Water,sanitation, hygiene and waste disposal practices as COVID-19 response strategy: insights from Bangladesh

Environment, Development and Sustainability - The COVID-19 pandemic has caused a global emergence, and the absence of a proven vaccine or medicine has led to the implementation of measures to...     

The effects of perceived organizational support and perceived supervisor support on employee turnover

This study examines mediated effects of perceived supervisor support (PSS) and perceived organizational support (POS) on turnover cognitions, and their interactive effects on turnover behavior in a sample of 225 social services workers. In this study, we address a seeming contradiction in current findings regarding support and attachments to managers versus attachments to the organization itself. The POS literature suggests fully mediated causal paths to turnover from POS and PSS, through affective commitment. Whereas, the commitment, LMX, and turnover literatures suggest alternative causal paths that imply broader effects for POS and PSS on turnover. Contrary to earlier POS literature, findings showed that PSS had independent effects on turnover cognitions not mediated through POS. Model tests also indicated that POS had significant effects on turnover mediated through normative commitment, as well as affective organizational commitment. Moreover, a new significant interactive relationship was discovered such that low PSS strengthened the negative relationship between POS and turnover, while high PSS weakened it. Implications for research and practice are discussed. Copyright © 2007 John Wiley & Sons, Ltd.     

Climate change and indigenous natural resource management: a review of socio-ecological interactions in the Alinytjara Wilurara NRM region

This article examines key socio-ecological interactions identified during a climate change vulnerability assessment in the Alinytjara Wilurara natural resources management (NRM) region of South Australia. The complex local socio-ecological interactions are highlighted to guide a response to the challenge of adapting to climate change within the region. Recognising several key desert drivers which perpetuate degraded socio-ecological systems, this article recommends that a range of strategies be employed simultaneously to enhance local environmental management in association with remote indigenous communities, including: linking people and NRM more closely; tracking funding but ensuring systems can withstand periods of limited financial support; developing cross-sectoral and cross-institutional links; empowering and engaging communities; communicating effectively; and actively supporting local and traditional environmental knowledge. Unless climate change adaptation responses within the region are conceptualised and enacted within the context of complex local socio-ecological systems, NRM will not improve and social vulnerability will increase.