Unfortunately, the test is far from certain and many have been taught, and are able, to beat its system. Nonetheless, some countries still rely on the polygraph as interrogation tool for criminal suspects or for screening out employees (Alder, 2007)
However, the work of informal groups in society suggests that this assumption is unwarranted. Instead, "the nature of modern society requires primary groups is one is to have well-functioning formal organizations" (Litwak, 1985)
Therefore, it is critical to recognize that there is no standardized national response to child abuse. Instead, "statutory child protection is the responsibility of State and Territory Governments; however, Australian Government funded services that focus of prevention and early intervention aim to complement State and Territory Government services" (Bromfield & Holzer, 2008)
Therefore, it is critical to recognize that there is no standardized national response to child abuse. Instead, "statutory child protection is the responsibility of State and Territory Governments; however, Australian Government funded services that focus of prevention and early intervention aim to complement State and Territory Government services" (Bromfield & Holzer, 2008)
Currently, Australia is taking a public health approach to child protective services. "In most states child protection services are part of a broader department of human services" (Lamont & Bromfield, 2010)
This is largely due to the fact that child protection laws vary across the country. "Australia has eight different systems in a country of some twenty million people" (Liddell et al
It begins as far back as the 1660s, in the Colonial Period when the English Colonists were settling America. They had to work with one another and the Native Americans if they were to survive, and that led them to taking in and helping many of the poor among them (Foster-Fishman & Behrens, 2007)
People could sleep and get something to eat there, but the conditions in them were deplorable at best (Herzberg, 2014). It was not until people like Dorothea Dix came along in the 1800s that people in need of human services really had a strong advocate (Hasenfeld, 1992)
There were more people who had nowhere to go and who did not have enough food to eat. The elderly and disabled were a big part of this population, but there were also many orphans and widows (Herzberg, 2014)
This in essence means that the popularity of the sector has grown, and so has its economic strength. Between 1990 and 1995 for instance, the employment in the not-for-profit sector in the United States, Germany, France, the United Kingdom, Belgium, Japan and Israel has increased by 24 per cent (Anheier, 2003)
These ensure a high quality of the interaction between firm -- represented by the employees -- and customers, which in turn generates customer satisfaction and organizational success. This realization further implies that the economic agents must not only observe the interactions of the staff members, but must also stimulate their professional and personal developments (Boyd, 2003)
The authors of Breakthrough management for not-for-profit organizations: beyond survival in the 21st century also offer a generic definition of the concept, as follows: A NFP (not-for-profit) "is not a for-profit that can return profits to its owners / shareholders and not a governmental agency that operates on tax dollars to do its work for the public. A not-for-profit organization is a private corporation, self-governed by volunteers, that must invest any 'profits' in the service of the public it has been 'approved' to serve" (Brown and Ruhl, 2003)
At this level however, it is important to reveal why the high levels of turnover generate problems. Patricia Buhler (2002) mentions the following: Increased costs with the replacement of the staff members (recruiting, selecting, integrating, training and so on) Lower morale levels among the remaining employees Lower levels of organizational productivity The loss of the investment made in the employees who leave, referring to the agency's inability to capitalize on the training offered for instance (Buhler, 2002)
Human resource development is the only way to sustained viable programming. That makes training an intrinsic component of strategic management, the very best means to changing the skills, knowledge and attitude of staff" (Chehade and Jassemm, 2010)
To pin point to the most important sources of attraction towards the not-for-profit sector, the following are relevant: The ability to conduct meaningful and socially important work which does not focus on profits The ability to directly witness the impact of the work completed Increased levels of flexibility A more casual working environment which reveals more sincere relationships and collaborations between colleagues Higher levels of responsibility which allow the employees to prove their worth A highly integrated organizational culture focused on the same core values Increased benefits. In spite of the low salary accepted, the employees will be presented with other benefits, such as more vacation time, health insurance for the employee and their families, retirement plans and so on (Joiner and Busse, 2010)
As it has been mentioned throughout the previous pages, a primary reason as to why individuals choose to become employed in the not-for-profit sector is to gain experience. They will accept entry level positions at lower pay, but when the opportunity arises, they will take a better paid position within the for-profit sector (Kirkland, 2007)
"Not-for-profits […] usually offer non-economic rewards, such as flexibility and independence. The lower salary accepted by the not-for-profit employees is a 'donation' of time -- given because of the employees' commitment to the cause" (Newlands and Hooper, 2009)
Additionally, the employees have to complete their tasks within various resource constraints, and this further generates needs for high skills, adaptability as well as other features of the staff members. Warren Ruppel (2005) mentions that the need for highly skilled and trained staff members to be employed in the not-for-profit sector is pegged to the necessity of these members to comply with a wide array of responsibilities, such as those below: Transparency Objectivity Support for organizational mission Ensuring communication Continually improving their performance levels Organizational efficiency and the support of finding the best practices (Ruppel, 2005)
Nonproductive committees, unclear volunteer roles and weak volunteer boards stimulate the same kind of turnover of bright, talented volunteers. All in all, the nonprofit work culture often serves as a catalyst for the exodus of the best and brightest from the ranks of the organization" (Wilcox, 2006)
c) Education and the levels of employee satisfaction Anthony Kelly (2004) reveals that employee satisfaction is crucial for company performance, but in order to attain high levels of performance and organizational success, the individual must also possess high levels of education. The editors at the Joint Commission Resources (2002) found that there was a direct relationship between education and satisfaction in the meaning that the offering of education from the firm in the support of the professional formation of the individual generated higher levels of employee satisfaction