The Arguments For And Against Wind Power

The Arguments For And Against Wind Power The idea of wind power as a sustainable energy source and a renewable replacement to the current method(s) of energy generation manages to divide opinion almost evenly. Due to the realisation of the damage being caused to our planet there has been a major emphasis on exploring new ways of acquiring energy or a source of energy. There will inevitably be pros and cons of wind energy to consider, more specifically wind turbine energy and with the aid of research and data analysis to illustrate arguments for both sides it will be become comprehensible that there are feasible reasons as to why I am somewhat sceptical. Wind power is an environmentally friendly and natural alternative form of energy that can be conserved and made useful by wind turbines. Wind turbines convert this energy into electricity, an energy by which the majority of human being as a race has become entirely dependent on. Whilst the reliance on electricity has increased, so too has the recognition of the possible affects current methods of energy generation has on the planet. Wind turbines are being looked at as a possible replacement for fossil energy for example. We know for sure that one day methods like burning fossil fuels will no longer be available. There is no doubt that alternatives are to be found for the sake of the future of the planet. These alternatives must be renewable and if possible inexhaustible. The question is, are wind turbines the answer? Personally I feel that without a dramatic progression wind power may not have enough to maintain its challenge against the diminishing cheap natural gas and Middle Eastern Oil. However as we consume the final remaining years of the natural gas and oil the apparent affects on the Earth and therefore the necessity for a replacement is there for all to see. Wind power is certainly an issue that divides people. Globally the underlying support has begun to surface but there is still a lack of concern amongst those who dont feel there is much to worry about with regard to the current state of affairs or at least thats the way it seems The quality of wind turbine has progressed as the technology has been explored; one only has to look at the windmill which is an early example of todays wind turbine. With any debate like this though you must identify and evaluate the advantages and disadvantages. There are a number of issues that fall into both categories and I by assessing these issues in the context of importance I will portray my point of view http://upload.wikimedia.org/wikipedia/commons/thumb/5/56/Doesburgermolen.jpg/200px-Doesburgermolen.jpg(Figure 1) http://en.wikipedia.org/wiki/File:Doesburgermolen.jpg Above is the Does burger windmill. Windmills like these were used primarily to grind grain, although they were also used to pump water from low-lying land. Modern Wind turbines have evolved from this idea and usually consist of three blades. They are designed in such a way that the tip speed is high but torque ripple is low, thus giving it high reliability. An example is the turbine below in Denmark. http://upload.wikimedia.org/wikipedia/commons/thumb/7/72/Turbine_aalborg.jpg/200px-Turbine_aalborg.jpg(Figure 2) http://en.wikipedia.org/wiki/File:Turbine_aalborg.jpg History http://upload.wikimedia.org/wikipedia/commons/thumb/5/55/Wind_turbine_1888_Charles_Brush.jpg/200px-Wind_turbine_1888_Charles_Brush.jpg(Figure 3) The worlds first automatically operated wind turbine was built in Cleveland in 1888 by Charles F. Bush. It was as high as 60 feet, had a 12 kW turbine and weighed in excess of four tons. (Taken from: http://en.wikipedia.org/wiki/File:Wind_turbine_1888_Charles_Brush.jpg ) If you study the history of the wind turbine there are obvious trends of development. Initially the Persians light devices driven by drag proved to be pioneering and the majority of turbine ideas today are adapted in some way from this early interpretation. persian.bmp (27790 bytes)(Figure 4) It is clear that despite the lack of effectiveness due to the amount of the rotor that does not interact with the wind the idea however is a good on taking into consideration the times and resources. As you look further along in time you recognise the increased use of materials for drag devices. Go forward again and the modern era designs revert back to light efficient aerodynamic lift devices. Early windmills consisted of vertical sails which were an adaptation of the earliest use of wind power, sail boats. There were no drawings or documentation detailing the very first designs, but below is an example of a Persian design that was then copied by the Americans in the 19th Century. http://www.telosnet.com/wind/images/panemone.jpg(Figure 5) The earliest known use was for grain grinding and later for water pumping, and even as living quarters. The