Judicial Professional Associations: Fostering Judicial Reform Through Civil Society Development

2009 ◽  
Vol 33 (1) ◽  
pp. 48-62 ◽  
Author(s):  
Milica Golubovic
Keyword(s):  
Civil Society ◽  
Turnover Rate ◽  
Legal Education ◽  
Professional Associations ◽  
Judicial Reform ◽  
High Turnover ◽  
Administrative Capacity ◽  
History Of ◽  
Bar Association ◽  
Copy And Paste

AbstractThis article documents the history of judicial professional associations (the Judges' Association of Serbia, Prosecutors' Association of Serbia, and Magistrates' Association of Serbia) in Serbia from their early development in the mid-1990s through the present day. With a close focus on the associations' relationship with USAID implementing partner American Bar Association/Central Europe and Eurasian Law Initiative (ABA/CEELI), the article identifies the challenges to establishing sustainable judicial professional associations. These challenges include a lack of secure funding, low organizational and administrative capacity, a high turnover rate of volunteers and employees, reliance on foreign-generated 'copy-and-paste' activities that do not take local needs into account, and uneasy relationships with the local and central governments. Successes of the fledgling judicial professional associations are also noted, including the implementation of continuing legal education (CLE) seminars.

FAKTOR PERSONAL YANG BERHUBUNGAN DENGAN KOMITMEN ORGANISASI PERAWAT RSUD EMBUNG FATIMAH BATAM

2020 ◽  
Vol 5 (3) ◽  
pp. 875
Author(s):  
Asfri Sri Rahmadeni
Keyword(s):  
Organizational Commitment ◽  
Turnover Rate ◽  
Sampling Technique ◽  
Hospital Nurses ◽  
Test Results ◽  
Personal Factors ◽  
High Turnover ◽  
Chi Square ◽  
Cross Sectional ◽  
Chi Square Test

<p class="Normal1"><em>Commitment is the attitude or behavior of likes or dislikes shown by someone against the organization at work. Indonesia is recorded as a nurse who has a low organizational commitment (76%) so it harms services. This phenomenon in the hospital can be seen from the indicator of the high turnover rate of nurses which reaches 30.9% which exceeds the standard &lt;5%. Many factors affect organizational commitment. The purpose of this study was to analyze the Personal Factors Associated with Organizational Commitment of Hospital Nurses. This study is a cross-sectional analytic study and purposive sampling technique with a sample of 59 nurses. Chi-Square test results obtained personal factors that have a relationship with organizational commitment Nurse Hospital is age with p = 0,000 and education with p = 0,000, personal factors not related to organizational commitment are gender p = 1,053 and years of service with p = 1,147. Hospitals should conduct research/surveys on Organizational Commitment periodically as an evaluation material in the context of the organization's development and development in the future</em>.</p>

Juvenile Justice

2017 ◽  
Author(s):  
Asha Bajpai
Keyword(s):  
Civil Society ◽  
Juvenile Justice ◽  
United Nations ◽  
International Law ◽  
Law Reform ◽  
Child Victims ◽  
Present Stage ◽  
Alternative Care ◽  
Need Of Care ◽  
History Of

This chapter deals with those children in especially difficult circumstances that are vulnerable, marginalized, destitute, and neglected and deprived of their basic rights. It commences with a history of the Juvenile Justice legislation in India right from the Children’s Act of 1960s to the current Juvenile Justice (Care and Protection of Children) Act, 2015. The barriers faced in the administration and implementation of the Juvenile Justice legislation throughout its evolution to its present stage is discussed in detail. How the law deals with children in need of care and protection and children in conflict with law are discussed in this chapter. Landmark judgements by courts and suggestions for further law reform are included. This chapter also contains international law relating to administration of juvenile justice, and United Nations guidelines in matters in matters involving child victims and witnesses of crime including UN Guidelines on Alternative Care of Children. Some civil society interventions are also included.

scholarly journals Consultant staffing in UK congenital cardiac services: a 10-year survey of leavers and joiners

Open Heart ◽  
2021 ◽  
Vol 8 (2) ◽  
pp. e001723
Author(s):  
David Steven Crossland ◽  
Richard Ferguson ◽  
Alan Magee ◽  
Petra Jenkins ◽  
Frances A Bulock ◽  
...  
Keyword(s):  
Turnover Rate ◽  
Adult Congenital Heart Disease ◽  
Staff Retention ◽  
High Turnover ◽  
National Review ◽  
Adult Congenital ◽  
Level 1 ◽  
The Uk ◽  
Cardiac Surgeons ◽  
Work Abroad

ObjectivesTo report the numbers of consultant congenital cardiac surgeons and cardiologists who have joined and left UK practice over the last 10 years and explore the reasons for leaving.MethodsRetrospective observational questionnaire study completed between 11 June 2019 and 1 July 2020 by UK level 1 congenital cardiac centres of 10-year consultant staff movement and reasons suggested for leaving UK practice.ResultsAt survey completion there were 218 (202 whole time equivalent (WTE)) consultant cardiologists and surgeons working within level 1 centres made up of 39 (38 WTE) surgeons, 137 (128.5 WTE) paediatric cardiologists, 42 (35.5 WTE) adult congenital heart disease (ACHD) cardiologists. 161 (74%) consultants joined in the last 10 years of whom 103 (64%) were UK trained. There were 91 leavers giving a staff turnover rate 42% (surgeons 56%, paediatric cardiologists 42%, ACHD cardiologists 29%). Of those, leaving 43% moved to work abroad (surgeons 55%, paediatric cardiologists 40%, ACHD cardiologists 67%). Among the 65 reported reasons for leaving 16 were financial, 9 for work life balance, 6 to working conditions within the National Health Service (NHS) and 12 related to the profession in the UK including six specifically highlighting the national review process.ConclusionsThere has been a high turnover rate of consultant staff within UK congenital cardiac services over the last 10 years with almost half of those leaving moving to work overseas. Financial reasons and pressures relating to working in the NHS or the specialty in the UK were commonly reported themes for leaving. This has major implications for future planning and staff retention within this specialised service.

