Examining The Concept Of Motion Capture Film Studies Essay

Examining The Concept Of Motion Capture Film Studies Essay MoCap technology has revolutionary technology quickly, especially technologies that use in movie and games industries, MoCap has come a critical role in the creation of animation as smooth as real. The report will begin mentioned about MoCap technology such as what it is , How it useful , and Who will use this type of technology to bring more understanding to the readers. After that the report will focus on the Weta digital, a world s leading film studios which has continued to develop MoCap technology until it is highly successful. Nowadays, MoCap is use in many famous movies such as many characters in Beowulf, alien characters in District 9, character Gollum in Lord of the Rings trilogy, a giant gorilla named Kong in King Kong, and etc. And for more knowing about MoCap, so that Avatar , an epic movie which had the most gorgeous computer graphic (CG) details, was chosen for being an example of the latest evolution of MoCap. Besides, this movie was greatly well-known and also influences the revolution of film industry explicitly as well. WHAT IS MOCAP? MoCap is an abbreviation of Motion Capture; this technology is a process by which movement is digitally recorded. The technique was originally used for military tracking purposes and in sports as a tool for biomechanics research which focused on the mechanical functioning of the body, like how the heart and muscles work and move. In the last twenty-five years, motion capture has become an essential tool in the entertainment business, giving computer animators the ability to make non-human characters more life-like. Its a technology used in animated films and television as well as video games. Historically, MoCap in animated movies was created using an extension of the rotoscoping technique. In this technique, an actor is filmed making certain movements or gestures while wearing markers on specific points of his or her body. Each marker in each frame of film is then manually encoded into the computer. As animation software improved, it became possible to apply an algorithm to the markers that attach them to a 3D object, creating what is now called motion capture. MoCap can be categorized by their four primary input methods which are Prosthetic, Acoustic, Magnetic, and Optical method. 1. Prosthetic (or mechanical) method: This is one of the early methods for capturing the motion from various parts of human anatomy. These methods include simple on/off type of motion detection systems as well as complex motion tracking systems. The latter type of prosthetic motion capture could be an ideal approach if it wasn t for the complex mechanical requirements and the performance-inhibiting qualities generally associated with such designs. However, the type of data provided could be clean rotational data collected in real time without any occlusion problems. This method is based on a set of armatures which must be attached all over the performer s body. The armatures are then connected to each other by using a series of rotational and linear encoders. These encoders are then connected to an interface that can simultaneously read all the encoders in order to prevent data skewing. Finally, through a set of trigonometry functions, the performer s motion can be analyzed. These de sign restrictions seem to be quite difficult to overcome, and will probably limit the use of these type of devices for character animation. 2. Acoustic method: Acoustic capture is another method currently used for performance capture. This method involves the use of a triad of audio receivers. An array of audio transmitters is strapped to various parts of the performers body. The transmitters are sequentially triggered to output a click and each receiver measures the time it takes for the sound to travel from each transmitter. The calculated distance of the three receivers is triangulated to provide a point in 3D space. An inherent issue with this approach is the sequential nature of the position data it creates. In general, we would like to see a snap shot of the performer s skeletal position rather than a time skewed data stream. This position data is typically applied to an inverse kinematics system(1) which in turn drives an animated skeleton. One of the big advantages of this method is the lack of occlusion problems normally associated with optical systems. However, there seems to be several negative factors associated with this method that may or may not impede its use. First, there is the fact that the cables can be a hindrance to various types of performances. Second, the current systems do not support enough transmitters to accurately capture the personality of the performance. Third is the size of the capture area, which is limited by the speed of sound in air and the number of transmitters. In addition, the accuracy of this approach can sometimes be affected by spurious sound reflections. 3. Magnetic method: This is a popular method used for performance capture. Magnetic capture involves the use of a centrally located transmitter, and a set of receivers which are strapped on to various parts of the performer s body. These receivers are capable of measuring their spatial relationship to the transmitter. Each receiver is connected to an interface that can be synchronized so as to prevent data skew. The resulting data stream consists of 3D positions and orientations for each receiver. This data is typically applied to an inverse kinematics system to drive an animated skeleton. This magnetic approach shares the same lack of occlusion problems with the audio method. But it also shares the same negative factors such as the hindrance of cables, lack of sufficient receivers and the limited capture area. In addition, being magnetic the system is affected by any sizable areas of metal in the vicinity of the capture area, such as girders, posts, etc. 4. Optical method: Optical systems have become quite popular over the last couple of years. These systems can offer the performer the most freedom of movement since they do not require any cabling. Optical systems incorporate directionally-reflective balls referred to as markers which attach to the performer. Optical systems require at least three video cameras, each of which is equipped with a light source that is aligned to illuminate the field of view for that camera. Each camera is in turn connected to a synchronized frame buffer(2). The computer is presented with each camera view in order to calculate a 3D position of each marker; the resulting data stream therefore consists of 3D position data for each marker. This data is typically applied to an inverse kinematics system, to animate a skeleton. One typical problem with optical systems is the fact that it is quite easy for the performer to occlude, or hide, one or more markers thus creating holes in the data stream. Adding more cameras and/or more markers can minimize this occlusion problem. However, adding more cameras makes tracking each marker more complex, resulting in increased CPU time. Increasing the number of markers can result in exponentially increasing the confusion factor, i.e. keeping track of which marker is which. Optical systems are also limited by the resolution of the cameras and the sophistication of their tracking software. >> http://www.wisegeek.com/what-is-motion-capture-technology.htm >> http://vizproto.prism.asu.edu/classes/sp03/motioncapture.htm WHO USES MOCAP? Films: MoCap is being used more and more in films nowadays. MoCap based animation is essential for creating characters that move realistically, in situations that would be impractical or too dangerous for real actors (such as characters falling off the ship in