most modern have been the three blade design but the vertical designs have not been abandoned. The initial windmills found in Europe had the horizontal-axis configuration. Realising that structurally the efficiency would increase, they evolved to vertical-axis. This dealt with the problem of losing up to half of the rotor collection area. Over time there was an incremental improvement in efficiency of the windmill sail. The most advanced windmill sail shared the same characteristics of a wind turbine blade. The mills were almost like the electric motors of their time. Their applications ranged from irrigation, grain-grinding, the common water-mill, saw milling of timber, and even the processing of other commodities such as cocoa, paints and tobacco. In the 19th century the use of large tower mills in Europe declined as the popularity of steam engines increased. Further wind power development came from America where they introduced much smaller systems. An example of this is the steel-bladed water pumping windmill made in the Mid West of America in the late 1800s. http://www.telosnet.com/wind/images/fanmill.jpg(Figure 6) Most of these mills had tails to orient them into the wind, but some were weather-vaning mills that operated downwind of the tower. Speed control of some models was provided by hinging sections of blades, so that they would fold back like an umbrella in high winds, an action which reduced the rotor capture area to reduce thrust. The most important refinement of the American fan-type windmill was the development of steel blades in 1870. Steel blades could be made lighter and worked into more efficient shapes. They worked so well, in fact, that their high speed required a reduction (slow-down) gear to turn the standard reciprocal pumps at the required speed. (Darrell Dodge: http://www.telosnet.com/wind/early.html ) Figure 6 and quote above is an illustration of how the mills evolved and were getting ever closer to the turbine designs of today. It was from these types of designs and applications that in the late 19th sparked the idea of using these multi-blade windmill designs to generate electricity. Thus bringing about Charles F Bushs design shown in Figure 3. Despite its success for more than twenty years, there were limitations in its ability to produce electricity. The low speed and high solidity of the rotor failed to reach the output potential of a modern design. Cost One of the main arguments a cynic such as myself will bring to the table is the initial outlay required to erect a wind turbine. Although costs such as maintenance, subsequently may not be excessive the cost to build and put up just one can be. Professor Tony Day of London South Bank University provided an enlightening Costs Chart that highlights just some of the initial costs one faces when you think about installing a residential wind turbine. This chart was taken from a presentation given by Tony Day. It demonstrates the costs that were endured in an example project he undertook. This chart was also from the same presentation. These are typical costs that are to be expected for the installation of some wind turbines. These are ball park figures and an example of only some of the costs. It is likely that there are many more to consider which will only increase the outlay. The more productive in terms of power output turbines will cost a lot more. A large Megawatt wind turbine can cost up to 1 million US dollars and gets much more expensive when to consider a wind farm. Other Considerations One of the most important elements to consider is how much power we can create and make useful from a wind turbine or wind turbine farm. At present the reward maybe isnt as satisfying as the initial cost would demand. Aside from cost though to ensure optimum opportunity to produce high levels of energy the following must be regarded: High wind sites it is important to situate a wind farm in an area where it is very windy. An average minimum wind speed of 12-13 miles per hour (6 meters per second) is mandatory. Proximity of existing infrastructure High voltage lines can be extremely expensive to establish so it is important to consider their proximity to the turbines. Access Whether onshore or offshore you need to be able to access your site, initially to set it up but also subsequently to maintain it. Advantages Wind power is renewable, plentiful and much less affects the planet than power generated by fossil fuels. It is currently the UKs leading renewable energy source overtaking hydropower and currently accounts for around 2% of the UKs electricity supply. There are no waste products and wind is naturally, readily available. If a small home wind turbine was installed in an ideal location, you could be less dependent on fossil fuel energy and wind power could be a replacement, even if it is just boiling your kettle! Electricity that is