Quick Review of Radioactivity and Radiation

Unstable atomic nuclei will spontaneously decompose to form nuclei with higher stability. The decomposition process is called radioactivity. The energy and particles which are released during the decomposition process are called radiation. When unstable nuclei decompose in nature, the process is referred to as natural radioactivity. When the unstable nuclei are prepared in the laboratory, the decomposition is called induced radioactivity. There are three major types of natural radioactivity: Alpha Radiation Alpha radiation consists of a stream of positively charged particles, called alpha particles, which have an atomic mass of 4 and a charge of 2 (a helium nucleus). When an alpha particle is ejected from a nucleus, the mass number of the nucleus decreases by four units and the atomic number decreases by two units. For example: 23892U → 42He 23490Th The helium nucleus is the alpha particle. Beta Radiation Beta radiation is a stream of electrons, called beta particles. When a beta particle is ejected, a neutron in the nucleus is converted to a proton, so the mass number of the nucleus is unchanged, but the atomic number increases by one unit. For example: 23490 → 0-1e 23491Pa The electron is the beta particle. Gamma Radiation Gamma rays are high-energy photons with a very short wavelength (0.0005 to 0.1 nm). The emission of gamma radiation results from an energy change within the atomic nucleus. Gamma emission changes neither the atomic number nor the atomic mass. Alpha and beta emission are often accompanied by gamma emission, as an excited nucleus drops to a lower and more stable energy state. Alpha, beta, and gamma radiation also accompany induced radioactivity. Radioactive isotopes are prepared in the lab using bombardment reactions to convert a stable nucleus into one which is radioactive. Positron (a particle with the same mass as an electron, but a charge of 1 instead of -1) emission isnt observed in natural radioactivity, but it is a common mode of decay in induced radioactivity. Bombardment reactions can be used to produce very heavy elements, including many which dont occur in nature.

Comparative Management Practices in China and the West

Comparative Management Practices in China and the West It is true to say that globalisation is a two-way street. As international business and trade continue to grow, models of organisations and approaches to management are beginning to merge; nevertheless it remains imperative for firms to understand and govern across the myriad of cultural differences which still exist. These differences seem most apparent in China, where managerial values are deeply rooted in archaic and powerful culture. Some authors argue that even with a certain degree of convergence between Chinese and Western cultures, such convergence does have its restrictions. The Hofstede model of national culture differences, based on research carried out in the early†¦show more content†¦In China, it would appear most natural to look upon things as part of something much bigger, where the will of one person is a part of the co-operative will. Collectivism also places a greater emphasis on group decision making and the building of strong relationships with their collegues. While in Western countries it is believed that all individuals should be different and unique, the Chinese strive for the dissolution of the soul. Therefore, it is very common for individuals of a Chinese origin to converse in a we-form rather than an I-form. This form of unity can also be identified when success is achieved in the organisation, this achievement will be recognised as a collective effort in which no single individual will be praised and a sense of belongingness to the group will be reinforced. A reason for such strong collectivism within the Chinese culture can be traced back thousands of years. As one of the oldest civilisations in the world, Chinese society has historically been based in agriculture, and their culture, therefore, is tied to land. This basis has developed ChinaÃÅ' ¼ unusually high collectivism level, the primary reason is due to the historic emphasis on the group relationships which were required to plant, raise and harvest the crop on a communal basis. On the contrary, western countries advocate individualism, democracy and egalitarianism. These cultures have a tendency toShow MoreRelatedA Research Study On Human Resource Management1594 Words   |  7 PagesIn comparative studies Scholars from outside China were concerned regarding the easy transfer of the HRM technique’s with these joint venture setups leading to exchange of abnormality among the work culture. There are ten different studies focused to inspect the future of restricting and standardising the global HRM policy in China. 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The online retailing is becoming increasingly competitive. â€Å"By 2014 we were operating diamond polishing workshops for larger stones in Belgium, Botswana, and Mauritius, along with one for melee in Vietnam. To diversify our polishing capacity in view of the increasing demand for melee diamonds, we decided to establish an operation in Cambodia.† 8. What strategic issues and problems does Tiffany Co. management need to address? Tiffany Co. s

