title: Proposing an indigenous power of veto in Aotearoa New Zealand

authors: Te Aho, Linda

abstract: Tom Fookes was an architect of New Zealand's Resource Management Act passed in 1991 (RMA). When interviewed about his life's work, Tom responded that he had sought to create a 'fair, integrated consideration of the decisions and policy to do with the social, economic and environmental conditions of our people'. I am told that he worked hard to provide a fair opportunity for all people to have a voice in decisions that affect them and places they care about. Processes were included in the RMA to allow this to occur, with particular provisions for a distinctive Maori voice. Because of these provisions, and the Act's lodestar of sustainable resource management, the RMA was promoted as one of the 'world's finest national environmental policies'.

text: Proposing an indigenous power of veto in Aotearoa New Zealand Tom Fookes was an architect of New Zealand's Resource Management Act passed in 1991 (RMA). When interviewed about his life's work, Tom responded that he had sought to create a 'fair, integrated consideration of the decisions and policy to do with the social, economic and environmental conditions of our people'. I am told that he worked hard to provide a fair opportunity for all people to have a voice in decisions that affect them and places they care about. Processes were included in the RMA to allow this to occur, with particular provisions for a distinctive Maori voice. Because of these provisions, and the Act's lodestar of sustainable resource management, the RMA was promoted as one of the 'world's finest national environmental policies'.

year: 2015

title: Te Kāuta

authors: Roa, Raukura

subjects: Kōrero paki

abstract: He rite tonu tā mātou hokihoki ki te take o Pirongia maunga, ki te tutungi i te ahi kā i Pūrekireki Marae. Ia wā ka hoki mātou ki tēnei o ngā marae, ka hīkaka taku ngākau, i te mea, ko taku mahi i reira, he tiaki ahi. Ao noa, pō noa, ko au te kaiwhakatutungi i te ahi o te kāuta, kei kewa. Ko te ahi o te kāuta o Pūrekireki marae, he ahi nui, he ahi kaitā. E ono tāngata pea ka uru ki te rua o te ahi nei. Nō reira, ko taku mahi i te rā, he kohi rākau i waho, he tapahi wahie, he whakamaroke anō hoki i te wahie, inā mākū i te ua. I ngā pō, kia hoki rā anō te iwi ki te moe, ko tāku, he noho ki roto i te kāuta me te tutungi ahi, kia wera tonu ai te wai mō āpōpō. Kei pōhēhē mai, he mahi mokemoke tēnei! Ehara! Ia pō, ka noho mai aku kuia ki taku taha ki te pahupahu. He nui ngā akoranga me ngā mātauranga i tuku iho mai ki a au i roto i tērā kāuta, i te taha o tērā ahi. Me uaua ka kitea tēnei momo ahi kaitā i ngā marae i ēnei rā. Kāore e whakaaengia ana e ngā ture Pākehā ngā ahi kaitā, pēnei nei te rahi, i roto i ngā kāuta o ngā marae; ‘Health and Safety Standards’ tā rātou i whakatau ai. Nō reira, i karangangia e taku pāpā tētehi hui ki te marae kia wānangahia te whakahōutanga o tō mātou kāuta. Nō taku rongotanga ake i te kaupapa o tēnei hui, ka tangi taku ngākau ki tō mātou kāuta. Nō reira, i whakarite ahau kia haere i tana taha.

