title: Te Aroha: 1882 to 1889

authors: Hart, Philip

abstract: Despite a dip in mid-decade, the population of Te Aroha steadily increased as mining continued, farms were developed, and the tourist trade commenced. Businessmen set up shop because of the high expectations held for the district, and the township became lively both commercially and socially. 
Its development in these years is covered partly chronologically and partly thematically. The increasing numbers of tourists visiting the hot baths, especially after the arrival of the railway, encouraged the erection of excellent hotels and boardinghouses. Although they enjoyed the scenery and the baths, they, like the locals, had to cope with badly maintained roads and footpaths, roaming animals (notably pigs), and occasional gales and fires. But a bridge replaced the punts, and local government in the form of the domain board and the town board gradually addressed the community’s needs, although grumbles continued about the tenure of town sections. And the town was well supplied with newspapers.
An active social life was assisted by the erection of a library and a public hall, the latter being used for a wide variety of entertainments provided by both residents and visitors. Dances, ‘rinking’, and sports were popular, and strengthened a sense of community in this young township.

text: Te Aroha: 1882 to 1889 Despite a dip in mid-decade, the population of Te Aroha steadily increased as mining continued, farms were developed, and the tourist trade commenced. Businessmen set up shop because of the high expectations held for the district, and the township became lively both commercially and socially. 
Its development in these years is covered partly chronologically and partly thematically. The increasing numbers of tourists visiting the hot baths, especially after the arrival of the railway, encouraged the erection of excellent hotels and boardinghouses. Although they enjoyed the scenery and the baths, they, like the locals, had to cope with badly maintained roads and footpaths, roaming animals (notably pigs), and occasional gales and fires. But a bridge replaced the punts, and local government in the form of the domain board and the town board gradually addressed the community’s needs, although grumbles continued about the tenure of town sections. And the town was well supplied with newspapers.
An active social life was assisted by the erection of a library and a public hall, the latter being used for a wide variety of entertainments provided by both residents and visitors. Dances, ‘rinking’, and sports were popular, and strengthened a sense of community in this young township.

year: 2016

title: Psychological Climate, Work Engagement, Intention to Leave and Organisational Citizenship Behaviour in Small Hospitality Businesses.

authors: Strydom, Ance

subjects: work engagement

abstract: The aim of the current study was to examine the interrelations of important work related variables within small New Zealand based hospitality organisations in order to enhance the understanding of factors that contribute to success within these organisations. Of particular interest was the role of employee work environment perceptions (psychological climate) in relation to employee work engagement, intention to leave and organisational citizenship behaviour directed at the organisation (OCBO). Two theoretical models were tested to investigate the expected role of psychological climate. Model 1 was a mediation model wherein work engagement was expected to mediate between psychological climate, and intention to leave and OCBO. Model 2 took an alternative approach in which psychological climate was posed as a moderator of predicted work engagement-intention to leave and intention to leave-OCBO relationships. 
In total, 177 surveys were included in the data analyses. The results provided full support for Model 1, showing significant relationships between all psychological climate dimensions and work engagement. Work engagement in turn was negatively related to intention to leave and positively related to OCBO. Work engagement mediated the relationships between the psychological climate dimensions and intention to leave and OCBO. Little support was found, however, for Model 2. Although, as predicted, there were negative relationships between work engagement and intention to leave, and intention to leave and OCBO, intention to leave was not found to mediate between work engagement and OCBO. More importantly, no moderation effects were observed for the psychological climate dimensions. 
No causal inferences may be drawn from the results of this study. Nevertheless, the findings do suggest that psychological climate has an important role to play in determining levels of work engagement, which in turn impacts on employee intentions to leave their jobs and to voluntarily demonstrate behaviours that can enhance organisational effectiveness. Additionally, the negative correlations between intention to leave and OCBO indicate that employees who are seriously entertaining the idea of exiting the organisation may reduce their levels of OCBO.
 
