Developing a regional resilience monitor
- Authors: Lawton, Alan , Valenzuela, Ernesto , Duffy, Michelle , Morgan, Damian , Joiner, Therese
- Date: 2014
- Type: Text , Technical report , Research Report
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- Description: This study develops a Regional Resilience Monitor (RRM) which will enable the measurement of changes over time in a number of key dimensions for the well-being of regional Australia. Resilience is defined as the capacity of a local community to respond to, and anticipate economic, social and environmental change and to adapt, plan and transform itself for the future. Regional Resilience – in terms of health and well-being, productivity and economic growth, managing risk, and capturing opportunities for sustainable environments and human systems – has been identified as a key strategic priority for Australia, as it has been for a number of other countries. The RRM is made up of six interlocking elements that, together, form a holistic tool and provide a composite measure. These elements are: 1. Economic Health 2. Human Capital 3. Social Well-being 4. Liveability 5. Entrepreneurialism 6. Social Capital and Social Networks The first four elements can be measured using existing data and we identify those data sources. Elements 5 and 6 can be measured using a combination of existing data and, respectively, a newly developed regional entrepreneurship survey and a newly conceived social network analysis. The RRM was developed in, and for, the Latrobe Valley and the wider Gippsland region but can be ‘rolled out’ across regional Victoria as a whole and across regional Australia.
Managing cultural diversity and perceived organizational support: evidence from Australia
- Authors: Leveson, Lynne , Joiner, Therese , Bakalis, Steve
- Date: 2009
- Type: Text , Journal article
- Relation: International Journal of Manpower Vol. 30, no. 4 (2009), p. 377-392
- Full Text: false
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- Description: Purpose – The aim of this study is to investigate the relationship between employee perceptions of their organization's management of cultural diversity, their perceived organizational support and affective commitment. Design/methodology/approach – A questionnaire survey was developed and distributed to a sample of employees working in a large Australian financial institution. Findings – Analysis of the data shows that, when controlling for perceived organizational support, there is no direct relationship between cultural diversity management perceptions and affective commitment. Rather, the data support an indirect relationship between the two variables via perceived organizational support. Research limitations/implications – Implications are, first, that managers need to recognize the potential contribution of developing a positive workplace atmosphere for cultural diversity to strengthen employee perceived organizational support, which in turn enhances affective commitment. Second, the research findings underscore the importance of perceived organizational support in linking cultural diversity management perceptions to organizational outcomes, such as affective commitment. Third, managers should not underestimate the influence of initiatives, such as making all employees feel included in the “taken‐for‐granted” informal networks in engendering positive organizational and individual attitudes. Originality/value – The paper examines cultural diversity management from the employees' (rather than a management) perspective to develop a fully mediated model using organizational support to link cultural diversity management perceptions to commitment. The study reinforces the need to rethink simple relationships between cultural diversity management perceptions and organizational/individual outcomes, to consider more complex models that include important mediating variables to more fully understand the effects of cultural diversity management.