generated by wind bares no CO2 emissions and cannot be exhausted and due to the simplicity of their mechanical processes, a wind turbines running cost can be next to nothing. Depending on where you seek your information it is suggested that in a prime location, position and if installed accurately a turbine designed to power a house can potentially provide about 30% of a households electricity. It will probably take up to ten years though for them to pay from themselves. Widen the scope to a large scale wind turbine farm and the potential is there for it to be a big player within energy generation game, unfortunately it isnt there yet. Disadvantages The unpredictability of the wind is a major issue. Many think that the worlds weather is changing and becoming more unpredictable. If the areas that are high in wind become less so once wind farms are erect what would happen? A backup energy source would require a traditional polluting method of energy generation and would rather defeat the object! Apart from the initial costs already discussed you have to consider the planning permissions also. It isnt always straight forward for a wind farm to spring up. Even home wind turbines will require permission from the council. How much electricity generated is dependent on the speed and direction of the wind which isnt something that we can control. Location is vitally important but not always available and depending on the location you need to consider, obstructions and the height of the turbine. There are many groups who feel that wind turbines cause damage to habitats and can be dangerous to birds. There are also those who despise their appearance and what they do to the environment aesthetically. Noise pollution is also an issue although there are wind turbines that seem to have minimised if not eradicated this problem. There arent as many sites available as initially thought and those people who wish to have a personal wind turbine are required to test the wind speed for 3 months with an anemometer. Power Output To calculate the amount of power a turbine can actually generate from the wind, you need to know the wind speed at the turbine site and the turbine power rating. Most large turbines produce their maximum power at wind speeds around 15 meters per second (33 mph). Considering steady wind speeds, its the diameter of the rotor that determines how much energy a turbine can generate. Keep in mind that as a rotor diameter increases the height of the tower increases as well, which means more access to faster winds. Rotor Size and Maximum Power Output Rotor Diameter (meters) 10 17 27 33 40 44 48 54 64 72 80 Sources: Danish Wind Industry Association, American Wind Energy Association At 33 mph, most large turbines generate their rated power capacity, and at 45 mph (20 meters per second), most large turbines shut down. There are a number of safety systems that can turn off a turbine if wind speeds threaten the structure, including a remarkably simple vibration sensor used in some turbines that basically consists of a metal ball attached to a chain, poised on a tiny pedestal. If the turbine starts vibrating above a certain threshold, the ball falls off the pedestal, pulling on the chain and triggering a shut down. This information from howstuffworks.com shows how the rotor dimensions and its proportionality to power out. It portrays that an ideal wind speed is 33 mph. This is before it becomes dangerous. As already discussed a wind speed of about half of this is mandatory before you even think about building a wind turbine. When monitoring or calculating power output you must consider the correlation between it, the wind speed and the frequency of the wind speed. Below is a chart taken from Professor Tony Days presentation on wind turbines: The blue graph illustrates how the frequency and value of wind speed and what it means for power output. It confirms that at an average wind speed of about 6-8 metres per second, you can produce about 300 300kW of power. At this specific location you only get this about 8-9% of the time. And in that lies a problem. For wind power to be considered a major alternative you need a more frequent and reliable wind speed to ensure high levels of power is generated all the time. More to the point, the power that would be generated by wind farm for example given turbines of this specification; it would be a struggle to power a city let alone a nation. Whats next? There is clearly some way to go if the future of wind turbines is to overcome some peoples turbulent views. There are ideas in the pipeline and future design which will go some way to harnessing the energy more effectively to produce more power. Whilst residential wind turbines take the best part of a decade for you to see pay back on an investment the American Wind Energy Association suggest that payback can been seen a lot earlier