Whiting, Indiana Saturday, August 27, 1955 Sunrise, 6:11 a.m. Its 80 degrees in the shade, and most of the citys residents are still trying to sleep off an airless, oppressive night. But inside the plant at Whitings biggest employer (and one of the worlds largest oil refineries), something has gone horribly wrongsomething that threatens to destroy the entire community. The clock changes. 6:12 a.m. This is the story of what happened at One Minute After Sunrise on that cataclysmic day in 1955, spoken in the words of the people who lived through it. Its the story of how, in the passing of a single instant, their lives and their community were changed forever.
Whiting, Indiana Saturday, August 27, 1955 Sunrise, 6:11 a.m. Its 80 degrees in the shade, and most of the citys residents are still trying to sleep off an airless, oppressive night. But inside the plant at Whitings biggest employer (and one of the worlds largest oil refineries), something has gone horribly wrongsomething that threatens to destroy the entire community. The clock changes. 6:12 a.m. This is the story of what happened at One Minute After Sunrise on that cataclysmic day in 1955, spoken in the words of the people who lived through it. Its the story of how, in the passing of a single instant, their lives and their community were changed forever.
Managing Employee Performance and Reward critically examines contemporary theory and practice in these central fields of human resource management (HRM), providing a comprehensive overview of the key concepts and topics, and draws on a wide range of case studies to demonstrate the theories. The book provides an analysis of the crucial literature on remuneration and performance management, exploring the main theories, debates and practices. The book seeks to provide students with a thorough understanding of the debates associated with issues of work motivation, pay equity, performance management ethics; the methods of pay and performance management; the systems of performance pay; and the options and issues facing managers. It encourages students to form a critical understanding of the debates it raises by providing an overview of the alternatives.
Why do some marriages grow stronger in the face of conflict or stress while others dissolve? In this book, two pioneering researchers present a groundbreaking theory of how mutually responsive behaviors emerge—or fail to emerge—in relationships. Illustrating their findings through the vivid stories of four diverse couples, the authors explore how conscious considerations interact with unconscious impulses to foster trust and commitment. Compelling topics include why marriages have such different personalities and what makes partners truly compatible. Also discussed are implications of the model for helping couples sustain satisfying relationships and improve troubled ones.
This volume presents seminal empirical findings that show how basic motivations to be safe from being hurt and find value and meaning control how people feel, think, and behave in close relationships. Integrating ideas from the interdependence, goals and embodiment literatures, the authors put a provocative new spin on close relationships. They highlight how motivations infuse romantic life through the vivid and evolving stories of four couples confronting different challenges in their relationship. This book is essential for social psychologists and will also be valuable to clinicians who work directly with couples to effect more happy and stable relationships.
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