Titanic. MoCap was also used extensively in Titanic for filler characters (fit in between real actors) or in situations with virtual camera fly-bys over a virtual ship. Many of these shots would have been difficult or impossible to do with real cameras and a real ship, or real models, so virtual models, actors, and cameras were used. Some film characters require the use of MoCap, otherwise their animation seems unreality. More and more independent companies are starting to put together desktop studios The idea of two or three people creating an entire movie isnt that far off, if MoCap is used correctly. The Gypsy(3) is ideal for small and large shops. MoCap animation can be done very quickly and inexpensively, without scheduling expe nsive motion capture sessions in a studio. Games: Game development is the largest market for MoCap. With games drawing as much revenue as movies, it is easy to see why game development often calls for enormous quantities of MoCap. The immense competition to produce the coolest game possible (thus becoming a top-seller hopefully) means that greater production capabilities mean higher quality. More time is left for aesthetic finishing touches and fine-tuning of game play. Generally there are two main types of 3D character animation used in games: Real-time playback vs. cinematics. Real-time allows the game player to choose from pre-created moves, thus controlling the characters moves in real-time. Cinematics are the fully rendered movies used for intros and cut-scenes. Often the last part of game production, or a process that is sub-contracted to a separate studio, cinematics are generally not essential to game-play, but do add a lot of appeal to the game, and help immensely with story development and mood generation. Video and TV Performance Animation: Real-time motion is becoming popular for live television broadcasts. MoCap can be used to place a virtual character within a real scene, or to place live actors within a virtual scene with virtual actors, or virtual characters within a virtual scene. MoCap for real-time broadcast requires mock-ups of any non-standard physiology (big stomachs, tails, etc.) to keep the performers motions from causing the characters limbs to interpenetrate its body. Joint moving limits on the shoulders and knees. A real-time adaptation feature such as Film BOX Animations real-time motion mapping (from the performers skeleton to a different proportioned characters skeleton) is essential when the characters body is very different from the actors body. When combining a live elements with virtual elements the real and virtual cameras must share the same properties (perspective, focal length, depth of field, etc.) otherwise the illusion looks strange. Post-Production for Ongoing Series: MoCap for ongoing series is becoming very popular. Creating a weekly show without MoCap invariably causes shows to be late or production studios to go bankrupt. Having an efficient MoCap pipeline is essential to the success of an ongoing character animation based series. Web: MoCap is ideal for the web, whether used to create virtual hosts or greeting cards. As the web becomes more sophisticated and bandwidth(4) increases, MoCap will help bring a human element to the web, in the form of characters that viewers can relate to and interact with. Live Events: MoCap generated Performance Animation can be thought of as Improvisation meets Computer Graphics (CG) . At trade shows, meetings or press conferences, a good improviser acting through a CG character in real-time can create a very intriguing lasting experience for the viewer. Integration with live actors further helps create a fascinating experience. Scientific Research: MoCap is useful for perceptual research. By presenting test subjects with abstract movements, distilled from motion capture data, repeatable experiments can be developed that provide insights into human perception. Biomechanical Analysis: Biomechanical analysis for rehabilitation purposes relies extensively on MoCap, for its ability to produce repeatable results. MoCap can be used to measure the extent of a clients disability as well as a clients progress with rehabilitation. MoCap can also help in effective design of prosthetic devices. Engineering: MoCap is essential for producing product designs that are ergonomically practical, as well as designs for physical products that are comfortable and appealing. Even though there are restrictions of these systems. Optical systems are easily occluded and require a large distance between the subject and the cameras. Magnetic systems have major problems with metal in the capture space. Education: MoCap training can make a huge difference in an animators training. While access to MoCap is not a substitute for developing good art skills and good traditional character animation abilities, it can go a long way towards making someone more employable. Virtual Reality (VR): MoCap is indispensable for VR training applications. It makes for much better immersion than using a joystick or a positional handle. >> http://vizproto.prism.asu.edu/classes/sp03/motioncapture.htm TECHNOLOGIES IN FILM BEFORE BECOMING MOCAP 1971: Metadata An experimental 2D animated short by Peter Foldes drawn on a data tablet, who used the worlds first key frame animation software, invented by Nestor Burtnyk and Marceli Wein. 1973: Westworld First use of 2D computer animation in a significant entertainment feature film. The point of view of Yul Brynners gunslinger was achieved with raster graphics. 1976: Futureworld First use of 3D computer graphics for animated hand and face. Used 2D digital compositing to materialize characters over a background. 1977: Star Wars First use of an animated 3D wire-frame graphic for the trench run briefing sequence. 1981: Looker First CGI human character, Cindy. First use of shaded 3D CGI as we think of it today. 1981: Wolfen First use of in-camera effect for thermal vision sequence (see Predator). 1982: Tron Extensive use (15 min. fully computer generated) of 3D CGI including the famous Light Cycle sequence. Also includes very early facial animation (for the Master Control Program). 1983: Rock Rule First animated film to use computer graphics. 1985: Tony de Peltrie First CGI-animated human character to express emotion through his face and body language. 1985: Young Sherlock Holmes Lucasfilm creates the first photorealistic CGI character, stained glass knight with 10 seconds of screentime. 1986: Labyrinth First realistic CGI animal. 1987: Captain Power and the Soldiers of the Future First TV series to include characters modeled entirely with computers. 1990: Total Recall Use of motion capture for CGI characters. 1990: RoboCop 2 First use of real-time computer graphics or digital puppetry to create a character in a motion picture. 1991: Terminator 2: Judgment Day First realistic human movements on a CGI character. First use of a personal computer to create major movie 3D effects. 1993: Quarxs First broadcast series of animated CGI shorts. 1993: Jurassic Park First photorealistic CG creatures. 1993: Insektors First computer animated TV series. First use of character animation in a computer animated television series. 1994: ReBoot First full-length computer animated TV series. 1994: Radioland Murders First use of virtual CGI sets with live actors. 1995: Casper First CGI lead character in feature-length film (preceded Toy Story by six months). First CGI characters to interact realistically with live actors. 1995: Toy Story First CGI feature-length animation. 1997: Marvin the Martian in 3D First computer animated movie viewed with 3D glasses. 1999: Fight Club First realistic close-up of detailed facial deformation on a synthetic human. 