The objectives of the study were to identify the professional issues that teachers perceived as important in their commitment to a health promotion (HP) programme launched in their schools and to understand their perceptions of the impact of the programme on themselves as professionals, individuals, on students, on school staff and on the relationship with students' families. A mixed methods design was used. An anonymous questionnaire was distributed to 54 participating teachers exploring their practices and perceptions of the programme and 26 semi-structured interviews were conducted which examined their professional commitment to the programme. The main factors that teachers identified as shaping their commitment were (1) their perceptions of the programme, specifically, its congruence with their own role and practice and also their perceived impact of the programme upon whole staff relations and (2) the specific school environment including school organization, quality of the relationships with parents and student behaviour. If HP programmes are to be successfully developed in schools, it is necessary to anchor them within the schools' mission. HP programmes need to make sense to teachers' educational perspectives. They need to be responsive to school needs. They also need to be cognisant of the internal tensions that programme implementation can engender among the whole staff, some of whom may be committed to HP in their school, while others, may not value HP in the same way. Therefore, implementation processes that are respectful of the challenges schools encounter and of the differing ontological perspectives that teachers may hold with regard to HP is important.
This article analyses European Works Councils (EWCs) as constellations of interest groups that have to struggle if they are to create cohesion and coherent identities. Cultural and linguistic barriers are problems not only of communication, but as power relationships that reinforce inclusiveness or exclusion. Drawing on data derived from their direct involvement with training for EWCs, the authors argue that sensitivity to issues of language and cross-cultural communication is a key factor in achieving success and effectiveness.
The process of organisational change in the public sector has led to a restructuring of the employment relationship in a context of budgetary constraints, the introduction of performance indicators and the development of new management strategies. The pace of change has been uneven and mediated by service cultures that have been resistant to innovation. Our case study of a metropolitan fire brigade explores these issues and suggests that financially driven organisational change has a major impact on industrial relations and that trade union organisation rooted in workplace culture can provide a significant challenge to restructuring.In the last two decades public sector organisations have been subject to a sustained pressure for change and reorganisation that shows few signs of abating and there can be little doubt that the motor of that change has been the severe financial restrictions placed on public expenditure by central government. The key elements in delivering efficiency savings have been the creation of market competition, the establishment of performance indicators, or a combination of both. As a response, public sector managers have adopted strategies leading to a restructuring of their organisations and the service delivery they provide. In broad terms, the situation in the public sector is one in which financial cuts are delivered by performance indicators and processed through organisational restructuring. Colling has argued that, during the period of Conservative government, this has been accompanied by 'the philosophical objective of breaking union power bases' (Colling 1995: 134) This provides a very clear framework for analysing change in our fire service case study which will show how each of the key financial factors have been mediated, firstly, by an organisational culture that has a strong commitment to its own versions of service quality and secondly through a pre-existing industrial relations framework that established a
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This article highlights the absence of explicit reference to training for European works councillors in both the 1994 Directive and its transposed form in national legislation. Analysis of `Article 13' voluntary agreements reveals a similar lack of attention to the issue. The authors examine the infrastructure of EWC training in Europe and highlight the significance of European Commission funding for transnational meetings in advance of the implementation of the Directive. The absence of a requirement in the Directive and a reduction in Commission funding will have implications for the organization and delivery of EWC training and ultimately for the effectiveness of multinational consultation and information procedures in the future.
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