Did Climate Effect Human Evolution Free Essays

These drastic transformations in the planet’s atmosphere have been the impetus of evolution among species and has sparked interest to geologist and paleoanthropologist for years, resulting in a number of hypothesis that â€Å"propose that climate-driven environmental changes during the past 7 million years were esponsible for hominin speciation, the morphological shift to bipedality, enlarged cranial capacity, and behavioral adaptability’ (Behrensmeyer 476). For this theory to be properly supported, the antecedent question that needs to be identified is, do species adapt to change? Naturalist and geologist, Charles Darwin, supported this idea, stating â€Å"that living things adapt toa place- a habitat† Ooyce 1). He expressed this theory through the idea that animals and various primates partake in the act of natural selection. We will write a custom essay sample on Did Climate Effect Human Evolution or any similar topic only for you Order Now In 1997, the National Science Foundation (NSF) supported Darwin’s heory by gathering a research team together and running a serious of studies that demonstrated â€Å"that animals can adapt to sudden changes in their environment with surprising speed† (Dybas, Chery 1). Researchers Frank Shaw and Ruth Shaw of the University of Minnesota, St. Paul, and F. Helen Rodd of the University of California used wild guppies from the West Indies island of Trinidad and found that â€Å"fish that were moved from a predator-infested pool to a pool with Just one predator grew larger, lived longer and produced fewer but larger offspring. In the span of seven to 8 generations–between four and 1 1 years–they became more like the native guppies in the relatively predator-free environment† (Dybas, Chery 1). Although studies such as the one above indicates that species do indeed adapt to different environments, there still lies the question of if climate and evolution correlate. Anthropologist Rick Potts challenged this question. For many years, Potts has been â€Å"pushing the idea that climate made us† and that â€Å"habitats kept changing because climates kept changing† Ooyce 1). For scientist to gain more knowledge and research n this idea, they need to get a fuller climate history in places where human ancestors lived. Which, in this case, would be in East Africa. The pulsed climate variability hypothesis states that about every 20,000 years ago, â€Å"the region vacillated between very dry and very wet periods† (Ferro 1). These extreme changes may have played a vital role in driving human evolution and researchers like Rick Potts and Mark Maslin dig and gather sediments from East African lakes by drilling into lake bottoms and retrieving tubes of muck that contain millions of years of climate history; anging from â€Å"the fossils of the plant pollen and the organisms that lived in the lakes that respond to climate, to the chemistry of the sediments that also can give us very detailed information about changes in temperature and precipitation† Ooyce 1). By collecting these tubes of muck, scientists can compare climate timelines to the fossil records ot our ancestors to see now climate attected evolution. Mark Maslin, who mainly focused on the findings form an East African Rift Valley, compared all the lakes that were known to have existed in the East African area over the last 5 million ears with climate and human evolution records. Maslin findings were that events such as when humans first migrated out of East Africa, all happened during the wetter periods found on the climate records. Major events in human history, including when humans first started to migrate out of East Africa, happened during wetter periods. It was found that the appearance of early Homo erectus correlates to when a number of deep freshwater lakes appeared. In a press statement, Maslin explained that our ancestors â€Å"had to deal with rapid switching from famine to feast† and back again. This, he says, was what drove the evolution of new species with bigger brains, and later forced them to migrate out of East Africa, moving down toward South Africa and north to Europe and Asia† (Ferro 1). By having these freshwater lakes that create lush vegetation, early humans would have been practically forced to migrate for the search of food water. Evaluations on lake sediment made it clear that East African lakes did in fact play a major role in the explanation of why and when hominin species migrated out of East Africa but after much speculation, it seems as though â€Å"we may have to consider that climate was not lways the underlying cause and that intrinsic social factors and interspecies competition may have play a significant role† (Ferro 1). How to cite Did Climate Effect Human Evolution, Papers

Human Resource Function in Recruitmentâ€Free Samples for Students

