从历史脉络论我国治军模式的伟大创造——从“兵为将有”到“党对军队绝对领导”

中国自古以来,将帅拥兵自重,割据称雄。而这种＂兵为将有＂的历史局面,直到中国共产党创立了新型人民军队才得到根本性的改变。但这一改变,与历代封建统治者的＂以派制派＂及蒋介石的＂以军压党＂有本质的区别,它是通过中国共产党著名的＂三湾改编＂和古田会议,确立了党对军队的绝对领导,从体制上、思想上和组织上破解了兵为将有、军队私有这一历史难题而实现的,开创了人民军队的新局面。     

Assessing Experiences With LGBT Microaggressions in the Workplace: Development and Validation of the Microaggression Experiences at Work Scale

ABSTRACT

LGBT people experience microaggressions in the workplace; however, limited research exists in this area partly due to a lack of psychometrically sound instruments measuring the prevalence of LGBT microaggressions in the workplace. To address this gap, an empirical study was conducted and the LGBT-MEWS was created and tested. The LGBT-MEWS is a 27-item self-report scale comprising three subscales. Each subscale conceptually represents a different domain through which microaggressions impact LGBT employees: (1) workplace values, (2) heteronormative assumptions, and (3) cisnormative culture. The results of testing indicated that the subscales demonstrate strong reliability and validity.     

The myth of the glass ceiling: Evidence from a stock-flow analysis of authority attainment

It is apparent to even a casual observer of American society that women and minorities are underrepresented among managers, especially among top-level executives. Past studies, however, have failed to find a consistent pattern of female and minority disadvantages in actual promotions and hiring decisions to account for this underrepresentation. This study aims to resolve this incongruity. Drawing on panel data from a nationally representative sample of scientists and engineers, I analyzed transitions across authority levels for men and women of three broad racial groups: whites, Asian Americans, and underrepresented minorities. There are two main findings. First, downward mobility plays an important role in authority inequality, especially for Asian men and underrepresented minority men and women. Second, while women and minorities face lower rates of upward mobility than white men, their disadvantages are concentrated in the bottom to middle-level transitions. This pattern is inconsistent with the popular notion of a “glass ceiling,” which implies that women and minorities encounter an unbreakable obstacle in accessing top positions after they have made their way into mid-level management.     

我国企业资产重组戎功率低的原因及对策

我国企业资产重组的成功率很低,失败率很高。造成这种情况的原因主要有:我国企业资产重组的政 府行为太严重、我国企业存在盲目的资产扩张冲动、一些企业领导素质低下以及资产重组中官僚腐败 现象的存在。因此,为了提高企业资产重组成功率,应采取五个方面的对策。     

Comparative Dispute Resolution in the Workplace

Workplace dispute resolution procedures vary considerably in structure and design, yet little is known concerning how these differences affect employees. We evaluate the efficacy of the leading dispute resolution procedures to provide employees with voice and workplace justice and then consider how outcomes may differ. Alternative dispute resolution can enhance workplace justice; however, justice can be denied when employers institute mandatory systems and require employees waive their right to pursue claims through the courts. Much of the variation in outcomes between these procedures is attributable to the decision-makers who, across these systems, emphasize different factors when evaluating a case. Critical questions remain however. We offer several recommendations for future research and encourage a more interdisciplinary approach to the many, as of yet, unanswered questions.

Learning strategies of workers in the knowledge-creating company

This study presents a critical examination of Nonaka and Takeuchi's theory about knowledge-creating companies (1995), taken as one example of contemporary management theories concerning innovation and learning. Two main questions are investigated. First, how is the learning of workers organized in the knowledge creation theory? Second, how is their learning related to the work they perform? Answers to these questions are sought from case-study research into work-related learning projects (Poell 1998) and from theoretical notions about learning networks in various work types (Van der Krogt 1998). Our first conclusion is that Nonaka and Takeuchi seem to assume that workers will learn only within the boundaries set by management. They do not, however, take into account that workers organize a great deal of learning themselves, frequently irrespective of management expectations. Second, Nonaka and Takeuchi expect workers to learn according to rigid bureaucratic principles in a work context emphasizing innovation. The theory of knowledge creation does not show how these contrary principles might be successfully integrated.     

