FARQ y Archiprix International : una relación inspiradora

Artículo origina

Late Glacial to mid Holocene lacustrine ostracods from southern Anatolia, Turkey:A palaeoenvironmental study with pollen and stable isotopes

This study investigates the ostracod assemblages obtained from a sediment core from a paleolake in the Sağlık plain in south-central Anatolia (Turkey). In addition to ostracods, oxygen and. carbon stable isotopes of ostracod shells were analysed and pollen analysis of the core undertaken. The sediments comprise the Late Glacial and early Holocene interval with an approximate 14C age from 18,000 to 6700 14C years ago, after applying a correction for reservoir effects. Eight podocopid ostracod species were recorded, among them Cyprideis torosa and Candona sp. which were used for stable oxygen and carbon isotope analyses. C. torosa dominated during the Late Glacial while Candona sp. dominated most of the early Holocene assemblages. Both forms of C. torosa disappear abruptly close to the onset of the Holocene. Around this time, ostracod preservation was dominated by many black coloured valves and carapaces. Based on ostracod assemblage data and isotope analyses, relatively wet phases were identified for the Older Dryas, Younger Dryas, and during the mid-Holocene at around 7500 14C years ago. Relatively dry phases were identified during the Allerød interstadial, at the end of YD, and at about 6700 14C years ago. An oligotrophic and brackish lake persisted until shortly before the end of the YD, when, according to the δ 13C values, conditions gradually became more eutrophic. The sudden disappearance of C. torosa at the end of the YD seems the consequence of anoxic bottom water conditions and/or eutrophication. Alternating wet and dry phases characterize the early Holocene, with a longer period of wet and oligotrophic conditions around 7500 14C years ago (ca. 8300 calBP). Ostracod assemblages and isotope records indicate a dry and more productive lake around 6700 14C years ago (ca. 7550 calBP)

The Impact of Management Control on Employee Motivation and Performance in the Public Sector

This study examines the relations among various types of management control, intrinsic and extrinsic motivation, and performance in the public sector. We draw on motivation crowding theory and self-determination theory to argue that four different types of management control (i.e. personnel, cultural, action, and results control) are likely to have an influence on intrinsic motivation and/or extrinsic motivation. We test a structural equation model using survey data from 105 similar departments in the public sector. Our findings indicate that the use of personnel and cultural controls is positively associated with employees’ intrinsic motivation, and that the use of results controls is positively associated with employees’ extrinsic motivation. Moreover, both intrinsic motivation and extrinsic motivation are positively associated with performance. Taken together, these findings support the idea advocated by New Public Management proponents that results control can enhance employee motivation and performance in the public sector. However, the findings also highlight an essential nuance; in addition to results control, personnel and cultural controls are also important, as they enhance intrinsic motivation and performance. This implies that a sole focus on results control is too narrow and can lead to suboptimal levels of employee motivation and performance in the public sector

Hoe werken combinaties van management control-elementen? Tweeledigheid en dynamiek

Het geheel is soms meer en soms minder dan de som der delen. Om de effecten van management control (MC)-elementen zoals organisatiewaarden, prestatiemetingssystemen en budgetten te begrijpen, dienen ze in samenhang bestudeerd te worden. In dit artikel bespreken de auteurs hoe verschillende MC-elementen elkaars effectiviteit kunnen beïnvloeden. Ook wordt stilgestaan bij de vraag wat het betekent dat relaties tussen MC-elementen tweeledig en dynamisch kunnen zijn. Verder wordt ingegaan op de spanning die tussen MC-elementen kan ontstaan als ze gezamenlijk worden gebruikt. Daarnaast wordt aan de hand van een casestudie getoond hoe managers met dergelijke spanningen tussen MC-elementen kunnen omgaan