Question: Discuss About Human Resource Function in Recruitment? Answer: Introduction The human resource management (HRM) focuses in HR research, employee assistance, compensation and labor unions thus helping employee work effectively towards realization of organizational goals (Christensen Rog, 2008). Aligning human resource functions with strategic plan help organization in many ways. It helps in career development of employees through training to equip them with skills necessary to do their jobs. HR function helps in selection and staffing to effectively achieve strategic goals. This ensures that there are right people to do a given job. The HR understand the strategic plan of organization and therefore they ensure that plan is workable from the start by finding right people (Alagaraja, 2013). Impact of current global conditions on HRM recruitment practices Current global conditions such as political, technological, economic and legal factors have changed HRM practices. The global conditions can be regarded as uncontrollable factors and thus the HRM needs to change to accommodate such external factors. The globalization has encouraged diversity recruitment within organization so as to interact with consumers and stakeholders from diverse languages, social background and cultures (Breaugh, 2008). HR has to hire employees from equally diverse backgrounds. The organization recruits diverse workforce who contribute range of ideas to stimulate organizational growth and improve on its performance. Globalization has also pushed for professional development so as to provide employees with opportunities for career development. HRM in organizations therefore organizes for resources to allow employees earn university degree or sponsor employees to attend conferences and networking events (Tsao et al., 2016). Globalization has further influenced HRM to put more emphasis on training. Training focuses on needs of individual employees. The staff in call centers are usually offered language classes to develop best communication skills to interact with clients globally. Globalization has further pushed for acquisition of equipment and software to reach out to the rest of the world necessitating training of staff on its use. Business serving global customers has to understand how to apply law across jurisdictions (Shen et al., 2009). The tax and labor law may differ across different countries and thus organization has to understand these laws since breaching may results in serious impact like damaging companys reputation or spending huge finance for legal purposes (Tsao et al., 2016). A process to select and recruit new employees in Qantas Airline Qantas Airline is one of leading airline based in Australia that offers air transport services across the world. The organization has developed effective recruiting system for new employees to align with organizational goals. The process start with identifying the vacancy and evaluating the skills needed for the job. This helps in hiring the right person for the role. The HR must align the staff skills with organizational goals. The second step is to develop position description so as develop questions and evaluations for the interview (Qantas, 2017). The job description articulates responsibilities and qualifications to attract suitable candidates. Qantas Airline HR identifies essential functions, position purpose, minimum requirements and preferred qualification. The third step is development of recruitment plan that serve to attract best candidate as well as inclusion of women and underrepresented groups like individuals living with disabilities. The recruitment plan further stipu late advertising channels for the position (Noe et al., 2006). The next step is selecting search committee consisting of more than one person to avoid biases. This is followed by posting position and implementing recruitment plan. The post position is posted in the companys website as well as local newspapers. The candidates apply the job by completing electronic application and submitting their resume and cover letters. The sixth step is review of applicants and develop short listed candidates. The next step is conducting interview that could be virtual or panel interview. During interview the committee interact with candidates to learn more about prospective employee. The last step is selecting hire after committee discuss interviewees and compare their performance based on selection criteria. This process has made Qantas effective in recruiting most suitable employees who will work to deliver organizations goals. The company has tried to standardize recruitment procedure by posting guidelines on its websites. Qantas have a career site that list vacant positions and description of relevant skills and experience to guide the potential applicants before submitting their application online. Just like many other institutions, Qantas Airline emphasizes on the CV that is up to date to increase chances of being short-listed. The assessment procedure of applicants involves combination of interview, psychometric testing and tray of exercises. The critical part is its policy that ensure that applicants confidential information is managed to maintain privacy. The company further requires applicants to adhere to residency and visa requirements depending on the country where the position will be based (Qantas, 2017). Challenges for recruiting the workforce in Qantas Airline Qantas Airline is striving to be competitive