Kinetics study of membrane anaerobic system (MAS) in palm oil mill effluent (POME) treatment / Abdurrahman Hamid Nour … [et al.]

Increasing demands in palm oil industry resulting in the increase in production palm oil. It is then creating a major problem in disposing the waste to be treated in appropriate ways. The governments are forced to look for alternative technology for the palm oil mill effluent (POME) treatment because the demand of oil increases with the awareness on increasing environmental issue. Therefore, a new technology must be found in order to reduce energy consumption, to meet legal requirements on emission and for cost reduction and also increased quality of water treatment. Membrane Anaerobic System (MAS) is a promising alternative way to overcome these issues. In this study, the efficiency of the MAS performance increases to 99.03% in ten days operation. The application ofMonod, Contois and Chen & Hashimoto models were used to analyze the performance of MAS for treating POME. The results from the experiment show the substrate removal model is well fits for estimation of kinetics membrane anaerobic system. Amongst them, the Contois and Monod models predicted the bio-kinetic reactions of the MAS very well with coefficient of determination (R2>97%) values. The MAS bioreactor was created to be an improvement method as well as successful biological treatment since the graph shows linearized which is in good agreement with reported in literature

Birds of a Feather can Butt Heads: When Machiavellian Employees Work with Machiavellian Leaders

Machiavellians are manipulative and deceitful individuals willing to utilize any strategy or behavior needed to attain their goals. This study explores what occurs when Machiavellian employees have a Machiavellian leader with the same negative, manipulative disposition. We argue that Machiavellian employees have a negative worldview and are likely to trust their leaders less. This reduced trust likely results in these employees experiencing higher stress and engaging in more unethical behavior. In addition, we expect these negative relationships to be exacerbated when such followers experience Machiavellian leadership. Thus, we test a moderated mediation model assessing whether Machiavellianism affects employees and whether combining Machiavellian leaders and Machiavellian employees is toxic in the sense of exacerbating the negative impact of Machiavellianism on employee trust. Results do not support the proposed conditional indirect effect of trust for either stress or unethical behavior. Instead, we find a conditional direct effect of employee Machiavellianism on both trust and stress: When Machiavellian employees have Machiavellian leaders, their trust in their leader significantly decreases, and their level of stress significantly increases. We also find support for an unconditional indirect effect of trust for employee stress (but not for unethical work behaviors), Machiavellianism in employees relates to stress via lowered trust in the leader. For unethical behavior, we only find a main effect of employee Machiavellianism