簡(jiǎn)介：ICS13310A91GB/T中華人民共和國(guó)國(guó)家標(biāo)準(zhǔn)GB/T公共安全視頻圖像信息聯(lián)網(wǎng)應(yīng)用運(yùn)維管理平臺(tái)技術(shù)要求TECHNICALREQUIREMENTSFOROPERATIONANDMAINTENANCEMANAGEMENTPLATRORMOFVIDEOANDIMAGEINFORMATIONNETWORKINGAPPLICATIONFORPUBLICSECURITY征求意見稿草案V50發(fā)布實(shí)施GB/TXXXXX202XII前言本文件按照GB/T112020的規(guī)定起草。請(qǐng)注意本文件的某些內(nèi)容可能涉及專利。本文件的發(fā)布機(jī)構(gòu)不承擔(dān)識(shí)別專利的責(zé)任。本文件由中華人民共和國(guó)公安部提出。本文件由全國(guó)安全防范報(bào)警系統(tǒng)標(biāo)準(zhǔn)化技術(shù)委員會(huì)（SAC/TC100）歸口。本文件起草單位。本文件主要起草人。本文件為20XX首次發(fā)布。

簡(jiǎn)介：中文中文1600字，字，890單詞，單詞，5400英文字符英文字符外文文獻(xiàn)翻譯原文1THEINCREASINGROLEOFPUBLICRELATIONSASACRISISMANAGEMENTFUNCTIONANEMPIRICALEXAMINATIONOFCOMMUNICATIONRESTRATEGISINGEFFORTSAMONGDESTINATIONORGANISATIONMANAGERSINTHEWAKEOF11THSEPTEMBER,2001BYLISATFALLPUBLICRELATIONS’ROLEASACRISISMANAGEMENTFUNCTIONINTHE9/11AFTERMATHSTUDIESTHATEXAMINECOMMUNICATIONSTRATEGIESPOST9/11DEMONSTRATETHATIMMEDIATEREACTIVE,YETSTRATEGIC,COMMUNICATIONPLANNINGWASAPPARENTINTHEWAKEOFTHETERRORISTATTACKSESPECIALLYAMONGTOURISMORGANISATIONSACRISISISAMAJOR,UNPREDICTABLEEVENTTHATTHREATENSTOHARMTHEORGANISATIONANDITSSTAKEHOLDERSCOMMUNICATIONCOLLEAGUESHAVEARGUEDTHATCRISISCOMMUNICATIONISINCREASINGLYFOCUSEDONADISCOURSEOFRENEWAL,VIEWINGCRISISASANOPPORTUNITYFORTHEORGANISATIONTOREJUVENATEITSELFTHROUGHSTRATEGICCOMMUNICATIONPROGRAMMESINSHORT,MOSTPUBLICRELATIONSPRACTITIONERSVIEWACRISISASAN‘OPPORTUNITY’HOWANORGANISATIONRESPONDSISDEPENDENTUPONTHETYPEOFCRISISEXPERIENCEDMUCHOFTHERESEARCHINCRISISCOMMUNICATIONSUGGESTSTHATACRISISHASTHEPOTENTIALTOIMPACTNEGATIVELYONANORGANISATION’SIMAGECOOMBSARGUES,FOREXAMPLE,THATCRISESTHREATENTHEIMAGEOFORGANISATIONSBASEDUPONTHISASSUMPTION,SEVERALRESEARCHERSHAVEDEVELOPEDARICHTRADITIONTHATEXAMINESTHERELATIONSHIPBETWEENORGANISATIONALIMAGEANDSTRATEGICCOMMUNICATIONFURTHER,WILLIAMSANDOLANIRANEXPLAINHOWINCORPORATINGELEMENTSOFRISKCOMMUNICATIONINCRISISCOMMUNICATIONPLANNINGISNECESSARYPENROSEEXPANDSCRISISMANAGEMENTTHEORYANDSTUDIESTHEROLETHATPERCEPTIONPLAYSTHISRESEARCHTRADITIONHASPROVIDEDSOUNDGUIDELINESFORSUCCESSFULCOMMUNICATIONBASEDAPPROACHESTOIMAGERESTORATIONFOLLOWINGANORGANISATIONALCRISISCOOMBS21REFERSTOTHESYSTEMATICUSEOFCOMMUNICATIONFOLLOWINGDISASTERSASSTRESSTHEDRIVEACCESSIBILITYOFTHECITYANEWTAGLINEWASINCLUDED‘ASHORTDRIVEDOWNTHEROADAMILLIONMILESAWAY’ASPECIALHOLIDAYVACATIONADVERTISINGCAMPAIGNWASALSOLAUNCHEDTHECACVBALSOCOLLABORATEDWITHOTHERAREAORGANISATIONSTOCREATEPREPACKAGEDVACATIONOPPORTUNITIESFORTRAVELLERSFRISBY31EXPLOREDHOWTHEBRITISHTOURISTAUTHORITYBTARESPONDEDTOTHETERRORISTATTACKSANDTHEFOOTANDMOUTHOUTBREAKSBTAMANAGERSFIRSTIDENTIFIEDTHEIRMOSTVIABLEKEYTRAVELMARKETS,THENTHEYREVAMPEDTHEIRCOMMUNICATIONPROGRAMMEACCORDINGLYTHEYREDESIGNEDTHEIRCAMPAIGNSTRATEGIES,OBJECTIVES,TACTICS,EVALUATIONANDMEASUREMENTPROCEDURESTOMEETTHESPECIFICNEEDSOFTWOCRISESENHANCEDMEDIARELATIONSANDPUBLICITYPLANNINGWEREINCLUDEDINTHECAMPAIGNUPDATESDISSEMINATINGACCURATEINFORMATIONONACONSISTENTBASISTOKEYMEDIASERVEDASTHECRUXOFTHEPLANTHEOVERARCHINGMESSAGEGOALSWERETHREEFOLDTOSTRESSTHESAFETYOFTHEDESTINATION,TOCOMMUNICATETHATFOOTANDMOUTHDISEASEWASNOTWIDESPREADINBRITAINANDTOHIGHLIGHTTHEPLETHORAOFSPECIALACTIVITIESTAKINGPLACEFORWOULDBETRAVELLERSHOPPER32EXAMINEDHOWLONDONPOSITIONEDANDPROMOTEDITSELFINTHEWAKEOF9/11THELONDONTOURISMBOARDLTBIMMEDIATELYDEVELOPEDTHELONDONTOURISMRECOVERYGROUP,WHICHWASTAXEDWITHTHEDUTYOFCONDUCTINGRESEARCHDURINGASIXMONTHPERIODTOMEASURETHEIMPACTTHE9/11ATTACKSWEREHAVINGONTHELOCALTOURISMECONOMYTHERESEARCHWASCONDUCTEDINPHASESCONTINUOUSDATAWERECOLLECTED,LEADINGTOTIMELYSTRATEGICACTIONPLANNINGPROCEDURESTHATWEREMETHODICALLYPUTINTOPLACEMARKETINGEXPENDITURESWEREDIVERTEDFROMTHEOVERSEASBUDGETTOTHEUKBUDGETASPECIALPROMOTIONALCAMPAIGN,‘THEGREATESTSHOWONEARTH’,WASLAUNCHEDTOSTIMULATEDOMESTICBUSINESSTOLONDONOTHERSPECIALPROMOTIONALCAMPAIGNSFOLLOWEDEG‘ROYALLONDON’AND‘ONLYINBRITAIN,ONLYIN2002’SCHOOLOFADVERTISINGPUBLICRELATIONS,UNIVERSITYOFTENNESSEE,KNOXVILLE,4206THEDITIONFRASERPSEITELPRENTICEHALL,ENGLEWOODCLIFFS,NEWJERSEY07632

