title: Working paper: Regulating products, production, and consumption for a circular economy in Aotearoa New Zealand

authors: Blumhardt, Hannah

abstract: This working paper explores the legislative tools for product regulation and business model transformation that could help the New Zealand Government accelerate uptake of circular behaviours at the top of the waste hierarchy (i.e. behaviours that reduce natural resource consumption and pollution, and allocate the resources we do use more efficiently). In practice, these are powers aimed at drawing down production and consumption, including incentivising business models to shift from individual ownership and disposability, towards sharing/service-based models, product durability, and reuse.

text: Working paper: Regulating products, production, and consumption for a circular economy in Aotearoa New Zealand This working paper explores the legislative tools for product regulation and business model transformation that could help the New Zealand Government accelerate uptake of circular behaviours at the top of the waste hierarchy (i.e. behaviours that reduce natural resource consumption and pollution, and allocate the resources we do use more efficiently). In practice, these are powers aimed at drawing down production and consumption, including incentivising business models to shift from individual ownership and disposability, towards sharing/service-based models, product durability, and reuse.

year: 2023-03

title: The Training Practices of Large Organizations in New Zealand

authors: Reed, Coral Joy

subjects: training practices

abstract: This study explored the formal training practices of 50 large New Zealand organizations. With the increased globalization of businesses organizations are constantly challenged to stay relevant in a rapidly evolving worldwide economy. Employees constitute the human capital of an organization and therefore it is strategically important to ensure that employees are able to perform to the best of their abilities. Organizations require strategies and processes to ensure that their employees are performing to standard, and to identify and remedy shortfalls. The ADDIE Model is a well-established systematic model used to address training requirements (Molenda, 2005; Noe & Winkler, 2009) and as such was used to develop the theoretical model underpinning this research. Formal training practices were defined as training programmes which underwent evaluation after it was implemented. 
The ADDIE model was used to design a 32 question survey directed at the individual who was responsible for the development of the training programme within their own organizations. Large organizations were defined as organizations with 50 or more employees (Statistics New Zealand, 2014). Participants were recruited through the New Zealand Association of Training and Development (NZATD), the Human Resource Institute of New Zealand (HRINZ) as well as existing networks and cold calling.
The findings are compared to a recommended practice model that was developed across both Australia and New Zealand by Noe and Winkler (2009). The differences between common practice and recommended practices, as described by Noe and Winkler, are highlighted and discussed. The findings of this survey showed that the majority of organizations invested a lot in analysing training needs at multiple levels and less in evaluating the learning outcomes of training programmes. Design, development and implementation methods closely aligned with the recommended practices outlined by Noe and Winkler. Notably the majority of organizations focused their evaluation on Level 1 of Kirkpatrick’s Four Tiered Model of Evaluation, which were the reactions of trainees to the training programme. These are the affective outcomes as described by Noe and Winkler. However, very few organizations took evaluation further than this and actually assessed levels 2-4 of Kirkpatrick’s Model.
This research adds to an understanding of formal training practices in large organizations in a New Zealand specific context. Future implications for research include exploring the formal training practices of a much bigger sample of large organizations in New Zealand, which better represents the diversity of the New Zealand economy and industries. The findings highlight an opportunity for best practice guidelines to be developed specifically to the culture of New Zealand, by qualified experts in the field.

text: The Training Practices of Large Organizations in New Zealand This study explored the formal training practices of 50 large New Zealand organizations. With the increased globalization of businesses organizations are constantly challenged to stay relevant in a rapidly evolving worldwide economy. Employees constitute the human capital of an organization and therefore it is strategically important to ensure that employees are able to perform to the best of their abilities. Organizations require strategies and processes to ensure that their employees are performing to standard, and to identify and remedy shortfalls. The ADDIE Model is a well-established systematic model used to address training requirements (Molenda, 2005; Noe & Winkler, 2009) and as such was used to develop the theoretical model underpinning this research. Formal training practices were defined as training programmes which underwent evaluation after it was implemented. 
The ADDIE model was used to design a 32 question survey directed at the individual who was responsible for the development of the training programme within their own organizations. Large organizations were defined as organizations with 50 or more employees (Statistics New Zealand, 2014). Participants were recruited through the New Zealand Association of Training and Development (NZATD), the Human Resource Institute of New Zealand (HRINZ) as well as existing networks and cold calling.
The findings are compared to a recommended practice model that was developed across both Australia and New Zealand by Noe and Winkler (2009). The differences between common practice and recommended practices, as described by Noe and Winkler, are highlighted and discussed. The findings of this survey showed that the majority of organizations invested a lot in analysing training needs at multiple levels and less in evaluating the learning outcomes of training programmes. Design, development and implementation methods closely aligned with the recommended practices outlined by Noe and Winkler. Notably the majority of organizations focused their evaluation on Level 1 of Kirkpatrick’s Four Tiered Model of Evaluation, which were the reactions of trainees to the training programme. These are the affective outcomes as described by Noe and Winkler. However, very few organizations took evaluation further than this and actually assessed levels 2-4 of Kirkpatrick’s Model.
This research adds to an understanding of formal training practices in large organizations in a New Zealand specific context. Future implications for research include exploring the formal training practices of a much bigger sample of large organizations in New Zealand, which better represents the diversity of the New Zealand economy and industries. The findings highlight an opportunity for best practice guidelines to be developed specifically to the culture of New Zealand, by qualified experts in the field.

year: 2014

title: Eta Mokena, daughter of Mokena Hou, and her husband, Hare Renata

authors: Hart, Philip

abstract: The family backgrounds of both Eta Mokena and Hare Renata can be traced, but little is known about her life compared with that of her husband. From an early age he lived in various places in Hauraki, cultivating, running pigs, catching birds, fish, and eels, and selling some of these to Pakeha. Both owned interests in several blocks of land, and Eta, being childless, gifted some interests to her nephew and nieces. Hare Renata had to fight off other claimants for several blocks of land, not always successfully, and not always by giving truthful evidence. Despite selling some of their interests in land, they were never financially secure.
Renata held interests in three goldfields whereas Eta held only one, in a claim named after her family. They settled in several places, and only rarely lived at Te Aroha until their last years.

text: Eta Mokena, daughter of Mokena Hou, and her husband, Hare Renata The family backgrounds of both Eta Mokena and Hare Renata can be traced, but little is known about her life compared with that of her husband. From an early age he lived in various places in Hauraki, cultivating, running pigs, catching birds, fish, and eels, and selling some of these to Pakeha. Both owned interests in several blocks of land, and Eta, being childless, gifted some interests to her nephew and nieces. Hare Renata had to fight off other claimants for several blocks of land, not always successfully, and not always by giving truthful evidence. Despite selling some of their interests in land, they were never financially secure.
Renata held interests in three goldfields whereas Eta held only one, in a claim named after her family. They settled in several places, and only rarely lived at Te Aroha until their last years.

year: 2016