Why Are You Waiting? Procrastination on Academic Tasks Among Undergraduate and Graduate Students     

Rahimi  Sonia  Hall  Nathan C. 《Innovative Higher Education》2021,46(6):759-776

Innovative Higher Education - Academic procrastination is understood as the postponement of academic tasks despite the possibility of negative consequences, with an estimated 46% of undergraduate...  相似文献   

Aesthetic Meaning     

Sonia Greger 《Journal of Philosophy of Education》1972,6(2):137-163

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Design observations for interagency collaboration     

Jane Fedorowicz  Steve Sawyer  Christine B. Williams  M. Lynne Markus  Martin Dias  Michael Tyworth  Sonia Gantman  Dax Jacobson  Arthur P. Tomasino  Robert Schrier 《Government Information Quarterly》2014

We present 14 design observations for public safety networks (PSNs) and describe how they may apply more broadly to a wider range of inter-organizational systems within the public sector. A PSN is an interagency collaboration focused on developing and using information systems in support of information sharing and functional interoperability among public safety organizations engaged in law enforcement, criminal justice, and emergency response. We base our design observations upon an analysis of an extensive survey of 80 PSNs plus 6 in-depth case studies. The design observations identify commonalities that can guide agencies participating in interagency collaborations in addressing the interlocking issues they face. Our goal in presenting this set of design observations is to: (1) encourage improved PSN systems design and (2) draw attention to the importance of jointly addressing governance and technological considerations when designing PSNs.  相似文献   

Local e-government 2.0: Social media and corporate transparency in municipalities     

Enrique Bonsón  Lourdes Torres  Sonia Royo  Francisco Flores 《Government Information Quarterly》2012

Various authors have highlighted the potential contribution of the internet to enhance the interactivity, transparency, and openness of public sector entities and to promote new forms of accountability. The search for new styles of governance which promote higher levels of transparency and the engagement of citizens is viewed as a way of improving citizens' trust in governments. As the social media are becoming ubiquitous, both academics and practitioners need some initial and reliable background data about the deployment of this kind of technology at all levels. The aim of this work is to provide an overall view about the use of Web 2.0 and social media tools in EU local governments in order to determine whether local governments are using these technologies to increase transparency and e-participation, opening a real corporate dialog. In addition, the paper tries to identify which factors promote the level of development of these tools at local level. Our results show that most local governments are using Web 2.0 and social media tools to enhance transparency but, in general, the concept of corporate dialog and the use of Web 2.0 to promote e-participation are still in their infancy at the local level.  相似文献   

Performance‐centered design for developing countries: Emphasizing context     

Sonia Arias 《Performance Improvement》2002,41(10):7-11

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Training for Impact: Improving the Quality of Staffs Performance     

Sonia Acosta&#x;Amad  Dale M. Brethower 《Performance Improvement Quarterly》1992,5(2):2-12

The study reported in this article examines the effects of training, feedback, and on–the–job coaching on the quality of staff performance. Forty staff members in three units of a psychiatric hospital were trained in a new system for writing patient progress notes. Initial training (Training 1) included a) establishing the importance of progress notes, b) rules and format for good notes, and c) examples of properly written notes. Training 1 resulted in slight improvement in performance over baseline. A second training program (Training 2), including examples and non–examples of well–written notes, was followed by a substantial increase in quality of staff notes. The quality of notes reached desired levels only after a feedback component was added in which the trainer posted data showing overall quality of notes and provided individual coaching to staff members regarding quality of group notes. We conclude from these results that the quality of staff performance of an organizationally significant task can be improved by a combination of training, feedback, and on–the–job coaching. Training using both examples and non–examples of properly completed tasks is superior to training using examples only. Training followed by feedback and on–the–job coaching is superior to training alone. The results support our conclusion that omitting a basic element of performance technology will yield low quality performance.  相似文献