Estimating Percent Residue Cover Using the Line-Transect Method

Leaving crop residue on the soil surface is one of the easiest and most cost-effective methods of reducing soil erosion. Research in Nebraska and other midwestern states has shown that leaving as little as 20 percent of the soil surface covered with crop residue can reduce soil erosion by one-half of what it would be from residue-free conditions. Greater amounts of residue cover will further reduce erosion. Many Conservation Plans specify crop residue management or residue left on the soil surface as the primary erosion control method. Generally, the amount of cover required after planting ranges from 30 percent to as much as 85 percent. Thus, it is important to accurately determine percent residue cover to verify effective erosion control and compliance with a Conservation Plan. Residue cover cannot be estimated merely by looking across a field. Such estimates, often attempted from the road or edge of the field, grossly overestimate the actual amount of cover. Accurate estimates of residue cover can only be obtained from measurements taken within the field, while looking straight down at the soil and residue. Crop residue management, or leaving residue on the soil surface, is the most cost-effective method of reducing soil erosion available to Nebraska farmers. Accurate measurements of percent residue cover are needed to determine if enough cover is present to adequately reduce erosion and to comply with a Conservation Plan. The line-transect method is one of the easiest and most accurate methods of determining percent residue cover

Results of the 1997 Illinois Deer Hunter Survey

Administrative ReportReport issued on: July 17, 200

Technology Transfer Versus Transformation

Research defines technology transfer from the viewpoint of business processes and personnel skills (Rogers, Takegami & Yin, 2001). The focus is on action to adapt and embrace an existing technology to gain efficiency (Gilsing et al., 2011). We examine this phenomenon as innovation based on the ability to transfer existing needs, desires, behaviors, and expectations to new technology. We find technology is adopted when transfer opportunities become manifest and each transfer builds upon its predecessor to create transformation in the long term. This relationship between transfer and transformation gradually builds technology adoption across chasms of the S-curve technology innovation curve

Highly Effective Teams: A Relational Analysis of Group Potency and Perceived Organizational Support

Group potency is one key determinant shown to positively influence the effectiveness and performance of groups and teams. This article presents research on potency of work groups in higher education and perceived organizational support as an antecedent. A total of 192 working professionals who were either holding or earning advanced degrees in human resource development, education, or consumer and family sciences completed questionnaires to determine the association of these two variables. The data were analyzed at the individual and group levels, and findings reveal there is a significant positive relationship between group potency and perceived organizational support

H1B: A Definition

A brief, 2-page explanation of H1B visas from the Praeger Handbook of Human Resource Management, 2009

Nice Guys (and Gals) Finish First: Ethical Leadership and Organizational Trust, Satisfaction, and Effectiveness

In this study we examined the relationship between ethical leader behavior and organizational trust, satisfaction with organizational outcomes, and perceived organizational effectiveness. A survey of working adults revealed that perceptions of ethical leadership are positively related to collective trust levels. Those who believed that their leaders acted as moral persons and moral managers rated their organizations as more competent, open, concerned for employees, and reliable while identifying more strongly with their employers. They also reported higher satisfaction with organizational outcomes and considered their organizations to be more effective. Direct supervisors were perceived as more ethical than CEOs. These findings provide further evidence that ethical leaders also function as effective leaders. Implications for the study and practice of leadership are identified

Closing Comments on ‘Leading for Innovation’: We’ve Only Just Begun

The Problem: Insights and recommendations on developing leaders of creative efforts have been offered from various scholars and practitioners in this issue. However, we felt it would best serve the overall effort of this issue to provide several specific linkages between the overall themes presented. The Solution: In this closing piece, we briefly summarize the articles within this issue of Advances in Developing Human Resources. Stakeholders: This synthesis is intended to integrate key aspects of each article within the issue in order to stimulate further thought, and eventually action, for scholars and practitioners in Human Resource Development (HRD) and other related field