Part One: Initial Considerations Chapter 1: Motivation in Organizations Mitchell, Terence R., and Daniels, Denise. Observation and Commentary on Recent Research in Work Motivation. Chapter 2: Conceptual Approaches to Motivation at Work Ryan, Richard M., and Deci, Edward L. 2000. Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1): 68-78. Mowday, Richard, and Colwell, Kenneth A. Employee reactions to unfair outcomes in the workplace: The contributions of Adams' equity theory to understanding work motivation. Cropanzano, Russell, and Rupp, Deborah. An overview of organizational justice: Implications for work motivation. Komaki, Judith. Reinforcement theory at work: Enhancing and explaining what employees do. Locke, Edwin A. 1996. Motivation through conscious goal setting. Applied and Preventive Psychology, 5: 117-124. Stajkovic, Alexander D., and Luthans, Fred. Social cognitive theory and self-efficacy: Implications for motivation theory and practice. Part Two: Central Issues in Motivation at Work Chapter 3: The Role of Cognitions, Beliefs, and Attitudes in Motivation Staw, Barry M. 1986. Organizational psychology and the pursuit of the happy/productive worker. California Management Review, 28(4): 40-53. Rousseau, Denise M., and Tijoriwala, Snehal A. 1999. What's a good reason to change? Motivated reasoning and social accounts in promoting organizational change. Journal of Applied Psychology, 84(4): 514-528. Luthans, Fred. Positive Organizational Behavior: Implications for Leadership and HR Development and Motivation. Chapter 4: The Role of Goals and Intentions in Motivation Klein, Howard J., Wesson, Michael J., Hollenbeck, John R., and Alge, Bradley J. 1999. Goal commitment and the goal-setting process: Conceptual clarification and empirical synthesis. Journal of Applied Psychology, 6: 885-896. O'Leary-Kelly, Anne M., Martocchio, Joseph J., and Frink, Dwight D. 1994. A review of the influence of group goals on group performance. Academy of Management Journal, 37(5): 1285-1301. Crown, Deborah F., and Rosse, Joseph G. 1995. Yours, mine, and ours: Facilitating group productivity through the integration of individual and group goals. Organizational Behavior and Human Decision Processes, 64(2): 138-150. Chapter 5: The Role of Affect in Motivation Raghunathan, Rajagopal, and Pham, Michel T. 1999. All negative moods are not equal: Motivational influences of anxiety and sadness on decision-making. Organizational Behavior and Human Decision Processes, 79(1): 56-77. Venkatesh, Viswanath, and Speier, Cheri. 1999. Computer technology training in the workplace: A longitudinal investigation of the effect of mood. Organizational Behavior and Human Decision Processes, 79(1): 1-28. Chapter 6: The Role of Social Influences in Motivation Porter, Lyman W., Lawler, Edward E. III, and Hackman, J. Richard. 1975. Ways groups influence individual effectiveness. (Holdover from previous edition) Vardi, Yoav and Wiener, Yoash. 1996. Misbehavior in organizations: A motivational framework. Organization Science, 7(2): 151-165. Whyte, Glen. 1998. Recasting Janis's groupthink model: The key role of collective efficacy in decision fiascoes. Organizational Behavior and Human Decision Processes, 73(2/3): 185-209. Chapter 7: The Role of Cross-Cultural Influences in Work Motivation Hofstede, G. 1993. Cultural constraints in management theories. Academy of Management Executive, 7(1): 81-94. Sanchez-Runde, Carlos J., and Steers, Richard M. Cultural influences on work motivation and performance. Frese, Michael, Kring, Wolfgang, Soos, Andrea, Zempel, Jeannette. 1996. Personal initiative at work: Differences between east and west Germany. Academy of Management Journal, 39(1): 37-63. Meek, Christopher B. 1999. Ganbatte: Understanding the Japanese employee. Business Horizons, January-February, 27-36. Chapter 8: The Role of Individual Differences in Motivation O'Reilly, Charles A. III and Chatman, Jennifer A. 1994. Working smarter and harder: A longitudinal study of managerial success. Administrative Science Quarterly, 39: 603-627. Pilegge, Anthony J. and Holtz, Rolf. 1997. The effects of social identity on the self-set goals and task performance of high and low self-esteem individuals. Organizational Behavior and Human Decision Processes, 70(1): 17-26. Part Three: Applications of Motivational Approaches Chapter 9: Rewards Lawler, Edward L. 1987. The design of effective reward systems. In J. W. Lorsch (ed.), Handbook of Organizational Behavior. Englewood Cliffs, NJ: Prentice Hall, pp, 25-271. Kerr, Steven. 1995. On the folly of rewarding A, while hoping for B. Academy of Management Executive, 9(1): 7-14. Pearce, Jone L. 1987. Why merit pay doesn't work: Implications from organizational theory. In D. B. Balkin and L. R. Gomez-Mejia (eds.), New Perspectives on Compensation, pp. 169-178. Pfeffer, Jeffrey. 1998. Six dangerous myths about pay. Harvard Business Review, May-June, 109-119. Duncan, W. Jack. 2001. Stock ownership and work motivation. Organizational Dynamics, 30(1): 1-11. Chapter 10: Punishment George, Jennifer M. 1995. Asymmetrical effects of rewards and punishments: the case of social loafing. Journal of Occupational and Organizational Psychology, 68: 327-338. Butterfield, Kenneth D., Trevino, Linda K., and Ball, Gail A. 1996. Punishment from the manager's perspective: A grounded investigation and inductive model. Academy of Management Journal, 39(6): 1479-1512. Chapter 11: Motivating Creativity aand Innovation Amabile, Teresa. 1997. Motivating creativity in organizations: On doing what you love and loving what you do. California Management Review, 40(1): 39-58. Cummings, Anne and Oldham, Greg R. 1997. Enhancing creativity: Managing work contexts for the high potential employee. California Management Review, 40(1): 22-38.