with regard to wind farms. Overall, wind farms cost in the area of $1,000 per kW of capacity, so a wind farm consisting of seven 1.8-MW turbines runs about $12.6 million. The payback time for a large wind turbine is about three to eight months, according to the American Wind Energy Association. If this information is to be believed this payback time is reasonable but this does not take into consideration the initial cost of land, transmission lines and other infrastructure that are crucial to wind power systems. As time has gone on there have been some quite dramatic falls in the costs of wind energy. As technology improves the trend will continue it is just a question of how quickly. New ideas and designs are coming to light now also, for example the vertical axis turbine which seems to bare some advantages over its older brother is being reinvented all the time despite being a fairly new idea. Its design allows you to place the gear box and generators closer to the ground and there is no need to orient them in the direction of the wind. Also they can be kept closer together as they do not have a slowing affect on the air that a horizontal turbine would which means more can be build within a given space. Every Government wants to increase the amount of power generated by wind but the major stumbling block is always economic. Especially right now, cost of steel and turbines has increased immensely following the economic downturn so initial costs of a wind turbine are even higher. Even though wind will never run out, this makes it very difficult to budget for big plans to be implemented. Conclusion Whilst wind turbines present a great argument for clean reusable energy, there are issues that are positioned on the odds against category. It is widely believed that despite signs showing a change in the planets eco system the promotion of wind turbines has come about because of lobbying by industrialists as opposed to straightforward economics or science. Have we really caused as much damage as the green amongst us have suggested? Or has there been an overreaction? One issue you cannot ignore is that fossil fuel is exhaustible, maybe not in our life time but we certainly owe it to those who will inherit our planet to ensure they enjoy energy in the same way that we have. Costs of these machines are initially very high and many are only designed to last 25 years which adds a sting to an otherwise acceptable running cost. At the moment when running wind turbines coal generated power still has to be available as a backup which begs the question, are we really reducing our carbon emissions? Also the power generation from traditional methods is high and whilst it lasts is constant. There are no off days that can come about where the weather is concerned. Many also despise the look wind turbines and are against the damage visually that a wind farm can cause. There is also a very real danger to birds and the migration of birds as many have been injured by this new phenomenon. In an ideal world if wind power was to take over all wind farms will need to operate at 100% capacity 100% of the time which just cannot happen. The realistic operating maximum is about 50% and many wind farms fall below that now based on data from Ofgem, the energy regulator. Wind power is certainly one option we can turn to on a small scale its attributes will come in handy to an extent. But unless there are vast improvements in the technology and power output turbines will remain an entity that is perceived as useless by many because it produces derisory amounts of electricity at monumental cost. One could say, Too much wind and not enough puff!.

Fred Maiorino Case Study Essay

Overview Fred Maiorino began his career at Schering-Plough in 1958 at the age of 28. He had been a successful sales representative till Jim Reed took over the position of General Sales Manager for South Jersey sales district in 1987. In 1988, Fred received his lowest ever performance evaluation of â€Å"Good† which was lower than any other sales representatives’ in the district. In fact, Fred’s salary increase at the end of the quarter was less than half of the average of other sales representatives who were at least 20 years younger to him. When Reed first came to New Jersey sales district, he turned to Fred for help and leadership. He implemented a new performance evaluation measuring system which rated salesmen according to two different measures. This new system included evaluations based on product market share gains and critical incidents of effective and ineffective salesmen actions recorded during joint calls made by district managers and sales reps. Moreover, Reed began coaching his subordinates and providing them with medical journals to help improve sales pitches. Unfortunately, even after working at Schering-Plough for over three decades as a highly successful