Barriers to Temporary Inter‐District Water Transfers in the Yakima River Basin: Irrigation District Perspective

Water marketing, or mechanisms to acquire and redistribute water such as temporary water transfers, can represent a valuable response to drought for irrigation districts. The Department of Ecology, the US Bureau of Reclamation, and a workgroup composed of members from various entities collaborated to develop the Yakima River Basin Integrated Water Resource Management Plan (Integrated Plan) to better manage water resources and address ecosystem issues in the Yakima River Basin. The Integrated Plan addresses water marketing but it does not provide specifics on how barriers to inter‐district water transfers will be eliminated. This study asks irrigation district managers in the Yakima River basin about the factors they consider when deciding whether to engage in a temporary inter‐district water transfer or not. Results show that institutional barriers are the most common barrier to inter‐district water transfers. This topic requires further research on fallowing and irrigation district behavior in relation to the other water supply efforts outlined in the Integrated Plan. Finally, the water market in the Yakima basin can benefit from education and outreach to senior water rights holders, shortening the time frame to process expedited transfers, and documentation from irrigation districts reporting denial reasons for temporary inter‐district water transfers.

Do organizational climate and competitive strategy moderate the relationship between human resource management and productivity?

This study examined whether the effectiveness of human resource management (HRM)practices is contingent on organizational climate and competitive strategy The concepts of internol and external fit suggest that the positive relationship between HRM and subsequent productivity will be stronger for firms with a positive organizational climate and for firms using differentiation strategies. Resource allocation theories of motivation, on the other hand, predict that the relationship between HRM and productivity will be stronger for firms with a poor climate because employees working in these firms should have the greatest amount of spare capacity. The results supported the resource allocation argument.

Human resource management and organizational performance:evidence from the retail banking sector

Underpinned by the resource-based view (RBV), social exchange theory (SET), and a theory of intrinsic motivation (empowerment), I proposed and tested a multi-level model that simultaneously examines the intermediate linkages or mechanisms through which HPWS impact individual and organizational performance. First and underpinned by RBV, I examined at the unit level, collective human capital and competitive advantage as path-ways through which the use of HPWS influences – branch market performance. Second and-, underpinned by social exchange (perceived organizational support) and intrinsic motivation (psychological empowerment) theories, I examined cross and individual level mechanisms through which experienced HPWS may influence employee performance. I tested the propositions of this study with multisource data obtained from junior and senior customer contact employees, and managers of 37 branches of two banks in Ghana. Results of the Structural Equation Modeling (SEM) analysis revealed that (i) collective human capital partially mediated the relationship between management-rated HPWS and competitive advantage, while competitive advantage completely mediated the influence of human capital on branch market performance. Consequently, management-rated HPWS influenced branch market performance indirectly through collective human capital and competitive advantage. Additionally, results of hierarchical linear modeling (HLM) tests of the cross-level influences on the motivational implications of HPWS revealed that (i) management-rated HPWS influenced experienced HPWS; (ii) perceived organizational support (POS) and psychological empowerment fully mediated the influence of experienced HPWS on service-oriented organizational citizenship behaviour (OCB), and; (iii) service-oriented OCB mediated the influence of psychological empowerment and POS on service quality and task performance. I discuss the theoretical and practical implications of these findings.