Innovation,accountability, and independence at three private foundations funding higher education civic engagement, 1995 to 2005

This case study looks at changes in private foundation funding for higher education civic engagement from 1995 to 2005. The focus is three large, established foundations that were U.S. national leaders in supporting this activity during these years: Carnegie, Pew, and Kellogg. Data sources include (1) in‐depth conversations with four strategically placed foundation insiders and six nationally recognized campus leaders and (2) scans of Web sites of the three foundations that document the change in funding priorities over time, plus Web sites of the main campus initiatives supported and national campus civic engagement organizations such as Campus Compact. Research findings con‐ firm and specify other studies that suggest that foundations shift their funding priorities according to their perceived role as innovators, pressures to be accountable and show clear results, and their independence as private organizations. The article concludes by raising questions about private foundations generally in relation to issues of innovativeness, accountability, and independence.     

Explaining Cooperation: How Resource Interdependence, Goal Congruence, and Trust Affect Joint Actions in Policy Implementation

A perennial problem when political decisions are to be implementedis how to make authorities work together. Previous researchshows that resource interdependence, goal congruence, and mutualtrust increase interorganizational cooperation. In this article,it is argued that interaction effects must also be consideredin order to fully understand how these variables affect cooperation.The study is based on 203 dyads of Swedish Public EmploymentService offices and municipalities in 2003. I find that mutualtrust is necessary if goal congruence is to increase cooperationbetween these agencies. Furthermore, mutual trust only has apositive effect if organizations have similar objectives. However,trust is not required for resource interdependence to affectcooperation, and the effect of trust is not dependent on theorganizations' mutual dependence. The results imply that trustand goal congruence must exist simultaneously in order to promotejoint actions. Thus, if a management strategy aimed at increasingcooperation only focuses on the organizations' objectives orthe level of trust between them, it will fail. An importantlesson for future research is that including interaction termsin the analysis improves our understanding of interorganizationalcooperation.     

General Job Satisfaction From a Developmental Perspective: Exploring Choice—Job Matches at Two Career Stages

The authors explored predictions of general job satisfaction at early and middle adulthood and uncovered several findings about developmental processes associated with job satisfaction. Tests of life‐span career theory propositions revealed that neither choice‐job congruence nor gender added significantly to predictions of job satisfaction at 2 career stages. Earlier occupational choice and current job added to predictions of midcareer (modal age 43 years) job satisfaction, especially for men. The predictability of job satisfaction is apparently influenced by the career stage when satisfaction is appraised.     

Mission attachment and satisfaction as factors in employee retention

Nonprofit organizations rely on the mission to attract resources and guide decision making. Increasingly, mission statements are recognized as a strong management tool that can motivate employees and keep them focused on the organization's purpose. This research investigated employee attitudes toward the mission in a youth and recreation service organization. In general, the employees expressed positive attitudes toward the organization's mission, and those attitudes were related to employee satisfaction and intentions to remain with the organization. However, dissatisfaction with pay tended to override employee's mission attachment as explanation of why they may leave the organization. The implication is that mission might be salient in attracting employees but less effective in retaining them.     

‘I hereby come out’: What sort of speech act is coming out?

The process of coming out linguistically as a lesbian or as a gay man is occasionally referred to as a speech act (e.g. Harvey 1997: 72; Liang 1997: 293). This analogy is taken as a starting point to explore the extent to which coming out is a performative act, and what sort of speech act coming out may be. The discussion draws on the perspective of both the speaker and the hearer to consider how the acts involved in coming out are open to interpretation. Parallels are drawn between the act of coming out as a lesbian or a gay man and other instances of self–disclosure or of individuals' constructions of new facets of their identities.     

Formalization of grievance procedures: A multi-firm and industry study

This study examines how two aspects of formalization of grievance procedures affect grievance procedure effectiveness: written versus oral presentation of grievance and the level of union and management authorized to resolve grievances at the first step. Several demographic variables were controlled for: size of bargaining unit, percentage of organization represented, number of grievances filed, and industry. A sample of 46 firms, representing a broad cross-section of unionized companies in the private sector, was obtained with the help of the American Arbitration Association. Results indicate that more formal grievance procedures (e.g., written presentation) are positively related to resolution rates at the first step. The number of grievances field and the size of the bargaining unit were positively related to total resolution rates prior to arbitration. We thank the American Arbitration Association for making this study possible.