title: Plan effectiveness monitoring: Built heritage, Wellington City District Plan

authors: Mason, Greg

subjects: New Zealand

abstract: The goal of this project has been to assess the effectiveness of the built heritage provisions in the Wellington City District Plan. To this end, sixty nine buildings were chosen from the Plan’s Heritage List: Buildings (a sample size of around 14%), which include: 55 buildings that have had at least one resource consent granted under the District Plan. A total of 80 consents were assessed for these buildings as part of this project; 14 buildings that have had no resource consents granted.
Each building was visited and an evaluation was undertaken regarding the effects of consented activities on heritage values. The effects of permitted activities (i.e. repair and maintenance) were assessed for the buildings that have no consent history. The evaluation relates only to the effects that could be viewed from the street.

text: Plan effectiveness monitoring: Built heritage, Wellington City District Plan The goal of this project has been to assess the effectiveness of the built heritage provisions in the Wellington City District Plan. To this end, sixty nine buildings were chosen from the Plan’s Heritage List: Buildings (a sample size of around 14%), which include: 55 buildings that have had at least one resource consent granted under the District Plan. A total of 80 consents were assessed for these buildings as part of this project; 14 buildings that have had no resource consents granted.
Each building was visited and an evaluation was undertaken regarding the effects of consented activities on heritage values. The effects of permitted activities (i.e. repair and maintenance) were assessed for the buildings that have no consent history. The evaluation relates only to the effects that could be viewed from the street.

year: 2005-02

title: The Influence of Work-Life Balance Benefits on Family-Supportive Organisational Perception and Work Attitudes

authors: Herlin, Paula Kristina

subjects: organisational commitment

abstract: This study investigated the relationship between the availability of, and the use of, work-family balance policies offered by organisations and family-supportive organisational perception (FSOP), work-to-family conflict, continuance and affective commitment, family satisfaction, job satisfaction, turnover intention and psychological strain. The research explored whether individuals’ perceptions of how supportive their organisations were to their non-work responsibilities was related to work attitudes including job satisfaction, organisational commitment (affective and continuance) and turnover intention. One hundred and twelve respondents from New Zealand organisations recorded how they perceived their organisation as being family-supportive and whether this affected their wellbeing, as well as how satisfied they were with their jobs. FSOP was shown to not moderate the relationship between work-to-family conflict and psychological strain; turnover intention; job satisfaction and affective commitment. However, FSOP was found to be significantly and negatively related to both psychological strain and turnover intention. The availability of benefits was significantly and positively related to affective commitment and negatively related to psychological strain and turnover intention. The usage of available benefits was not related to any of the study variables. The research adds to the knowledge of factors that may improve the work environment by increasing employees’ levels of FSOP. The results suggest that organisations could improve staff retention by ensuring the existence of valuable benefits and making them available to all employees, supporting them in their pursuit of a reasonable balance between their daily work and non-work activities.

text: The Influence of Work-Life Balance Benefits on Family-Supportive Organisational Perception and Work Attitudes This study investigated the relationship between the availability of, and the use of, work-family balance policies offered by organisations and family-supportive organisational perception (FSOP), work-to-family conflict, continuance and affective commitment, family satisfaction, job satisfaction, turnover intention and psychological strain. The research explored whether individuals’ perceptions of how supportive their organisations were to their non-work responsibilities was related to work attitudes including job satisfaction, organisational commitment (affective and continuance) and turnover intention. One hundred and twelve respondents from New Zealand organisations recorded how they perceived their organisation as being family-supportive and whether this affected their wellbeing, as well as how satisfied they were with their jobs. FSOP was shown to not moderate the relationship between work-to-family conflict and psychological strain; turnover intention; job satisfaction and affective commitment. However, FSOP was found to be significantly and negatively related to both psychological strain and turnover intention. The availability of benefits was significantly and positively related to affective commitment and negatively related to psychological strain and turnover intention. The usage of available benefits was not related to any of the study variables. The research adds to the knowledge of factors that may improve the work environment by increasing employees’ levels of FSOP. The results suggest that organisations could improve staff retention by ensuring the existence of valuable benefits and making them available to all employees, supporting them in their pursuit of a reasonable balance between their daily work and non-work activities.

year: 2010

title: Te Papa-o-Rotu Marae Management and Administration at the End of the Twentieth Century: Negotiating Bureaucratisation

authors: Collins, Adelaide

subjects: informal organising

abstract: Te Papa-o-Rotu Marae is a Māori community settlement located in the Waikato region of New Zealand. Its hapu (sub-tribe) community was one of 33 hapu that formed the Tainui confederation claiming compensation from the Crown for land confiscated in the nineteenth century.  The claim was settled in 1995 and it was within this context that research for this study was conducted at the marae from August 1997 to December 1999.  

