External (Legal) Coercion and Internal Commitment: A Case Study of an Affirmative Action Training Program in Municipal Government
This paper describes the background, execution, and outcomes of the first year of an affirmative action training program for managers and supervisors in city government. Several pressures, e.g., long-standing hiring practices, militated against the program's success. The forces that facilitate...
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| Veröffentlicht in: | The Journal of applied behavioral science 1978-01, Vol.14 (1), p.27-41 |
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| container_end_page | 41 |
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| container_title | The Journal of applied behavioral science |
| container_volume | 14 |
| creator | Lansky, Dona T. Reddy, W. Brendan Lansky, Leonard M. |
| description | This paper describes the background, execution, and outcomes of the first year of an affirmative action training program for managers and supervisors in city government. Several pressures, e.g., long-standing hiring practices, militated against the program's success. The forces that facilitate the program included the legal pressure of Title VII, support from the city manager, an ordinance mandating that action be taken, the collaboration between the trainer (agency staff) and university consultants, and theoretical analyses of the issues. Several expected and unanticipated outcomes are described. |
| doi_str_mv | 10.1177/002188637801400106 |
| format | Article |
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Brendan ; Lansky, Leonard M.</creator><creatorcontrib>Lansky, Dona T. ; Reddy, W. Brendan ; Lansky, Leonard M.</creatorcontrib><description>This paper describes the background, execution, and outcomes of the first year of an affirmative action training program for managers and supervisors in city government. Several pressures, e.g., long-standing hiring practices, militated against the program's success. The forces that facilitate the program included the legal pressure of Title VII, support from the city manager, an ordinance mandating that action be taken, the collaboration between the trainer (agency staff) and university consultants, and theoretical analyses of the issues. 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Several expected and unanticipated outcomes are described.</description><subject>Affirmative Action</subject><subject>Attitudes</subject><subject>Behavior modification</subject><subject>Cities</subject><subject>City/Cities</subject><subject>Commitments</subject><subject>Employment practices</subject><subject>Govern/Governing/Government/ Governmental/ Governments</subject><subject>Local government</subject><subject>Managers</subject><subject>Minority & ethnic groups</subject><subject>Municipal employees</subject><subject>Municipal government</subject><subject>Programs</subject><subject>Supervisors</subject><subject>Training</subject><subject>Training/Trainer</subject><issn>0021-8863</issn><issn>1552-6879</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1978</creationdate><recordtype>article</recordtype><sourceid>K30</sourceid><sourceid>7QJ</sourceid><sourceid>BHHNA</sourceid><recordid>eNqF0U9rFDEcxvEgCq7VN-AptCD1MDb_k_G2DLUWVhSs5yGb-WVJmUm2yczSHn3nzrA9SKV4yiGf53tIEHpPySdKtb4ghFFjFNeGUEEIJeoFWlEpWaWMrl-i1QKqRbxGb0q5JYQIztUK_b68HyFH2-PzDexs_xE3CbILKWIbO3wdH2-bNAxhHCCOn_EaN7YA_jlO3QNOfoZ47X3Igx3DAfDajcv8JtsQQ9zhHzntsh1wiPjbFIML-7l3lQ5zeOm9Ra-87Qu8ezxP0K8vlzfN12rz_eq6WW8qJ4gYq1p5Zrn1ILpaKqvrjjvOaKeN5F6prjNiC7BVjnkwAHJrDAMpDNOdFI4afoI-HLv7nO4mKGM7hOKg722ENJVWEcM11-q_kFGmuVFL8fQJvE3T8lqz4YoTyaSc0dlziLJaEiWMorNiR-VyKiWDb_c5DDY_tJS0yw-3__7wPLo4jordwV_Z5xd_APUIpOE</recordid><startdate>197801</startdate><enddate>197801</enddate><creator>Lansky, Dona T.</creator><creator>Reddy, W. 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Brendan</au><au>Lansky, Leonard M.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>External (Legal) Coercion and Internal Commitment: A Case Study of an Affirmative Action Training Program in Municipal Government</atitle><jtitle>The Journal of applied behavioral science</jtitle><date>1978-01</date><risdate>1978</risdate><volume>14</volume><issue>1</issue><spage>27</spage><epage>41</epage><pages>27-41</pages><issn>0021-8863</issn><eissn>1552-6879</eissn><coden>JABHAP</coden><abstract>This paper describes the background, execution, and outcomes of the first year of an affirmative action training program for managers and supervisors in city government. Several pressures, e.g., long-standing hiring practices, militated against the program's success. The forces that facilitate the program included the legal pressure of Title VII, support from the city manager, an ordinance mandating that action be taken, the collaboration between the trainer (agency staff) and university consultants, and theoretical analyses of the issues. Several expected and unanticipated outcomes are described.</abstract><cop>Thousand Oaks, CA</cop><pub>Sage Publications</pub><doi>10.1177/002188637801400106</doi><tpages>15</tpages></addata></record> |
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| ispartof | The Journal of applied behavioral science, 1978-01, Vol.14 (1), p.27-41 |
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| source | Access via SAGE; Sociological Abstracts; Periodicals Index Online; Applied Social Sciences Index & Abstracts (ASSIA) |
| subjects | Affirmative Action Attitudes Behavior modification Cities City/Cities Commitments Employment practices Govern/Governing/Government/ Governmental/ Governments Local government Managers Minority & ethnic groups Municipal employees Municipal government Programs Supervisors Training Training/Trainer |
| title | External (Legal) Coercion and Internal Commitment: A Case Study of an Affirmative Action Training Program in Municipal Government |
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