23 Ideas for Science Experiments Using Plants

23 Ideas for Science Experiments Using Plants Plants are tremendously crucial to life on earth. They are the foundation of food chains in almost every ecosystem. Plants also play a significant role in the environment by influencing climate and producing life-giving oxygen. Plant project studies allow us to learn about plant biology and potential usage for plants in other fields such as medicine, agriculture, and biotechnology. The following plant project ideas provide suggestions for topics that can be explored through experimentation. Plant Project Ideas Do magnetic fields affect plant growth?Do different colors of light affect the direction of plant growth?Do sounds (music, noise, etc.) affect plant growth?Do different colors of light affect the rate of photosynthesis?What are the effects of acid rain on plant growth?Do household detergents affect plant growth?Can plants conduct electricity? Does cigarette smoke affect plant growth?Does soil temperature affect root growth?Does caffeine affect plant growth?Does water salinity affect plant growth?Does artificial gravity affect seed germination?Does freezing affect seed germination?Does burned soil affect seed germination?Does seed size affect plant height?Does fruit size affect the number of seeds in the fruit?Do vitamins or fertilizers promote plant growth better?Do fertilizers extend plant life during a drought?Does leaf size affect plant transpiration rates?Can plant spices inhibit bacterial growth?Do different types of artificial light affect plant growth?Does soil pH affect plant growth? Do carnivorous plants prefer certain insects?

Erikson Autobiographical Assignment Essay Example | Topics and Well Written Essays - 2000 words

Erikson Autobiographical Assignment - Essay Example The infant depends entirely on his or her caregivers hence the value of care that the child receives plays a vital role in the determining the child’s character (Erickson, 1963). It is at this stage that the child learns whether or not he / she can trust the people around him / her. Does the caregiver attend to the needs of the baby when he cries? Does anyone comfort the child when he / she is frightened? The child learns to trust the people who are taking care for him or her when these needs are consistently met. If his / her needs are not consistently met, the child will mistrust the people around him. A child who successfully develops trust feels safe and secure in the world. Caregivers who are not consistent, emotionally unavailable or rejecting contribute to feelings of mistrust in the children they care for. Mistrust will result to fear and a belief that the world is inconsistent and random (Erickson, 1963). During my infancy I was attached to my mother to the extent that I never wanted to let her go. Whenever my mother was away, I would cry and start suckling my fingers. I used to feel like anyone else apart from my mother was meant to harm me. With time I started getting used to my elder sister who would always attend to me whenever I cried. When I was one year old, I started investing in relationships with almost everyone at home, I had developed non-suspicious attitudes, was welcoming to touch, could easily let mother go and share my possessions. I had developed trust. At this stage children are focused on gaining a greater sense of self-control. The child learns to master skills such as walking, talking, feeding and other fine motor skills. The child also learns to say "NO!" which is a vital skill of the will. It is important to gain a sense of individual control over the world at this phase of development. The child develops a sense of control and a feeling of freedom on

Hyper-personal model Essay Example | Topics and Well Written Essays - 500 words

Hyper-personal model - Essay Example Receivers- CMC messages are likely to be exaggerated because of the lack of face-to-face indicators, giving receivers to fill in the missing blanks. Receivers in this case, will most likely idealize from the initial clues by the sender and if they are favorable, then the receiver dynamics will be tuned to favorably respond. The Hyper-personal model suggests that such initial impression are likely to be activated by pre-existing stereotypes inherent in the communicators like the partners’ resemblance, however vague, of someone previously encountered. Senders- In text based CMC selective representation of self is aided and one usually pass on indicators that they would want the receiver to have. So even in the absence of physical traits, individuals involved in CMC will construct messages that portray them in good light with emphasis on desirable traits and because of lack of physical interaction like eye contact, their conveyed traits will invite preferential reactions. The selective choice on what message to transmit coupled with the comfort create by the virtual world, makes it easy to develop intimacy by the disclosure of personal issues that fuels connection in CMC. The speed of explicit disclosure in CMC is much faster than that of face-to face interactions. Other than these disclosures, senders in CMC represent themselves in line with contents presented by their communication partners. This influences their choice of words and expression of likeness, in essence pre-determining their topical areas of concurrence and disagre ements. Channel - Under this dimension of hyper-personal model, the CMC medium shapes the deliberate construction of online messages by the mechanics of the CMC interface and the ability to edit these messages before they are sent. Users of CMC focus more on the construction aspect of their messages that they would on face-to-face conversations. Prior knowledge of the

Review for Carmen Essay Example | Topics and Well Written Essays - 500 words

