Pedagosko i psiholosko testiranje i procjenjivanje spadaju među najvažnije doprinose znanosti o ponasanju nasem drustvu i pružaju temeljna i znacajna poboljsanja u odnosu na ranije postupke. Iako se ne može ustvrditi da su svi testovi dovoljno usavrseni niti da su sva testiranja razborita i korisna, postoji velika kolicina informacija koje ukazuju na ucinkovitost kvalitetnih instrumenata u onim situacijama u kojima je njihovo koristenje potkrijepljeno validacijskim podacima. Pravilna upotreba testova može dovesti do boljih odluka o pojedincima i programima nego sto bi to bio slucaj bez njihovog koristenja, a također i ukazati na put za siri i pravedniji pristup obrazovanju i zaposljavanju. Međutim, losa upotreba testova može dovesti do zamjetne stete nanesene ispitanicima i drugim sudionicima u procesu donosenja odluka na temelju testovnih podataka. Cilj Standarda je promoviranje kvalitetne i eticne upotrebe testova te uspostavljanje osnovice za ocjenu kvalitete postupaka testiranja. Svrha objavljivanja Standarda je uspostavljanje kriterija za evaluaciju testova, provedbe testiranja i posljedica upotrebe testova. Iako bi evaluacija prikladnosti testa ili njegove primjene trebala ovisiti prvenstveno o strucnim misljenjima, Standardi pružaju okvir koji osigurava obuhvacanje svih relevantnih pitanja. Bilo bi poželjno da svi autori, sponzori, nakladnici i korisnici profesionalnih testova usvoje Standarde te da poticu druge da ih također prihvate.

Standards for educational and psychological testing

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

1. Place animal in induction chamber and anesthetize the mouse and ensure sedation. 2. Once the animal is sedated, move it to a nose cone for hair removal using cream. Only apply cream to the area of the chest that will be utilized for imaging. Once the hair is removed, wipe area with wet gauze to ensure all hair is removed. 3. Move the animal to the imaging platform and tape its paws to the ECG lead plates and insert rectal probe. Body temperature should be maintained at 36-37°C. During imaging, reduce anesthesia to maintain proper heart rate. If the animal shows signs of being awake, use a higher concentration of anesthetic.

人唾液天疱疮抗原的纯化

Measuring safety climate: identifying the common features☆

In this article, we develop and meta-analytically test the relationship between job demands and resources and burnout, engagement, and safety outcomes in the workplace. In a meta-analysis of 203 independent samples (N = 186,440), we found support for a health impairment process and for a motivational process as mechanisms through which job demands and resources relate to safety outcomes. In particular, we found that job demands such as risks and hazards and complexity impair employees' health and positively relate to burnout. Likewise, we found support for job resources such as knowledge, autonomy, and a supportive environment motivating employees and positively relating to engagement. Job demands were found to hinder an employee with a negative relationship to engagement, whereas job resources were found to negatively relate to burnout. Finally, we found that burnout was negatively related to working safely but that engagement motivated employees and was positively related to working safely. Across industries, risks and hazards was the most consistent job demand and a supportive environment was the most consistent job resource in terms of explaining variance in burnout, engagement, and safety outcomes. The type of job demand that explained the most variance differed by industry, whereas a supportive environment remained consistent in explaining the most variance in all industries.

Safety at work: a meta-analytic investigation of the link between job demands, job resources, burnout, engagement, and safety outcomes

Safety climate, safety management practice and safety performance in offshore environments

https://dvikan.no/ntnu-studentserver/reports/Safety%20in%20shipping%20The%20human%20element.pdf

Safety in shipping: the human element.

Aim: To review quantitative studies of safety climate in health care to examine the psychometric properties of the questionnaires designed to measure this construct.

Method: A systematic literature review was undertaken to study sample and questionnaire design characteristics (source, no of items, scale type), construct validity (content validity, factor structure and internal reliability, concurrent validity), within group agreement, and level of analysis.

Results: Twelve studies were examined. There was a lack of explicit theoretical underpinning for most questionnaires and some instruments did not report standard psychometric criteria. Where this information was available, several questionnaires appeared to have limitations.

Conclusions: More consideration should be given to psychometric factors in the design of healthcare safety climate instruments, especially as these are beginning to be used in large scale surveys across healthcare organisations.

/pdf/measuring-safety-climate-in-health-care-2shnl19taq.pdf

Measuring safety climate in health care

This article explores the concepts of safety culture and safety climate in an attempt to determine which is the more useful for describing an organization's “state of safety.” From a review of the literature purporting to measure safety culture or safety climate, it is argued that, although the two terms are often interchangeable, they are actually distinct but related concepts and should be treated accordingly. The term “safety climate” best describes employees' perceptions, attitudes, and beliefs about risk and safety, typically measured by questionnaire surveys and providing a “snapshot” of the current state of safety. “Safety culture” is a more complex and enduring trait reflecting fundamental values, norms, assumptions and expectations, which to some extent reside in societal culture. The expression of these “cultural” elements, perhaps, can be seen through safety management practices which are reflected in the safety climate. Basically, measurement of safety culture requires in-depth investigation including an analysis of how organizational members interact to form a shared view of safety.

Assessing the state of organizational safety-culture or climate?

The human and organizational factors affecting safety were examined on 10 offshore installations using the Offshore Safety Questionnaire. The questionnaire contained scales measuring work pressure and work clarity, job communication, safety behaviour, risk perception, satisfaction with safety measures and safety attitudes. A total of 722 UK offshore workers (33% response rate) from a range of occupations completed and returned the questionnaire. The ‘safety climates’ on the various installations were characterized by most respondents feeling ‘safe’ with respect to a range of offshore hazards and expressing ‘satisfaction’ with safety measures. Respondents reported little risk-taking behaviour and felt positive about levels of work clarity and job communication. There was a wider diversity of opinions on the safety attitudes scale, indicating a lack of a positive, concerted ‘safety culture’ and more evidence for a range offragmented ‘safety subcultures’, which varied mainly as a function of seniori...

Kathryn Mearns

Papers

Safety climate, safety management practice and safety performance in offshore environments

Safety in shipping: the human element.

Measuring safety climate in health care

Assessing the state of organizational safety-culture or climate?

Measuring safety climate on offshore installations