It is suggested that owner/managers of small hospitality organisations actively focus on modifying aspects of the work environment that are likely to promote favourable work environment perceptions and positively shape employees work-related affective-cognitive state.

text: Psychological Climate, Work Engagement, Intention to Leave and Organisational Citizenship Behaviour in Small Hospitality Businesses. The aim of the current study was to examine the interrelations of important work related variables within small New Zealand based hospitality organisations in order to enhance the understanding of factors that contribute to success within these organisations. Of particular interest was the role of employee work environment perceptions (psychological climate) in relation to employee work engagement, intention to leave and organisational citizenship behaviour directed at the organisation (OCBO). Two theoretical models were tested to investigate the expected role of psychological climate. Model 1 was a mediation model wherein work engagement was expected to mediate between psychological climate, and intention to leave and OCBO. Model 2 took an alternative approach in which psychological climate was posed as a moderator of predicted work engagement-intention to leave and intention to leave-OCBO relationships. 
In total, 177 surveys were included in the data analyses. The results provided full support for Model 1, showing significant relationships between all psychological climate dimensions and work engagement. Work engagement in turn was negatively related to intention to leave and positively related to OCBO. Work engagement mediated the relationships between the psychological climate dimensions and intention to leave and OCBO. Little support was found, however, for Model 2. Although, as predicted, there were negative relationships between work engagement and intention to leave, and intention to leave and OCBO, intention to leave was not found to mediate between work engagement and OCBO. More importantly, no moderation effects were observed for the psychological climate dimensions. 
No causal inferences may be drawn from the results of this study. Nevertheless, the findings do suggest that psychological climate has an important role to play in determining levels of work engagement, which in turn impacts on employee intentions to leave their jobs and to voluntarily demonstrate behaviours that can enhance organisational effectiveness. Additionally, the negative correlations between intention to leave and OCBO indicate that employees who are seriously entertaining the idea of exiting the organisation may reduce their levels of OCBO.
 
It is suggested that owner/managers of small hospitality organisations actively focus on modifying aspects of the work environment that are likely to promote favourable work environment perceptions and positively shape employees work-related affective-cognitive state.

year: 2014

title: Bilingual behaviour checklists: initiating a student, teacher and parent partnership in behaviour management.

authors: Glynn, Ted

subjects: bilingual education

abstract: Three bilingual (Maori and English) behavioural checklists formed part of a project designed to facilitate student, teacher and whanau collaboration in overcoming behavioural difficulties experienced by Maori students, (Hei Awhina Matua). The checklists assessed rankings by 163 students, 21 teachers and 96 whanau members of (1) contexts in which problem behaviours occur, (2) specific problem behaviours and (3) specific most valued behaviours. Data were gathered in three schools: a mainstream intermediate school with a Māori medium syndicate of three classes, a rural Kura Kaupapa Maori (Maori-controlled total immersion school) and a bilingual contributing primary school. While the three schools differed markedly in location, size, and in the proportion of Maori students enrolled, the rankings of settings and behaviours by students, teachers and whanau in each school were highly similar. The paper discusses how these data contributed to the design and development of the Hei Awhina Matua video and training manual, and provided a first step towards a collaborative student teacher and parent partnership in the management of student behaviour.

text: Bilingual behaviour checklists: initiating a student, teacher and parent partnership in behaviour management. Three bilingual (Maori and English) behavioural checklists formed part of a project designed to facilitate student, teacher and whanau collaboration in overcoming behavioural difficulties experienced by Maori students, (Hei Awhina Matua). The checklists assessed rankings by 163 students, 21 teachers and 96 whanau members of (1) contexts in which problem behaviours occur, (2) specific problem behaviours and (3) specific most valued behaviours. Data were gathered in three schools: a mainstream intermediate school with a Māori medium syndicate of three classes, a rural Kura Kaupapa Maori (Maori-controlled total immersion school) and a bilingual contributing primary school. While the three schools differed markedly in location, size, and in the proportion of Maori students enrolled, the rankings of settings and behaviours by students, teachers and whanau in each school were highly similar. The paper discusses how these data contributed to the design and development of the Hei Awhina Matua video and training manual, and provided a first step towards a collaborative student teacher and parent partnership in the management of student behaviour.

year: 2001