Long-Term Reward Patterns Contribute to Personal Goals at Work Among Finnish Managers

The research addresses the impact of long-term reward patterns on contents of personal work goals among young Finnish managers (N = 747). Reward patterns were formed on the basis of perceived and objective career rewards (i.e., career stability and promotions) across four measurements (years 2006 –2012). Goals were measured in 2012 and classified into categories of competence, progression, well-being, job change, job security, organization, and financial goals. The factor mixture analysis identified a three-class solution as the best model of reward patterns: High rewards (77%); Increasing rewards (17%); and Reducing rewards (7%). Participants with Reducing rewards reported more progression, well-being, job change and financial goals than participants with High rewards as well as fewer competence and organizational goals than participants with Increasing rewards. Workplace resources can be in a key role in facilitating goals towards building competence and organizational performance.

New Narratives of International Security Governance: The Shift from Global Interventionism to Global Self-Policing

This article examines the transformation in the narratives of the international governance of security over the last two decades. It suggests that there has been a major shift from governing interventions designed to address the causes of security problems to the regulation of the effects of these problems. In rearticulating the goals of international actors, the means and mechanisms of security governance have also changed, no longer focused on the universal application of Western knowledge and resources but rather on the unique local and organic processes at work in societies that bear the brunt of these problems. This transformation takes the conceptualisation of security governance out of the traditional terminological lexicon of security expertise and universal solutions and instead articulates the problematic of security and the policing of global risks in terms of local management processes, suggesting that decentralised coping strategies and self-policing are more effective and sustainable solutions.