Contextualizing ethnic educational inequality: the role of stability and quality of neighborhoods and ethnic density in second-generation attainment

This study examines the joint impact of neighborhood structure and ethnic density on the educational attainment of the second generation. Using second-generation samples and a majority reference sample from the Belgian Census, multi-level analysis yields the expected positive effects of neighborhood stability and quality and ethnic density on second-generation school completion. Reflecting the ethnic stratification of the Belgian housing market, majority residential concentration tends to coincide with high neighborhood stability and quality and high completion rates, whereas Moroccan concentrations overlap with low neighborhood quality, and low completion rates. For the Turkish and Italian second generation, neighborhood structure moderates ethnic density effects on school completion, in line with segmented assimilation. Our findings suggest distinct Moroccan, Turkish and Italian incorporation modes which reflect differential access to, and investments in ethnic versus mainstream social networks.     

Implementing an employee performance management system in a nonprofit organization

Nonprofit organizations are not exempt from the imperatives of employee attraction, retention, and motivation. As competition for staff, donors, and funding increases, the need to manage employee performance will continue to be a critical human resource management issue. This article outlines a study of the introduction of a performance management system in an Australian nonprofit organization and analyzes its design and implementation. It explores how performance management can be introduced and used effectively within a nonprofit environment to benefit staff and the organization. However, the use of performance management is not without its challenges, and the research also identified initial employee resistance and a resulting initial spike in labor turnover. However, findings indicate that if nonprofit organizations are willing to undertake consultation with staff and ensure that the organization's specific context, values, and mission are reflected in the performance management system, it can be a useful tool for managers and a direct benefit to employees.