text: Te Kāuta He rite tonu tā mātou hokihoki ki te take o Pirongia maunga, ki te tutungi i te ahi kā i Pūrekireki Marae. Ia wā ka hoki mātou ki tēnei o ngā marae, ka hīkaka taku ngākau, i te mea, ko taku mahi i reira, he tiaki ahi. Ao noa, pō noa, ko au te kaiwhakatutungi i te ahi o te kāuta, kei kewa. Ko te ahi o te kāuta o Pūrekireki marae, he ahi nui, he ahi kaitā. E ono tāngata pea ka uru ki te rua o te ahi nei. Nō reira, ko taku mahi i te rā, he kohi rākau i waho, he tapahi wahie, he whakamaroke anō hoki i te wahie, inā mākū i te ua. I ngā pō, kia hoki rā anō te iwi ki te moe, ko tāku, he noho ki roto i te kāuta me te tutungi ahi, kia wera tonu ai te wai mō āpōpō. Kei pōhēhē mai, he mahi mokemoke tēnei! Ehara! Ia pō, ka noho mai aku kuia ki taku taha ki te pahupahu. He nui ngā akoranga me ngā mātauranga i tuku iho mai ki a au i roto i tērā kāuta, i te taha o tērā ahi. Me uaua ka kitea tēnei momo ahi kaitā i ngā marae i ēnei rā. Kāore e whakaaengia ana e ngā ture Pākehā ngā ahi kaitā, pēnei nei te rahi, i roto i ngā kāuta o ngā marae; ‘Health and Safety Standards’ tā rātou i whakatau ai. Nō reira, i karangangia e taku pāpā tētehi hui ki te marae kia wānangahia te whakahōutanga o tō mātou kāuta. Nō taku rongotanga ake i te kaupapa o tēnei hui, ka tangi taku ngākau ki tō mātou kāuta. Nō reira, i whakarite ahau kia haere i tana taha.

year: 2016

title: When it's not safe to be me: employee authenticity mediates the effect of perceived manager psychopathy on employee well-being.

authors: Sutton, Anna

subjects: Authenticity

abstract: BACKGROUND: Psychopathy in managers is often measured on global scales and associated with detrimental outcomes for subordinates, such as bullying and reduced well-being. Yet some features of psychopathy, like boldness, appear to have beneficial outcomes. Using the triarchic model of psychopathy, we differentiate between adaptive and maladaptive traits in managers and model their effects on employee engagement and burnout. In addition, we test the extent to which authenticity, known to ameliorate the effect of some negative experiences on well-being, might mediate the influence of managers' perceived psychopathic traits on employee well-being. METHODS: In a two-wave study, full-time employees (N = 246) reported on their manager's psychopathic traits (boldness, meanness, disinhibition), their own authenticity and, six weeks later, their engagement and burnout. RESULTS: In support of our hypotheses, manager boldness enhanced engagement and reduced burnout while meanness and disinhibition reduced engagement and increased burnout. Additionally, employee authenticity was a partial mediator of the effect of managerial psychopathy on engagement and burnout. CONCLUSIONS: Perceived psychopathic traits in managers have the potential to influence whether employees feel able to be their authentic selves at work, which consequently affects their well-being. A work culture that values authenticity can directly improve well-being and help employees to deal with managerial behaviour that stems from maladaptive psychopathic traits. We also highlight the importance of discriminating between constituent psychopathic traits to identify the potentially adaptive nature of the boldness element of psychopathy.

text: When it's not safe to be me: employee authenticity mediates the effect of perceived manager psychopathy on employee well-being. BACKGROUND: Psychopathy in managers is often measured on global scales and associated with detrimental outcomes for subordinates, such as bullying and reduced well-being. Yet some features of psychopathy, like boldness, appear to have beneficial outcomes. Using the triarchic model of psychopathy, we differentiate between adaptive and maladaptive traits in managers and model their effects on employee engagement and burnout. In addition, we test the extent to which authenticity, known to ameliorate the effect of some negative experiences on well-being, might mediate the influence of managers' perceived psychopathic traits on employee well-being. METHODS: In a two-wave study, full-time employees (N = 246) reported on their manager's psychopathic traits (boldness, meanness, disinhibition), their own authenticity and, six weeks later, their engagement and burnout. RESULTS: In support of our hypotheses, manager boldness enhanced engagement and reduced burnout while meanness and disinhibition reduced engagement and increased burnout. Additionally, employee authenticity was a partial mediator of the effect of managerial psychopathy on engagement and burnout. CONCLUSIONS: Perceived psychopathic traits in managers have the potential to influence whether employees feel able to be their authentic selves at work, which consequently affects their well-being. A work culture that values authenticity can directly improve well-being and help employees to deal with managerial behaviour that stems from maladaptive psychopathic traits. We also highlight the importance of discriminating between constituent psychopathic traits to identify the potentially adaptive nature of the boldness element of psychopathy.

year: 2023-10-09