Review for Carmen - Essay Example There were many actions that I observed to be exemplary in terms of the finest performance as I watched the play. The major action that I observed to be interesting as well as powerful was the scene where Don Jose stabbed Carmen. Since the story is about the seduction by Carmen, Don Jose was a person who was jealous of her lovers. In order to make sure that he had a hold of Carmen, he stabbed her which haunts the viewers as well because of her lead role in the play. The set design, as well as the lighting, played a major role in enhancing the overall scenario (WichitaGrandOpera). The major theme that has been well shown in the play is jealousy. It should be noted that it is a feeling that can make people get on an incorrect path. As a matter of fact, the action discussed in above has given a definition to the theme. For instance, the theme of jealousy showed people that a person who would want to get a grasp of a possession would ultimately lead into a situation where he would actually lose it. It is merely because of the lust and yearning to get something only out of being jealous (WichitaGrandOpera). As far as the production elements are concerned, critics have discussed various pointers. For instance, acting, direction, and set-design have been critiqued by a number of widely-known critics when it comes to the play Carmen. I believe that the set-design played a very major role in making the play successful. International set designers were employed in order to design the sets. Thus, special research was conducted in order to present each and every aspect and element of the story (WichitaGrandOpera). Through the above analysis, it could be well-stated that the play Carmen is one of the most critical plays in the history. Its effective presentation has been done by a number of presenters and directors through theatrical setting. However, very few have been able to present its true essence. Thus, from the above

Motivating Employees And Job Satisfaction

Motivating Employees And Job Satisfaction The work in the modern economies has made an understanding of the psychology of motivation and job satisfaction as a key component of business and management syllabuses. The aim of the study is two-fold: Firstly, literature reviews for the motivation theories and Theories on job satisfaction. Secondly, the relationships between employee motivation and job satisfaction. Motivation theories clarifying the importance of addressing employees needs at work, the attitude of workers towards their jobs, the basis for studying the motivational implications of perceived unfairness and injustice in the workplace, how rewards lead to behavior and relations between reinforcement and behavior. Theories on job satisfaction clarifying the aspects that impact directly on levels of job satisfaction, how people are influenced by how satisfied they believe other workers are with the same job, satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job, the innate for dispositions that cause them to have tendencies toward a certain level of satisfaction. The relationship between employee motivation and job satisfaction has indicated that numerous variables of a personal, job and organizational nature influence the level of motivation and job satisfaction that employees experience in the workplace. This includes peoples needs with regard to their work and the work environment, as well as the nature and content of their jobs, and the working conditions under which they perform their daily tasks. List of Acronyms List of Figures Maslows hierarchy of needs Figure 2.1 P4 List of Tables Table of Contents Acknowledgement Ñ- Abstract Ñ-Ñ- List of Acronyms Ñ-Ñ-Ñ- List of Figures 6 List of Tables 6 Table of Content 6 1. Chapter 1: Introduction 1 1.1 Research problem 1 1.2 Importance of study 1 1.3 Research questions 1 2. Chapter 2: Motivation and theoretical background x 2.1 Motivation overview x 2.2 Definitions of employee motivation x 2.3 Theories of motivation x 2.3.1 Needs-based theories x 2.3.2 Two-factor theory x 2.3.3Cognitive theories x 2.3.3.1 Equity theory x 2.3.3.2 Expectancy theory x 2.3.3.3 Goal-setting theory x 2.3.4 Reinforcement theories x 2.4 Motivation : Composite summary x 3. Chapter 3: Job satisfaction x 3.1 Job satisfaction overview x 3.2 Definitions of job satisfaction x 3.3Theories on job satisfaction x 3.3.1 Two-factor theory x 3.3.2 Social influence theory x 3.3.3 Affect theory x 3.3.4 Equity theory x 3.3.5 Dispositional theory x 3.3.6 Job characteristics model x 3.4 Creating job satisfaction x 3.4.1 Work environment x 3.4.2 Career development programs x 3.4.3 Employee motivation x 3.5 Measuring job satisfaction x 3.6 Job satisfaction : Composite summary x 4. Chapter 4: The Relationship between Motivating Employees and Job satisfaction x 4.1 The effect of motivating employees on Job satisfaction x 4.2 How can mangers increase employee Job Satisfaction x 5. Chapter 5: Conclusion and Recommendation x 5.1. Conclusion x 5.2. Recommendation x References 2 Chapter 1: Introduction Research Problem A variety of factors motivate people at work, some of which are tangible, such as money, and some of which are intangible, such as a sense of achievement. Although employees derive satisfaction from their work, or places of work, for different reasons, this study was concerned specifically with the investigation of the relationship between levels of satisfaction and the motivation of employees at work. The primary point of departure is that the success of any organization is heavily dependent on the inputs of its workforce, and that such inputs are determined to a large extent by personal characteristics, and by those facets of peoples work environments that motivate them to invest more physical and mental energy into their work. In this way the organizations objectives are pursued and met. Motivation and job satisfaction are therefore regarded as key determinants of organizational success. Importance of study This study demonstrated the importance of employee motivation and job satisfaction in organizational capability and effectiveness. Business has come to realize that a motivated and satisfied workforce can deliver powerfully to the bottom line. It is crucial for any organization, and particularly for those in developing countries with limited skills resources, such as Egypt, to ensure that it develops and retains a loyal, dedicated, committed and able workforce on a consistent basis. Loyal employees who are satisfied with the work that they do and with the culture of the organization they are employed by, and who are consequently motivated to continue their relationship with that organization. Finck, Timmers and Mennes (1998) emphasized that only when employees are excited and motivated by what they do, will business excellence be achieved. 