Jurnal Economic

Abstract
In the federal public service, quality was first sought through efficient people. After five decades of predominant attention to processes, the rise of management thinking and program budgeting in the late 1960s led to concern with results. Since the early 1990s, the idea of results-based
accountability facilitated the search for alternative forms of service delivery within our parliamentary system. The current Management Accountability Framework enlarges the notion of results to include the quality of personnel management, service to citizens, risk management and stewardship concerning public resources. The Auditor General finds progress to be very slow, but Citizens First 3 finds a big improvement in opinion ratings of federal services. Current ideals are unattainable, but they are changing the way the public service operates and learning will occur.

Key Words: quality, results, innovation, agencies, accountability.

Introduction
Canada has a Westminster or parliamentary type of government. This means that the government, or cabinet, are all members of the legislature, almost always of the House of Commons, and that they must have the confidence of the House to govern. Ministers are collectively and individually responsible to the House; while they may survive occasional defeats in the legislature, if they lose a vote of confidence (as they did in November, 2005) or a vote on a major legislative proposal (especially a budgetary proposal), the Prime Minister must resign, and his government with him.

While elections must be held at least every five years, the timing of elections is up to the Prime Minister, and they occur more frequently than the five year interval (the modern record being six months later, in 1980. This has occasionally produced a coalition government as during World War I, but it has usually produced majority governments or, in some recent cases (like the present), minority governments that survive only as long as the House lets them. By virtue of his or her control of the selection of ministers and of senior appointments to government and public sector positions1, of the organization of government and of the government’s agenda, the Prime Minister has long been considered first among equals regarding cabinet ministers. In recent years, he has been recognized as the dominant figure in government (Savoie 1999 ,Simpson 2001). Thus the House of Commons has a strong control over the Prime Minister and the government, which is only used occasionally, but the Prime Minister has the active direction of his colleagues and the administration.

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Triningsih. 2006. Pengaruh Motivasi Kerja dan Lingkungan Kerja terhadap Kepuasan Kerja Guru dan Karyawan SMP Negeri 30 Semarang Tahun Ajaran 2005/2006. Skripsi. Program Studi Pendidikan Administrasi Perkantoran. Fakultas Ekonomi Universitas Negeri Semarang.

Kata Kunci: Motivasi Kerja, Lingkungan Kerja, Kepuasan Kerja
Motivasi kerja dan lingkungan kerja merupakan faktor penting untuk mencapai kepuasan kerja. Dengan adanya motivasi kerja pada guru dan karyawan dapat menimbulkan kemampuan untuk bekerja. Dengan adanya kemampuan bekerja maka kepuasan kerja akan meningkat. Para pegawai akan lebih menyukai lingkungan secara umum, lingkungan kerja yang baik akan membuat pegawai merasa nyaman melakukan pekerjaan. Sehingga tidaklah mungkin suatu pekerjaan akan terpuaskan tanpa adanya motivasi dan lingkungan kerja yang baik untuk
menyelesaikan pekerjaan. Namun kebenaran dari argumen ini perlu dibuktikan melalui kegiatan penelitian agar diperoleh jawaban yang akurat.

Permasalahan yang dikaji dalam penelitian ini adalah : (1) Adakah pengaruh motivasi kerja terhadap kepuasan kerja?, (2) Adakah pengaruh lingkungan kerja terhadap kepuasan kerja?, (3) Seberapa besar pengaruh motivasi kerja dan lingkungan kerja terhadap kepuasan kerja?. Penelitian ini bertujuan : (1) Untuk mengetahui ada tidaknya pengaruh motivasi kerja terhadap kepuasan kerja, (2) Untuk mengetahui ada tidaknya pengaruh lingkungan kerja terhadap kepuasan kerja, (3) Untuk mengetahui seberapa besar pengaruh motivasi kerja dan lingkungan kerja terhadap kepuasan kerja.