salesman, Fred was terminated over coffee with Jim Reed at a local diner. This paper discusses why the different initiatives taken by Schering-Plough to motivate Fred Maiorino had failed. It also examines Reed’s role in the alleged breach of psychological contract and, contributions to the injustice and discrimination against Fred. Finally, this paper will provide recommendations for alternative coaching, goal-setting and leadership approaches that Schering-Plough could have adopted instead to ensure employee retention and loyalty. Breach of Psychological Contract At the beginning of their relationship, Jim Reed informed Fred that he would require Fred’s help in leadership. Although Reed may have made the remark in a casual manner, Fred took it seriously as he was able to recall the conversation even after a few years. Older employees tend to enjoy collaborative tasks through social interactions more than competitive tasks (Kanfer & Ackerman, 2004, p. 441). In fact, employees in their midlife  respond more positively to managerial strategies that promote cooperation instead of competition (Kanfer & Ackerman, 2004). In this case, it is fairly logical to think that Fred may have assumed that he would be promoted or provided with a salary hike if he was successful in helping Reed design a leadership plan for the district. In fact, this particular conversation with Reed may have led him to believe that Reed would acknowledge his hard work and loyalty by actually taking Fred’s advice or letting him help with the new strategy thereby , creating a psychological contract between the two parties involved. A psychological contact emerges when an employee believes that a promise of future benefit or return has been made in return for his contributions and, an obligation has been created for the employer (Robinson, Kraatz, & Rousseau, 1994). In other words, a psychological contract refers to the belief or perception of mutual obligations of an employee (Rousseau, 1989). Unfortunately, the assigned case does not indicate that Reed lived up to his promise of taking Fred’s help in motivating, mentoring and training new employees. According to Humphrey (2003) such acts can be deflating as the motivational benefits of bottom-up empowerment are forgone or lost. Moreover, violation of psychological contracts may lead to lower motivation and increased intentions to quit (Raja, Johns & Bilgrami, 2011). Thus, breach of such emotional contracts in the workplace may give rise to distrust, dissatisfaction and in extreme cases dissolution of the relationship between an employee and his employer (Roehling, 1997). In fact, breach of the psychological contracts lead to behaviors that undermine organizational effectiveness and efficiency (Lemire & Rouillard, 2005). Reed’s behavior increased Fred’s state of vigilance to the point where he began to actively monitor how well Schering-Plough was meeting the terms of their psychological contract. Moreover, in Fred’s eyes, Schering-Plough has breached the psychological contract with Fred. Fred had dedicated over 35 years of him life to the company only to find out it had made plans to make him retire early. Furthermore, Fred began to lose his faith in Schering-Plough when he realized that younger salespersons were being hired to replace long-term hard-working employees like him. In addition, Reed referred Fred’s decision to decline the early retirement plan as a foolish act. According to Zagenczyk, Gibney, Kiewitz, and Restubog (2009), supervisors’ supportiveness/discouragement strengthens/weakens the  relationship between employers and employees. A study that included 297 responses from 31 organizations confirmed a relationship between the existence of psychological contract and employee commitment. In fact, those with relational psychological contract exhibited more commitment to the workplace than those with transactional contracts (Chiang, Liao, Klein & Jiang, 2012). Violation of Procedural Justice Reed’s evaluation and spying on Fred resulted in the latter being suspended without pay for two days. This led to an increase in Fred’s feelings of injustice and violation. Additionally, Fred and Reed held different views of the measurement of Fred’s performance at work, flexibility, goal-setting and the purpose of coaching. In fact, Reed’s communication of matching market share goals and what was expected of Fred was highly complex and ambiguous. Such behavior on Reed’s part raised questions about procedural justice at Schering-Plough. Procedural justice is determined on the basis of the quality of what is being communicated an employee. In other words, procedural justice is based on the extent to which an employee feels whether his employer communicated crucial decisions in a sensitive and ethical manner (Harvey & Haines III, 2005). In other words, how a decision is made and communicated is what