In this provocative book, Barwise and Perry tackle the slippery subject of \"meaning, \" a subject that has long vexed linguists, language philosophers, and logicians.

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Situations and Attitudes.

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

Power systems are the most complex systems and have great importance in modern life. They have direct impacts on the modernization, economic, political and social aspects. To operate such systems in a stable mode, several control and protection techniques are required. However, modern systems are equipped with several protection schemes with the aim of avoiding the unpredicted events and power outages, power systems are still encountering emergency and mal-operation situations. The most severe emergencies put the whole or at least a part of the system in danger. If the emergency is not well managed, the power system is likely to have cascading failures that might lead to a blackout. Due to the consequences, many countries around the world have research and expert teams who work to avoid blackouts on their systems. In this paper, a comprehensive review on the major blackouts and cascading events that have occurred in the last decade are introduced. A particular focus is given on the US power system outages and their causes since it is one of the leading power producers in the world and it is also due to the ready availability of data for the past events. The paper also highlights the root causes of different blackouts around the globe. Furthermore, blackout and cascading analysis methods and the consequences of blackouts are surveyed. Moreover, the challenges in the existing protective schemes and research gaps in the topic of power system blackout and cascading events are marked out. Research directions and issues to be considered in future power system blackout studies are also proposed.

A Survey on Power System Blackout and Cascading Events: Research Motivations and Challenges

A fuzzy Bayesian network approach for risk analysis in process industries

Improved DEMATEL methodology for effective safety management decision-making

Assessing offshore emergency evacuation behavior in a virtual environment using a Bayesian Network approach

Incorporating individual differences in human reliability analysis: An extension to the virtual experimental technique

Identifying route selection strategies in offshore emergency situations using decision trees

Within the offshore and maritime industries, simulation training can enhance conventional safety training by providing orientation training before workers have been deployed offshore and by improving the workers’ level of preparedness for emergency situations. As a precursor to simulation transfer studies, this research aimed to determine the level of competence in basic offshore safety gained through a virtual environment training program, investigate the training time required to achieve competence, and develop a strategy to assess human performance in simulated offshore emergency situations.
The experiment demonstrated that offshore egress learning objectives can be taught using the virtual environment training program with some limitations. Basic offshore safety competence was not demonstrated for all learning objectives. Time to competence for some learning objectives was achieved within the study but for other learning objectives the time to competence is still unknown. Due to individual differences in spatial and procedural learning, some individuals required more exposure to the virtual setting to ensure knowledge retention.
Modifications to the training and technology design are recommended in order to prepare for future transfer studies and offshore applications.

The effect of virtual environment training on participant competence and learning in offshore emergency egress scenarios

This paper presents AVERT, a first-person simulator for general offshore workers that exposes them to a virtual environment similar to actual offshore sites and facilitates training in and assessment of spatial awareness, alarm recognition, and emergency response procedures. We follow the technical introduction with a case study showing the efficacy of AVERT by finding a correlation between trainee route selection and hazard exposure in a set of test scenarios.

Jennifer Smith

Papers

Assessing offshore emergency evacuation behavior in a virtual environment using a Bayesian Network approach

Incorporating individual differences in human reliability analysis: An extension to the virtual experimental technique

Identifying route selection strategies in offshore emergency situations using decision trees

The effect of virtual environment training on participant competence and learning in offshore emergency egress scenarios

Interactive simulation for training offshore workers