Populasi penelitian ini adalah semua karyawan dan guru SMP Negeri 30 Semarang. Populasi ini sekaligus sebagai sampel penelitian. Adapun variabel yang diteliti meliputi motivasi kerja dan lingkungan kerja sebagai variabel bebas, sedangkan kepuasan kerja sebagai variabel terikat. Data diambil dengan teknik kuesioner, selanjutnya dianalisis menggunakan analisis regresi ganda. Hasil penelitian menunjukkan bahwa motivasi kerja guru dan karyawan SMP Negeri 30 Semarang dalam kategori tinggi, yang berarti sebagian besar mempunyai minat, yang tinggi, telah tercukupi gajinya, kebutuhan akan rasa aman tercukupi, adanya hubungan interpersonal yang baik dan mendapatkan kesempatan untuk berkembang. Dari hasil uji parsial diperoleh thitung sebesar 3,734 dengan p value = 0,000 < 0,05, yang berarti motivasi kerja berpengaruh positif terhadap kepuasan kerja. Besarnya pengaruh mencapai 18,8%. Lingkungan kerja di SMP Negeri 30 Semarang dalam kategori baik perwarnaan pada dinding ruangan, kebersihan, pertukaran udara, penerangan, keamanannya memberikan kenyamanan, meskipun dari segi suara masih bising, sebab dekat dengan jalan raya dan suara peralatan kerja. Dari hasil uji parsial diperoleh thitung = 3,469 dengan p value = 0,001 < 0,05, yang berarti lingkungan kerja berpengaruh positif terhadap kepuasan kerja. Besarnya kontribusi lingkungan kerja sebesar 16,7%. Hasil uji simultan diperoleh Fhitung = 18,631 dengan p value = 0,000 < 0,05, yang x
berarti secara bersama-sama motivasi kerja dan lingkungan kerja berpengaruh postif terhadap kepuasan kerja. Besarnya kontribusi motivasi dan lingkungan kerja terhadap kepuasan kerja sebesar 38,3%.

Berdasarkan hasil penelitian dapat diambil simpulan bahwa ada pengaruh motivasi kerja dan lingkungan kerja terhadap kepuasan kerja. Ditinjau dari lingkungan kerja, ternyata kondisi kebisingan yang timbul dari luar sekolah yaitu suara kendaraan bermotor yang masih belum terhindarkan. Oleh karena itu disarankan agar guru dan karyawan lebih berkonsentrasi terhadap pekerjaannya dan peralatan kerja (printer komputer, fotokopi, dll) yang dapat menimbulkan kebisingan untuk diletakkan di ruangan yang letaknya jauh dari ruangan guru.

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This article argues that a better management of increasingly complex socioecological systems would require to adopt evidence-based policy-making and improve the science policy interface by means of participatory action research involving scientists, citizens and policy-makers. The connectivity between the production of scientific evidence by experts and the delivery of policies by policymakers is currently unsatisfactory. There is the need to find more effective knowledge mechanisms between researchers and policy-makers. A new way of connecting scientists and policy-makers is to invite a ‘‘third player’’ to the game, i.e. the citizens and stakeholders who are interested in or affected by policy decisions, to perform pilot experiments of participatory research. Participatory research combines different forms of knowledge. ‘‘Objective’’ knowledge produced by scientific disciplines is needed to describe, explain or understand a phenomenon, but participatory research brings in the contribution of citizens’ everyday knowledge, e.g. their intimate familiarity with their environment and social context. The approach is illustrated with the aid of examples provided by a number of EU-funded participatory research projects coordinated by ISIS: RAISE (www.raise-eu.org), MOVE TOGETHER (www.move-together.net) and AWARE (www.aware-eu.net).
Keywords: science policy interface; participatory research; awareness-raising; complexity; integrated socio-ecological systems management; citizens’ knowledge

The challenges faced by policy-makers, managers and practitioners today are becoming increasingly complex. Solutions that address individual problems as they arise may be successful in the short term, but they may also set in motion feedbacks that come into play later. Likewise, piecemeal interventions do not prepare a system for dealing with ongoing change and future shocks. Linked systems of people and nature, especially with the extent and interconnections of today’s populations technologies and human activities, behave as complex adaptive systems. Forwardlooking analyses of these systems suggest that the transition to sustainability derives
from fundamental change in the way people think about the complex systems on which they depend, whereas the current lack of awareness, understanding and reflexivity the behaviour of the blind instead contributes to increasingly unsustainable patterns of development.

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The purpose of this diagnostic-skills training model paper is to provide an overall assessment process for training and development. The interests of trainers, managers, and trainee representatives [stakeholders] are best served when all parties carefully discuss the training parameters and come to an agreement on the following crucial questions. The Diagnostic Techniques paper and Index for Training Success [ITS] address these crucial questions and offer several training strategies. This paper recommends steps to follow and provides an Index for Training Success. The Index is to be used during the planning process to assess the potential success of the learning event and to diagnose the areas in which additional efforts will achieve the most improvement. The paper also suggests a method in which the Index can be used as a summary evaluation and diagnostic tool after the event is held.
INTRODUCTION

For many in the education and training disciplines, the concept of marketing is contaminated and seems crass. It is more closely associated with hucksterism and attempts to sell unneeded products to the unwary customer. A better understanding of marketing and product development with an emphasis on identifying educational needs and the most effective method of meeting those needs is as critical for educators and trainers as it is for business professionals. The potential outcome is an improved educational and/or training event that better meets the needs of the participants and reflects well on the trainer.

