People and Oceans: Managing Marine Areas for Human Well-Being

This booklet demonstrates an awakening within the conservation community that the human relationship with coastal and ocean environments must be evaluated in cultural, social, and economic -- as well as ecological -- dimensions. The major insights from this booklet include:People depend on oceans for food security, recreational opportunities, shoreline protection, climate regulation, and other ecosystem services.Marine resources have tremendous economic value that far exceeds current investments in marine governance, and visitors often are willing to pay far more than existing user fees.MMAs improve human well-being by diversifying livelihoods, enhancing incomes, and improving environmental awareness. They also pose challenges, including loss of access to fishing grounds, inequitable distribution of benefits, dependence on project assistance, and unmet expectations.MMAs are influenced by socioeconomic and governance conditions, including benefits exceeding costs, shared benefits, improved livelihood options, strong community participation, accountable management style, supportive local government, enabling legislation, enforced rules, empowerment and capacity building, strong persistent leadership, and involved external agents.Effective MMAs require strong enforcement, including both soft measures (i.e., education, partnerships) and hard measures (i.e., detection, interception, prosecution, and sanctions).Approaches such as buyouts, conservation agreements, and alternative livelihoods provide positive incentives for altering human behavior

Medicaid and CHIP Strategies for Improving Child Health

Explains state programs' need for child health measures that focus on outcomes; are standardized across programs, agencies, and states; and reward performance through provider reimbursement. Points out opportunities for foundation and government support

Transportation for a New Era -- Growing More Sustainable Communities

Outlines policy recommendations to create a national vision recognizing the links between land use, infrastructure, and sustainable communities; support metropolitan areas; foster more compact development; and invest effectively in transportation

Loyalty Programmes: Practices, Avenues and Challenges

<div align=justify>Complexity of modern business requires managers to strive for innovative strategies to acquire and retain customers in any product market field. As acquiring new customers is getting costlier day by day, business organizations have offered continuity/loyalty programmes to retain/reward existing customers and maintain relationships. The premise of CRM is that once a customer is locked in, it will be advantageous to both the organization as well as customer to maintain relationships and would be a win-win situation for both. Consumers find it beneficial to join such programmes to earn rewards for staying loyal. Through loyalty programmes, firms can potentially gain more repeat business, get opportunity to cross-sell and obtain rich customer data for future CRM efforts (Yuping Liu, 2007). This paper, exploratory in nature, attempts to provide a conceptual overview of Loyalty in organized retail sector, outlines practices of grocery retail outlets in Ahmedabad, the largest city in the state of Gujarat and the seventh-largest urban agglomeration in India, with a population of 56 lakhs (5.6 million). It also throws light on consumer expectations, perceptions and problems faced through indepth exploration. Based on literature review and environment in India, an emerging economy, it attempts to predict future of such programmes specifically in Indian organised retail sector and discusses managerial challenges of managing loyalty programmes and provides agenda for future research directions.</div>

Loyalty Programme Applications in Indian Service Industry

Retaining all customers would not be a good idea for any business. In contrast, allowing the profitable customers to leave would be an even worse idea. Consequently the real solution rests in knowing the value of each customer and then focusing loyalty efforts on those customers. Customers are more likely to be loyal to a group of brands than to a single brand. This is particularly true if the chosen brand is the category leader and costs more. In contrast to the one – brand- for – life mentality of the past, today’s consumers are blatant in their divided loyalties, for their own safety and pleasure. The conceptual framework presented helps to understand the evolving logic of loyalty programs and process of implementing the same. Applications in different service industry for building and sustaining loyalty provide an overview of the status of such programmes.

Gazing into the future of Sri Lankan higher education: capacity building for the future

This paper reports on an investigation into capacity building processes in relation to e-learning resource development and delivery (RDD) in a Sri Lankan higher education institution. The capacity building was investigated in three main areas: strategic planning, institutional capacity building, and the resources acquisition processes. The project investigated the embedding of e-learning into the Sri Lanka Institute of Advanced Technological Education (SLIATE). Like many other higher education institutes SLIATE aspires to excel in providing quality teaching and learning facilities and quality learning experiences. The research project concentrated on the exploration of areas of capacity building within the academic community at SLIATE by identifying possible improvements to the management of e-learning RDD. The paper focuses on the findings in relation to the effectiveness of the capacity building process in e-learning resource development and delivery, and how this could assist SLIATE students with their learning

Driving Value in Medicaid Primary Care: The Role of Shared Support Networks for Physician Practices

Examines the challenges of transforming small primary care practices under healthcare reform and options for Medicaid to drive changes through practice supports to help implement and sustain new models of care or catalyze investments in new systems

Toward a Strategic Human Resource Management Model of High Reliability Organization Performance

In this article, we extend strategic human resource management (SHRM) thinking to theory and research on high reliability organizations (HROs) using a behavioral approach. After considering the viability of reliability as an organizational performance indicator, we identify a set of eight reliability-oriented employee behaviors (ROEBs) likely to foster organizational reliability and suggest that they are especially valuable to reliability seeking organizations that operate under “trying conditions”. We then develop a reliability-enhancing human resource strategy (REHRS) likely to facilitate the manifestation of these ROEBs. We conclude that the behavioral approach offers SHRM scholars an opportunity to explain how people contribute to specific organizational goals in specific contexts and, in turn, to identify human resource strategies that extend the general high performance human resource strategy (HPHRS) in new and important ways