This book gathers the latest advances, innovations, and applications in the field of building design and construction, by focusing on new design solutions for buildings and new technologies creation for construction, as presented by researchers and engineers at the 4th International Conference Building Innovations (ICBI), held in Poltava – Baku, Ukraine – Azerbaijan, on May 19-20, 2022. It covers highly diverse topics, including structures operation, repairing and thermal modernization in existing buildings and urban planning features, machines and mechanisms for construction, as well as efficient economy and energy conservation issues in construction. The contributions, which were selected by means of a rigorous international peer-review process, highlight numerous exciting ideas that will spur novel research directions and foster multidisciplinary collaborations.
On June 15, 2020, the Supreme Court ruled in Bostock v. Clayton County, in a 6-to-3 decision with a majority opinion authored by conservative Justice Neil Gorsuch, that Title VII of the Civil Rights Act of 1964 prohibited employment discrimination on the basis of gender identity and sexual orientation. The decision was a surprise to many, if not most, observers, but as Jason Pierceson explores in this work, it was not completely unanticipated. The decision was grounded in a recent but well-developed shift in federal jurisprudence on the question of LGBTQ rights that occurred around 2000, with gender identity claims faring better in federal court after decades of skepticism. The most important precedent for these cases was a 1989 Supreme Court case that did not deal directly with LGBTQ rights: Price Waterhouse v. Hopkins. The court ruled in Price Waterhouse that “sex stereotyping” is a form of discrimination under Title VII, a provision that prohibits discrimination in employment based upon sex. Ann Hopkins was a cisgender heterosexual woman who was denied a promotion at her accounting firm for being too “masculine.” At the time of the decision, and in the wake of the devastating decision for the LGBTQ movement in Bowers v. Hardwick (1986), the case was not viewed as creating a strong precedential foundation for LGBTQ rights claims, especially claims based upon sexual orientation. Even in the context of gender identity, the connection was not made to the emerging movement for transgender rights until a decade later. In the 2000s, however, federal courts were consistently applying the case to protect transgender individuals. While not the result of coordinated litigation, nor initially connected to the LGBTQ rights movement, Price Waterhouse has been one of the most important and powerful precedents in recent years outside of the marriage equality cases. Before Bostock tells the story of how this “accidental” precedent evolved into such a crucial case for contemporary LGBTQ rights. Pierceson examines the groundbreaking Supreme Court decision of Bostock v. Clayton County through the legal path created by Title VII of the Civil Rights Act of 1964 and the interpretation of the word “sex” over time. Focusing on history, courageous LGBTQ plaintiffs, and the careful work of legal activists, Before Bostock illustrates how the courts can expand LGBTQ rights when legislators are more resistant, and it adds to our understanding about contemporary judicial policymaking in the context of statutory interpretation.
Sound HRM practices matter—they are a sine qua non of effective governance in democratic government—equally so at the local, regional, state and national levels of government. The NASPAA (Network of Schools of Public Policy, Affairs, and Administration) accreditation standards demand critical competencies for public managers that are vital to human resource managers and supervisors at all levels. These competencies include: skills to lead and manage in public governance; to participate in and contribute to the policy process; to analyze, synthesize, think critically, solve problems and make decisions; to articulate and apply a public service perspective; and to communicate and interact productively with a diverse and changing workforce and citizenry. This second edition of Human Resource Management is designed specifically with these competencies in mind to: Introduce and explore the fundamental purposes of human resource management in the public service and consider the techniques used to accomplish these purposes Provide exercises to give students practice for their skills after being introduced to the theory, foundation, and practices of public and nonprofit sector HRM Facilitate instruction of the material by introducing important topics and issues with readings drawn from the professional literature Provide information and examples demonstrating the interrelatedness of many of the topics in public sector HRM and the trends shaping public and nonprofit management, especially diversity, ethics, and technology. Demonstrate and describe differences among HRM practices in public, for-profit and nonprofit organizations, and between the levels of government. Human Resource Management is organized to provide a thorough discussion of the subject matter with extensive references to relevant literature and useful teaching tools. Thus, students will consider the issues, purposes, and techniques of HRM and conceptualize how varied their roles are, or will be, whether a personnel specialist in a centralized system or a supervisor managing in one of the increasingly common decentralized systems. Each chapter includes a thorough review of the principles and practices of HRM (including the why and the how), selected readings, important themes, diverse examples, key terms, study questions, applied exercises, case studies, and examples of forms and processes would-be managers will encounter in their roles.
Social intelligence is defined as the ability to be aware of relevant social situational contexts; to deal with the contexts or challenges effectively; to understand others' concerns, feelings, and emotional states; and to interact appropriately in social situations and build and maintain positive relationships with others. Intelligence, Sustainability, and Strategic Issues in Management analytically discusses this concept within administrative and entrepreneurial managerial business environments.The volume opens with a study of academic department chairs' social intelligence and faculty members' satisfaction with annual evaluation of teaching and research at a US university. The seven other articles cover a range of topics, including a neurocognitive model of entrepreneurial opportunity, ownership dilution, sustainability in inventory management, the role of status in imitative behaviour, the negative impacts of embeddedness, product quality failures in international sourcing, and employers' use of social media in employment decisions.In addition to the articles, the volume also features a case study, "From Social Entrepreneur to Social Enterprise," a research note, "Reducing Job Burnout through Effective Conflict Management Strategy," five book reviews, and a list of books received.