The concepts presented in this article are both supplementary and complimentary to the use of a sound planning process such as that described in "The Planning Wheel: Dealing with Decisions... and the Internal and External Forces" (Murk & Walls 1999). The dynamic and interactive model is well explained in the article and can be used concurrently with the assessment tools that the Index for Training Success (ITS) contains.

The Index for Training Success is an application of classic marketing concepts to the endeavor of adult education and training. The terms associated with marketing are not used in acknowledgement of the sensibilities of the educator and to neutralize the resistance that might arise. The approach is definitely market-friendly, using bottom-up and learner-oriented techniques but tempering the conclusions with the recognition of the power base and respecting the cultures of the participants involved and the organization selected. The potential for a successful training event is enhanced.

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Changing corporate management structures and other organizational advances have also influenced economic development organizations, particularly those that are directly linked to corporations. A summary of these changes, in terms of impacts on workforce attraction campaigns, is presented.

Nothing is certain but death, taxes, and a corporate role in economic development, begging Mr. Franklin's pardon. This industry today finds that sentiment no less true after decades of practice, even with the acceleration of organizational and administrative changes that have overhauled U.S. corporations and even with the rising criticality of technology industries and leaders in what noted economist Lester Thurow has termed the "Third Industrial Revolution: the knowledge revolution" (AMA 1999a).

Where are these trends having the greatest impact in economic development practices? What has been the impact of these corporate changes on economic development, in terms of how both address issues crucial to both entities, such as the workforce attraction campaigns necessary to augment economic development efforts?

Neither streamlined processes, staff, resources, nor larger market areas have reduced corporate commitment to economic development at the community level. For example, the Metro Atlanta Chamber of Commerce surveyed its 9,000 members to determine why companies join the chamber and their ranking of services. The majority. (from 68 percent of the smaller companies and 84 percent of larger companies) agreed that their chamber should work to recruit domestic and international businesses to the region (Q.W. Avers and Associates 1997).

With their continued commitment come management trends that are changing economic development practices. Agencies that perform economic development activities--chambers of commerce, public/private organizations, and state and regional governmental departments and commissions-are also changing in response to these corporate commitments, especially when corporations are in the position of financing these organizations. For example, in the corporate world, mergers and acquisitions, corporate restructuring and reengineering, Total Quality Management and its sister standardization movement ISO, and performance standards are just a few of the last decade's practices embraced by corporations and then introduced to economic development organizations.

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Corporations have moved towards strategic, or focused, giving to gain the most return on their donations. How can economic development organizations benefit; from this movement towards strategic philanthropy, in which companies must justify their donations in terms of bottom-line impacts? Economic development organizations are uniquely positioned within communities and regions to help corporations identify their most effective philanthropic investments. As more corporations focus their donations into strategic philanthropy, the opportunity to forth beneficial partnerships increases. This article provides a summary of the process and a review of the various approaches of corporate strategic philanthropy programs--information that economic development organizations can use to form strategic partnerships.

INTRODUCTION
The advent of strategic philanthropy is considered by some to be an outgrowth of the hostile takeovers, downsizings, and leveraged buyouts that pervaded U.S. corporations in the late 1980s and into the 1990s. With budgets slashed, charitable giving was not a priority and "doing good for the sake of doing good" became less of a focus (Koch 1998). Emerging from this era has been a new attitude towards by corporations; while some call it "enlightened self-interest," others describe it as sophisticated focused giving (Sagawa et al. 1999). By focusing dollars on issues and causes that directly affect their business success, corporations are using their donations to expand their markets and build good will, all at the same time. Thus, strategic corporate philanthropy represents the "integration of contributions management into the overall strategic planning of the corporation" (Marx 1998).

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Option Introduction and Secondary
Equity Offerings

Kishore Tandon, Susana Yu, and Gwendolyn Webb

Personally, I have leamed more about economics in the last two years than I have in the last 30 plus years leading to the start of the crisis. Though the current financial crisis has not made me or my colleagues completely throw out our basic conceptual frameworks, it has painfully made us
reconsider some of our long-held "sacred views," crutches, and empirical estimates. Most importantly, 1 believe that the Financial Crisis of 2007-2009 has taught both academics and
practitioners the need to bridge the theory-practice divide.