1.3. Research questions What is employees motivation? Why employees need motivation? What is job satisfaction? How to create job satisfaction? How to measure employees job satisfaction? What is the relationship between employee motivation and job satisfaction? Chapter 2: Motivation and theoretical background 2.1 Motivation overview In the current business environment, organizations in all industries are experiencing rapid change, which is accelerating at enormous speed. To be successful in a borderless, competitive global environment, companies must be sure to work hard on especially the people side of their business (Khan, 1997). This view is supported by Finck et al. (1998), who stated that companies must recognize that the human factor is becoming much more important for organizational survival, and that business excellence will only be achieved when employees are excited and motivated by their work. In addition, difficult circumstances, such as violence, tragedy, and fear and job insecurity create severe stress in employees and result in reduced workplace performance. The issue of what motivates employees has set a practical and theoretical agenda for organizational psychologists since the start of the 20th century. Baron (1991, p.9) described motivation as one of the most pivotal concerns of modern organizational research. Van Niekerk (1987) emphasized this point by stating that productivity is a function of both the motivation and the ability of an employee. Therefore, if motivation equals zero, so does productivity. Since employee performance is a joint function of ability and motivation, one of managements primary tasks, therefore, is to motivate employees to perform to the best of their ability. In the field of organizational psychology, work motivation is approached from several angles. For example, some researchers feel work motivation study should start with an examination of the values of employees, since their values determine their needs, and their needs ultimately determine their behavior. A crucial problem for others in contemporary organization theory and research is how best to conceptualize and assess individual differences in motivational tendencies (Kanfer Ackerman, 2000). Sempane et al. (2002) noted that organizations represent highly complex social structures because of their dynamic nature. Employees, who are role players in them, render them competitive through their involvement and commitment. The relationship between organization and employee is characterized by a high level of mutual interdependence, as both parties impact on the others potential for success. Employee motivation and job satisfaction become crucial elements in this relationship. Extensive research has shown that employee motivation and job satisfaction are not brought about in isolation, but rather respond to organizational variables such as structure and working conditions (Schneider Snyder, 1975). 2.2 Definitions of employee motivation Walker (1980) stated that studies over the years have shown little relationship between measures of job satisfaction and performance outputs. Highly satisfied workers may be poor performers, whereas highly dissatisfied workers may be good performers. Several variables influence the relationship between job satisfaction and job performance; although no direct causal relationships between these have been identified as yet. However, it appears that motivation might account for much of the link between an employees job satisfaction and job performance. Motivation, therefore, closes the satisfaction-performance loop, and has to do with a set of interrelated factors that explain an individuals behavior, holding constant the variables controlled or influenced by management, as well as by individual skills, abilities and knowledge. The term motivation is derived from the Latin term movere, which means to move. A great many definitions of the motivation construct have been postulated over the several decades during which this multi-faceted concept has been researched. The rich variety in perspectives on the topic of motivation is illustrated below. Beach (1980) saw motivation as a willingness to expend energy to achieve a goal or reward. This author took somewhat of a behaviorist approach in stating that behavior that is perceived to be rewarding will be repeated, whereas behavior that goes unrewarded or is punished, tends to be extinguished. Beach (1980) did, however, recognize intrinsic motivation as related to the job content and as that which occurs when people perform an activity from which they derive satisfaction from simply engaging in the activity itself. Van Niekerk (1987) saw work motivation as the creation of work circumstances that influence workers to perform a certain activity or task of their own free will, in order to reach the goals of the organization, and simultaneously satisfy their own needs. Du Toit (1990) added that three groups of variables influence work motivation, namely individual characteristics, such as peoples own interests, values and needs, work characteristics, such as task variety and responsibility, and organizational characteristics, such as its policies, procedures and customs. It is interesting to note that the concept of organizational commitment has come to partly replace that of motivation within the field of organizational behavior (Lewicki, 1981). While the concept of motivation is linked to individualistic and task-centered reward systems, commitment seems to be linked to the identification of employees with a collective, that is, in terms of corporate values and norms. As such, management is concerned with cultivating motivation towards