2001: Final Fantasy: The Spirits Within First feature-length digital film to be made based on photorealism and live action principles. 2001: The Lord of the Rings: The Fellowship of the Ring First use of AI for digital actors (using the Massive software developed by Weta Digital). 2003: The Matrix Reloaded The Burly Brawl the first use of Universal Capture, the combination of dense (rather than point-based) motion capture and per-frame texture capture. 2003: Gollum from the Lord of the Rings trilogy First photorealistic motion captured character for a film, Gollum was also the first digital actor to win an award (BFCA), category created for Best Digital Acting Performance 2004: The Polar Express First CGI movie that used motion capture for all actors. 2009: Avatar First full length movie made using performance-capture to create photo-realistic 3D characters and a feature a fully CG 3D photo-realistic world. >> http://en.wikipedia.org/wiki/Timeline_of_CGI_in_film_and_television WETA DIGITAL: THE WORLD LEADER OF CG STUDIOS Weta Digital is a world leading visual effects company based in Wellington, New Zealand. They provide a full suite of digital production services for feature films and high end commercials, from concept design to cutting edge 3D animation. Weta was formed in 1993 by a group of young New Zealand filmmakers including Peter Jackson, Richard Taylor and Jamie Selkirk. It later split into two specialized halves Weta Digital (digital effects) and Weta Workshop (physical effects). One of Weta s first projects was to provide visual effects for Peter Jackson s film Heavenly Creatures. They went on to work digital magic on Peter s blockbuster movies The Lord of the Rings trilogy and King Kong. And they also work with other Hollywood directors, providing digital effects for box office hits like I, Robot, X-Men: The Last Stand, Eragon, Bridge to Terabithia, Fantastic Four: Rise of the Silver Surfer, The Water Horse, Jumper, The Day the Earth Stood Still, District 9 and The Lovely Bones. Moreover, their teams of digital artists are world-leaders in all areas of visual effects production, including animation, motion capture (MoCap), crowd generation, modeling, compositing, and film scanning and recording. In August 2006, Weta signed on to help James Cameron, a world famous director, to produce Avatar. Production design for the film took several years. The film had two different production designers, and two separate art departments, one of which focused on the flora and fauna of Pandora, and another that created human machines and human factors. In September 2006, Weta was developing and combining its technologies with Cameron s technologies to reach a new level of creative and technological excellence, delivering the film in 3D. This combination renders a great CGI(5) power to both Weta and Cameron through all the process in making an epic movie like Avatar. Most recently James Cameron s Avatar had proven that Weta was the CGI professional. This leaded Weta to win an Academy Award for Best Visual Effects. Their work on the film involved using a new camera system and shooting on a virtual stage. Finally, Weta s reputation was spread throughout the world for the power of creativity and delivery which keeps them in high demand with some of the world s leading film studios and up until now there are very least of the visual effect companies that can match Weta CGI creating potential. >> http://www.wetafx.co.nz/about/ >> http://en.wikipedia.org/wiki/Avatar_(2009_film) MOCAP AVATAR Each of Cameron s film introduces new technologies that change the way people make films. Avatar is the end result of the successful combination of a great talented director and a world class visual effect creator like Weta. Avatar making process step over the limit of the recent film making which supported by the innovation of the two new types of cameras which are the 3D Fusion camera and the Simul-Cam virtual camera, both of them are served as the part of MoCap. 3D Fusion camera: This camera is used for match-move, where you have motion capture CG characters and have to match their moves to composite them into an established shot. There are micro-motors on the Fusion rig to adjust the separation and convergence angle of the stereo Sony F950 cameras. The standard three lens functions of zoom, focus, and iris, plus interocular distance(6) and convergence are all under software machine control. Beam splitters provide the capability of having an interocular of half an inch even though the cameras are four inches wide. The cameras are mounted in the Fusion rig at a 90-degree angle. Simul-Cam virtual camera: A virtual camera with a series of super high intensity LED lighting system that fires off the LEDs in sync with the motion capture cameras running at 20 microsecond exposures, and these active LED markers on the Pace rigs. Therefore, this virtual camera would see the markers, but not see any of the bright live action stage lighting or even the sun, this mean Simul-Cam virtual camera can eradicate a great weakness of an original motion capture camera. >> http://hdusermagazine.com/wordpress/?p=12 The great benefit that can obviously seen while using MoCap in Avatar is its capability in capture a realistic movement of various types of object such as human, animal, and etc. Because all of the creatures and some humanoid characters like Na vi tribe in Avatar are based on an imagination of James Cameron, to shot those creatures by recording their reality life like many other movies did is impossible and almost impossible if the animator have to do every movement of all Na vi tribe characters and creatures in this movie by using only their high speed computers and mouse as well. Moreover, the realistic movement that recording by MoCap technology can persuade people to believe that if there are such kinds of those living things exist in the real world they must live in the same way as they did in film. Besides, there are many flexible way of using MoCap technology to match the diversity of users purpose, this is why MoCap is the best answer for making Avatar. WHICH DEVELOPMENT DIRECTION OF THE MOCAP IS HEADED? The uses of each type of MoCap usually depend on the motion data needed in each type of industry. Thus, the trends of each type of MoCap development are also difference. For example, in the film industry, a lot of research going into optical MoCap due to its flexibility and acceptable quality data while other industry investing in the development of other MoCap type seem to be a better choice due to the higher quality data but have some other restrictions. However, all type of MoCap future development is sharing some similar trends which are as followed: ? Every people in each area of using MoCap expect that this technology can provide them the result with a great accuracy (or quality); including improved physical abilities, so that characters can touch each other and feet meet solidly on the ground. This expectation directly affects the trend of the MoCap and all of the technologies evolution as well. ? When groups of performers are captured simultaneously, the number of polygons available to be digitized for each performer is decreased. Therefore, image quality will also reduce. Many MoCap manufacturer try to solve this problem and make MoCap to grow its ability to capture data from multiple characters. ? For better capturing details, MoCap s preview speed tend to drop down rapidly. Improving the speed of MoCap technology will provide a better use for the consumers. ? Capturing space or so called volume of MoCap is too narrow for a big project like capturing a big group of performers, so that increasing in volume will increase the value of MoCap technology. ? MoCap manufacturing cost is still too high which resulting in MoCap market