The legend of the RMA: A trilogy

In this presentation the author paints the conflict of people versus nature in light of the RMA, and go on to look at the repercussions of this through not only the plans that were prepared under this controversial legislation, but also their implementation and resulting environmental outcomes. The author highlights some strategies for lifting the expectations of environmental outcomes achieved under the RMA through improving the quality of planning and governance under this legislation

MP 2010-04

The Allis Chalmers ‘G’ tractors have long been favorites with market gardeners because the model combines excellent toolbar visibility, overall maneuverability, and good fuel economy in a relatively simple mechanical design. Unfortunately, the tractor’s small size and unique style make it a prime target for tractor collectors. This means that buying repair parts for the model ‘G’s can be expensive, since the suppliers cater to the hobbyist-restoration market rather than those using the machines on working farms. Conversion of the tractor to electric power eliminates the excessive costs involved in repairing the engine with original parts. The farmer who originally converted a conventional Allis Chalmers ‘G’ to a solar-powered cultivating tractor received partial funding through a Sustainable Agriculture Research and Education Grant. He was very happy with the re-powered tractor and developed a website describing both the process of conversion and the resulting tractor (www.flyingbeet.com). The conversion of an Allis Chalmers ‘G’ to an electric (and ultimately solar-powered) cultivating tractor provides several benefits for the University of Alaska’s Matanuska Experiment Farm: ▷▷ 1) The Agricultural Experiment Station plays a leadership role in developing sustainable farming practices appropriate for Alaska, and using a tractor that does not operate on limited fossil fuels provides a working example of sustainable agricultural practices. ▷▷ 2) Among other duties, the tractor is used to cultivate inside 30’ x 96’ high tunnels where carbon monoxide would be a hazard to the operator. ▷▷ 3) The price of the conversion kit was only slightly more expensive than a replacement gasoline engine, and repair of the electric engine is considerably cheaper than repair of the gasoline engine

Dynamic Organizations: Achieving Marketplace Agility Through Workforce Scalability

Dynamic organizations (DOs) operate in business environments characterized by frequent and discontinuous change, They compete on the basis of marketplace agility; that is on their ability to generate a steady stream of both large and small innovations in products, services, solutions, business models, and even internal processes that enable them to leapfrog and outmaneuver current and would-be competitors and thus eke out a series of temporary competitive advantages that might, with luck, add up to sustained success over time. Marketplace agility requires the ongoing reallocation of resources, including human resources. We use the term workforce scalability to capture the capacity of an organization to keep its human resources aligned with business needs by transitioning quickly and easily from one human resource configuration to another and another, ad infinitum. We argue that marketplace agility is enhanced by workforce agility because it is likely to meet the four necessary and sufficient conditions postulated by the resource based view (RBV) of the firm – valuable, rare, inimitable, and non-substitutable – if it can be attained. Our analysis therefore concludes by focusing on the two dimensions of workforce scalability – alignment and fluidity – and postulating a number of principles that might be used to guide the design of an HR strategy that enhances both. Throughout the paper, key concepts are illustrated using the experiences of Google, the well-known Internet search firm. Because the analysis is speculative and intended primarily to pique the interest of researchers and practitioners, the paper ends with a number of important questions that remain to be clarified

Planning paradise with the Cheshire Cat: Governance problems under the RMA

Much has been made of compliance costs to business and the need to process consents hastily in relation to the Resource Management Act in New Zealand. This obsession with compliance misses the fundamental problem of implementing the RMA — shortcomings in governance. This address will shed some light on this pervasive problem, first by characterizing RMA within the theoretical range of national mandates, then dealing in turn with governance issues at each level in the intergovernmental hierarchy of partnerships established by RMA and LGA. It concludes with brief mention of long term council community planning, because it too is at risk if governance is not improved

Measurement of tide induced changes to water table profiles in coarse and fine sand beaches along Pegasus Bay, Canterbury

Measurements of changing water table profiles in beaches along Pegasus Bay, Canterbury, show an interchange of water between the sea and beach sand pores throughout a single semi-diurnal tidal cycle. The velocity of water escaping from the water table in response to an ebbing tide does not appear sufficient to elutriate material of silt size or larger from the beach. The low computed velocity is thought to be due to hydrostatic control, by sand dunes at the back of the beach, on water table amplitude. Fresh water and wave wash are considered important supplementary sources to that of tidal water in influencing water table profiles

Research Report On Phase 3 of the Cornell University/Gevity Institute Study – Employee Outcomes: Human Resource Management Practices and Firm Performance In Small Businesses

[Excerpt] Improving company performance is something of interest to all small business leaders. Small business leaders have many tools at their disposal — from finance to marketing to customer service — that could potentially improve the performance of their company. Among these tools is the way that small business leaders manage their people. As has been mentioned in previous reports, research has shown that people management does indeed impact company performance, even at the financial level. Studies show increases in value per employee of up to $40,000 and survival rates for IPO firms as much as 20% higher for companies that effectively manage their human resources. The Cornell University/Gevity Institute study of human resource management practices in small businesses is attempting to answer two important questions faced by small business leaders: 1. Do people contribute to the success of small businesses? 2. What human resource management strategies and practices can small business leaders employ to foster firm success? In phase two of the study, we found that employee management practices help small employers improve workforce alignment, which was defined as having the right people with the right skills in the right jobs. Firms with high levels of workforce alignment experience higher performance than firms with lower levels of workforce alignment. Building on these findings, the third phase of the study addresses the positive employee outcomes that can result from effective people management and seeks to understand which employee outcomes or behaviors tend to lead to different types of performance outcomes important to small business leaders. The results for this study were taken from a sample of 111 small companies where responses were received from both the top manager as well as the employees. Companies ranged in size from 10 to 165 employees with an average size of approximately 30 employees representing a broad range of industries. The results of the study will be presented as follows: First, we briefly discuss what is known about how human resource management impacts performance through employees. Second, we discuss the performance outcomes, and employee outcomes and behaviors that were studied as well as the specific employee behaviors and outcomes that seem to drive the different kinds of performance. Finally, we present some key takeaways from the results of this study

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

Achieving Marketplace Agility Through Human Resource Scalability

[Excerpt] Increasingly, firms find themselves, either by circumstances or choice, operating in highly turbulent business environments. For them, competitiveness is a constantly moving target. Many, it appears, are satisfied to enjoin the struggle with patched up business models and warmed over bureaucracies. But some, convinced that this is a losing proposition, are aggressively exploring and even experimenting with alternative frameworks and approaches. The monikers are many -- kinetic (Fradette and Michaud, 1998), dynamic (Peterson and Mannix, 2003), resilient (Hamel and Valikangas, 2003) and our favorite, agile (Shafer, Dyer, Kilty, Ericksen and Amos, 2001) -- but the aim is the same: to create organizations where change is the natural state of affairs. Clearly, this quest poses a number of major challenges for our field (Dyer and Shafer, 1999, 2003), one of which, optimizing human resource scalability, is the subject of this essay