realizing the mission and goals of the organization, which are far above the ambitions and goals of any individual in it. 2.3 Theories of motivation Motivation research draws on a large number of theoretical perspectives. Although some of these appear to be less influential than when they were originally postulated, such as Maslows hierarchy of needs theory (Wicker Wiehe, 1999), their contributions as foundation layers and inspirations for subsequent theories are still evident and acknowledged. According to Petri (1996) the vast array of motivation theories are based, in essence, on differing approaches to the origins or sources of motivation, e.g. energy, heredity, learning, social interaction, cognitive processes, activation of motivation, homeostasis, hedonism or growth motivation. Depending on the particular approach adopted, motivation theories are generally classified into three categories, namely needs-based, cognitive, and drive and reinforcement theories (Baron et al., 2002). 2.3.1 Needs-based theories One of the most often-quoted motivation theories is that of Abraham Maslow, which he introduced in 1943 (Van Niekerk, 1987). The basic tenet of the theory is that people are motivated by their quest to satisfy their needs, or deficiencies, which may be grouped in five categories, and that these needs occur in a specific hierarchy, where lower order needs have to be satisfied before those of a higher order nature (Gouws, 1995). Maslow (1968, p.153) asserted that gratification of one basic need opens consciousness to domination by another. Maslows need hierarchy is portrayed in Figure 2.1. maslows-hierarchy-of-needs.jpg Figure 2.1: Maslows hierarchy of needs Needs hierarchy theory has had a positive impact on organizations, as it has focused attention on the importance of addressing employees needs at work (Spector, 2003). In addition, one of its main constructs, the self-actualization concept, has become very popular with especially managers and executives who have accepted this high-level need as a potent motivator (Schultz Schultz, 1998). 2.3.2 Two factor theory Frederick Herzbergs well-known and controversial theory of motivation was postulated in 1954, and developed from his work to determine the attitude of workers towards their jobs (Gouws, 1995). As such, it was originally intended to be a job satisfaction theory, but over time it was its motivational aspects that attracted most attention (Baron et al., 2002). Beach (1980) was of the opinion that this theory constitutes more of a work motivation than general human motivation theory. The basic assumption of Herzbergs theory is that motivation originates from the job itself, and not from other external characteristics, and that those factors leading to job satisfaction (motivators) are separate and distinct from those leading to job dissatisfaction (hygiene/maintenance factors) (Herzberg, 1966). The hygiene factors, which may be equated with Maslows lower order needs, are placed along a continuum, from a state of dissatisfaction, to no dissatisfaction. These factors involve circumstances surrounding the task which do not lead to job satisfaction, but prevent dissatisfaction, if maintained adequately. Examples of these maintenance factors include the level of supervision, job status, work circumstances, service conditions, remuneration and interpersonal relationships (Herzberg, 1966). Motivators, on the other hand, have a direct positive effect on the work situation, and lead to improved productivity. They may be equated with Maslows higher order needs, and are also placed along a continuum from a highly motivated to a highly unmotivated state. Aspects of the job itself, e.g. level of recognition, pleasure of performance, increased responsibility, and opportunities for advancement and promotion, serve as motivators (Herzberg, 1966). 2.3.3 Cognitive theories 2.3.2.1 Equity theory Equity theory was first introduced by Stacy Adams in 1965. Its basic tenet is that people are motivated to achieve a condition of equity / fairness in their dealings with other people, and with the organizations they work for. People make judgments or comparisons between their own inputs at work, e.g. their qualifications, experience and effort, and the outcomes they receive, e.g. pay and fringe benefits, status and working conditions. They then assign weights to these inputs and outputs according to their relevance and importance to themselves. The summed total produces an output / input ratio, which is the key issue in terms of motivation. If a persons output / input ratio is equal to that of another person, equity exists. A state of inequity leads to tension, which the individual tries to reduce by changing one or more elements of the ratio, e.g. increase or reduce his effort. Perceived inequity by the person is therefore the basis for motivation (Baron et al., 2002). This theory helped to provide the basis for studying the motivational implications of perceived unfairness and injustice in the workplace. It also laid the foundation for more recent theories on distributive (how much is allocated to each person) and procedural justice (how rewards and job requirements are determined) (Cropanzano Folger, 1996). In a meta-analysis of many of these theories, 2.3.3.2 Expectancy theory The original thinking behind what has come to be known as expectancy theory, or Vrooms Expectancy-Valence-Instrumentality (VIE) theory, can be traced back to the theorizing of Tolman and Levin in 1932 and 1938 respectively (Petri, 1996). Vroom was, however, the first scholar to elaborate on this thinking in a motivational context in 1964 (Gouws, 1995). Since its origins in the psychological theorizing of some 60 years ago, the expectancy theory has been presented in many variations. Common to all versions is the basic tenet that people base their behavior on their beliefs and expectations regarding future events, namely those maximally advantageous to them (Baron et al., 2002). Essentially, the theory explains how rewards lead to behavior, through focusing on internal cognitive states that lead to motivation. In other words, people are motivated to action if they believe those behaviors will lead to the outcomes they want. The said cognitive states are termed expectancy, valence and instrumentality (Spector, 2003). 