The Violent Incident Form (VIF): A practical instrument for the registration of violent incidents in the health care workplace

The Violent Incident Form (VIF) is a practical instrument that has been developed for the registration of all types of threatening and violent behaviour directed toward staff in health care work environments. The instrument uses a broad definition of violence that encompasses verbal aggression and threats. A 1-page checklist, the VIF, summarizes key aspects of the violent incident, identifying the circumstances, perpetrator, event, and consequences. Results from a 15-week pilot study as well as a follow-up study of the instrument's test-retest reliability are presented. The VIF was then introduced at 47 health care workplaces and used for a period of 12 months. During this period, 684 incidents were recorded by 32 workplaces. Of these, only 147 incidents (21 %) were also filed as official work injury reports. The checklist is based on the principle that all kinds of violent events must be included if an accurate assessment of violence at the workplace is to be made. The VIF is not intended as a replacement for official work injury reports, but as a complement, focusing more specifically on the nature of the violent incident. It is presented here as a research tool for studying violence in today's health care environments. Further work is needed to assess the use of the VIF as a learning tool, and as a possible catalyst for the development of effective violence management programmes.     

Role strain among working parents: Implications for workplace and community

This study examined work-family interference experienced by working parents in a sample of 1888 employed adults. Role strain was examined using a multidimensional model that included family-related and work-related demands and resources. Multiple regression analyses revealed that having children under the age of six, more demanding jobs, less satisfactory child care arrangements, and less workplace support contributed significantly to higher levels of role strain. Utilization of workplace programs and benefits such as Dependent Care Accounts, Child Care Resource Guides, Parent Information Fairs, and adjusted work schedules did not significantly impact levels of work-family interference. Moreover, work and family resources were not found to have greater benefit for employees with more demanding work and family situations than for those with less demanding situations. These findings demonstrate the limited buffering ability of certain workplace and family resources, and the importance of identifying work-site as well as community-based programs and policies that have the greatest potential to assist working parents and their children. Cette étude éxamine l'intrusion travail-famille d'une expérience vécue de parents qui travaillent parmi un groupe représentatif de 1888 adultes avec emploi. La tension de rôle est éxaminée par le biais d'un modèle multidimensionnel comprenant des éxigences et ressources se rapportant à la famille et au travail. Les analyses de régression multiples démontrent que les attributs suivants contribuent de manière significative à des niveaux plus élevés de tension de rôle: avoir des enfants de moins de six ans, avoir un poste plus éxigeant, des écoles maternelles moins satisfaisantes et moins de soutien dans les lieux de travail. L'utilisation de programmes et des bénéfices de travail comme les comptes de 'Dependent Care' (c'est àdire les comptes accordant aux parents certains avantages fiscaux) des guides de ressources de crêches, des foires de renseignement pour les parents, et des horaires de travail adaptables aux besoins du travailleur, n'affectent pas significativement les niveaux de l'intrusion de travail-famille. En outre, les ressources ayant rapport au travail et à la famille ne se revelent pas plus bénéfiques pour les employés ayant une situation plus éxigeante que pour ceux dont la situation est moins éxigeante. Ces résultats démontrent la capacité protectrice limitée des certaines ressources du lieu de travail et de la famille, ainsi que l'importance d'identifier des programmes et une politique à base communitaire qui aient le potentiel le plus grand d'accorder de l'assistance aux parents qui travaillent et à leurs enfants.     

‘Let's share!’ The mediating role of employees' self-determination in the relationship between transformational and shared leadership and perceived knowledge sharing among peers

Building on social-exchange and self-determination theory, this study aimed to contribute to the scholarly literature on leadership and knowledge sharing by simultaneously testing how shared and transformational leadership and their interrelatedness may foster employees' perceptions of knowledge sharing behaviour among peers. Additionally, we investigated the mediating role of employees' basic psychological needs satisfaction (in terms of autonomy, competence and relatedness, respectively) as an additional explanatory mechanism to reveal how shared and transformational leadership may foster individuals' perceptions of knowledge sharing behaviour among peers. We employed PLS structural equation modelling to analyse survey data obtained from professionals in an R&D unit of a knowledge-intensive firm. We found shared leadership to be the most important factor enhancing employees' perceptions of knowledge sharing among peers, both directly and indirectly through employees' satisfaction of the need for autonomy. Transformational leadership was found to foster employees' knowledge sharing ultimately, through shared leadership and the need for autonomy satisfaction. We concluded that shared forms of leadership supplemented with transformational leadership on the part of formal leaders are important in contemporary work environments as they can foster employees' perceptions of knowledge sharing among peers and contribute towards employees' self-determination, which ultimately enhances perceptions of knowledge sharing among peers.