Search results
1 – 10 of over 103000Cynthia Lum, Christopher S. Koper, Michael Goodier, William Johnson and James Krause
We present the results of one of the only in-depth studies of a police agency’s internal and external response to the coronavirus pandemic of 2020 (COVID-19). This study…
Abstract
Purpose
We present the results of one of the only in-depth studies of a police agency’s internal and external response to the coronavirus pandemic of 2020 (COVID-19). This study emphasizes the importance of law enforcement agencies conducting comprehensive case studies and after-action assessments to prepare, prevent and respond to prolonged public health crises and showcases the profound (and lingering) effects of COVID-19 on police organizations.
Design/methodology/approach
This multi-method case study combines document analysis, a workforce survey, a community survey, interviews and analysis of administrative data to detail and assess the agency’s internal and operational responses to the pandemic and the reactions of employees and community members to those responses.
Findings
Despite agency strategies to mitigate the pandemic’s effects, employees cited very high stress levels one year after the pandemic and a third of sworn officers considered leaving the policing profession altogether during the first two years of the COVID-19 pandemic. Several policies intended by the agency to protect employee health and maintain staffing needs kept workforce levels steady but may have increased feelings of organizational injustice in both sworn and non-sworn individuals, with variation across racial and gender groups. A jurisdiction-wide community survey indicated general support for the police department’s responses but a preference for in-person rather than telephone-based responses to service calls. Officers, however, preferred continuing remote responses even after the pandemic subsided.
Originality/value
To the best of our knowledge, this is one of the only in-depth case studies that examine a police agency’s internal and external responses to COVID-19 and the sworn, non-sworn and community reactions to those responses.
Details
Keywords
First I would like to thank you for the great honour of being allowed to state my point of view on some, in my opinion very important, problems of tourism to‐day.
In recent years much attention in the UK has been given to encouraging the establishment and development of viable small firms in order to generate job creation and economic…
Abstract
In recent years much attention in the UK has been given to encouraging the establishment and development of viable small firms in order to generate job creation and economic growth. Enterprise agencies, set up by local companies, local authorities and others interested in developing the economic life of the community, have taken a major role in advising and guiding individuals who are starting their own small businesses. Enterprise agencies illustrate the growing importance of the concentration of effort within a community based upon local resources, as opposed to more traditional approaches aimed at bringing in jobs from outside the area by attracting inward investment. Reference is made to the type of services rendered by the agencies which small firm managers and directors find most useful when establishing their businesses. Observations are made about how the counselling relationship develops between the agency and the small firm in the critical early months. With over 250 enterprise agencies in existence, the UK is among the most active of EEC countries in taking positive local initiatives which aid the development of small firms.
Details
Keywords
The specific objectives of this research were to gain an understanding of the causes of advertiser account switches in New Zealand and Singapore and compare these results with…
Abstract
The specific objectives of this research were to gain an understanding of the causes of advertiser account switches in New Zealand and Singapore and compare these results with Michell’s USA and UK studies. The main finding of this study is the reasons for broken agency‐client relationships are complex and very varied. However, Michell’s five general reasons for account switches: poor agency performance; changes in agency policies; changes in client policies; changes in agency management; and changes in client management, appear to explain most failed agency‐client relationships (although few respondents had all of the above problems at once). This report has been useful in highlighting the differences in New Zealand and Singapore agency‐client relationships.
Details
Keywords
When we say that a tourist agency is an indispensable participant on a tourist market, we have just stated a fact accepted by both tourist theory and practice. Yet, there are…
Abstract
When we say that a tourist agency is an indispensable participant on a tourist market, we have just stated a fact accepted by both tourist theory and practice. Yet, there are, relatively speaking, few researches and analyses of tourist agencies work, still less such that would try to scientifically deal with the problems of a tourist agency's operation. With this lack of tourist technical literature in the field of the agency's role in tourism, the absence of theoreticians and those who work in practice can easily be noticed especially in area of sales on a tourist market. It is difficult to answer the question why it is so, nor can we enter into such discussions now. The aim of this contribution is to point out the importance of a process of the agency's work and give arguments for it.
Almost all estate agencies that are involved in residential property sales recognise the commission income from a sale when the commission concerned is actually received. This…
Abstract
Almost all estate agencies that are involved in residential property sales recognise the commission income from a sale when the commission concerned is actually received. This practice is at variance with generally accepted accounting practice, which requires recognition of income to occur on the signing of the agreement or when the sales contract becomes firm (i.e. unconditional). The South African Revenue Services (SARS) has required the few estate agencies that apply generally accepted accounting practice in their financial statements to align their income tax accounting with their financial accounting. This alignment results in tax being paid on the commission that is due from the sale of properties that have not yet been transferred. This paper debates the issue of the recognition of income. It provides suggestions for the improvement of disclosure in estate agencies’ financial statements. Furthermore, it suggests changes to estate agencies’ standard sales contracts to the effect that income is deemed to have been earned upon the registration of the transfer of a property.
Details
Keywords
Maintains that the purpose of this study – which was a general survey of the relationships between UK advertisers and their advertising agents – was to identify the nature of the…
Abstract
Maintains that the purpose of this study – which was a general survey of the relationships between UK advertisers and their advertising agents – was to identify the nature of the interests of organisations and of individuals charged with the maintenance of contact between them in the production of advertising material. Chronicles the study that took the form of a survey of attitudes and opinions of members of client and agency organisations. Concludes that the main interpretation to be drawn from the research data with respect to formalisation is that there exists a valid case for more specificity in client‐agency associations.
Details
Keywords
Isolates the importance of economic level and cultural level and cultural perceptions in influencing agency selection overseas by major US companies. Recounts that many study…
Abstract
Isolates the importance of economic level and cultural level and cultural perceptions in influencing agency selection overseas by major US companies. Recounts that many study findings, relating particularly to the use of local or US‐based advertising agencies, are examined. Particular concern is to whether or not such factors as the advertiser's attitudes towards cultural factor importance and market area economic development, are considerations in the placing of preparing and placing non‐domestic advertising. Looks at the role of culture and statements to prove advantages and disadvantages in these. Concludes that if a firm uses either US‐based agencies for overseas representation or foreign‐based agencies, its management is displaying some concern for the cultural and other differences forced between markets.
Details
Keywords
J.M. Askey and A. Malcolm
Examines the development and benefits of quality management techniques in the UK advertising industry from both agency and client points of view. The research was conducted…
Abstract
Examines the development and benefits of quality management techniques in the UK advertising industry from both agency and client points of view. The research was conducted through a questionnaire survey of UK advertising agencies and advertising clients, and covers a wide range of issues, mainly concentrating on ISO 9000 but including also quality improvement techniques. Claims the results show that, where ISO 9000 has been applied, substantial internal business benefits have been seen by agencies, but that clients have not perceived improvements in the quality of service received. Paradoxically, an increasing trend towards client preference for agency registration to ISO 9001 is reported. Concludes that the ISO 9001 quality system standard has not yet gained universal acceptance in the advertising industry and agencies would prefer a quality standard that is specific to their industry.
Details
Keywords
Recognizes that the employment service is an industry in which the employment agency is now more than just a service – it is now a business. Acknowledges that human resource…
Abstract
Recognizes that the employment service is an industry in which the employment agency is now more than just a service – it is now a business. Acknowledges that human resource management planning is key to match employee competency for an employer, as without employees nothing gets done. Looks at what employment agencies provide, e.g.: regular employment; contract services; temporary to hire; and payroll services. Concludes that employment agencies and human resource professionals should be in tandem to help the organisation to best use its process for change continuously.
Details