in transport industry by recruiting and retaining high skill and talented workforce. The Australian firms have recently faced challenges of attracting and retaining staff particularly recruiting the right staff during the first round. He cost of recruiting new employees is reported to be significantly high for Australian firms due to legal requirements (Hutchings, De Cieri Shea, 2011). It is therefore vital for Qantas Airline to address the following challenges in order to gain competitive advantage out of best workforce. Diversity recruitment challenge Diversity recruitment is known to increase productivity of organization due to pooled talents and skills that enhances creativity and innovation within the organization (Pitts, 2009). The transport industry including road, air or rail has had challenged in implementing diversity recruitment to get workforce from diverse background like age, disability, sexual orientation, ethnicity, race, nationality religion and veteran status among others. The main concern for Qantas Airline in diversity recruitment is to get more women to occupy more technical jobs like pilots, top management job and ICT. The organization has had for a long time finding difficult to find women who suits the advertised top jobs particular from Australia. This is replicated globally due to few women taking engineering courses (Hill Corbett St Rose, 2010). The diversity requirement is necessary to achieve success in airlines when competing in a global economy. The benefits of having diverse workforce include rapid growth of organization, maintenance of high revenues and profits, increased productivity, build of solid infrastructure, better customer service delivery and increased innovativeness (Stevens, Plaut Sanchez-Burks, 2008). Workplace diversity can be achieved through diversity recruitment however, poor implementation of recruitment policies hamper realization of the dream. It is reported that there persist minimal cases of inequality, discrimination and workplace exclusion in Qantas Airline thus hampering diversity recruitment. Lack of support and commitment from top management has slowed realization of workplace diversity in the company. The recent changes in HR department is expected to increase financial performance of Qantas (HCA, 2015). Scarcity of workforce The larger portion of transport requires personnel for hospitality and customer care due to stiff competition in air transport as a result of globalization. In the recent times, Qantas Airline saw the need to adopt technology in its process due to huge technological demands impacting the transport industry. It is reported that many customers globally are preferring electronic forms of purchases especially making orders and making payments (Neiberger, 2008). The technological advancement has helped the company to serve its customers well. However, Qantas has find it challenging to find potential employees that has the ability and skills to maintain highest level of technical competency when it comes to upholding safe and ethical practices with regard to use of technology. A recent study by Hampson et al. (2015) reveals that Australia is among the countries that is likely to be hit hard by global workforce shortage in aircraft maintenance and is estimated to be 30% by 2025. Some of the reasons lowering availability of workforce in aircraft industry in Australia is stiff regulations pertaining training and licensing. Some of the proposed means to address the problem include expansion of training facilities, keeping the engineers productively employed to provide their requisite skills until market demand revives, reforming learning and other training institutions to ensure that new generation of highly qualified engineers are delivered to the market and harmonizing career paths to maintain balance in workforce joining aviation and aerospace manufacturing (Hampson et al., 2015). It is therefore imminent that Qantas find creative solution to attract and retain skilled workforce for the technical support, managerial position, pilots and customer care. High cost of recruitment Qantas faces a major challenge of high cost both direct and indirect that is associated with hiring. The company has relied for long term job advertisements on its website, however, due to inefficiency the company has resorted to combine website with other forms of advertisement for job vacancies including print media especially local newspapers and television channels. Qantas experiences huge cost of advertising for the available vacancies apart from paying recruitment consultants and agencies especially when hiring employees to take senior positions. The skill and talent shortages in Australia for air transport sector is proving too expensive for transport firms. Qantas has to put up with high cost associated with hiring and training new employee. Gap required to fill a given position with right staff result in loss of productivity. Another challenge is balancing skills and experience during recruitment. It is reported that many organizations in air transport sector in Australia values a candidate with more experience over qualifications. It is important to recognize that each job requires set