As revolutions swept across Central and South America in the 1820s and 1830s, Andrew Jackson’s administration undertook a landmark reform that transformed the US foreign policy apparatus into the nation’s first global bureaucracy. With the introduction of Edward Livingston’s 1833 consular reform bill to Congress, the nation embarked on a long path toward the modernization of its consular service in line with the powers of Europe and the new American republics. Despite the popularity of Livingston’s plan to turn a dated US consular service comprised of mercantile elites into a salaried professional bureaucracy, the Jacksonian consular reform dragged on for more than two decades before the passing of a consular bill in 1856. Contrary to Weberian models positing a straightforward path toward bureaucratization, the trajectory of Jacksonian consular reform demonstrates the power of mercantile elites to resist central government regulation just as much as it highlights how petty partisans—the protégé consuls appointed via the Jacksonian “spoils system”—powerfully shaped government policy to achieve personal advantages. In the constant tug-of-war between merchant-consuls and Jacksonian protégés, both groups mobilized competing visions of the “national character” in their correspondence with the Department of State and in the national press. Ultimately, the Jacksonian reform vision of an egalitarian and loyal consular officialdom prevailed over the old mercantile model of consulship as a promoter of national prestige and commercial expertise, but only after protégé consuls successfully exploited merchant-consuls’ perceived inability to compete with the salaried European officials across the sister-republics of the southwestern hemisphere.

The purpose of this study was to examine demographic effects on the satisfaction levels of lecturers from a Singapore public tertiary institution regarding job-related variables. The research findings indicated that demographic variables had an effect on the levels of satisfaction over specific job-related differentials. Satisfaction related to job stress levels increased significantly with being female, age, job position and length of employment; while satisfaction over salary levels rose significantly with being female and job position. Satisfaction with nature of the job was significantly affected positively with job position, academic qualification and length of employment; whereas satisfaction over supervision level decreased significantly with age, marital status, job position and length of employment. Satisfaction with organisational justice rose significantly with age, job position and length of employment, while satisfaction over communication was decreased significantly with age and years of service. These findings have practical implications for the management of the tertiary institution to reexamine their current institutional policies and make the necessary changes to enhance job satisfaction of the academics.

This study assessed the direct human resource costs of a hospital's emergency preparedness planning (in 2005) by surveying participants retrospectively. Forty participants (74% of the identified population) were surveyed. Using the self-reported hourly salary of the participant, a direct salary cost was calculated for each participant. The population was 40% male and 60% female; 65% had a graduate degree or higher; 65% were administrators; 35% were clinicians; and 50% reported that their job description included a reference to emergency planning activities. All participants spent a combined total of 3,654.25 hours on emergency preparedness activities, including 20.1% on personal education/train-ing; 11.6% on educating other people; 39.3% on paperwork or equipment maintenance; 22.2% on attendance at meetings; 5.6% on drill participation; and <1% on other activities. Considering the participants' hourly salary, direct personal costs spent on emergency preparedness activities at the institution totaled US$232,417. Ten percent, all of whom were physicians, reported no compen-sation for their emergency preparedness efforts at the hospital level.

As much as these results illustrate the strong commitment of the institu-tion to its community, they represent a heavy burden in light of the oftenunfunded mandate of emergency preparedness planning that a hospital may incur. Such responsibility is carried to some extent by all hospitals.