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The evolution of the Internet, trends in mobile device usage, and changes in the perceptions of city leaders and residents have gradually transformed cities into smart cities. Through a literature review, survey analysis, and focus group interview, this study explored the educational vision and consensus in developing Smart Hsinchu, and analyzed course requirements for key teaching competencies and contents of digital teaching abilities, all of which facilitate achieving the educational vision. Finally, this study established systemized modular courses for key teaching competencies and relevant strategies to promote these courses.

According to a survey regarding indigenous employment, in Taiwan, a high proportion of indigenous people are engaged in construction work compared with the overall population. However, among indigenous construction workers, 56.15% have received no occupational safety or health training, and 9.39% have encountered occupational accidents in their workplaces. Therefore, this study aimed to develop employee assistance programs (EAPs) for indigenous workers in Taiwan by focusing on three dimensions—namely work, life, and health—and by establishing corresponding implementation paths for these EAPs. A modified Delphi method was adopted to screen EAP measures for the workplaces of indigenous workers, and a formal evaluation followed. Subsequently, the analytic hierarchy process was employed to calculate the overall weights among the factors in order to discern the relative importance of each factor in achieving the target goal or to resolve target problems and establish an order of priority. The results indicated that health was the most important of the three dimensions of indigenous EAPs, followed by the life dimension and then the work dimension. Compared with previous studies regarding Han Taiwanese workers, mental health services in the health dimension were particularly important in the present study. Finally, regarding the health dimension, this study suggests developing mental health services that respect indigenous culture and therefore are appropriate for indigenous people, such as the establishment of drug and alcohol addiction support groups and mental health service systems. In addition, corresponding welfare measures can be offered to enhance people's motivation to change. [ABSTRACT FROM AUTHOR]

This study employed conventional and reverse mentoring to form the theoretical basis for bidirectional mentoring. Using the analytic hierarchy process, the relative weights of bidirectional mentoring functions were measured and analyzed. A focus group method was employed to plan a structured on-the-job training course framework for bidirectional mentoring. Analysis of research data indicated that role modeling is the most crucial bidirectional mentoring function, followed by psychosocial support and career development. Psychosocial support, role modeling, teaching, teamwork, and communication skills were the most crucial elements of career development. This paper proposes seven training courses, totaling 59 h, based on the mentoring development plan. This study intends to use the proposed structured on-the-job training framework for bidirectional mentoring to promote career development and psychosocial support for new teachers, to improve role modeling for senior teachers, and to enhance the teaching skills of new and senior teachers.

Because the senior population comes from various backgrounds, how to meet their needs and to cater to their different levels poses a great challenge for aging-education instructors when designing effective projects. The goal of this paper was to present the implementation of an innovative and effective project in aging education titled The K-shape Learning Project for Senior Citizens. The project was implemented in Taitung University and lasted for five months with 140 seniors in five sessions in total. An action research approach was adopted for the course implementation and content modification throughout this project. Meanwhile, data was collected through questionnaires and interviews. The findings then emphasized four elements for other aging education professionals' references: the philosophy and goal of the project, the implementation process of the project, the perception and response of participants, and the reflection of the educators. (Contains 2 figures.)

The idea of helping people by the medium of telephone was inspired by Rev. Alan Walker, Superintendent of the Central Methodist Mission in Sydney since 1958. Having made several radio and TV appearances, Rev. Walker found himself being called by people facing difficulties and personal crises. He did not have the time or the energy to give them the attention they demanded and deserved. Thus, Rev. Walker conceived of the idea of inviting the lonely and troubled to call a telephone number where selected and trained volunteers could offer a "listening ear" and allow the callers a place to have their voices heard. (Contains 1 table and 1 figure.)

Team building has been given increasing attention and applied in diverse disciplines in recent years. The purpose of this study was to determine the multiple dimensions to the application for the effectiveness of team building in the military units such as ROTC since not many existing literature has investigated this in such an expectedly high command culture. The data suggested that participants generally rated themselves to possess the knowledge, experience, and expertise for team building. Secondly, they predominantly considered ROTC as a self-managing formal team, and that leaders basically led their team assuming the role of an educator. Thirdly, the top three selected significance of competences in team building were establishing open communication channels, setting clear, measurable goals, and making assignments clear and ensuring competence. Finally, based on the inconsistency from data, it was suggested that establishing an open communication channel can be expected to integrate and improve remarkably the effectiveness and efficiencies of team building in ROTC. (Contains 2 figures and 4 tables.)