Motivatiom and work behaviour

Contents: Variety and Quality. Variability loss and tolerance. Determining tolerances. Tolerance design and experimental design. Offline and online quality control. Parameter design and tolerance design: case study. Experimental design for smaller is better characteristics. Experimental design for larger is better characteristics. Bypassing the S/N ratio: spring experiment. Experimental design for dynamic characteristics.

Introduction to quality engineering. designing quality into products a

Every design problem begins with an effort to achieve fitness between two entities: the form in question and its context. The form is the solution to the problem; the context defines the problem. We want to put the context and the form into effortless contact or frictionless coexistence, i.e., we want to find a good fit. For a good fit to occur in practice, one vital condition must be satisfied. It must have time to happen. In slow-changing, traditional, unselfconscious cultures, a form is adjusted soon after each slight misfit occurs. If there was good fit at some stage in the past, no matter how removed, it will have persisted, because there is an active stability at work. Tradition and taboo dampen and control the rate of change in an unselfconscious culture's designs. It is important to understand that the individual person in an unselfconscious culture needs no creative strength. He does not need to be able to improve the form, only to make some sort of change when he notices a failure. The changes may not always be for the better; but it is not necessary that they should be, since the operation of the process allows only the improvements to persist. Unselfconscious design is a process of slow adaptation and error reduction. In the unselfconscious process there is no possibility of misconstruing the situation. Nobody makes a picture of the context, so the picture cannot be wrong. But the modern, selfconscious designer works entirely from a picture in his mind - a conceptualization of the forces at work and their interrelationships - and this picture is almost always wrong. To achieve in a few hours at the drawing board what once took centuries of adaptation and development, to invent a form suddenly which clearly fits its context - the extent of invention necessary is beyond the individual designer. A designer who sets out to achieve an adaptive good fit in a single leap is not unlike the child who shakes his glass-topped puzzle fretfully, expecting at one shake to arrange the bits inside correctly. The designer's attempt is hardly as random as the child's is; but the difficulties are the same. His chances of success are small because the number of factors which must fall simultaneously into place is so enormous. The process of design, even when it has become selfconscious, remains a process of error-reduction. No complex system will succeed in adapting in a reasonable amount of time or effort unless the adaptation can proceed component by component, each component relatively independent of the others. The search for the right components, and the right way to build the form up from these components, is the greatest challenge faced by the modern, selfconscious designer. The culmination of the modern designer's task is to make every unit of design both a component and a system. As a component it will fit into the hierarchy of larger components that are above it; as a system it will specify the hierarchy of smaller components of which it itself is made.

Notes on the Synthesis of Form. By Christopher Alexander. Pp. 191. 54s. 1964. (Harvard University Press.)