price is very expensive. If manufacturers can lower the cost, so that consumers and independent artists can easy to access and experiment or even expand the technology much faster. >> http://web.mit.edu/comm-forum/papers/furniss.html INDEX (1) Inverse kinematics: It is the process of determining the parameters of a jointed flexible object such as joints of creature models including humanoid type in order to achieve a desired pose. Inverse kinematics is a type of motion planning. Inverse kinematics are also relevant to game programming and 3D animation, where a common use is making sure 3D characters connect physically to the world, such as feet landing firmly on top of terrain. >> http://en.wikipedia.org/wiki/Inverse_kinematics (2) Frame buffer: It is a video output device that drives a video display from a memory buffer containing a complete frame of data. >> http://en.wikipedia.org/wiki/Framebuffer (3) The Gypsy: It was the worlds first Inertial Gyroscopic Motion Capture System (Gypsy) . Gypsy was able to capture movement using inertial sensors or gyros attached to lycra suit, it records simultaneous action and reaction of performance. It uses 19 customized Inertia Cube (TM) gyroscopic sensors for detecting nuance of movement and optimizing data output, while global translation system promotes precision of actor positioning and can be enhanced by addition of optional ultrasonic tracking technology. System also allows actors to touch or hug without occlusion. >> http://news.thomasnet.com/fullstory/528380 (4) Bandwidth: bandwidth is often used as a synonym for data transfer rate the amount of data that can be carried from one point to another in a given time period (usually a second). >> http://searchenterprisewan.techtarget.com/sDefinition/0,,sid200_gci211634,00.html (5) CGI: It is a short term of Computer-Generated Imagery, this is the application of the field of computer graphics or, more specifically, 3D computer graphics to special effects in films, television programs, commercials, simulators and simulation generally, and printed media. Video games usually use real-time computer graphics (rarely referred to as CGI), but may also include pre-rendered cut scenes and intro movies (or full motion videos) that would be typical CGI applications. >> http://en.wikipedia.org/wiki/Computer-generated_imagery (6) Interocular distance: The distance between the centers of rotation of the eyeballs of an individual or between the oculars of optical instruments. >> http://www.thefreedictionary.com/interocular+distance

The Relative Impact of Recruitment/Selection, Training, and Development for Organizational Effectiveness

This paper discusses the relative impact of recruitment/selection, training, and development for organizational effectiveness. First, recruitment and selection is discussed. Job analysis is very important in the selection process because it provides a realistic job preview and it identifies relevant traits and abilities needed for the job. Furthermore, predictive validity of several selection methods are discussed from which work samples, GMA, tests, and structured interviews are appeared to be the best predictors of future job performance. Second, the impact of training on organizational effectiveness is discussed.Training design issues are discussed, and it is argued that training can increase organizational effectiveness although the effects of training are hard to assess. In addition, training is linked to recruitment and selection in which it is argued that the two HR practices are interdependent. Third, the concept development is discussed in which a distinction has been made b etween team and organizational development. The success of development is highly dependent upon employees’ support. Moreover, the concept strategic human resource management is introduced.This concept entails linking HR practices to the strategic management processes and emphasizing coordination or congruence among different HR practices in order to increase the effectiveness of HR policies. Finally, three different theoretical perspectives on SHRM are discussed; the contingency, the configurational, and the universalistic approach. Introduction Competition, globalization, and continuous change in markets and technology have caused a transformation in the role of human resources (HR) from a traditional administrative to a more strategic role (Beer, 1997).Human resource management (HRM) has become a part of the firm’s strategy and has to be minimized as a cost and maximized as value-adding component (Rogers & Wright, 1998). However, the added value of HRM has been subje ct of debate. Although latest empirical research showed that HRM has an positive effect on performance, the relationships are often weak and the results remain ambiguous (Paauwe & Boselie, 2008). So, there seem to be some indistinctness on what impact human resource practices actually have on organizational performance and effectiveness.This paper will go into this  issue and discuss the relative impact of recruitment and selection, training, and development for organizational effectiveness. First, the concerning concepts will be defined and discussed. Furthermore, the impact of the three separate HR practice on organizational effectiveness will be discussed. Finally an attempt will be made to integrate these HR practices and their effect on organizational effectiveness. Organizational effectiveness In order to discuss the impact of the three HR practices, the concept organizational effectiveness needs to be defined which is a very broad, vague concept and therefore hard to define .Effectiveness refers to the output while taking into account the preset objectives, it is clearly a goal oriented measure (Rogers & Wright, 1998). This definition of effectiveness remains very broad since there are multiple ways to assess or measure outcomes. In this paper the typology of Dyer and Reeves (1995) will be used, who distinguish between four measures of organization outcomes; human resource outcomes (turnover, absenteeism, job satisfaction), organizational outcomes (productivity, quality, service), financial accounting outcomes (return on assets, profits), and capital market outcomes (stock price, growth, returns).Logically, they argue that HR strategies were most likely to have an impact on HR outcomes, followed by organizational outcomes whereas the other two outcomes are more indirectly related. Recruitment and Selection Job analysis and recruitment The first HR practice that will be discussed is recruitment and selection, which is quite essential for organizations s ince it all starts with recruiting and selecting the right employees. An appropriate selection system starts with a job analysis in which the duties a job requires and what skills are needed to perform these duties is being analyzed (Fisher, Schoenfeldt & Shaw, 2003, chapter 4).Job analysis can provide a realistic job preview about what the job will be and therefore reduces early employee dissatisfaction and turnover (Fisher et al. , 2003). Job analysis is also important for the assessment of job performance in for example 360 degree feedback since a job analysis can set performance criteria. In this feedback subjective measures are used which are vulnerable to measurement rating errors like halo-effects (Viswesvaran, Schmidt & Ones, 2005).Nevertheless, subjective measures might be very useful to assess organizational effectiveness, especially in relation to HR practices since subjective measures are mainly used to assess HR or organizational outcomes which are more directly related to HR practices (Dyer & Reeves, 1995). Objective measures involve actual percentage figures for sales growth or profitability which measure financial and capital market outcomes