Search results

This study aims to examine the extent to which “What Works” reviews in youth justice enable understanding of the features of effectiveness (what works, for whom, in what circumstances and why?) specified in the Effects–Mechanisms–Moderators–Implementation–Economic cost (EMMIE) framework.

The EMMIE framework examined findings within a sample of “What Works” style reviews of preventative youth justice intervention effectiveness.

“What Works” style reviews of evaluations of preventative youth justice interventions often omit the requisite details required to examine all of the necessary elements of effectiveness contained within the EMMIE framework. While effectiveness measures were typically provided, the dominant evaluation evidence-base struggles to consider moderators of effect, mechanisms of change, implementation differences and cost-effectiveness. Therefore, “What Works” samples cannot facilitate sufficient understanding of “what works for whom, in what circumstances and why?”. The authors argue that Realist Synthesis can fill this gap and shed light on the contexts that shape the mechanisms through which youth justice interventions work.

The authors extended the approach adopted by an earlier review of effectiveness reviews (Tompson et al., 2020), considering more recent reviews of the effectiveness of preventative interventions using the EMMIE framework. Unlike previous reviews, the authors prioritised the utility of the EMMIE framework for assessing the factors affecting the effectiveness of preventative interventions in youth justice.

“All things are in a constant state of change”, said Heraclitus of Ephesus. The waters if a river are for ever changing yet the river endures. Every particle of matter is in continual movement. All death is birth in a new form, all birth the death of the previous form. The seasons come and go. The myth of our own John Barleycorn, buried in the ground, yet resurrected in the Spring, has close parallels with the fertility rites of Greece and the Near East such as those of Hyacinthas, Hylas, Adonis and Dionysus, of Osiris the Egyptian deity, and Mondamin the Red Indian maize‐god. Indeed, the ritual and myth of Attis, born of a virgin, killed and resurrected on the third day, undoubtedly had a strong influence on Christianity.

This article describes the background to the What Works initiative launched by Barnardo's in the early 1990s, with a focus on the What Works for Children series of reports published from 1995 onwards. The author describes the intellectual and social context of the initiative, the approach taken, and some of the barriers to and levers for the adoption of research in practice are identified. The article describes more briefly the ways in which those in the Research and Development (R&D) team at Barnardo's worked towards knowledge transfer, both inside and outside the organisation. The article concludes with reflections on the impact of Barnardo's initiatives, the journey still to be travelled to strengthen the knowledge base of those providing services to children in education, health and social work, and the need for further work both to strengthen the evidence base and to increase synergies between research, policy and practice.

Using in‐depth life history interviews, this paper examines how workingclass black workers get jobs. It also offers an analysis of the ways networks generate resource information which then passes through a series of connections that in form those connected about available jobs, the application process, what personal information is required to get the job, employer expectations, the application process, wage rates and who will make the hiring decision. Black city residents have repeatedly had to reorganize their strategies for economic survival simultaneously evaluating what sort of information is passing through their net works about available jobs and what is re quired to get the job.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

The author argues that we must stop and take a look at what our insistence on human labour as the basis of our society is doing to us, and begin to search for possible alternatives. We need the vision and the courage to aim for the highest level of technology attainable for the widest possible use in both industry and services. We need financial arrangements that will encourage people to invent themselves out of work. Our goal, the article argues, must be the reduction of human labour to the greatest extent possible, to free people for more enjoyable, creative, human activities.

The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).

Bertil Ohlin was a most active commentator on current economic events in the interwar period, combining his academic work with a journalistic output of an impressive scale. He published more than a thousand newspaper articles in the 1920s and 1930s, more than any other professor in economics in Sweden.

Here we have collected 10 articles by Ohlin, translated from Swedish and originally published in Stockholms-Tidningen, to trace the evolution of his thinking during the Great Depression of the 1930s. These articles, spanning roughly half a decade, bring out his response to the stock market crisis in New York in 1929, his views on monetary policy in 1931, on fiscal policy and public works in 1932, his reaction to Keynes’ ideas in 1932 and 1933 and to Roosevelt’s New Deal in 1933, and, finally, his stand against state socialism in 1935.

At the beginning of the depression, Ohlin was quite optimistic in his outlook. But as the downturn in the world economy deepened, his optimism waned. He dealt with proposals for bringing the Swedish economy out of the depression, and reported positively on the policy views of Keynes. At an early stage, he recommended expansionary fiscal and monetary policies including public works. This approach permeated the contributions of the young generation of Swedish economists arising in the 1930s, eventually forming the Stockholm School of Economics. He was critical of passive Manchester liberalism, ‘folded-arms evangelism’ as well of socialism while promoting his own brand of ‘active social liberalism’.

Most of the managers I meet (and I reckon to have met a few thousand over the last ten years) are dissatisfied with their lot. Many have an ambition to “retire at forty‐five” (or thirty‐five, depending on their age); a perceptible minority “drop out”, watched more or less wistfully by many of their colleagues; most of all, they tell you they want to do their own thing, to work for themselves.