簡(jiǎn)介：中文中文8698字FROMCRISISTOOPPORTUNITYHUMANRESOURCECHALLENGESFORTHEPUBLICSECTORINTHETWENTYFIRSTCENTURYVIDUSONICENTRALMICHIGANUNIVERSITYABSTRACTAGREATDEALOFATTENTIONHASBEENFOCUSEDONTHEHUMANCAPITALCRISISINTHEPUBLICSECTORSINCETHEMID1990SEXPERTSANDPRACTITIONERSGIVEMANYREASONSWHYTHECURRENTCRISISEMERGEDTHISARTICLEEXAMINESTHEIMPORTANTFACTORSTHATLEDTOTHECRISIS,WHATISBEINGDONEABOUTTHEMTHROUGHPRESIDENTIALAGENDAS,LEGISLATORS,OVERSIGHTAGENCIES,PROFESSIONALSOCIETIES,ANDPUBLICPOLICYTHINKTANKSCONCERNSAREMANYINTERMSOFALARGENUMBEROFUPCOMINGRETIREMENTS,EARLYRETIREMENTS,UNPLANNEDDOWNSIZING,DIFFICULTYINATTRACTINGNEWGENERATIONSTOPUBLICSERVICE,ANDTHECHANGINGNATUREOFPUBLICSERVICEHOWEVER,THEHUMANRESOURCECRISISALSOPRESENTSANOPPORTUNITYTOFUNDAMENTALLYCHANGETHOSEFEATURESOFPUBLICSECTORHUMANRESOURCEMANAGEMENTPRACTICESTHATHAVEBECOMEOUTDATEDFORCONTEMPORARYORGANIZATIONSANDPOSITIONGOVERNMENTAGENCIESFORTHETWENTYFIRSTCENTURYBYMEANINGFULLYREFORMINGTHECIVILSERVICETHISTRANSFORMATIONWOULDREQUIREPUBLICSECTORORGANIZATIONSTOTAKEAMORESTRATEGICVIEWOFHUMANRESOURCEMANAGEMENTANDTOGIVEGREATERPOLICYATTENTIONTOHUMANCAPITALISSUESINTRODUCTIONIN1989,THENATIONALCOMMISSIONONTHEPUBLICSERVICECOMMONLYREFERREDTOASTHEVOLCKERCOMMISSIONISSUEDAREPORTONTHESTATEOFPUBLICSERVICECHARACTERIZINGITASA“QUIETCRISIS,”WHICHREFERREDTOTHESLOWWEAKENINGOFTHEPUBLICSERVICEINTHE1970SAND1980STHISPERIODWASMARKEDBYLOSSOFPUBLICCONFIDENCEINITSELECTEDANDAPPOINTEDOFFICIALS,HEIGHTENEDBUREAUCRATBASHINGBYTHEMEDIAANDPOLITICALCANDIDATES,ANDADISTRESSEDCIVILSERVICEFORDIFFERENTREASONS,THEQUIETCRISISOFEARLIERDECADESCONTINUEDTHROUGHTHE1990SANDISPRESENTTODAYTHECURRENTCRISISISBUILDINGASLARGENUMBERSOFGOVERNMENTWORKERSAREEXPECTEDTORETIREINTHECOMINGYEARSANDNOTENOUGHYOUNGERPEOPLEAREINTHEPIPELINEFORGOVERNMENTJOBSADDINGTOTHECRISISISUNDERSTAFFEDGOVERNMENTAGENCIES,ASKILLSIMBALANCE,ANDALACKOFWELLTRAINEDSUPERVISORSANDSENIORLEADERSTHESECONCERNSAREREINFORCEDBYAPRELIMINARYREPORTOFTHESECONDNATIONALCOMMISSIONONPUBLICSERVICELIGHT,2002,WHICHPAINTSAMOREDIREPICTUREANDFORESHADOWSAMOREPRONOUNCEDCRISISLIGHTCONTENDSTHAT“THEUNITEDSTATESCANNOTWINTHEWARONTERRORISMORREBUILDHOMELANDSECURITYWITHOUTAFULLYDEDICATEDFEDERALCIVILSERVICE”P2MILLICKANDSMITH2002,P3HAVEASIMILARREACTIONWHENTHEYSTATE“WHILETHEFIRSTNATIONALCOMMISSIONONPUBLICSERVICEREFERREDTOA‘QUIETCRISIS’INTHECIVILSERVICE,THESECONDCOMMISSIONISFACINGWHATCANONLYBECALLEDANIMMINENTCATASTROPHE”SCHOLARSANDPRACTITIONERSALIKEHAVEBEENPROJECTINGSERIOUSSHORTAGESINQUALIFIEDWORKFORCEINFEDERALGOVERNMENTLIGHT,1999VOINOVICH,2000WALKER,2000THESETRENDSINPUBLICSERVICEPARTLYREFLECTTHEGENERATIONALSHIFTINATTITUDESTOWARDGOVERNMENTITSELFTHEYOUNGERGENERATIONTENDSNOTTOCHOOSEPUBLICSERVICECAREERSBECAUSEOFTHENEGATIVEREPUTATIONOFGOVERNMENT’SHIRINGPROCESS,LACKOFCHALLENGINGWORK,ANDITSSYSTEMOFREWARDSTHESECONCERNSLEDTHEGENERALACCOUNTINGOFFICEGAOTOADDHUMANRESOURCESMANAGEMENTTOTHEGOVERNMENTWIDE“HIGHRISKLIST”O(jiān)FFEDERALACTIVITIESIN2001SIMILARLY,INSPECTORSGENERALATNINEMAJORAGENCIESHAVELISTEDWORKFORCEPROBLEMSAMONGTHETOPTENMOSTSERIOUSMANAGEMENTCHALLENGESTHATTHEIRAGENCIESFACEGENERALACCOUNTINGOFFICEGAO,2001THEFEDERALGOVERNMENT’SHUMANRESOURCECRISISAGENCYLEADERSHAVEPROVENMANAGERIALCOMPETENCEANDLEADERSHIPSKILLSTOFACILITATESTRATEGICMANAGEMENTOFHUMANRESOURCESSOTHATAGENCIESCANACCOMPLISHTHEIRPOLICYANDPROGRAMMATICGOALS,SENATORVOINOVICHASKEDTHEGAOTODEVELOPTWOTYPESOFMANAGEMENTQUESTIONNAIRESTHATCOULDBEUSEDFORCONFIRMINGPRESIDENTIALNOMINEESTOADMINISTRATIVEPOSITIONSGAO,2002B,P35“ITISCLEARTHATFEDERALAGENCYLEADERSMUSTCREATEANINTEGRATED,STRATEGICVIEWOFTHEIRHUMANCAPITALANDSUSTAINTHATATTENTIONTOCREATEREALIMPROVEMENTSINTHEWAYTHEYMANAGETHEIRPEOPLE,”ARGUESTHESENATORTHEFIRSTQUESTIONNAIREISINTENDEDFORTHOSEAPPOINTEESWHOWILLHAVESIGNIFICANTPROGRAMMANAGEMENTRESPONSIBILITIES,ANDTHEIRRESPONSESWILLINFORMTHESENATEOFTHEIRMANAGEMENTEXPERIENCEANDPREPAREDNESSFORADDRESSINGTHECURRENTANDFUTURETOPMANAGEMENTCHALLENGESFACINGFEDERALAGENCIESTHESECONDQUESTIONNAIREINCLUDESQUESTIONSONAGENCYSPECIFICMANAGEMENTPROBLEMSDRAWNFROMSOURCESSUCHASTHEHIGHRISKSERIESGAO,2001THEPURPOSEOFTHISQUESTIONNAIREISTOIMPROVETHEQUALITYOFFEDERALPROGRAMSBYIMPROVINGTHEQUALITYOFPEOPLEAPPOINTEDTOMANAGETHEMPOLITICALAPPOINTEESMUSTBEPREPAREDTOSUBSTANTIVELYADDRESSTHEPROBLEMSATTHEIRAGENCIES,NOTJUSTGIVEPOLICYDIRECTIONTOTHECAREERCIVILSERVANTSTHEQUESTIONNAIRESCONVEYTHEMESSAGETHATTHESENATECONSIDERSEFFECTIVEMANAGERIALSKILLSTOBEAPRIORITYFORALLNOMINEESTOSENIORAGENCYPOSITIONSPRESIDENTIALMANAGEMENTAGENDATHEPRESIDENT’SMANAGEMENTAGENDAOMB,2002HASIDENTIFIEDSEVERALGOVERNMENTREFORMGOALSTHATWILLADDRESSTHEHUMANCAPITALCRISISAMONGITSGOALSARE1WORKFORCEPLANNINGANDRESTRUCTURINGUNDERTAKENASPARTOF“STRATEGICMANAGEMENTOFHUMANCAPITAL”THATWILLBEDEFINEDINTERMSOFEACHAGENCY’SMISSION,GOALS,ANDOBJECTIVES,2AGENCYRESTRUCTURINGISEXPECTEDTOINCORPORATEORGANIZATIONALANDSTAFFINGCHANGESRESULTINGFROM“COMPETITIVESOURCES”ANDEXPANDEDEGOVERNMENT,3ASPARTOFTHE2003BUDGETPROCESS,OMBHASASKEDDEPARTMENTSANDAGENCIESTOIDENTIFYSTATUTORYIMPEDIMENTSTOGOODMANAGEMENT,4AGENCIESWILLSTRENGTHENANDMAKETHEMOSTOFKNOWLEDGE,SKILLS,ANDABILITIESOFTHEIRPEOPLEINORDER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簡(jiǎn)介：字?jǐn)?shù)英文字?jǐn)?shù)英文23252325單詞，單詞，1340813408字符；中文字符；中文40904090漢字漢字出處出處KARASOYKARASOYHAAQUALITYQUALITYMANAGEMENTMANAGEMENTININTURKISHTURKISHPUBLICPUBLICMANAGEMENTMANAGEMENTCHALLENGESCHALLENGESANDANDBENEFITSJBENEFITSJEUROPEANEUROPEANSCIENTIFICSCIENTIFICJOURNAL,JOURNAL,2018,2018,14514511111818外文文獻(xiàn)外文文獻(xiàn)QUALITYMANAGEMENTINTURKISHPUBLICMANAGEMENTCHALLENGESANDBENEFITSABSTRACTFROMTHELATE1970’SONWARDS,TRADITIONALPUBLICADMINISTRATIONWASCRITICIZEDBECAUSEITDOESNOTMEETTHENEEDSOFDEVELOPINGANDCHANGINGNEWWORLDFOLLOWINGTHISCRITIQUE,ANEWAPPROACHTOPUBLICADMINISTRATIONWASPROPOSEDUNDERTHENAMEOFNEWPUBLICMANAGEMENTTHEDEVELOPMENTOFNEWPUBLICMANAGEMENTCHANGEDTHECONCEPTOFTHEPUBLICSERVICEACCOUNTABLE,TRANSPARENT,EFFECTIVE,ANDEFFICIENTSERVICESHAVEBECOMETHEBASICPRINCIPLESOFMANAGEMENTONTHEOTHERHAND,THETERM“QUALITY”HASALSOGAINEDPOPULARITYINPUBLICADMINISTRATIONINTHISSENSE,TOTALQUALITYMANAGEMENTTQMWASADOPTEDTODEVELOPQUALITYSYSTEMSINPUBLICADMINISTRATIONWORLDWIDETURKEYHASALSOADOPTEDTHATSYSTEMINTHISSTUDY,THESITUATIONASSESSMENTOFTQMPROCESSINTURKEYWASMADETHROUGHTHEPRESENTATIONOFSTRENGTHSANDWEAKNESSESTHELITERATURESEARCHISCONDUCTEDTOACHIEVETHISAIMANDITISOBTAINEDFROMTHERESEARCHTHATSINCEQUALITYMANAGEMENTCANNOTBEFULLYREALIZED,THEREARESOMEDEFICIENCIESINPRACTICEANDINREGULATORYINTHISCONTEXTTHEREGULATORYPROCESSNEEDSTOBEREVISEDSPECIALLYINTERMSOFEVALUATINGANDAUDITINGKEYWORDSQUALITY,TOTALQUALITYMANAGEMENT,TURKEYDETERMINEDBYHIMSELFANDITALSOCONSIDERSTHENEEDSOFTHECUSTOMERINTHECOMPETITIVEMARKETERSEN,1