and these are more distal and indirectly related outcomes (Dyer & Reeves, 1995).Once applicants with realistic job expectations are recruited the actual selection process starts. Selection is the process of choosing from a group of applicants the individual best suited for a particular position and organization (Mony, Noe & Premeaux, 2002, p. 175). The recruitment process is very important for this because recruiting the right employees with realistic job expectations has a significant impact on the quality of the selection decision (Mony et al. 2002, chapter 7).Making right hiring decisions is one of the best ways to improve productivity. Therefore, majority of managers recognize employee selection as one of their most difficult and most important business decisions (Mony et al. , 2002). The selection proc ess starts with choosing the right selection instrument. Job analysis is also highly relevant for this since job analysis can identify relevant and specific traits and abilities needed for the job which saves time by not measuring irrelevant traits or abilities (Voskuijl, 2005).The goal of the selection process is to select those applicants who are likely to perform the best on the future job. Therefore, the selection methods used in the selection process need to be valid, especially high predictive validity and/or incremental validity are relevant. Predictive validity refers to observing employee performance over a period of time to determine whether the selection method has differentiate the successful and less successful employees (Mony et al. , 2002).Incremental validity refers to whether the instrument can explain anything additional beyond other instruments. Selection methods Schmidt and Hunter (1998) performed a meta-analysis of 85 years of research in personnel selection pre senting the validity of 19 different selection procedures for predicting job and training performance. They also assessed the incremental validity of selection procedures beyond the predictive validity of general mental ability in order to assess which combinations of methods show the highest validity for job performance.Their results revealed that work sample tests (0,54), GMA tests (0,51), and structured interviews (0,51) show the highest predictive validity for job performance. Schmidt and Hunter (1998) state that GMA can considered to be the primary personnel measure for hiring decisions. More recent findings of Schmidt and Hunter (2004) confirmed this and state that GMA is of critical importance. Salgado et al. (2003) found similar results and argue that there is validity generalization and large operational validities in different occupational groups for predicting job performance and training success with GMA measures.Salgado et al. (2003) found job complexity to be a moderat or; the more complex the job is, the more GMA matters. Regarding the incremental validity above GMA tests, Schmidt and Hunter (1998) conclude that the best combination of selection methods would be the GMA test plus a work sample test (0,63), or plus integrity test (0,65), or plus a structured interview (0,63). Unstructured interviews show a lower predictive validity as well as lower incremental validity above GMA tests compared to structured interviews.According to a meta-analysis of Huffcutt, Conway, Roth and Stone (2001) the most frequently rated construct in interviews in general are basic personality and applied social skills. They also distinguish between unstructured interview and structured interview and found that structured interviews focus more on constructs that have a stronger relationship with job performance like job knowledge and skills, whereas unstructured interviews focus more on general intelligence and education (Huffcutt et al., 2001).So, it seems that unstruct ured interviews mainly measure general mental ability; intelligent people tend to do better on unstructured interviews. Nevertheless, many organizations in the United States rely solely on unstructured interviews (Schmidt & Hunter, 1998) since they have a high face validity; they are transparent and people feel like they have some influence over the results. Although the results of Schmidt and Hunter (1998) show that there are more valid methods available.Since people, as  well as the applicant as the recruiting organization, seem to have a preference for unstructured interviews, they should be used at the end of a selection process where their potential harm is minimalized since only suitable candidates are left. Another selection method which employers often use and believe to be a useful predictor whereas academics believe that they have little predictive validity, is grade point average (Roth, BeVier, Schippmann & Switzer, 1996). The meta-analysis of Roth et al. (1996) however , shows that GPA could be a more valid predictor of job performance than many academics thought.Taking a look at personality inventories as selection tools, Dudley, Orvis, Lebiecki and Cortina (2006) conclude that they are becoming increasingly popular and most researchers agree personality is important for predicting job performance. The five-factor model is the most used method to assess personality, the most important factor for predicting job performance is conscientiousness (Dudley et al, 2006). Schmidt and Hunter (1998) found a predictive validity of 0,31 for conscientiousness tests.Conscientiousness is also a construct that is often measured in interviews, as Huffcutt et al.  (2001) have found that conscientiousness is the single most rated construct in structured interviews and is a good predictor of job performance. Schmidt and Rader (1999) argue that different approaches of structured interviews all measure facets of conscientiousness and GMA which have a known generaliz able validity. There is some dissent whether facets of a broad trait like conscientiousness are also relevant to consider in the prediction of job performance. Research shows that narrow traits or facets show incremental validity above and beyond global conscientiousness (Dudley et al., 2006).Moreover, Schmidt and Rader (1999), and Huffcutt et al. (2001) argue that facets of conscientiousness like responsibility, dependability, initiative, and achievement orientation are important in predicting job performance. So, recruitment and selection have quite some impact on organizational effectiveness provided that the selection system first recruits the right employees and then, in turn the right and relevant selection methods are used to select the best suited applicants for the position.Job analysis is important in this process because it both enables providing a realistic job preview as it identifies the traits and abilities needed for the job, selection methods can be chosen based on that. The selection methods with the highest predictive validity are work samples, GMA tests, and structured interviews in which conscientiousness is a frequently rated construct. However, the predictive validity of these selection methods refers to job performance of that particular job on individual level rather than organizational performance or effectiveness.Nevertheless, choosing the right selection methods and selecting the best employees will probably also increase organizational effectiveness. Training Training design Training and employee development can be defined as ‘a systematic approach to learning and development to improve individual, teams, and organizational effectiveness’ (Kraiger & Ford, 2007, p. 281). Thus, the goal of training is to improve organizational defectiveness. The effectiveness of training programs is often hard to assess, especially at the organizational level where many other factors might interfere and influence the outcomes.Therefore, the training should be designed