2.3.3.3 Goal-setting theory Goal-setting theory was first proposed by Edwin Locke in 1968. Spector (2003) described this perspective on motivation as the assumption that peoples behavior is motivated by their internal intentions, objectives or goals; in other words, by what people consciously want to achieve. According to Locke and Henne (1986) goals affect behavior in four ways: They direct attention and action to those behaviors which a person believes will achieve a particular goal; They mobilize effort towards reaching the goal; They increase the persons persistence, which results in more time spent on the behaviors necessary to attain the desired goal; They motivate the persons search for effective strategies for goal attainment. This theory has an intuitive appeal because of its clear relevance to the workplace (Schultz Schultz, 1998). It is currently one of the most popular theories informing organizational approaches to employee motivation (Spector, 2003). 2.3.4 Reinforcement theories Reinforcement theories, which assume that peoples behavior is determined by its perceived positive or negative consequences (Baron et al., 2002) are based on the Law of Effect Hulls drive theory elaborated on this idea and suggested that effort was the mathematical product of drive, multiplied by habit, and that habit were derived from behavior reinforcement. The consequences of behavior may be tangible, such as money, or intangible, such as praise (Spector, 2003). In this regard, reinforcement theory was highly influential in firmly establishing the ideas relating to incentive and reward systems that are applied in most organizations today. As such, it provided the basis for the notion that rewards should be contingent with individual units of productivity (Schultz Schultz, 1998). As a motivation theory, reinforcement theory has fallen somewhat out of favor, as it merely describes relations between reinforcement and behavior, but gives little insight into motivational processes, e.g. whether or not a person wanted a specific reward, or why. Nevertheless, its relative popularity in the workplace is maintained by research that has shown that rewards can be highly effective in the enhancement of job performance (Spector, 2003). 2.4 Motivation: Composite summary Each of the theories covered has contributed substantially towards current perspectives on and understanding of the concept of motivation in the workplace. The needs theories, for example, are largely responsible for organizations recognition that peoples behavior at work is motivated by highly individualized innate needs and desires (Van Niekerk, 1987). Achievement-orientated people are, for example, driven by a much stronger need for power, affiliation and achievement than most other people (Schultz Schultz, 1998). For this reason, employers need to ensure that they invest the necessary time and effort to assess the personal needs of individual employees, and customize their jobs and working environments accordingly (Walker, 1980). Due to their innate need to produce good work and develop themselves, most employees do not need constant supervision and direction and may, in fact, find such actions very demotivating. In addition, people need to experience their work as meaningful an d challenging, and therefore require considerable input on the part of management to ensure a high degree of job enrichment on a continual basis (Beach, 1980). The cognitive theories of motivation have helped employers to understand that, apart from their motivation being driven by innate needs, employees also apply deliberate conscious thought to their behavior at work. Organizations are aware that people evaluate their inputs on the job against what they receive in return, and that they should therefore pay attention to the equitability between employee delivery and reward (Cropanzano Folger, 1996). It is also prudent for organizations to offer a range of benefits, which may be acquired through different levels of performance, to allow employees to set themselves challenging goals that they may attain via differing means they may perceive as instrumental towards those goals (Spector, 2003). Once employees have met the requirements of their own jobs, and attained certain goals, they expect certain rewards to follow. In this regard, reinforcement theories have contributed much towards the establishment of a wide array of reward and performance incentives systems applied in organizations all over the world today (Beach, 1980). Clearly, the theorizing of many an author and researcher over the years has resulted in the increased ability of organizations to transform these theories into practical and effective measures to address a highly complicated aspect of organizational psychology, namely the motivation of human behavior at work, and to ensure organizational success and profitability in the process. Chapter 3: Job satisfaction 3.1 Job satisfaction overview The concept of job satisfaction enjoys increasing attention from organizations these days, since its importance and pervasiveness in terms of organizational effectiveness has been firmly established quite some time ago. Managers now feel morally responsible for maintaining high levels of job satisfaction among their staff, most probably primarily for its impact on productivity, absenteeism and staff turnover, as well as on union activity (Arnold Feldman, 1986). Organizations recognize that having a workforce that derives satisfaction from their work contributes hugely towards organizational effectiveness and ultimate survival. Job satisfaction is regarded as related to important employee and organizational outcomes, ranging from job performance to health and longevity (Spector, 2003). The importance of job satisfaction in the workplace is underscored by its inextricable connection to a persons entire life. Since a persons job is an all-important part of his life, it follows that job satisfaction is part of life satisfaction. The nature of the environment outside of the job directly influences a persons feelings and behavior on the job . Schultz and Schultz (1998) emphasized that people spend one third to one half of their waking hours at work, for a period of 40 to 45 years, and that this is a very long time to be frustrated, dissatisfied and unhappy, especially since these feelings carry over to family and social life, and affect physical and emotional health. A concept with such tremendous effect on personal and organizational life clearly deserves a corresponding amount of attention. 