997,10QUALITY,ASITCANBESEENBASEDONITSEXPLANATION,ISANIMPORTANTCONSIDERATIONATEVERYSTAGEOFGOODSANDSERVICESWHICHAIMSTOMEETCUSTOMER’SEXPECTATIONSHOWEVER,THISREVEALSAWHOLESALEAPPROACHKNOWNASTOTALQUALITYCONCEPTTOTALQUALITYMANAGEMENTISANUNDERSTANDINGTHATPROVIDESBENEFITTOANORGANIZATIONORAROUNDTHEORGANIZATIONBYQUALITYORIENTEDMENTALITYTHROUGHTHEPARTICIPATIONOFALLMEMBERS,AIMINGATACHIEVINGSUCCESSTHROUGHCUSTOMERSATISFACTIONMUTERKAYALIDERE,2003,103TOTALQUALITYMANAGEMENTAPPROACHOFFERSAMODELOFDEVELOPINGMODERNANDEFFECTIVEMANAGEMENTSYSTEMAGAINSTCONVENTIONALMANAGEMENTTHEREFORE,THEMAINCHARACTERISTICSOFTHISMANAGEMENTAPPROACHARE?ZVEREN,1997,4FOCUSEDONQUALITYTEAMWORKPROCESSAPPROACHMANAGEMENTBYOBJECTIVESPARTICIPATORYMANAGEMENTTHEESTABLISHMENTOFTHATMANAGEMENTAPPROACHCREATEDBYPEOPLEBROUGHTABOUTCONTINUOUSIMPROVEMENTTOTHEPROCESSANDCUSTOMERNOWADAYS,SUCCESSFULORGANIZATIONSAREIMPLEMENTINGTHISMANAGEMENTAPPROACHINARIGOROUSWAYSERVICEORGOODSOFFEREDTOCUSTOMERAREPROVIDEDTOCUSTOMERINDESIREDQUALITYBYUSINGFEEDBACKSGOTTENFROMTHEAUDIENCEANDTHROUGHTHEUSEOFACONTINUOUSIMPROVEMENTINTHETOTALQUALITYMANAGEMENTPHILOSOPHYAIMSOFTHETOTALQUALITYMANAGEMENTWITHASIMPLEDEFINITION,THEAIMOFTOTALQUALITYMANAGEMENTISTOENSURE

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簡(jiǎn)介：DOI101111/PADM12060GOVERNMENTFUNDING,EMPLOYMENTCONDITIONS,ANDWORKORGANIZATIONINNONPROFITCOMMUNITYSERVICESACOMPARATIVESTUDYIANCUNNINGHAM,DONNABAINESANDSARACHARLESWORTHTHEARTICLEPROVIDESACOMPARATIVEEXPLORATIONOFNEWPUBLICMANAGEMENTNPMFUNDINGMODELSONTHENONPROFITSECTORSINTHEUKANDAUSTRALIA,ANDTHEIMPLICATIONSFORSERVICES,EMPLOYMENTCONDITIONS,ANDWORKERCOMMITMENTADEGREEOFCONVERGENCEEXISTSAROUNDTHEPRINCIPLESOFNPMINTHETWOCASESTUDIES,CREATINGEMPLOYMENTREGIMESOFLOWPAY,CASUALIZATION,ANDWORKINTENSIFICATIONENHANCEDVULNERABILITYTOPAYCUTSINTHEUK,ANDINSECURITYINAUSTRALIAAREEXPLAINEDBYNATIONALDIFFERENCESINEXPOSURETORECESSION,INDUSTRIALRELATIONSINSTITUTIONS,ANDCOMPETITION,LEADINGTODIMINISHINGWORKERCOMMITMENTANDRAISINGIMPORTANTCONCERNSFORPOLICYMAKERSASBENEFITSGAINEDFROMOUTSOURCINGTONONPROFITSAREERODEDINTRODUCTIONTHEIMPACTOFNEWPUBLICMANAGEMENTNPMONEMPLOYMENTCONDITIONSFORTHOSEEMPLOYEDINPUBLICSERVICEDELIVERYHASVARIEDACROSSNATIONSTATESDIEFENBACH2009BACHANDBORDOGNA2011NPMHASALSOINVOLVEDTHEOUTSOURCINGOFPUBLICSERVICESTONONPROFITORGANIZATIONSINSUCHCIRCUMSTANCES,ITISFELTTHATTHEFULLEFFECTSOFNPMANDITSCOSTCUTTINGTENDENCIESANDCONCERNSOVERWORKINGCONDITIONSWILLBEMOSTPRONOUNCED,ANDSUBJECTTOLESSVARIABILITYTHISISBECAUSETHEFURTHERWORKERSAREFROMTHESOURCEOFTHEOUTSOURCINGPROCESS,THEGREATERTHELIKELIHOODTHATTHEYWILLEXPERIENCEDEGRADATIONSINTHEIRWORKINGCONDITIONSFLECKERETAL2009THISISPOTENTIALLYPROBLEMATICASNONPROFITWORKERSCANBECOMEDISENCHANTEDWHENTHEIREMPLOYMENTCONDITIONSAREREDUCEDCUNNINGHAM2008,ORPERHAPSJUSTASIMPORTANTLYWHENTHEIRCOMMITMENTTOMAKINGADIFFERENCEISFRUSTRATEDBYPERCEPTIONSTHATNPMINSPIREDGOVERNMENTFUNDINGMODELSFAILTOFULLYRECOGNIZEANDADDRESSTHENEEDSOFCLIENTSTHOMPSONANDBUNDERSON2004MOSTWORKEXPLORINGTHEIMPACTOFNPMONNONPROFITWORKERSISCOUNTRYSPECIFICBAINES2004ACUNNINGHAM2008,WITHFEWINTERNATIONALCOMPARATIVESTUDIESTHISARTICLEBEGINSTOMEETTHISGAPTHROUGHDRAWINGFROMAQUALITATIVESTUDYOFTWONONPROFITORGANIZATIONSINAUSTRALIAANDTHEUKTHEARTICLEEXPLORESTHREEQUESTIONS1HOWDONPMINFLUENCEDGOVERNMENTREGULATIONSANDFUNDINGMECHANISMSSHAPERELATIONSWITHNONPROFITORGANIZATIONSPROVIDINGPUBLICSERVICES2WHATARETHEIMPLICATIONSFROMTHESEREGULATORYANDFUNDINGPRESSURESFORTERMSANDCONDITIONSOFEMPLOYMENT,WORKORGANIZATION,ANDSERVICEPROVISIONINNONPROFITSOCIALSERVICEORGANIZATIONS3WHATIMPACTDOTHESEIMPLICATIONSHAVEONMANAGEMENT–EMPLOYEERELATIONSANDWORKERORIENTATIONSIANCUNNINGHAMISINTHEDEPARTMENTOFHUMANRESOURCEMANAGEMENT,UNIVERSITYOFSTRATHCLYDE,GLASGOW,UKDONNABAINESISINTHEDEPARTMENTOFLABOURSTUDIESANDSOCIALWORK,MCMASTERUNIVERSITY,HAMILTON,ONTARIO,CANADASARACHARLESWORTHISINTHECENTREFORWORKANDLIFE,UNIVERSITYOFSOUTHAUSTRALIA,ADELAIDE,AUSTRALIAPUBLICADMINISTRATIONVOL92,NO3,2014582–598?2014JOHNWILEYARUPETAL2006THEWAYSUCHFORCESINTERACTDIRECTLYANDINDIRECTLYWITHLEGALREGULATIONLEADSTOPARTICULAROUTCOMESINSPECIFICCONTEXTSLESSIG1998THISAPPROACHISEXEMPLIFIEDBYBRAITHWAITEETAL’S2007STUDYOFAGEDCAREANDHASBEENTAKENUPINTHEAUSTRALIANHEALTHANDCOMMUNITYSERVICESSECTORSBYKAINE2009ANDCHARLESWORTH2012THISARTICLEFOCUSESONTHEREGULATORYMECHANISMOFTHEMARKETCREATEDTHROUGHTHECONTRACTINGOUTUNDERNPMITREGULATESTHROUGHSETTINGTHEPRICEFORTHESERVICESTENDEREDFOR,WHICHINTURNIMPOSESADISTINCTSETOFCONSTRAINTSONINDIVIDUALANDCOLLECTIVEBEHAVIOURLESSIG1998THESECONSTRAINTSAREANTICIPATEDTOHAVEDETRIMENTALEFFECTSONEMPLOYMENTINNONPROFITS,INCLUDINGPAYANDCONDITIONSJOBINSECURITYBECAUSEOFTHEPROLIFERATIONOFSHORTTERMCONTRACTSANDCOMPETITIONWORKINTENSIFICATIONBROUGHTONTHROUGHDEMANDSFROMFUNDERSFORMOREORTHESAMELEVELOFSERVICESWITHFEWERRESOURCESANDPOSSIBLEDELETERIOUSEFFECTSONEMPLOYEECOMMITMENTTOFURTHEREXPLORETHEIMPACTOFTHESEMARKETRELATIONSONEMPLOYMENT,LABOURPROCESSSCHOLARSHIPPROVIDESUSEFULINSIGHTS,PARTICULARLYTHEIMPACTOFLEANWORKORGANIZATIONONWORKINTENSIFICATION,FLEXIBILITY,ANDINCREASEDDEMANDSFORDOCUMENTATIONSUCHANANALYSISOFTHEIMPACTOFFUNDINGSTRUCTURESONWORKORGANIZATIONANDWORKERS’CONDITIONSHASBEENDOCUMENTEDINANUMBEROFCANADIANANDBRITISHSTUDIESEVANSANDSHIELDS2002BAINES2004A,2004BCUNNINGHAM2008ARONSONANDSMITH2010BUTHASBEENLESSEXPLOREDINACROSSNATIONALPERSPECTIVEADDEDTOTHISSCRUTINYOFTHELABOURPROCESSISACONCERNTOEXPLOREBEYONDNPM’SNARROWPRESCRIPTIONOF‘GOOD’CARETOUNDERSTANDINGSOFSUCHWORKTHATAREBASEDONRELATIONSHIPSBETWEENCARERSANDSERVICEUSERSATKINSONANDLUCAS2013THESTRAUSSIANCONCEPTOF‘ARTICULATIONWORK’SEEJUNORETAL2008ISUSEFUL,FOREXAMPLE,INREVEALINGTASKSREPRESENTINGTHEHIDDEN‘GLUE’UNDERTAKENINNONPROFITSERVICESTHISCONCEPTEMBRACESWORKBEYONDTHEONEOFF‘TRANSACTIONS’ONWHICHANALYSTSOFINTERACTIVEFRONTLINEWORKFOCUSARTICULATIONWORKINVOLVESATTENDINGANDSEQUENCINGSIMULTANEOUSLYTOARANGEOFDIFFERENTCOMPETINGDEMANDS,RESPONDINGTOCONTINGENCIES,ANDWORKINGAROUNDOBSTACLESITINVOLVESNEGOTIATINGRELATIONSHIPSWITHINANDACROSSAUTHORITYLINES,ORGANIZATIONALBOUNDARIES,ANDCULTURALGROUPS,INTERWEAVINGTEAMMEMBERS’OWNACTIVITIESINTOOVERALLWORKFLOW,ANDKEEPINGWORKPROCESSESONTRACKSUCHWORKISINTEGRALTOTHELABOURPROCESSINSOCIALSERVICES,YETREMAINSSUBSTANTIALLYUNRECOGNIZEDINFUNDINGMODELSANDOUTCOMEMEASURESANDFORMSAKEYPARTOFSTRUCTURESOFWORKINTENSIFICATIONINTHESECTORKOSNYANDMACEACHEN2010THESEEFFECTSAREMEDIATEDBYOT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