The power of citizen science to contribute to both science and society is gaining increased recognition, particularly in physics and biology. Although there is a long history of public engagement in agriculture and food science, the term ‘citizen science’ has rarely been applied to these efforts. Similarly, in the emerging field of citizen science, most new citizen science projects do not focus on food or agriculture. Here, we convened thought leaders from a broad range of fields related to citizen science, agriculture, and food science to highlight key opportunities for bridging these overlapping yet disconnected communities/fields and identify ways to leverage their respective strengths. Specifically, we show that (i) citizen science projects are addressing many grand challenges facing our food systems, as outlined by the United States National Institute of Food and Agriculture, as well as broader Sustainable Development Goals set by the United Nations Development Programme, (ii) there exist emerging opportunities and unique challenges for citizen science in agriculture/food research, and (iii) the greatest opportunities for the development of citizen science projects in agriculture and food science will be gained by using the existing infrastructure and tools of Extension programmes and through the engagement of urban communities. Further, we argue there is no better time to foster greater collaboration between these fields given the trend of shrinking Extension programmes, the increasing need to apply innovative solutions to address rising demands on agricultural systems, and the exponential growth of the field of citizen science.
Strategic human resource management (SHRM) enhances productivity and the effectiveness of organizations. Research shows that when organizations employ such personnel practices as internal career ladders, formal training systems, results-oriented performance appraisal, employment security, employee voice/participation, broadly defined jobs, and performance-based compensation, they are more able to achieve their goals and objectives. Using a survey of North Carolina county social service professionals, this study examines (1) the extent to which strategic human resource management is perceived, (2) the relationship of these SHRM practices to demographic variables such as age, ethnic status, sex, education, supervisory status and tenure, and county population, and (3) the relationship between SHRM and outcome assessments for welfare reform (unemployment change and organizational report card measures). While SHRM practices are perceived to be present in North Carolina counties, they clearly are not a predominant feature. Weak demographic influences, especially in terms of population and supervisory status and tenure, are evident. Especially disturbing are the influences those demographic influences have on employment security. Few relationships are found (and those only weak) involving outcome assessments.
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