Potential Explosive Device on a Commuter Train: What drives train drivers to deviate from the security procedure?

Explosives pose a major threat to urban metro rail systems. Train drivers are therefore expected to regularly perform security procedures in response to reports of suspicious items on the train. This study was conducted to develop a multi-factorial account of deviation from one such security procedure by train drivers. By analysing data from focus group interviews with 30 train drivers, observation in a rail simulator, actual cab rides, and training material four major themes emerged to explain why drivers may deliberately deviate from following normative procedures designed by their managers. This included perceived pressure from safety and service goals, stress and fatigue during peak hours of operation, and workload created by security tasks. The results are organised in a succinct model that draws a link between drivers’ perceived pressure from multiple goals, and the changing driving conditions in which they perform. The study proposes ways for managers of urban commuter rail networks to understand the pressures that their drivers face in performing security tasks that are not part of their conventional job profile. The findings can inform changes in training methods, encourage drivers to discuss their reasons for deliberate rule violation, and support the design of security procedures more likely to be implemented

Human Resource Information Systems for Competitive Advantage: Interviews with Ten Leaders

[Excerpt] Increasingly, today\u27s organizations use computer technology to manage human resources (HR). Surveys confirm this trend (Richards-Carpenter, 1989; Grossman and Magnus, 1988; Human Resource Systems Professionals 1988; KPMGPeat Marwick, 1988). HR professionals and managers routinely have Personnel Computers (PCs) or computer terminals on their desks or in their departments. HR computer applications, once confined to payroll and benefit domains, now encompass incentive compensation, staffing, succession planning, and training. Five years ago, we had but a handful of PC-based software applications for HR management. Today, we find a burgeoning market of products spanning a broad spectrum of price, sophistication, and quality (Personnel Journal, 1990). Top universities now consider computer literacy a basic requirement for students of HR, and many consulting firms and universities offer classes designed to help seasoned HR professionals use computers in their work (Boudreau, 1990). Changes in computer technology offer expanding potential for HR management (Business Week, 1990; Laudon and Laudon, 1988)

Report on a review of selected general and application controls over the Iowa State University of Science and Technology payroll system for the period March 27 through May 11, 2007

Report on a review of selected general and application controls over the Iowa State University of Science and Technology payroll system for the period March 27 through May 11, 200

The Senior Executive Service: Background and Options for Reform

[Excerpt] The Senior Executive Service (SES) was established by the Civil Service Reform Act of 1978 (CSRA; P.L. 95-454, 92 Stat. 1111). Congress created the SES to provide a government-wide, mobile corps of managers within federal agencies. The SES, comprising mostly career appointees who are chosen through a merit staffing process, is the link between the politically appointed heads of agencies and the career civil servants within those agencies. The creators of the SES envisioned it as a cadre of high-level managers in the government who would provide leadership for agencies across administrations and ensure productivity and efficiency within the government. The CSRA incentivized good performance among senior executives by basing their compensation on their performance. Over the three decades of the SES’s operation, various ideas and suggestions have been offered as to how it may be improved. Although a few statutory changes have been implemented since its creation, many argue that the current state of the SES calls for more comprehensive reforms. The most recent change made to the SES was a revision of its pay system enacted in 2004. Advocates for additional changes to the SES argue that further changes would improve the efficiency and the management of government programs and the government workforce. Some of the changes they call for include improvement in recruiting efforts, more opportunities for onboard training and career development of senior executives, and further changes to the current pay structure. This report provides a history and background of the SES, examines the central features of the SES, and discusses some areas in which advocates for SES reform have called for change

Recruiting Older Workers: Realities and Needs of the Future Workforce

This chapter examines literature pertaining to the recruitment of older workers. It begins by addressing the question of relevance and why older worker recruitment matters. It then examines what is known about older workers, including their attitudes, motivations, and behaviors. Next the chapter addresses what employers are looking for in older workers and, more specifically, discusses the continuum of employers’ practices from those that aggressively try to attract and retain older workers and apply a conservation model of older worker management to those that apply a depreciation model and focus primarily on retrenchment and downsizing older employees. Finally, it addresses how employers can recruit older workers through changes in organizational policies and practices

Ready for Tomorrow: Demand-Side Emerging Skills for the 21st Century

As part of the Ready for the Job demand-side skill assessment, the Heldrich Center explored emerging work skills that will affect New Jersey's workforce in the next three to five years. The Heldrich Center identified five specific areas likely to generate new skill demands: biotechnology, security, e-learning, e-commerce, and food/agribusiness. This report explores the study's findings and offers recommendations for improving education and training in New Jersey

MSUO Information Technology and Geographical Information Systems: Common Protocols & Procedures. Report to the Marine Safety Umbrella Operation

The Marine Safety Umbrella Operation (MSUO) facilitates the cooperation between Interreg funded Marine Safety Projects and maritime stakeholders. The main aim of MSUO is to permit efficient operation of new projects through Project Cooperation Initiatives, these include the review of the common protocols and procedures for Information Technology (IT) and Geographical Information Systems (GIS). This study carried out by CSA Group and the National Centre for Geocomputation (NCG) reviews current spatial information standards in Europe and the data management methodologies associated with different marine safety projects. International best practice was reviewed based on the combined experience of spatial data research at NCG and initiatives in the US, Canada and the UK relating to marine security service information and acquisition and integration of large marine datasets for ocean management purposes. This report identifies the most appropriate international data management practices that could be adopted for future MSUO projects