3.2 Definitions of job satisfaction A great many definitions of the concept of job satisfaction have been formulated over time. Arnold and Feldman (1986) described job satisfaction as the amount of overall affect that individuals have toward their job. Since a job has many characteristics, job satisfaction is necessarily a summation of worker attitudes regarding all these. The good features are balanced against the bad, so that the overall job satisfaction is perceived as high or low. It appears that job satisfaction may be studied from two slightly different perspectives. Firstly, job satisfaction may be treated as a single, overall feeling towards a persons job. Alternatively, researchers may focus on the different aspects that impact upon a job, e.g. its rewards and social environment, and even characteristics of the job itself, such as its content. It is believed that this latter view permits a more comprehensive picture of job satisfaction, as an individual typically experiences different levels of satisfaction ac ross different job aspects (Spector, 2003). 3.3 Theories on job satisfaction 3.3.1 Two-factor theory Two-factor theory relates to job satisfaction as well as it does to motivation, and posits that the things that provide employees with satisfaction at work are not the same as those that bring about dissatisfaction. This is Herzbergs theory of satisfiers and dissatisfiers, or the positive and negative aspects of the job. Dissatisfiers do not lead to job satisfaction, but prevent dissatisfaction if properly maintained, for example, acceptable service conditions. Satisfiers, on the other hand, impact directly on job satisfaction, for example, positive promotion aspects elevate levels of job satisfaction (Gouws, 1995). 3.3.2 Social influence theory Social influence theory holds that people are influenced by how satisfied they believe other workers are with the same job (Van Vuuren, 1990). New employees may, for example, change their initial misgivings about their job when they discover that others performing the same tasks are satisfied with their work. In this sense social influence theory may share certain common features with equity theory. 3.3.3 Affect theory Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. 3.3.4 Equity theory Equity theory stipulates that people generally want to receive what they consider a fair or equitable return for their efforts at work. Greater satisfaction is experienced if they perceive the return or reward they receive as equitable. These perceptions may be based on previous or vicarious experience, or on peoples observations of other employees, for example (Van Vuuren, 1990). Job satisfaction in this regard is related to the motivation to achieve a condition of equity or fairness in peoples dealings with others. 3.3.5 Dispositional theory Another well-known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in 1997. Judge et al. argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the b elief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over herhis own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction (T.A, E.A C.C, 1997). 3.3.6 Job characteristics model Hackman Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employees attitudes and behaviors. A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM ( J.R G,R, 1976). 3.4 Creating job satisfaction 3.4.1 Work environment A positive work environment is not only important for our physical, mental and emotional health, but is also important for the results that we produce for the company. The better we feel at work, the more likely we will take pride in our job activities and be loyal towards our place of employment Ways to create a positive working environment: Accept the right position Be a positive person Take responsibility Communicate with your manager Be social 3.4.2 Career development programs In organizational development (or OD), the study of career development looks at: How individuals manage their careers within and between organizations and, how organizations structure the career progress of their members, it can also be tied into succession planning within some organizations. the lifelong psychological and behavioral processes as well as contextual influences shaping ones career over the life span. As such, career development involves the persons creation of a career pattern, decision-making st

Essay --

In recent years, light olefins are used as building blocks for a large variety of chemicals and petrochemicals products that are produced from crude oil. Light olefins are in a class of hydrocarbons with a single double bond and a chemical formula of CnH2n. Ethylene and Propylene are the most important olefins which form the backbone of the petrochemicals market. However, ethylene and propylene have no end use. The highly reactive double bond of the ethylene and propylene makes the molecule ideal for conversion to many useful product such as polymers (eg. polypropylene, polyethylene and polyvinyl chloride), synthetic rubber and fuel components. Currently, most olefins are produced via thermal cracking of naphtha or other light fractions of petroleum with steam, which is often referred to as steam cracking. During the process, the hydrocarbon feedstock which usually of fossil origin, is cracked into smaller molecules. The process is innovative olefin technologies in terms of energy efficiency. The resulting product mix from the cracking process which varies depending on the process c...