counts most (Harvey & Haines III, 2005). Unfortunate ly, Reed’s behavior implied that he regarded Fred as someone worthy of respect. This was further attested when Reed felt that it was not important to let Fred know the dates when he saw Fred’s company car parked in his driveway during work hours. Moreover, the new performance evaluation system implemented by Reed showed that Fred was doing â€Å"very good†. However, Reed decided to focus more on the least desirable component of Fred’s evaluation and give Fred and overall â€Å"good†. The results of the evaluation were humiliating for Fred as it was his lowest ever rating and was certainly lower than all other new hires who were at least 20 years younger to him. The assigned case study does not tell us how exactly Reed communicated his evaluations of Fred’s performance to Fred, but it does tell us that he evaluated Fred the very same way the second time. This time he sent Fred a memo letting him know that he was capable of doing better. The procedures involved in decision-making and the method of communication used affect employ ee behavior at work (Harvey & Haines III, 2005). Ineffective  Performance Appraisals and Goal-Setting Systems Right after Reed informed Fred that he would need the latter’s help, he implemented a new appraisal system that evaluated employees based on new criteria. However, this new system seemed to worsen his relationship with Fred. Job relatedness, formalization, reliability, open communication, trained appraisers, ease of use, employee accessibility and appeal procedures are among some of the characteristics of an effective appraisal system (Caruth & Humphreys, 2008). The newly implemented system barely met any of the above categories. General guidelines instead of comprehensive policies and written instructions were used by the company. It is important to use appraisal systems that encourage improvement and are not regarded as threats to be feared by employees (Hammer, 2007). As such, performance evaluations should be followed by accurate description and diagnosis of the ratings so that employees are able to discuss, understand and prevent future problems (Lee, 2005). This was lacking in Reed’s appraisal system. Moreover, recording and monitoring employee behavior during joint calls may have led Fred to be more cautious and nervous during client interactions. According to Gray (2002) such systems do not encourage competency or loyalty as they are distorted by evaluator bias. Fred never thought his performance rating was fair – in fact, he resisted it because older workers are more likely to avoid situations that put them at a disadvantage when compared to younger employees (Kanfer & Ackerman, 2004). The following paragraphs discuss what Reed could and should have done better to improve Fred’s situation and circumstances. Improving Leadership Style One of the major issues that led to Fred’s decision to take Schering-Plough to court was Reed’s ineffective leadership style. It is important for managers to know what behaviors promote achievement of results and what behaviors are plain ineffective (Lindbom, 2007). In fact, one of the most important job duties of a manager is to improve his followers’ performances. This meant, Reed should have communicated better with Fred. In fact, he should have asked Fred about his problems and listened to him instead of simply pushing him and sending him memos for poor performance. Continuous feedback and dialog would have allowed Reed to understand Fred’s needs, strengths, and weaknesses better while building a stronger bond with him.  Once this bond was built, it would have been much easier for Reed to alter Fred’s behavior according to the interest of the organization. An effective manager is attuned to individual followers and takes the right decision at the right time (Buzady, 2011). This allows the manager or leader to interact and alter workloads during difficult times. Transformational leaders focus on matching behaviors and communication instead of goals and skills (Humphreys & Einstein, 2004). Therefore, Reed could have improved Fred’s motivation and performance by communicating in a way that would have been easy for Fred to understand and relate to. Moreover, a leader must encourage and understand the ideals and values that his followers share. In order to come to a common ground with followers, an effective leader must think less about himself and more for others (Kerfoot, 2004). Congruency can only be reached when a leader looks beyond himself and more toward the opportunities for advancement of his followers. Leaders should ensure that challenging work that is valued is provided to subordinates while considering the followers ability. He should always consider the followers self-esteem and self-concept, communicate goals clearly and understand the relationship between paying attention to