This ethnographic study examines the way that the community at Te Papa-o-Rotu Marae managed its affairs through its two management bodies, the Marae Committee and the Trustees.  It is argued in this thesis that the marae's mode of management is in transition from an informal to formal mode, and from an inward to outward looking focus.  Bureaucratic administration, it is argued, has been the major catalyst for the transition and has been introduced into marae operations through an accumulation of state legislation affecting Māori land and communities. Furthermore, some aspects of bureaucratic administration have been legitimated and appropriated by the iwi authority, which has passed this on to the Marae Committee.  The community have been complicit in the adoption of bureaucratic administration by accommodating the requirements of both the state and the iwi authority.  However, a persistent question was whether the marae could maintain its own rangatiratanga (authority, self-determination, control) and separate identity in the face of increasing pressure to conform to a bureaucratic management style.

The community managed the marae communally by way of hui (gatherings) and meetings, which were observed using a combined methodological approach of Kaupapa Māori research and ethnography, as described in Chapter 2.  The philosophy of kotahitanga (solidarity) underpinned the social organisation of the Tainui tribal confederation, so understanding the place of the marae in its wider socio-political environment has helped in comprehending the nature of the pressure on the community to increase its scale of operations and is explained in Chapter 3. 

Chapter 4 introduces the accumulation of influences that have brought about a change of managerial style from informal to formal organising.  The practical effect of these influences are demonstrated in the management structure and administrative systems that the community used. These are described phenomenologically in Chapters 5 and 6 respectively.  The management plan, compiled since 1995, had a strong emphasis on management structural review and participation in tribal development initiatives and is discussed in Chapter 7. The implementation of a collaborative development project between the iwi authority and Marae Committee is described in Chapter 8.  The final chapter reflects on the impact of bureaucratic administration on marae management as well as the dynamism of the community and how the rangatiratanga of the marae has thus far been maintained.

text: Te Papa-o-Rotu Marae Management and Administration at the End of the Twentieth Century: Negotiating Bureaucratisation Te Papa-o-Rotu Marae is a Māori community settlement located in the Waikato region of New Zealand. Its hapu (sub-tribe) community was one of 33 hapu that formed the Tainui confederation claiming compensation from the Crown for land confiscated in the nineteenth century.  The claim was settled in 1995 and it was within this context that research for this study was conducted at the marae from August 1997 to December 1999.  

This ethnographic study examines the way that the community at Te Papa-o-Rotu Marae managed its affairs through its two management bodies, the Marae Committee and the Trustees.  It is argued in this thesis that the marae's mode of management is in transition from an informal to formal mode, and from an inward to outward looking focus.  Bureaucratic administration, it is argued, has been the major catalyst for the transition and has been introduced into marae operations through an accumulation of state legislation affecting Māori land and communities. Furthermore, some aspects of bureaucratic administration have been legitimated and appropriated by the iwi authority, which has passed this on to the Marae Committee.  The community have been complicit in the adoption of bureaucratic administration by accommodating the requirements of both the state and the iwi authority.  However, a persistent question was whether the marae could maintain its own rangatiratanga (authority, self-determination, control) and separate identity in the face of increasing pressure to conform to a bureaucratic management style.

The community managed the marae communally by way of hui (gatherings) and meetings, which were observed using a combined methodological approach of Kaupapa Māori research and ethnography, as described in Chapter 2.  The philosophy of kotahitanga (solidarity) underpinned the social organisation of the Tainui tribal confederation, so understanding the place of the marae in its wider socio-political environment has helped in comprehending the nature of the pressure on the community to increase its scale of operations and is explained in Chapter 3. 

Chapter 4 introduces the accumulation of influences that have brought about a change of managerial style from informal to formal organising.  The practical effect of these influences are demonstrated in the management structure and administrative systems that the community used. These are described phenomenologically in Chapters 5 and 6 respectively.  The management plan, compiled since 1995, had a strong emphasis on management structural review and participation in tribal development initiatives and is discussed in Chapter 7. The implementation of a collaborative development project between the iwi authority and Marae Committee is described in Chapter 8.  The final chapter reflects on the impact of bureaucratic administration on marae management as well as the dynamism of the community and how the rangatiratanga of the marae has thus far been maintained.

year: 2005