third study found that about two-thirds of the organizations in the sample agreed that the interchangeability of tasks occurred, but the data indicated that it was limited to about 12% of tasks, not dissimilar to the estimates from the case studies. The implications of the results are discussed, and a model for the interchangeability of paid and volunteer labor is presented.
In: Nonprofit and voluntary sector quarterly: journal of the Association for Research on Nonprofit Organizations and Voluntary Action, Band 39, Heft 6, S. 971-990
ISSN: 1552-7395
This article summarizes results of a study of programs providing workforce and educational development services for high-risk youth. A model of management functioning and program performance is used as a structure for program staff to rate the relative importance of selected inputs (clients, staff, resources, etc.) and throughputs (management and service delivery processes, framed here as management and program capacity) as they affect results. Factors seen to be most important in affecting performance included adequate funding for the program, leaders having a positive attitude, staff being motivated and committed, a facilitative organizational structure, and a budgeting process which ensures effective resource allocation. Because performance measurement is seen as multidimensional and socially constructed, findings also include respondents' opinions on the most relevant measures of performance. These results can provide insights and guidance to researchers and agency managers regarding studying and improving organizational performance.
In: Nonprofit and voluntary sector quarterly, Band 37, Heft 1
ISSN: 0899-7640