The practitioner needs to bridge the gap between mathematical models and the behavior of decision makers such as asset managers, accountants, regulators, and the govemment. During the crisis days, seemingly esoteric issues such as mark-to-market vs. "steady-state value," and
international coordination of accounting procedures entered the daily public debate, underscoring the need to understand the pragmatic business management and government policy implications of the "finer points" of various academic positions.

To clarify some of these "finer points," this paper summarizes how mergers and acquisitions specialists and hedge fund portfolio managers adapt academic valuation techniques to fluid business situations. The paper focuses on the valuation of illiquid equity investments in light of the lessons we have leamed during the financial crisis of 2007- 2009.

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In the mid-1880s, wishing to celebrate the 100* anniversary of the French revolution, the French Republic planned an 1889 exposition intended to promote French knowledge and industry. The French engineer, Gustave Eifïel, suggested to Edouard Lockroy, then the Minister
of Commerce and Industry and Fair Commissar, building what would become the world's highest tower as an entrance gate to the Fair. The tower was to be constructed of metal structural engineering members like the famous Garabit viaduct or New York City's Statue of Liberty. Eiffel succeeded in convincing Lockroy that such an editice would be proof of France's industrial design ability.
A Request for Proposals (RFP) was issued on May 1.1886, requiring all responses to be filed within a mere two weeks. Tbe press and various selection committee members noted at the time that this rather clearly gave the edge to EitTel over other prospective bidders. And, unsurprisingly, Eiffel won the bid. Unable to afford complete financing ofa 6.5 million French franc project (in 1889 terms), the govemment decided to offer a 1.5 million franc subsidy for the project, with the balance to be funded by the private operator and reimbursed by operating revenues attributable to the tower during the World Fair and for twenty years after' Gustave
Eiffel developed an innovative financial scheme to carry out his Eiffel Tower financing.

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Dividend payout and executive compensation:
theory and evidence

Nalinaksha Bhattacharyya, Amin Mawani, Cameron Morrill
College of Business and Public Policy, University of Alaska Anchorage, Anchorage, 99507, USA
Schulich School of Business, York University, Toronto, M3J 1P3, Canada
Asper School of Business, University of Manitoba, Winnipeg, CR3T5V4, Canada

Disclosure of the impacts of adopting Australian
equivalents of International Financial Reporting Standards

Philip D. Palmer
Flinders Business School, Flinders University, Adelaide, 5042, Australia

Accounting irregularities, management compensation
structure and information asymmetry
Fayez A. Elayan, Jingyu Li, Thomas O. Meyer
Department of Accounting, Faculty of Business, Brock University, St. Catharines,
L2S 3A1, Canada
Department of Marketing and Finance, College of Business, Southeastern
Louisiana University, Hammond, 70402, USA

The discovery of accounting irregularities is an important negative event for a company. The restatement resulting from the irregularity represents an average of 364 per cent of net income for the 152-firm sample and the irregularities are predominantly revenue enhancing. The irregularity firms exhibit both lower transparency and visibility compared to a matched sample of non-irregularity firms. Furthermore, prior to the announcement, these firms experienced poorer operating performance and their executive compensation structure is found to be significantly more equity-based. Therefore, firms that have greater opportunity and incentive are shown to be more likely to commit accounting irregularities.
Key words : Accounting irregularities; Accounting errors; Restatements; Executive compensation structure

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This study examines discretionary accruals associated with firms’ reaching profitability after a series of quarterly losses. As firms approach profitability, we posit they will be characterized with less income increasing discretion given the reversing nature of accruals. We find results consistent with this expectation. The discretionary accrual behavior for firms that remain profitable contrasts to that of a control sample that does not remain profitable. In the quarters preceding a reported profit, firms that sustain profitability use significantly lower income increasing discretionary accruals. For these firms, we also find that past discretion relates inversely to future profitability. We interpret our results as evidence that discretionary accruals for persistent loss firms can serve as a leading indicator of the ability to sustain future profits.

Keywords: Earnings Management, Losses, Discretionary Accruals

1. Introduction
Reaching and sustaining profitability is a fundamental objective of every publicly traded firm. Many firms, however, experience prolonged periods of reported losses as market share is initially established, during periods of general economic decline, or later in their life cycles as market share recedes. Regardless of the underlying cause, significant costs exist for firms that remain in a loss state. Often management compensation contracts are based on reported profits (Bergstresser and Philippon [2006]), individual or firm reputation costs are incurred as losses
build (Klein and Marquardt [2006]), and asymmetric valuation consequences associated with reporting profits versus losses unarguably exist (Hayn [1995]; Brown [2001]; Skinner and Sloan [2002]; Ayers, Jiang, and Yeung [2006]).

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