The future that has already happened

https://isiarticles.com/bundles/Article/pre/pdf/6014.pdf

Evaluation of connection types in design for disassembly (DFD) using analytic network process

The purpose of this paper is to review the current trends in non-fatal injury profiles of workers in the United States. It is generally accepted that occupational injury and illness rates are affected by many factors, such as the amount and quality of training, employee turnover rates, work experience, extent of mechanization and automation, job-related parameters, and worker gender. In the last decade, not only have the technologies used in the workplace changed significantly, there has been a greater awareness among employers and employees as to the importance of containing work injuries. Additionally, the extent of outsourcing for labor-intensive jobs has increased dramatically owing to cheaper labor costs in places such as China and Mexico. These changes have affected the manufacturing sector of US industry more than any other sector. How these changes have influenced the injury and illness profiles of the American worker is of considerable interest given the increased attention paid to work-workplace design, injury hazard control, and ergonomics in general. In this paper, we compare the injury and illness profiles of US workers separated by nearly a decade. The trends from early 1990s are compared to those from early 2000s. Data from the Bureau of Labor Statistics were used to compile the injury statistics. The results of our comparison show that while the absolute numbers of work-related injuries and illnesses have declined over the last 10 years, the basic trends associated with different factors remain almost unchanged. The reasons for this decline are discussed in this paper.

Changing trends in US injury profiles: revisiting non-fatal occupational injury statistics.

Screening of various Indian medicinal plants has various degrees of antimicrobial activities against pathogenic and opportunistic microorganisms.  Since the number of effective exogenous antibiotics is decreasing, concerted efforts are to be made to identify antimicrobial materials from natural products and traditional medicines. In the present study, we are reporting the antimicrobial activity of the traditionally used Ayurvedic medicinal plant Elephantopus scaber and its elemental composition analysis.  The antimicrobial activities are found to be higher in leaf extracts of Elephantopus scaber whereas no inhibition was found for root extracts. The elements such as Si, Ca, Cl, Mg, S, K and P are more abundant in the leaf than the root whereas heavy metals are higher in roots than in leaves. In the root, presence of Al, Fe, Ti, Sr, and V is more when compared to leaves whereas Zn, Cu, As, Rb and Sr are less available and are equally present in roots as well as leaf. The elements Cr, Co, Ni, Se, Br and Pb are not found in both leaves and roots.

Trace elemental analysis and antimicrobial activities of Elephantopus scaber L.

The transfer of technology is a multifaceted and complex issue The adoption of advanced technologies is essential from the perspective of the strength of national economies and enhancing international competitiveness Transfer of technology can be realised by transferring knowledge and through its commercialisation Numerous impediments hinder the successful and effective transfer of technology The most crucial role is played by human related impediments Given the equality of other factors such as technological availability, capital, availability of resources etc, the adaptability of human resources may in most cases be the deciding factor so far as successful adoption of advanced technologies is concerned In the first part, this paper examines the general obstacles faced by importers and exporters of technology The role played by training in overcoming the human aspect of technology transfer has been emphasised in the second part

Human impediments to technology transfer

About 14% of the adult population in the USA is disabled (either partially or totally). There is a continuous influx of partially disabled population into the workforce. This results in a growing need to rehabilitate and provide better working conditions for the disabled individuals at the work place. This has not only necessitated a change in approach but also the need to investigate and analyse the economic implications on the functioning of the business model. Productivity measurement is a key element in understanding the social and economic well-being. This paper reviews the need to understand the relationship between productivity and the disabled individual. The goal here is to understand how the disability has a direct impact on the productivity of the organisation and the creation of accurate work standards can help determine this productivity-disability relationship.

Productivity and disability: the need to modify work standards

A product more often than not is the assemblage of various individual components. The spatial alignment between functionally important components is what makes the product function. This chapter emphasizes the importance of designing for ease of assembly and disassembly. Assembly of a product is a function of design parameters that are both intensive (material properties) and extensive (physical attributes) in nature. Its design parameters include shape, size, material compatibility, flexibility, and thermal conductivity. When individual components are manufactured with ease of assembly in mind, the result is a significant reduction in assembly lead times and savings in resources (both material and human). It is imperative that each component be designed in such as way as to align efficiently. This entails the design and processing of the component in a specific manner with respect to shape, size, tolerances, and surface finish. On the other hand, disassembly is the organized process of taking apart a systematically assembled product to enable maintenance, enhance serviceability, and/or to affect end of life objectives, such as product reuse, remanufacture, and recycling. It is not necessarily the opposite of assembly. Components need to be designed for disassembly so that the process can be effected without damage to the parts’ intensive and extensive properties. Its importance can be attributed to growing scarcity of natural resources, increased processing costs for virgin materials (such as mining iron ore for steel manufacturing), and environmental legislation to make manufacturers more responsible with regard to waste disposal.

Anand Subramanian

Papers

Changing trends in US injury profiles: revisiting non-fatal occupational injury statistics.

Trace elemental analysis and antimicrobial activities of Elephantopus scaber L.

Human impediments to technology transfer

Productivity and disability: the need to modify work standards

Designing for Assembly and Disassembly