How Has Physical Theatre Changed Over Time Essay

Physical theatre is a form of performance where movement and physicality of the body has the main part within a performance. There are several quite distinct traditions of performance which all describe themselves using the term â€Å"physical theatre†, which has led to a lot of confusion as to what the definition of physical theatre actually is. The term physical theatre has been applied to performances consisting mainly of mime, contemporary dance, theatrical clowning and other physical comedy (such as slapstick), puppetry and mask work and theatrical acrobatics and lifts. One of the early practitioners of physical theatre was Artaud. His ideas included total theatre, wherein actors appeal to all of the audience’s senses; he rejected the idea of the proscenium arch and directed his actors to use the space in different ways. It was also his view that in performance, all expression was physical expression. Whereas Steven Berkoff’s style incorporates actors using their whole bodies, including facial expressions to tell the audience the story, and actors using their bodies to create sound effects. He is also a great believer in Le Coq’s seven states of tension, in this exercise the actor will move through seven different body states, starting off as exhausted and lazy and finishing in an the highest state of tension. The style of physical theatre can differ widely, but generally in a performance of physical theatre the audience would expect to see: elements of contemporary dance (fluid, graceful movements), detailed mime, as there are often limited props in physical theatre performances, complex lifts sometimes with several people, acrobatics and gymnastics and many fast-paced moments where actors will be stretching the limits of their bodies. One of the first instances of physicality being used within theatres was by the Greeks, as they used a lot of mime and pantomime acts within their performances. The performance of pantomime originates from Ancient Greece, the first recorded pantomime actor being TelestÄ“s in the play Seven Against Thebes by Aeschylus. Mime is u sed to give actors a way of portraying feelings, emotions, and entire stories through movement and expression, which helps in telling the overall story. It gives a focus on expression and movement, and it takes away speech, which makes performers use their bodies and their faces to show to the audience what is happening, therefore making it physical theatre as the body is used rather than the voice. Around the  16th century, Italian theatre developed, what they called, Commedia dell’arte, which is a form of theatre characterized by masked â€Å"types† which began in Italy in the 16th century. The Commedia dell’art characters first began to appear in English plays around 1660. This style of theatre has three important aspects to it; mask, music and costumes. The audience was able to pick up from each character’s dress the type of person he was representing. For example, loose–fitting garments alternated with very tight, and jarring color contrasts opposed monochrome outfits. Males would identify themselves with character-specific costumes and half masks and all the fixed character types, the figure s of fun or satire, wore colored leather masks. Today in Italy handcrafted theatre masks are still created in the ancient tradition of carnacialesca (carnival). Commedia dell’arte is classed as physical theatre as masks forced actors to project their characters’ emotions through the body. Leaps, tumbles, stock gags, obscene gestures and slapstick antics were incorporated into their acts. Pantomime (informally panto), is a type of musical comedy stage production, designed for family entertainment. The origins of pantomime go back to ancient Rome, and was developed in England to generally be performed during the Christmas and New Year season. Modern pantomime includes songs, slapstick comedy and dancing, employs gender-crossing actors, and combines topical humour with a story loosely based on a well-known fairy tale. It is a participatory form of theatre, in which the audience is expected to sing along with certain parts of the music and shout out phrases to the performers. The development of English pantomime was strongly influenced by commedia dell’arte. This was a â€Å"comedy of professional artists† travelling from province to province in Italy and then France, who improvised and told comic stories that held lessons for the crowd, changing the main character depending on where they were performing. Pantomime mainly incorperated song, dance, buffoonery, slapstick, cross-dressing, in-jokes, topical references, audience participation, and mild sexual innuendo. The general movement within Pantomime creates physical theatre as the storyline is presented to the audience mainly through lifts, dance and slapstick, although performers also use their voice throughout. The Theatre of the Absurd is the name for particular plays of absurdist fiction written by a number of primarily European playwrights in the late 1950s, as well as one  for the style of theatre which has evolved from their work. Their work expressed what happens when human existence has no meaning or purpose and therefore all communication breaks down, alerting their audiences to pursue the opposite. The Absurd in these plays takes the form of man’s reaction to a world apparently without meaning, and/or man as a puppet controlled or menaced by invisible outside forces. Theatre of the Absurd consisted of horrific or tragic images; characters caught in hopeless situations forced to do repetitive or meaningless actions; dialogue full of clichà ©s, wordplay, and nonsense; plots that are cyclical or absurdly expansive. The term â€Å"Theatre of the Absurd† was coined by the critic Martin Esslin, who made it the title of a book on the subject first published in 1961. The â€Å"Absurd† or â€Å"New Theater† movement was originally a Paris-based form of theatre, tied to extremely