individual followers and job satisfaction (Isaac, Zerbe & Pitt, 2011). Moreover, it is recommended that sales leaders employ a more active style of leadership in order to improv e participation and performance. Therefore, Reed should have considered adopting transformational leadership style (Bass, 1993). Transformational leaders are those who are able to develop the ability within their subordinates to look beyond their own self interests and align their goals with that of the organization. Although transactional leadership style is more popular among sales managers and is believed to induce desired responses in employees, transformational leadership has been found to produce higher such results (Dubinsky, Yammarino, Jolson & Spanger, 2001). Transformational leader hold deep personal value systems that allow them to unite their followers while modifying their goals (Bass,1999). Moreover, transformational leader demonstrate individual consideration, charisma and inspirational motivation – all of which were lacking in Reed from Fred’s point of view. Improving Coaching Furthermore, Reed needed to change his way of coaching his subordinates.  Reed’s concept of coaching included handing out manuals and writing memos that stated Fred was capable of doing better. Today, most organizations are determined to improve the ability of managers to coach their subordinates effectively. Many organizations shelve out millions of dollars to promote and facilitate a health coaching environment. In fact, coaching is considered a manager’s top priority in many companies. Therefore, Reed should have designed one-on-one monthly meetings with his subordinates where he could have discussed ways to improve individual sales performance. Moreover, instead of punishing Fred for products that he was selling less of, Reed should have first appreciated Fred’s top selling products. Subordinates look forward to reinforcement when they do the right things and welcome constructive criticism when they recognize their work needs improvement (Robinson & Roussea u, 1994). Improving Reward System . A sudden change in the reward systems is usually not well accepted among employees who perform consistently. Therefore, it was critical for Reed to first speak to his subordinates regarding changes in Reed used a highly ineffective reward system where the company ended up awarding Fred less than his expected salary increase. Instead, Reed should have made every effort to determine what rewards his subordinates valued and how much effort they were willing to make to attain the rewardsperformance and work with them to improve on it. Constant coaching, mentoring and one-on-one monthly individual performance evaluations would have given employees an idea of what rewards to expect from the new system. In fact, the unexpected and unprecedented reward might have actually de-motivated Fred to the point where he did not find it necessary to work on his weaknesses in selling the two major products of the company. References Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re†examining the components of transformational and transactional leadership using the Multifactor Leadership. Journal of occupational and organizational psychology, 72(4), 441-462. Bass, B. M., & Avolio, B. J. (1993). Transformational leadership: A response to critiques. Braun, C. (1997). Organizational infidelity: how violations of trust affect the employee-employer relationship. The Academy of Management Executive, 11(4), 94-95. Buzady, Z. & Georgiu, A. (2011). Riding the waves of the motivation cycle. OD Practitioner, 43(1), p. 35-41. Caruth, D. L. & Humphreys, J. H. (2008). Performance appraisal: essential characteristics for s strategic control. Measuring Business Excellence, 12(3), p. 24 Chiang, J. C., Liao, C., Klein, G., & Jiang, J. (2012). Consequences of psychological contract violations for IS personnel. Journal of Computer Information Systems, 52(4), 78-87. Dubinsky, A. J., Yammarino, F. J., Jolson, M. A., & Spangler, W. D. (1995). Transformational leadership: An initial investigation in sales management. The Journal of Personal Selling and Sales Management, 17-31. Hammer, M. (2007, Spring). The 7 deadly sins of performance measurement and how to avoid them. MIT Sloan Management Review, 48(3), p. 19-28. Harvey, S. & Haines III, V. (2005). Employer treatment of employees during a community crisis: The role of procedural and distributive justice. Journal of Business & Psychology, 20(1), p. 53-68. Humphreys, J. H. (2003). Xenophon as leadership theorist: an early model of leader behavior and follower work motivation. Academy of Management Proceedings, D1-D6 Humphreys, J. H., & Einstein, W. O. (2004). Leadership and temperament congruence: Extending the expectancy model of work motivation. Journal of Leadership & Organizational Studies, 10(4), 58-79. Isaac, R. G., Zerbe, W. J., & Pitt, D. C. (2001). Leadership