A conceptualization of uncertainty as a psychological state is developed. Sources of variability in the perception of uncertainty considered are attributes of the environment, individual cognitive ...

https://www.jstor.org/stable/pdfplus/255685.pdf

Uncertainty: Measures, Research, and Sources of Variation

Contributions to understanding organization-environment interaction from the policy and organization areas are integrated through a perceptual model of strategy formulation. Key inputs in the model...

Managerial Perceptions and Strategic Behavior

Value-Focused Thinking の拡張とその応用

Previous studies on the role of the professor reflect the existence of a multifaceted complex of strains on faculty. This research study investigated identifiable patterns of faculty stress. From a sample of 80 doctorate-granting institutions, 1,920 professors were selected and stratified by academic rank and Biglan's academic discipline model. The response rate was 75.28%. The multidimensionality of the 45-item Faculty Stress Index, investigated through factor analysis, resulted in five distinct dimensions of perceived stress: reward and recognition (55% common variance); time constraints (12% common variance); departmental influence (7% common variance); professional identity (6% common variance); and student interaction (6% common variance). Each factor was also analyzed according to professional and personal characteristics, and the analysis resulted in significant differences in the areas of tenure, rank, age, gender, and marital status. No differential pattern was discovered among disciplinary categories.

Dimensions of stress among university faculty: Factor-analytic results from a national study

48. Hill, M. D. "Variations in Job Satisfaction among Higher Education Faculty in Unionized and Nonunionized Institutions in Pennsylvania." Journal of Collective Negotiations in the Public Sector, 11 (1982), 165-80. 49. -----. "A Theoretical Analysis of Faculty Job Satisfaction/Dissatisfaction." Educational Research Quarterly, 10 (1986/87), 36-44. 50. Hines, E. R. "Higher Education and State Governments: Renewed Partnership, Cooperation, or Competition?" ASHE-ERIC Higher Education Report, no. 4. Washington, D.C.: George The great public universities reflect the investment citizens have made in building the commonwealth's educational and scientific infrastructure |61~. In many states, facilities and courses have been cut, and students have been crowded out of classes.... Master teachers are being paid -- "bribed" is the word that comes to mind -- to retire early simply because the university needs their salaries. Programs that took 20 years to build are dissolving; some of the best, most respected administrators and teachers have gone elsewhere. Budget cuts have stripped the university bare, leaving it without money to keep up a decent research library, without money for building programs. Morale -- of students and faculty members -- is low |21~. This article presents a case study of faculty morale and employment issues at an American public research university that has experienced an extended period of fiscal austerity. It sheds new light on how faculty compensation, job satisfaction, morale, and institutional commitment are influenced by changing institutional funding patterns -- patterns which reflect the widening gap between rich and poor segments of American society characterizing the 1980s and 1990s |20, 80~. These gaps are intensifying what Barbara Scott |93~ has called "the new academic stratification system." Fiscal Strains in American Public Higher Education As the United States entered the last decade of the twentieth century, much of American public higher education was facing profound economic uncertainty and financial retrenchment, forcing many institutions to eliminate academic programs and reduce academic personnel |4, 5~. This phenomenon is an outgrowth of state governments that are undergoing severe fiscal strains due to the volatile nature of the national economy |39, 42, 50, 51~. Recent stories in the Chronicle of Higher Education observe that over half the states faced serious financial deficits in the 1990-91 and 1991-92 fiscal years and have been forced to cut overall appropriations for public higher education |11, 17, 54, 72~. While some states experienced moderate financial growth in their higher education budgets during the 1980s, others saw periods of sharp decline in allocation of public resources, particularly for their academic institutions. In these latter states, additional cuts in public resources during the 1990s will significantly affect "core" programs in academic institutions which have few financial reserves to absorb further budget reductions. One type of academic institution that has been particularly affected by changes in public higher education funding patterns is the public research university |93, 95, 98~. Because state governments historically have been the largest single source of revenue for public academic institutions, decreases in state funding have forced public research universities to raise increased shares of their resources through grants and contracts from corporations, other private funding agencies, and the federal government. This has resulted in a checkerboard funding pattern within institutions for various academic disciplines. While fields like business and the physical sciences have often been able to obtain alternative funding for research, many fields within the humanities, social sciences, education, and human services have been largely dependent upon the states' shrinking general funds. State economic development initiatives and private sector demands for increased research and development assistance are further widening the gulf between the "have" and "have not" disciplines in American public research universities |6, 96, 97~. …

https://www.jstor.org/stable/pdfplus/2959931.pdf

For Richer, for Poorer: Faculty Morale in Periods of Austerity and Retrenchment

Faculty demographic and job satisfaction measures are related to perceptions of and sentiments toward collective bargaining at one institution which is unorganized but which has experienced substan...

Faculty Job Satisfaction and Bargaining Sentiments: A Case Study

Modern governments throughout the world face the same basic set of management challenges: a) to improve effectiveness.emphasizing outputs over inputs; b) to improve efficiency.managing costs; and c) to improve accountability.tying budgets to performance. This paper builds a new management model for government that addresses these challenges. Combining key principles of Activity Based Costing (ABC), the Balanced Scorecard (BSC), and Total Quality Management (TQM) with the spirit of the Planning, Programming and Budgeting System (PPBS) a new model emerges that bridges the gap between business and government. This integrated public management model is applied to generate fresh insights into two ongoing U.S. federal management initiatives: i) the Congressionally-mandated .Government Performance and Results Act. (GPRA), and ii) the President's "Management Agenda."

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A New Management Model for Government: Integrating Activity Based Costing, the Balanced Scorecard, and Total Quality Management with the Planning, Programming and Budgeting System

The ability of a government organization to evaluate and reward executive performance is of critical importance if performance management systems are realistically expected to promote successful execution of the organization’s strategic goals and objectives. Government organizations must move away from evaluating performance based on equity, time in grade, personal attributes and effort (all inputs) and toward systems based on output, results, and outcome achievement. We provide a model that can be used to evaluate executive performance in government. The model allows executives to focus on what is important to their organization and customers, and ties their performance evaluations not only to the organization’s objectives, but to the importance of each objective; thus it gives leaders an open and explicit linkage between performance of the individual and organizational objectives. We measure individual achievement by defining results or measures of performance and then aggregating them into higher-level objectives. We discuss how to use the model to rank performance among executives, how the model results might be used to reward performance and limitations of using the model for performance evaluation.

/pdf/evaluating-executive-performance-in-the-public-sector-1ipnmrl74a.pdf

Evaluating Executive Performance in the Public Sector

The authors investigated several possible determinants of militant attitudes toward the employer-employee relationship among 454 faculty members at one medium-sized state university. 1 Dissatisfaction with several of the job and organiza tional context characteristics (especially with the campus adminis tration) was a significant predictor of militancy, but demographic characteristics (e.g., sex, academic rank, tenure status, academic department, faculty organization membership) had almost no predictive value.

James Blandin

Papers

Faculty Job Satisfaction and Bargaining Sentiments: A Case Study

A New Management Model for Government: Integrating Activity Based Costing, the Balanced Scorecard, and Total Quality Management with the Planning, Programming and Budgeting System

Evaluating Executive Performance in the Public Sector

Determinants of Attitudinal Militancy Among University Faculty.

University Faculty and Attitudinal Militancy toward the Employment Relationship.