in such a way to make evaluating effectiveness possible. First, training criteria should be set, without these you cannot determine if the goals were met. Training criteria are classified into two levels: training level and performance level, the latter is most important for assessing the impact of training on organizational effectiveness because performance-level criteria are concerned with the person’s performance on the job rather than in the training setting (Spector, 2006, p. 181).Spector (2006, chapter 7) however, states that one should include criteria at both levels to thoroughly evaluate effectiveness, although some studies show that training is effective at the training level but not at the performance level. In order to assess the criteria a proper design should be chosen. The two most popular designs are: pretest-posttest and control group (Spector, 2006). Pretest-posttest design is intended to evaluate how much participants gained from the training by testing the performance criteria before, and after the training (Spector, 2006).In the control group design, participants are tested only once after the training and are compared with equivalent employees who have not been trained (Spector, 2006). In practice however, the most used design is the post-test with only self-report measures, which is obviously not sufficient for evaluating effectiveness because there is not comparison possible. Besides, self-report measure might not be a valid predictor of performance, as Dysvik and Martinsen (2008) show in their study that student’s subjective reactions to teaching and their consequent performance were not correlated.On the other hand, assessing training effectiveness at organizational-level is also very hard when the control group or pretest-posttest design are used. For the control group design is it hardly impossible to find an equivalent organization in order to make comparison possible. When using the pr etest-posttest design another problem might occur; other factors might emerge during the training process causing increased organizational effectiveness. In an ideal situation the trained entity should be isolated in order to exclude spurious effects, obviously this is hardly impossible too.Furthermore, Spector (2006) points out some factors that should be taken into consideration when designing a training program in order to maximize the transfer of training. Ignoring these factors might result in an training program that does not affect behavior on the job (Spector, 2006). These factors are for example; feedback, training should be as identical to real job situations as possible, and overlearning which refers to giving the trainee practice beyond what is necessary to reach the criteria (Spector, 2006). Effectiveness of training programsAccording to the previous paragraph training can have quite a big impact on organizational effectiveness, provided that the right criteria, design, and design factors are formulated. There are however, different views on the effectiveness of training programs. On the one hand there is the ‘best practice’ view that states that firms that investigate in training and development efforts outperform those who do not. On the other hand, Wright and Geroy (2001) state that ‘the belief that training leads to improved employee and firm performance is myth that equates training with goodness’ (p.586).Campbell and Kuncel (2001) support the best practice view by stating that ‘training is a critical component of effective human resource management’ and that its importance for both individuals as organizations can probably not be overstated. A point of critique to the best practice view is the issue of reverse causality, since already successful organizations tend to invest more in training and development (Tharenou, Saks & Moore, 2007).Moreover, there are studies that argue that the effectiveness of tr aining is dependent on several individual, contextual, and situational factors that might mediate or moderate the relationship between training and organizational effectiveness. Colquitt, LePine, and Noe (2000) attempt to develop an integrative theory of training motivation using a meta-analytical approach. They summarized literature on training motivation including its antecedents, situational and personality variables, and its relationship with training outcomes like declarative knowledge, skill acquisition, and transfer.They argue that more proximal variables, like motivation to learn and transfer of training, mediate between the more distal variables (in this case individual and situational characteristics) and job performance (Colquitt et al. , 2000). Findings of this study indicate that individual characteristics like locus of control, conscientiousness, anxiety, cognitive ability, job involvement, and self-efficacy are significant predictors of training motivation.Also the si tuational factor climate, which refers to trainee’s perceptions about characteristics of the work environment that influence the use of training content on the job, was a significant predictor of training motivation (Colquitt et al. , 2000). Blume. Ford, Baldwin and Huang (2010) performed a similar meta-analysis in exploring the impact of predictive factors on the transfer to training, though they examined these effects in different tasks and contexts.They found that predictor variables like motivation and work environment had stronger relationships to transfer when the focus of training was on open as opposed to closed skills (specific skills) (Blume et al. , 2010). Furthermore, their results confirmed the meta-analysis of Colquitt et al. (2000) by finding positive relationships between training transfer and cognitive ability, conscientiousness, motivation, and a supportive work environment (e. g. climate). Especially cognitive ability is a valid predictor of training succes s (Schmidt & Hunter, 1998; Salgado et al., 2003; Colquitt et al. , 2000).The main difference between these two meta-analysis is that Colquitt et al. (2000) focus on the difference between distal and proximal variables in which training motivation is a more proximal variable, and therefore indicated as a mediating variable. Whereas Blume et al. (2010) do not distinguish between distal and proximal variables, and consider individual characteristics and training motivation to be both predictors of transfer of training. What these two meta-analyses do not show it the eventual impact of training on organizational outcomes.Tharenou, Sasks and Moore (2007) examined this in a meta-analysis from 67 studies. They distinguish between human resource (employee attitude, behavior, and human capital), organizational performance (performance and productivity) and financial outcomes (profit and financial indicators). The results of their review suggest that training is positively related to HR outco mes and organizational performance outcomes, though the effect is small caused by other variables that influence employees attitudes (Tharenou et al. , 2007). In addition, training was only very weak related to financial outcomes (Tharenou et al., 2007).This partly confirms the previous mentioned research of Dyer and Reeves (1995) since Tharanou et al. (2007) suggest that the outcomes more proximally related to training show the strongest correlations. Training and Recruitment & Selection So, one can conclude that training has quite some impact on organizational effectiveness although but this effectiveness is dependent on several variables. Tharenou et al. (2007) for example suggest that the relationship between training and firm performance is mediated by employee attitudes and human capital.Employee attitude is something that can be influenced at the workplace, by for instance creating a supporting work