and motivation: The effective application of expectancy theory. Journal of Managerial Issues, 212-226. Kanfer, R. & Ackerman, P. (2004, July). Aging, adult development, and work motivation. The Academy of Management Review, 29(3), p. 440-458. Kerfoot, K. (2004, October). The shelf life of leaders. MEDSURG Nursing, 13(5), p348-350. Lee, C. D. (2005, Autumn). Rethinking the goals of your performance-management system. Employment Relations Today, 32(3), p. 53-60 Lemire, L. & Rouillard, C. (2005). An empirical exploration of psychological contract violation and individual behaviour. Journal of Managerial Psychology, 20(2), 150-163. Lindbom, D. (2007). A culture of coaching: The challenge of managing performance for long- term results. Organization Development Journal, 25(2), pP101-P106. Raja, U., Johns, G., & Bilgrami, S. (2011). Negative consequences of felt violations: The deeper the relationship, the stronger the reaction. Applied Psychology: An International Review, 60, 397–420. Robinson, S. L., Kraatz, M. S., & Rousseau, D. M. (1994). Changing obligations and the psychological contract: A longitudinal study. Academy of management Journal, 37(1), 137-152. Robinson, S. L., & Rousseau, D. M. (1994). Violating the psychological contract: Not the exception but the norm. Journal of organizational behavior,15(3), 245-259. Roehling, M. V. (1997). The origins and early development of the psychological contract construct. Journal of Management History (Archive), 3(2), 204-217. Rousseau, D. M. (1989). Psychological and implied contracts in organizations. Employee Responsibilities and Rights Journal, 2, 121–139. Zagenczyk, T. J., Gibney, R., Kiewitz, C., & Restubog, S. L. D. (2009). Mentors, supervisors and role models: Do they reduce the effects of psychological contract breach? Human Resource Management Journal, 19(3), p. 237-259.

The Dirty Facts About Apush Long Essay Samples

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My Bloody Life The Making of the Latin King, by Reymundo...

Family Based Issues Family is one of those words that have a significant meaning to various individuals. Family may be viewed one way to an individual and another way to someone else. Family consists of those who have played a particular role in one’s life, whether it is positive or negative. In this paper, I will assess Reymundo’s family both nuclear and extended and speak of how his family has become significant in his life and how they have played a role in his decisions. I will also speak of my personal reactions to the story as well as address ways that as a social worker I could work to impact the gang problems in Orlando. Reymundo was born in Puerto Rico in 1963 in the back of a 1957 Chevy. His mother was married at age sixteen†¦show more content†¦Then there is Morena who is a Latin Queen that became a sister figure to Reymundo and helped him until her death. Morena was the first person that taught Reymundo about the Latin Kings and the history behind it. Due to the relationship that they had, Reymundo sought out revenge for Morena after her death. China, who is also part of the Latin Queens, built strong bonds with Reymundo. Both Reymundo and China shared their deepest secrets and common interests. Reymundo and China were both abused and raped as children and allowed it to affect them. China was another girlfriend that Reymundo had but she was seen as different. China was respected due to their similar interests. King Loco who is the leader of the Latin Kings saw Reymundo as one that should be respected. He invited Reymundo into various gang meetings and gave him responsibilities. Loca als o played a role in Reymundo’s life. Loca was a Latin Queen that had two boys that looked up to Reymundo. As Loca and Reymundo’s relationship progressed, they began dating even though there was a major age gap. In Reymundo’s family, there are two familial based issues related to the family’s functioning as a system. The first issue is family abuse and neglect. Reymundo was abused and neglected by his nuclear family continuously and regularly. This led Reymundo to be co-dependent and to act out in his environment. The second issue is the role of Reymundo’s mother. Reymundo’s mother showed a lack of parentingShow MoreRelatedMy Bloody Life, By Randall Shelden, Sharon Tracy, And William Brown Essay1264 Words   |  6 PagesThe Book, My Bloody Life, the Making of a Latin King by Reymundo Sanchez is sad, horrifying and eye opening. Consequently, it makes a person think about the role of society and the social reasons or theories that can explain involvement in gangs or gang activity. I think there may be several theories used to explain involvement in gangs, but I think the best theory used to explain why there are gangs is the â€Å"control or social bond theoryâ₠¬ . Sanchez illustrates several instances of this theory throughout