of skills and it is therefore important for organization to balance between skills, qualification and organizational branding. In the US, a major problem of workforce is manifesting itself as baby boomers are retiring faster compared to aging workforce. This creates challenge in transferring knowledge to productive young labor force required to attain competitiveness. Complicated hiring process Qantas has long process of hiring starting from advertisement until selection thus slowing hiring process (Sarina Lansbury, 2013). The first step involving pre-qualification encompasses viewing CV and other documents of applicant. The detailed application process further requires applicant to provide more information that requires more time for reviewing. Consequently, competency and long interviews are conducted stepwise in interval of more than a week. Similarly, skills exams and background check take significant time and some potential employees may lose hope of getting job due to lengthy procedures (Sarina Wright, 2015). Inability to offer competitive salary packages The availability of information to the employees has made it easily for them to find firms that offer competitive packages. Qantas is not able to offer high salary to its employees due to its strategy to lower prices for its customers particularly fair in order to remain competitive (Graf, 2005). As a result, the low profitability has forced company to offer low salaries to its employees. Since the company that offers more wages and salaries is able to win talented workforce, Qantas misses this opportunity. Conclusion Qantas Airline has great opportunity of performing effectively after is address challenges associated with recruitment. It can be concluded that the major challenges facing recruitment in Qantas include challenge of achieving diversity recruitment, scarcity of skilled workforce, high cost of recruitment, complex recruitment procedure and inability to offer competitive salary packages. It is therefore recommended that Qantas adopt creative solution to these problem to recruit and attain highly skilled workforce in order to minimizing operation cost and increase profitability. References Alagaraja, M. (2013). Mobilizing organizational alignment through strategic human resource development. Human Resource Development International, 16(1), 74-93. Breaugh, J. A. (2008). Employee recruitment: Current knowledge and important areas for future research. Human Resource Management Review, 18(3), 103-118. Christensen H. J., Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), 743-757. Graf, L. (2005). Incompatibilities of the low-cost and network carrier business models within the same airline grouping. Journal of Air Transport Management, 11(5), 313-327. Hampson, I., Fraser, D., Quinlan, M., Junor, A., Gregson, S. (2015). The Future of Aircraft Maintenance in Australia: Workforce Capability, Aviation Safety and Industry Development. HCA. (2015). How HR helped to transform Qantas. Retrieved on May 17, 2017 from https://www.hcamag.com/hr-news/how-hr-helped-to-transform-qantas-209442.aspx. Hill, C., Corbett, C., St Rose, A. (2010). Why so few? Women in science, technology, engineering, and mathematics. American Association of University Women. 1111 Sixteenth Street NW, Washington, DC 20036. Hutchings, K., De Cieri, H., Shea, T. (2011). Employee attraction and retention in the Australian resources sector. Journal of Industrial Relations, 53(1), 83-101. Neiberger, C. (2008). The effects of deregulation, changed customer requirements and new technology on the organisation and spatial patterns of the air freight sector in Europe. Journal of Transport Geography, 16(4), 247-256. Noe, R. A., Hollenbeck, J. R., Gerhart, B., Wright, P. M. (2006). Human resource management: Gaining a competitive advantage. Pitts, D. (2009). Diversity management, job satisfaction, and performance: Evidence from US federal agencies. Public Administration Review, 69(2), 328-338. Qantas. (2017). Recruitment Process. Retrieved on May 17, 2017 from Qantas Airline: https://www.qantas.com/travel/airlines/recruitment-process/global/en. Sarina, T., Lansbury, R. D. (2013). Flying high and low? Strategic choice and employment relations in Qantas and Jetstar. Asia Pacific Journal of Human Resources, 51(4), 437-453. Sarina, T., Wright, C. F. (2015). Mutual gains or mutual losses? Organisational fragmentation and employment relations outcomes at Qantas Group. Journal of Industrial Relations, 57(5), 686-706. Shen, J., Chanda, A., D'netto, B., Monga, M. (2009). Managing diversity through human resource management: An international perspective and conceptual framework. The International Journal of Human Resource Management, 20(2), 235-251. Stevens, F. G., Plaut, V. C., Sanchez-Burks, J. (2008). Unlocking the benefits of diversity: All-inclusive multiculturalism and positive organizational change. The Journal of Applied Behavioral Science, 44(1), 116-133. Tsao, C. W., Newman, A., Chen, S. J., Wang, M. J. (2016). HRM retrenchment practices and firm performance in times of economic downturn: exploring the moderating effects of family involvement in management. The International Journal of Human Resource Management, 27(9), 954-973.