environment, whereas human capital is much harder to directly influence. Huma n capital refers to workforce knowledge, skills, and abilities (KSAs). Some of these KSAs however, can be indirectly influenced by adapting the recruitment and selection process to select employees with characteristics that predict training success. Conscientiousness and general mental ability are the most mentioned individual characteristics that have shown to be good predictors of training success (Salgado et al., 2003; Blume et al. , 2010; Schmidt & Hunter, 1998; Colquitt et al. , 2000).Schmidt and Hunter (1998) argue that when employers are using GMA test to select employees, that employee will have a high level of performance as well as he or she will learn the most from job training programs and will acquire job knowledge faster from experience. This also works the other way around, Connerley (1997) suggests that one of the strategies to attract better employees is to improve the quality of recruiters by training them.This, and the earlier mentioned issue of adapting recruitme nt to select employees that are more likely to benefit from training, shows the interdependency between recruitment and selection, and training in relation to organizational effectiveness. Development The last HR practice discussed in this paper is development which is highly connected to training. Employee development has already been discussed in the previous section about training, therefore this section will mainly focus on team and organizational development.Team developmentThe changing nature of work has led to an increasing shift towards the use of teams which has implications for how teams should be designed to enhance both individual and team performance (DeShon, Kozlowski, Schmidt, Milnerz & Weichmann, 2004). Kozlowski and Ilgen (2006) define team development as ‘an informal process by which group members attempt to create effective social structures and work processes on their own’ (p. 105). They conceptualize team effectiveness as performance evaluated by ot hers, member satisfaction and viability (Kozlowky & Ilgen, 2006).Furthermore, several factors that enhance team effectiveness are pointed out; unit and team climate, team mental models and transactive memory, collective learning, team cohesion, team efficacy and potency, and team regulation skills (competencies, functions, and dynamic adaption) (Kozlowky & Ilgen, 2006). Adair, Hideg and Spence (2013) support the view that team climate, cohesion, and collective learning are important by pointing out the importance of developing shared values in teams. Furthermore, DeShon et al. (2004) examined the role of feedback towards individual and team goals and how this affects resource allocation decisions.They found that teams receiving individual and team feedback were most committed to the team goal (DeShon et al. , 2004). So, these studies mainly point out the importance of team development for team effectiveness. Castka, Sharp and Bamber (2003) go even further by stating that the use of teams is an important means in organizational change and continuous improvement (innovation activities) and that the organizational ability to mobilize their employees in teams for problem solution matters not only to managers, but also to investors (p.29).Investors attach great importance to use of teams and might base their decision to invest based on this (Castka et al. , 2003). Castka et al. (2003) introduce two arguments why organizations can gain from teamwork development. First, organizational teams can improve organizational performance through involvement, learning, and increased communication. Second, as pointed out before, organizations that develop their teamwork and improve their performance due to this increases its value for investors (Castka et al. , 2003).Thus, according to these authors, team development might also have effects on the organizational level and might even affect financial outcomes by referring to investors. Organizational development Weick and Quin ( 1999) argue that ‘from the perspective of organizational development, change is a set of behavioral science-based theories, values, strategies, and techniques aimed at the planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members. on-the-job behaviors’ (p. 363).So, according to them organizational change and development can enhance individual development as well as improving organizational performance by altering organizational members on the job behaviors. As argued before, these behaviors might be enhanced by training or by recruiting and selecting the employees that are most likely to behave in a way that enhances organizational development and performance. Other ways to alter employees’ on-the-job-behavior is using interventions like job rotation, job enrichment, and teambuilding which lead to better organizational outcomes (B uchanan & Huczynski, 2010) and it motivates employees.Piderit (2000) argues that successful organizational change is highly dependent on generating support and enthusiasm from employees for the purposed change. Grant (2011) proposes that end users can imspire and motivate employees by deliviring convincing testimonials of their experiences with the organization, whereas when leaders are the sole source of inspiring messages, they are considered as being uncredible. Organizational development is thus aimed at improving organizational performance, the effectiveness of this aim is to a large extent dependent on employees’ acceptance and support for the development.However, there is some critique on organizational development that it mainly focus on soft attitudes and values, rather than on the hard operational and financial results (Buchanan & Hyczynski, 2010). In addition, the difficulties in assessing and measuring the effectiveness that applied to training programs might also aply to organizatioanl development. Strategic Human Resource Management Although there are some conditional factors that need to be taken into account, the three HR practices discussed in this paper can have quite some impact on organizational effectiveness.The problem often is that it is very hard to assess the sheer effectiveness of these practices on organizational effectiveness. Nevertheless one can conclude that the HR practices mainly have their effect on proximal human resource and organizational outcomes like turnover, job satisfaction, and productivity which in their turn might have effects on financial outcomes. This is seen from a micro or tradition HRM perspective, which covers the sub functions of HR policy and practice.The growing importance of HR for organizational success however, has led to an increasing interest in making HRM a more integral, strategy-driven activity in organizations (Perry, 1993, p. 59). This is called strategic human resource management which ca n be defined as ‘an interdependent bundle of planned or emergent human resource activities that are intended to achieve positive organizational outcomes’ (Maler & Fisher, 2013, p. 23 ). These interdependent bundles of HR practices should be aligned in such a way to complement and strengthen each other (Gruman & Saks, 2011).This is a macro-orientated view of HRM, it differs from traditional HRM on two dimensions, as argued by Wright and McMahan (1992). The first is the vertical dimension which entails the linking of HR practices to the strategic management process of the organization. The second dimension is horizontal, which emphasis the coordination or congruence among the different practices (Wright & McMahan, 1992). An example of this, is the congruence of selection and training as earlier discussed in this paper.So,  an internal fit between the HR practices of an organization can lead to a higher added