Mentoring has been applied in educational settings at all levels to improve teaching outcomes among newly employed teachers. The practices of reverse mentoring and two‐way mentoring have emerged alongside the emergence of new work trends in younger generations, development of information technologies, and promotion of competency‐based concepts. The digital teaching capability maturity model (DT‐CMM) uses ability and maturity levels to improve teachers' digital teaching. Combined with the design and implementation of module courses, the model ensures consistency among teachers in the quality of their teaching materials and stability of their learning structure for different course units, thereby helping to improve their professional competency. This study integrated different types of mentoring in a systematic modular course to measure the effectiveness of mentoring on the DT‐CMM and a systematic modular course. Data analysis revealed that the posttest results of mentoring functions and self‐directed learning scales were superior to the pretest results. Two‐way mentoring yielded considerably more favorable outcomes than conventional mentoring did. The two types of mentoring differed significantly on the overall self‐directed learning scale (t = −2.644, p < 0.01), indicating that the self‐directed learning outcome of two‐way mentoring (M = 95.56) was superior to that of conventional mentoring (M = 90.30). [ABSTRACT FROM AUTHOR]

In the knowledge economy era, a human resources system is crucial for corporate management. Questions on how to fully present workforce capability, how to integrate organisational systems and practices, and how to develop workforce capability and achieve organisational goals have yet to be answered. The people capability maturity model (P-CMM) is based on the concept of process and presents five maturity levels to guide an organisation and progressively improve the workforce capability of the organisation. The purpose of this study was to apply the people capability maturity level to the organisational management of a case company and developed strategies to enhance the people capability maturity level of the case company. This qualitative study included document analysis and semistructured interviews to determine the goals of organisational ability and management performance. Finally, the researchers proposed a feasible method for improving the people capability maturity level of the case company to the third level defined by the P-CMM and the establishment of key process areas. [ABSTRACT FROM AUTHOR]

Background: Workplace bullying depletes psychological resources, reducing job performance and organizational citizenship behavior. According to conservation of resources theory, psychological capital functions as a as a crucial psychological resource to influence the organizational citizenship behavior of employees who experience workplace bullying., Objective: This study aimed to construct and validate a model of the associations between workplace bullying, psychological capital, and organizational citizenship behavior., Methods: Meta-analysis and structural equation modeling (MASEM) was employed to analyze 40 quantitative empirical studies., Results: Psychological capital was significantly and positively correlated with organizational citizenship behavior and significantly and negatively correlated with workplace bullying. However, organizational citizenship behavior was significantly and negatively correlated with workplace bullying, indicating heterogeneity among the variables. The total effects were as follows: workplace bullying negatively influenced psychological capital, psychological capital positively influenced organizational citizenship behavior, and workplace bullying negatively influenced organizational citizenship behavior. Psychological capital mediated the association between workplace bullying and organizational citizenship behavior., Conclusions: Enterprises must address workplace bullying by establishing regulations and complaint channels. Additionally, they should prioritize recruiting employees with high psychological capital and develop employees' psychological capital to enhance workplace contributions and organizational citizenship behavior., Competing Interests: Declaration of conflicting interestsThe authors declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

Background: Emotional intelligence refers to an individual's awareness of their emotions and their ability to effectively regulate them. Emotional intelligence also encompasses the ability to empathize with and establish meaningful relationships with others., Objective: In this study, a comprehensive meta-analysis approach was employed to investigate the relationships between emotional intelligence and various factors including social support, organizational aspects, satisfaction, and stressors., Methods: Moreover, the extent to which emotional intelligence influenced these factors was investigated and analyzed through meta-analysis., Results: A data analysis revealed that emotional intelligence correlated positively with social support, organizational aspects, and satisfaction and negatively with stressors., Conclusions: These results suggest that organizations should adopt management strategies for enhancing the emotional intelligence of their employees, thereby strengthening their social support systems and their organizational cohesion and efficiency. To achieve this, organizations are advised to implement reasonable management systems and emotional management education and training to enable employees to effectively manage their emotions and understand the emotions of others. Subsequently, the job and life satisfaction of the employees can be enhanced and the negative effects of stressors can be mitigated.

Introduction: Employee assistance programs require resources and manpower of various natures across different types of public sector organization., Methods: This study began by outlining elements for comparing employee assistance programs' evaluation criteria in four types of public sector organization on the basis of 22 service measures for such programs implemented by the Ministry of Labor in relation to three major aspects: work, life, and health. Elements of the evaluation criteria for public sector employee assistance programs were determined by surveying a panel of experts using the modified Delphi method. Last, the weight associated with the elements of evaluation criteria were calculated using the fuzzy analytic hierarchy process, and the criteria of four types of public sector organization were explored., Results: Data analysis indicated that the weight and priorities associated with elements of evaluation criteria for EAPs implemented by four types of public sector organization were not fully identical., Discussion: The results of this study suggest that, in terms of EAPs, the Directorate-General of Personnel Administration of the Executive Yuan should be pursuant to appropriate employee assistance programs provided by various public sector organizations according to the needs of their employees as well as the diverse objective conditions in which these organizations operate., Competing Interests: The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest., (Copyright © 2024 Chen, Chung and Chu.)