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Background Housing First does not, on average, reduce criminal justice involvement. This analysis aims to test whether the overall absence of an impact is due to intervention effect heterogeneity as a function of the pattern of lifetime criminal justice involvement, identified through latent class analysis conducted through earlier work.Methods This analysis relied on data from the Montréal, Toronto and Vancouver sites of the Canadian At Home/Chez Soi randomized controlled trial, merged with administrative records of lifetime criminal charges (N = 1,321). Negative binomial models with interaction terms were used to estimate the impact of Housing First, in comparison to treatment as usual, on violent charges, acquisitive charges (e.g., theft, sex work), and administration of justice charges (e.g., breach of probation), for each pre-identified profile.Results Participants with past criminal justice involvement associated with a chronic history of homelessness or with criminalized substance use experienced a decrease in violent charges as a result of Housing First, whereas those with no or little past criminal justice involvement experienced a marginal increase. Housing First did not affect acquisitive or administration of justice charges, regardless of profile.Conclusions Findings suggest that integrating criminological or forensic mental health tools, knowledge and approaches into the multidisciplinary teams that support Housing First service users may be an effective solution, so that all aspects of their recovery, including potential criminogenic needs, are addressed. Future research should focus on the feasibility and effectiveness of such adjunct interventions.

Keywords: évaluation, itinérance, logement, violence, désistement, evaluation, homelessness, housing, violence, desistance

Keywords: Destination, destination urbaine, analyse sémantique, projet

Objectives This article provides an overview of the approaches and instruments used to assess the risk of other-directed violence, with particular focus on risk formulation. Issues pertaining to the development and implementation of these instruments are briefly reviewed.Method A critical analysis of the literature pertaining to the methods and current issues related to risk assessment of other-directed violence is proposed.Results Violence risk assessment instruments are used to manage offenders struggling with mental health issues. They help inform decisions regarding monitoring, supervision, treatment and sentencing in correctional and forensic mental health settings. There are different approaches to violence risk assessment and numerous instruments offered to professionals working in these settings. Considering the structured professional judgement (SPJ) tools, they have considerably evolved in the last years with regard to the types of violence and the methods used to assess and manage risk. Examples of these innovations include taking into consideration victim safety planning and strategies to facilitate risk communication such as scenario planning based on an explanatory framework informed by risk formulation. Risk formulation is a relatively new step in the administration SPJ tools, and invites users to go beyond documenting the presence and relevance of specific risk factors by allowing them to consider the nature and the etiology of violence in an individualized manner. Risk formulation integrates both relevant risk and protective factors that facilitate the process of scenario planning and the identification of successful risk management strategies.Conclusion Although structured approaches to violence risk assessment of offenders struggling with mental health issues have become more and more frequent in many settings, some methodological and implementation issues still have to be tackled. In spite that these issues warrant further discussion based on new empirical data, their contribution to risk reduction and to the success of social rehabilitation of the individuals at the centre of these assessments is undeniable.

Keywords: risk assessment, structured professional judgement, risk formulation, other-directed violence, mental-health issues, évaluation du risque, jugement professionnel structuré, formulation du risque, violence hétérodirigée, problèmes de santé mentale

This paper develops a comparative exploratory analysis of HR policies at work between public employers in western Switzerland and neighboring French departments operating within the same labor pool (called “the Grand Geneva” Franco-Valdo-Genevois territory). Confined to the “mere” implementation of personnel status for a long time, public organizations HR policies are now adopting a more strategic stance, given the importance for public employers to attract and retain the best talents on the labor market (internal and external). Based on the theoretical concepts of Employer branding and Psychological contract, our contribution highlights the main similarities and differences between Swiss and French public employers pertaining to the strengths/assets they marketize as “employee value proposition” on the one hand, and the valuation of employer branding strategies on the other.

Keywords: Politiques et stratégies RH, bassin d'Emploi, modes de recrutement, attractivité de l'employeur public, Marque employeur, HR policies and strategies, labor pool, recruitment methods, attractiveness of the public employer, Employer branding, políticas y estrategias de RR.HH., mercado laboral, modos de reclutamiento, incentivos de los empleadores públicos, marca empleador

Contracts between Indigenous Peoples and Europeans produced legal effects. A question emanates from this conclusion: in what legal category should we classify such contracts? The treaty signed on July 12th, 1884, between two German commercial firms and two Indigenous chiefs of the coast of Cameroon keeps this curiosity alive. At the very least, it serves as a pendant to international public law as well as constitutional law in Cameroon. On the one hand, it establishes, through the correlation between the “ability to act and international personality”, the international law subject classification of the aforementioned actors and, therefore, allows for a reconsideration of the Indigenous Peoples question proclaimed in Cameroon's constitutional order in 1996. On the other hand, the 1884 treaty puts into perspective the notions of sovereignty and territory that were mobilized by the “colonial legality”, during the international administration of the country and later by “constitutional decolonization law”. This dual aspect, subjective and objective, demonstrates the power relations that have presided over the formation of contracts in the timeless legal order and, starting from our research topic, presents relational international law as indebted towards the egalitarian ethic that it is intended to promote.