value than when the HR practices are considered as separate. T heoretical perspectives Behavioral perspective focuses on employee behavior as a mediator between HR practices and firm performances (Wright & MCMahan, 1992). So, this perspective can explain that although some HR practices might not have a direct impact on organizational effectiveness, they do enhance employees’ behavior (e. i. motivation and commitment) which on its turn affects firm performance.The bahavioral perspective has its roots in contingency theory. Contingency theory entails that an organization’s HR practices must be consistent with other aspects of the organization in order to be effective (Delery & Doty, 1996). Two other theories that are distinguished, are the configurational and universalistic theory. Configurational theories are concerned with how the pattern of multiple independent variables is related to a dependent variable rather than with how individual independent variables are related to the dependent variable (Delery & Doty, 1996, p.804).The S HRM perspective is a form of configurational theory because it is an integrative perspective which argues that patterns of HR activities, as opposed to single activities, are necessary to achieve organizational outcomes (Gruman & Saks, 2011). SHRM is also a form of the contingency perspective, because the vertical dimension of Wright and McMahan (1992) entails the linking of HR practices to the strategic management process of the organization.On the other hand, there is the universalistic approach, which is the earlier mentioned best-practice view which states that some single HR activites are always the best choice to achieve organizational outcomes. The earlier mentioned meta-analysis of Thanerou et al. (2007) found support for both the contingency and universalistic perspective. On the one hand, they found that training appeared to be stronger related to outcomes when it was matched with organizational capital intensity and business strategy (contingency), whereas on the other ha nd, they found training to be related independently to organizational outcomes (Tharenou et al., 2007).Also other studies discussed in this essay show support for both perspectives, GMA for example is found by Schmidt and Rader (1999) to be a generalizable factor , since it is always a good predictor of job performance and training succes. Salgado et al. (2003) however, found job complexity to be a moderator. Finally, Delery and Doty (1996) assessed the theoretical foundation of the SHRM literature, and concluded that each of the three perspectives can be used to structure theoretical arguments in order to explain significant levels of variation in financial performance.

Justify The Proposed Approaches Essay

My campaign has various links to the national campaign which has the same topic as mine. This campaign is called ‘reducing underage drinking; a collective responsibility. This campaign used the mass media approach and the community development approach similar to my campaign. In my campaign I have used three approaches and have embedded them into the creation of my campaign. These are the role of mass media, national campaign and involving health e educators. The first approach would be the role of mass media. As I have mentioned in a previous task, media can be presented in various forms such as through the television, radio, Magazines newspapers and billboards. I have chosen to use the media approach because I think it will be more applicable to my target audience. The age group that my campaign applies to are very knowledgeable in the world of media. Having our own twitter page gives our campaign the opportunity to be seen on a large scale, on an off change that someone coul d see our twitter account it could be very beneficial for them. However using the media as an approach does some with some disadvantages, such as not being able to teach vital skills. Using the media in our campaign didn’t allow us to go into detail and give the personal support that some individuals may need. Using twitter didn’t allow us to write much, only short sentences. This approach relates to the health belief model. The health belief model suggests that people will only seek help when they have to. Our target audience was forced to listen to our campaign as we were presenting it to them. But to them go away and search our twitter page because they needed help happens on their own accord, and has nothing to do with us. They will be seeking help because they believe that they may have been one of the teenage binge drinkers we aware talking about. The second approach is uses were the social marketing approach. Using this approach made me use my brain strategically to see if what I was doing in my campaign would had related to my audience. Using the social  marketing approach I decided to use an app to get some information across. Using an app was a good idea for my target audience. Most people in the room had an iPhone and were excited to hear that there was an app available. The excitement made people download it, hopefully the information on the app, and the help that is provided will have a positive effect on the adolescence. The model I used the theory of reasoned action. This is because my audience had had the intention to drink when they drink. But after my campaign and the information I showed them that intention changed. They now realised the problems that come with drinking at obsessive measures, and have changed their intentions to not wanting to drink. Now that the people who were in my audience have changed their intentions. According to the theory of reasoned action they will no longer be involved in drinking activity.

It Is Ludicrous That Some Of Us Have More Privilege Then

It is ludicrous that some of us have more privilege then others. It is obvious when it comes to law enforcement white people have more of a privilege then other that have been blacks or Hispanics. This also effects the environment as well. If a black or Hispanics where to get pulled over or if caught walking around in a rich white neighborhood they will get stopped or pulled over just because of there color. There are enough theories and evidence that proves this is true about how class, gender, race status influences the outcome of offenders and crime victims that part take in the criminal justice system. The theories that backs up the people that are involve with the criminal justice systems are the feminist, the social disorganization†¦show more content†¦Ã¢â‚¬Å"The factors that the female’s burglars regarded as leading them to commit their crimes differentiated the partners clearly from the accomplices† (Decker et al. 1993). Females are the ones that tend to steal more then males. For example, majority of the boosters are females. A booster is a person that will steal large quantity of clothes, or valuable items and steal it for an affordable price. Boosters may even take orders for people. They promote their business on social media and that is where they get recognized from. Some times there work solo but they might also have friends, because they would not prefer to walk in the store frequency due to cameras and looking suspicious. â€Å"For the females who worked as partners, burglaries could involve a variety of tasks† (Decker et al. 1993). Even though, females are better burglaries then males, lets not forget that sometime they might work in partnerships. When it comes to scamming money, a male will tend to scam with there girl friends or a female that is trust worthy. But, the female will not get recognized for scamming the male will take the credit. So imagine what else that females do that they are not getting recognize d for. 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