scholarly journals Returning urban political elites to the research agenda: the case of the Southern Low Countries (c. 1350 – c. 1550)

Urban History ◽  
2019 ◽  
Vol 47 (4) ◽  
pp. 568-588
Author(s):  
Frederik Buylaert ◽  
Jelten Baguet ◽  
Janna Everaert
Keyword(s):  
Special Section ◽  
Political Elite ◽  
The Political ◽  
Political Elites ◽  
Ruling Class ◽  
High Turnover ◽  
Low Countries ◽  
Late Medieval ◽  
The Social ◽  
History Of

AbstractThis article provides a comparative analysis of four large towns in the Southern Low Countries between c. 1350 and c. 1550. Combining the data on Ghent, Bruges and Antwerp – each of which is discussed in greater detail in the articles in this special section – with recent research on Bruges, the authors argue against the historiographical trend in which the political history of late medieval towns is supposedly dominated by a trend towards oligarchy. Rather than a closure of the ruling class, the four towns show a high turnover in the social composition of the political elite, and a consistent trend towards aristocracy, in which an increasingly large number of aldermen enjoyed noble status. The intensity of these trends differed from town to town, and was tied to different institutional configurations as well as different economic and political developments in each of the four towns.

How Frequent are Transfers of District and Block-Level Officers ?

1986 ◽  
Vol 11 (3) ◽  
pp. 215-224
Author(s):  
Girja Sharan ◽  
S. Narayanan
Keyword(s):  
Turnover Rate ◽  
Development Work ◽  
High Turnover ◽  
Minimum Duration ◽  
Duration Of Stay ◽  
Block Level

Development work is a team effort. The continued presence of the same team thus can be expected to be more fruitful. A high turnover rate of officials at district and lower levels is considered detrimental to development. This has been recognized and reflected in the setting up of norms of minimum duration of stay for various categories of officers dealing with development. But what is the reality on the ground? In this article, Girja Sharan and S Narayanan look into the frequency of transfers of officials over decades in two districts of Rajasthan and quantify the data, concluding that it is statistically certain that no team of Collector, Sub-Divisional Officer, Tehsildar, and Block Development Officer, initially appointed, would work for even a period of two years. Chances are just one in five that the team would last one for year!

scholarly journals A Truly Free State in the Congo: Slavery and Abolition in Global Historical Perspective

2014 ◽  
Vol 1 (1) ◽  
pp. 58-76
Author(s):  
John Donoghue
Keyword(s):  
Civil Society ◽  
Early Modern ◽  
Democratic Republic ◽  
Democratic Republic Of Congo ◽  
Free Market ◽  
Colonial Rule ◽  
Global Context ◽  
Abolitionist Movement ◽  
Modern Capitalism ◽  
History Of

The differences between slavery now and then are less important than the historical links that bind them, links in an awful chain of bondage that bind the history of the transatlantic slave trade from Africa to the resurgence of slavery in Africa today. As this article illustrates, nowhere is this truer, both in historical and contemporary terms, than in the Congo. The links binding the Congo to the history of human bondage were first forged in the crucible of early modern capitalism and they have been made fast by the proliferation of “free market reform” today, which despite the fundamentalist cant of its advocates, has hardly proven to be a force of human liberation; instead, placing the last 500 years of the Congo region in global context, we can see how capitalism has proven to be the world’s greatest purveyor of human bondage. The article concludes with an argument that the reconstruction of civil society in the Democratic Republic of Congo after decades of war, dictatorship, and neo-colonial rule depends crucially on the continued success of an already impressive Congolese abolitionist movement. Without making an end to slavery, once and for all, civil society can hardly prosper in a country where slavery has historically brought about its destruction.

scholarly journals Mitigating Effect of Psychological Capital on Employees’ Withdrawal Behavior in the Presence of Job Attitudes: Evidence From Five-Star Hotels in Malaysia

2021 ◽  
Vol 12 ◽  
Author(s):  
Zhen Yan ◽  
Zuraina D. Mansor ◽  
Wei C. Choo ◽  
Abdul R. Abdullah
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Turnover Rate ◽  
Psychological Capital ◽  
Job Attitudes ◽  
The Other ◽  
Equation Modeling ◽  
High Turnover ◽  
Other Hand

High turnover rate is one of the striking features of the hotel industry and one of the most significant challenges. High turnover rate causes substantial costs for recruitment, selection and training in hotels, on the other hand, it also leads to negative consequences such as the decline of organizational performance and service quality. Thus, it is necessary to search for the root causes of turnover and put forward solutions. This study was designed to examine the impact of psychological capital (PsyCap), organizational commitment (OC), and job satisfaction (JS) on turnover intention among hotel employees. Additionally, it aimed to test the mediating roles of job satisfaction (JS) and organizational commitment (OC). The data were obtained from 228 hotel customer-contact employees with a time lag of two weeks in three waves in Kuala Lumpur based on convenience sampling. A series of structural equation modeling analyses were utilized to investigate hypothesized relationships. The results reveal that there exists a significant and negative impact of PsyCap on employees’ turnover intention and this correlation is partially mediated through two job attitudes. That is to say, to retain hotel talents, five-star hotel management should take proper measures to help employees obtain and maintain positive psychological resources such as PsyCap, on the other hand, how to cultivate positive job attitudes and strengthen their sense of identification and belonging for their organizations is supposed to be more focused on.

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