The parity committee, one of the oldest and most neglected institutions in the Québec industrial relations context, is being rediscovered, both for its traditional value and for its ability to meet our new needs. Recent legislation with regard to worker health and safety, and recent proposals by a Government Task Force on adult education both rely heavily on the parity framework. Similarly, new directions being planned for the Collective Agreement Decrees Act give hope for the future of this concept. Given this increase in awareness and interest, the purpose of this paper is to examine the concept of parity and its historical applications in the field of labour relations as well as its new applications in this particular area, and that of worker health and safety, and vocational training. Based on this examination, we will briefly present some observations concerning the successful uses and applications of parity.The parity committee is fundamentally a System of industrial government in which equal numbers of employer and employee representatives discuss issues of mutual concern and exercise joint decision-making powers within a cooperative, not conflictual, framework. The parity committee system operates as a complement to existing institutional arrangements, namely the collective bargaining process, and can be applied at a variety of levels: national, industrial, regional and local; and to a variety of subjects, or any single one.On an organizational level, the parity committee has three important components: a democratic function, an accountability function, and a permanent staff function. On an operational level, certain institutional and individual behaviour pat-terns influence the functioning and quality of the parity committee.In order to function properly a parity committee must respect certain guidelines. Basically, the parties must first recognize and accept each other as partners. Both have to accept the parity formula as an answer to their concerns. They must have institutional and factual equality. The subjects they discuss must be of mutual interest, and essentially non-conflictual in nature. The partners have to be held accountable. They should ensure continuity in their work through some form of permanent staffing.The concept of parity should be introduced gradually, and should not be used as a restrictive or discriminatory regulatory tool. Within a given industrial sector, a multiplicity of committees is to be avoided, though the basic approach should be a decentralized one. Finally, it is essential to remove all possibility of sanctions, in order to oblige the partners to cooperate, rather than engage in warfare.This approach, in turn, will bear positive results. The partners will develop a sense of belonging to a larger entity, and thus satisfy collective as well as egotistical needs. Industry will have given itself a means of attaining greater industrial peace as well as better quality of working life. This will also have a favourable impact on the conventional labour relations scène in Québec, both directly and indirectly, by ad-dressing itself to the problem of unorganized workers. Psychologically, this approach should also increase the self-actualization needs of workers and employers by allowing them to get away from the taxing practice of institutionalized confrontation.This paper basically contends that, as an institution, the parity committee is in-deed suited to play a role in today's context. At its inception in the 1930's, the parity committee was a feasible answer to unfavourable conditions, and the prevalent social doctrine of the Catholic Church with regard to labour relations. With massive industrialization, and all of its inherent advantages and disadvantages, Québec Society needed new institutions, more in line with those of the North American context it was at last participating in. This brought about the general marginalization of the parity committee, though it still survived in a handful of sectors. The System by which it was replaced sought to restore a certain balance in the relationship between employers and employees.In the present context, the balance has been largely attained. In addition, major social and economic changes in our society indicate the urgency of having our social partners cooperate. The concept of parity and its institutionalization is presented not as a panacea, but as a workable and adaptable alternative, capable of meeting today's new requirements. As the concept of parity gains acceptance in various other fields, such as worker health and safety and vocational training however, we should be aware of the need to coordinate these functions to allow them to develop fully.