small theatres. There are many conventions of â€Å"absurd† theatre, such as words often appearring to have lost their denotative function, thus creating misunderstanding among the characters. Instead, language gains a certain rhythmical, almost musical quality; no plot, minimal staging, babbling; abstract setting, â€Å"It is sometimes said to express the ‘human condition’ in a basic or ‘existential’ way† (Worthen 1639 ). Pirandello, one of the first experimentalists, wanted to bring down the fourth wall that was created by Realism, thus creating more physicality and a deeper connection with the audience. Modern physical theatre has grown from a variety of origins. Mime and theatrical clowning schools, such as L’Ecole Internationale de Theatre Jacques Lecoq in Paris, have had a big influence on many modern expressions of physical theatre. Practitioners such as Steven Berkoff and John Wright received their initial training at theatre schools just like this. Contemporary Dance has also had a strong influence on what is regarded as physical theatre, partly because most physical theatre requires the performers to have a level of physical control and flexibility. This is rarely found in those who do not have some sort of movement background. Modern physical theatre also has strong roots in more ancient traditions such as Commedia dell’arte and some people suggest this links to the ancient greek theatre. Eastern Theatre traditions have influenced a number of practitioners who have then influenced physical theatre. A number of Oriental traditions have a high level of physical t raining, and are visual masterpieces. Antonin Artaud was fascinated with the energy and  visual nature of Balinese theatre and wrote extensively on it. He admired Eastern theatre because of the highly ritualized and precise physicality of Balinese dance performance, and advocated what he called a â€Å"Theatre of Cruelty†, which he used to create physical theatre within performances and to describe a form of theatre that he hoped would unleash unconscious responses in audiences and performers that were normally inaccessible. Another physical theatre practioner, Steven Berkoff, used techniques such as background movement, repetitive actions, and mime to explore further the ways in which he approaches exchanges between two characters. Berkoff said that it was important â€Å"to see how I could bring mime together with the spoken word as its opposite partner, creating the form and structure of the piece†. Berkoff also used a theory he called Total Theatre, which is key to him and stemmed from Artaud’s theatre style. Total Theatre maintains that every aspect of theatre must have purpose: every movement, that is chor eographed; to each line, that is learned perfectly; to each lighting effect, that is used to convey a mood or message; to each sound effect, that enhances the audience’s experience; to each prop that has a use. The aim of Total Theatre is to create extreme moods to give the audience an overwhelming experience and to shock, amuse, scare, or amaze them. As a result of Total Theatre, performances are often minimalist, with bare stages and little language so that the focus remains on the physical movement and not on all the effects or the creation of a scene. This serves to detach the audience from the play and make them think about what was being said. However, from 1911 to 1916 Stanislavski, proposed that actors study and experience subjective emotions and feelings and perform these experiences to audiences by physical and vocal means. While in the early stages his ‘system’ focused on creating truthful emotions and embodying them, even though he later worked on the Method of Physical Actions. Its focus was on physical actions as a means to access truthful emotion, and involved improvisation. The focus remained on reaching the subconscious through the conscious. In other words, he wanted the performer to focus internally to portray a character’s emotions onstage. Later, between 1934 and 1938, this technique evolved to a method of physical actions in which emotions are produced through the use of actions. From Greek theatre to modern day, physical theatre has been used by many different practitioners and theatre  groups for one sole purpose; to impact the audience. On one hand, the mime and Commedia dell’arte that the Greeks first developed is still used widely today; mime is still an extremely popular form expression within plays, and commedia dell’arte is still extremely popular in creating humorous performances using masks, and over-exaggerated costumes. Similarly, pantomime is still one of the most popular forms of theatrical entertainment used across the world, achieving physical theatricality by including slapstick, lifts and dances, occasional mask work and costumes. This is effective as it provides the audience with the storyline in a less conventional and, arguably, more interesting way. It intrigues the audience, and makes them feel more emotionally connected with the characters involved in the performance, especially when the performers break the fourth wall, which frequently happens during pantomimes. However it can also be argued that many things have changed as time passed in regards to physical theatre. As technology advanced, the use of lighting and special fx have made creating a dramatic and intense atmosphere easier. Breaking the fourth wall is also a new idea, as the Greeks and Romans believed that the audience should not be included in the performance, and should purely be onlookers, whereas Artaud and Stanislavski believed that by bringing the audience into the performance, it would not only make it more intense and engaging, it would also achieve the â€Å"attacking the senses† criteria that Artaud believed in, by using â€Å"in yer face† theatre to scream and shout in the audience’s face. Physical theatre as it is used today, is st ill very popular with both performers and audiences, as it is both entertaining to watch and perform.