SummaryThis study investigates skill-based pay systems. Under such systems, pay levels are determined according to the nature, variety or specialized knowledge or skills that employees acquire, demonstrate or apply in the workplace. The aim of this study is to answer the following questions: (1) Which organizational characteristics are associated with the adoption of skill-based pay? and (2) Which outcomes of interest are associated with the adoption of skill-based pay in terms of perceived organizational performance and performance management system effectiveness?Drawing from the contingency perspective, several authors suggest that leaders and organizations that pursue certain specific business strategies (e.g., quality emphasis, prospector, cost reduction, people-based strategies) are more likely to adopt skill-based pay schemes (e.g., American Compensation Association 1996; Donnadieu and Denimal 1993; Gomez-Mejia and Balkin 1992; Heneman and Dixon 2001; Heneman and Gresham 1998; Lawler 1990; Snell and Dean 1994; Thompson et al. 1997; Von Glinow 1985; Zarifian 1988, 1999). The resource-based view of the firm leads us to believe that skill-based pay is more likely to constitute a competitive (Barney 1991; Collins and Clark 2003; Snell, Youndt and Wright 1996; Wright, Dunford and Snell 2001) and a strategic compensation option (Gomez-Mejia and Balkin 1992) within firms in knowledge-based industries. Risher (2000) provides evidence that firms with research and engineering centers often compensate their research and development personnel as a function of their competencies.In recent years, few studies have investigated the possible impacts of skill-based pay on objective measures of organizational performance (e.g., Long 1993; Murray and Gerhart 1998; Parent and Weber 1994). Although such studies are of great value, skill-based pay may also lead to improved performance management since it requires that more attention be given to how results are achieved. Therefore, the emphasis is more on behaviours than on results (Heneman and Gresham 1998; Smither 1998). As such, skill-based pay requires that leaders identify key competencies that are consistent with their business strategy and are considered a source of competitive advantage (Lawler 1996; Zingheim, Ledford and Schuster 1996).Thus, this study investigates both the determinants and consequences of skill-based pay. The first three hypotheses flow from the need to better understand the organizational settings that are most likely to adopt skill-based pay.Hypothesis 1. Compared to other organizations, those that adopt skill-based pay are more likely to (a) favour a differentiation strategy based upon innovation, (b) favour a differentiation strategy based upon quality, (c) favour a differentiation strategy based upon the development of people, (d) avoid a differentiation strategy based upon cost reduction.Hypothesis 2. Compared to other organizations, those that adopt skill-based pay are more likely to share a business culture that values participative management.Hypothesis 3. Compared to other organizations, those that adopt skill-based pay are more likely to be in knowledge-based industry sectors.The last two hypotheses flow from the need to better understand the consequences of skill-based pay in terms of perceived organizational performance and performance management effectiveness.Hypothesis 4. Compared to other organizations, those that adopt skill-based pay are more likely to consider that their organization is relatively effective in the areas of (a) marketing, (b) human resource management, and (c) financial performance.Hypothesis 5. Compared to other organizations, those that adopt skill-based pay are more likely to consider that their performance management system is more effective in the areas of achieving (a) employee engagement, (b) business strategy implementation, (c) supporting organizational culture, and (d) equitable treatment of employees.A questionnaire survey was mailed to a sample of human resource managers from firms with over 200 employees. Data analysis was performed on the 189 completed surveys. The adoption of skill-based pay was determined with two questions. First, respondents indicated whether their organization uses a formal competency-evaluation system for at least one category of personnel. Second, if a positive answer was provided on the first question, respondents then indicated whether there is in their organization a direct link between the assessment of competencies and employee compensation. Positive answers to both these questions determined that skill-based pay was used.The findings from this study suggest that the adoption of skill-based pay is not a function of often-mentioned contingency factors such as organizational size or union presence, two control variables that are included in the analyses. Overall, the explained variance in the adoption of skill-based pay that could be accounted for by the independent variables included in the model – business strategies, business culture that values participative management, and being in a knowledge-based industry sector – was relatively low. The results do indicate, however, that the adoption of skill-based pay is positively associated with a business culture that values participative management. As such, the results of this study provide little basis for the theoretical perspective that views the adoption of skill-based pay as rationally determined by the business strategy. The business strategies investigated in this study provide little explanatory power. With regards to the consequences of the adoption of skill-based pay, the results suggest that – after controlling for size and union presence – respondents perceive relatively higher financial and human resource management performance. In addition, the results suggest that the adoption of skill-based pay is associated with more effective performance management in the areas of achieving business strategy implementation and equitable treatment of employees.

Learning the use of a language requires not only the identification of this use but also the didactic modeling of it: it is a question of carefully distinguishing what the expert user (having to perform authentic actions ) of what the learner does in a learning process (having to develop the ability to master a didactic variant of the original action). The transition from the reference usage situation to the learning situation involves a process of complex didactic contextualization that can be conceptualized as organized around the following phases: identification of language practices applying for teaching / description of these practices in their situational and linguistic dimensions /Design of learning situations reproducing the main aspects of situations of use and fulfilling, depending on the circumstances, a learning function (acquisition of new learning) a training function for the integration of acquired or an evaluation function of the level of development of the skills worked. We will approach the notion of didactic contextualization in language as a process breaking with an exclusively coding vision of language in favor of a broader vision, considering verbal activity in its relationship with the action situation that produces it.

Keywords: language practices, pratiques langagières, competence, compétence, action situation, situation d’action, learning situation, situation d’apprentissage, modélisation didactique, didactic modeling

Keywords: routines musique-littératie, adaptation scolaire, trouble développemental du langage (TDL), enseignement primaire, littératie, musique