How Neon Lights Work (A Simple Explanation)

How Neon Lights Work (A Simple Explanation) Neon lights are colorful, bright, and reliable, so you see them used in signs, displays, and even airport landing strips. Have you ever wondered how they work and how different colors of light are produced? Key Takeaways: Neon Lights A neon light contains a tiny amount of neon gas under low pressure.Electricity provides energy to strip electrons away from neon atoms, ionizing them. Ions are attracted to terminals of the lamp, completing the electric circuit.Light is produced when neon atoms gain enough energy to become excited. When an atom returns to a lower energy state, it releases a photon (light). How a Neon Light Works A neon light consists of a glass tube filled with a small amount (low pressure) of neon gas. Neon is used because it is one of the noble gases. One characteristic of these elements is that each atom has a filled electron shell, so the atoms dont react with other atoms and it takes a lot of energy to remove an electron.There is an electrode at either end of the tube. A neon light actually works using either AC (alternating current) or DC (direct current), but if DC current is used, the glow is only seen around one electrode. AC current is used for most neon lights you see.When an electric voltage is applied to the terminals (about 15,000 volts), enough energy is supplied to remove an outer electron from the neon atoms. If there is not enough voltage, there will not be enough kinetic energy for the electrons to escape their atoms and nothing will happen. The positively charged neon atoms (cations) are attracted to the negative terminal, while the free electrons are attracted to the pos itive terminal. These charged particles, called plasma, complete the electric circuit of the lamp. So where does the light come from? Atoms in the tube are moving around, hitting each other. They transfer energy to each other, plus a lot of heat is produced. While some electrons escape their atoms, others gain enough energy to become excited. This means they have a higher energy state. Being excited is like climbing a ladder, where an electron can be on a particular rung of the ladder, not just anywhere on its length. The electron can return to its original energy (ground state) by releasing that energy as a photon (light). The color of the light that is produced depends on how far apart the excited energy is from the original energy. Like the distance between rungs of a ladder, this is a set interval. So, each excited electron of an atom releases a characteristic wavelength of photon. In other words, each excited noble gas releases a characteristic color of light. For neon, this is a reddish-orange light. How Other Colors of Light Are Produced You see lots of different colors of signs, so you might wonder how this works. There are two main ways of producing other colors of light besides the orange-red of neon. One way is to use another gas or a mixture of gases to produce colors. As mentioned earlier, each noble gas releases a characteristic color of light. For example, helium glows pink, krypton is green, and argon is blue. If the gases are mixed, intermediate colors can be produced. The other way to produce colors is to coat the glass with a phosphor or other chemical that will glow a certain color when it is energized. Because of the range of coatings available, most modern lights no longer use neon, but are fluorescent lamps that rely on a mercury/argon discharge and a phosphor coating. If you see a clear light glowing in a color, its a noble gas light. Another way to change the color of the light, although its not used in light fixtures, is to control the energy supplied to the light. While you usually see one color per element in a light, there are actually different energy levels available to excited electrons, which correspond to a spectrum of light that element can produce. Brief History of the Neon Light Heinrich Geissler (1857) Geissler is considered the Father of Fluorescent Lamps. His Geissler Tube was a glass tube with electrodes at either end containing a gas at partial vacuum pressure. He experimented arcing current through various gases to produce light. The tube was the basis for the neon light, mercury vapor light, fluorescent light, sodium lamp, and metal halide lamp. William Ramsay Morris W. Travers (1898) Ramsay and Travers made a neon lamp, but neon was extremely rare, so the invention was not cost-effective. Daniel McFarlan Moore (1904) Moore commercially installed the Moore Tube, which ran an electric arc through nitrogen and carbon dioxide to produce light. Georges Claude (1902) While Claude did not invent the neon lamp, he did devise a method to isolate neon from air, making the light affordable. The neon light was demonstrated by Georges Claude in December of 1910 at the Paris Motor Show. Claude initially worked with Moores design, but developed a reliable lamp design of his own and cornered the market for the lights until the 1930s. Make a Fake Neon Sign (no neon required)

A Critical Review of Minnesota State University's Student Painting Essay

A Critical Review of Minnesota State University's Student Painting Exhibit - Essay Example The essay "A Critical Review of Minnesota State University's Student Painting Exhibit" discovers the paintings housed at University of Minnesota. Based on the nature of this exhibit, this essay will comment very little on technical talent in the works displayed, as many of the artists featured in the exhibit are learners, and to simply harp on about technical limitations would be a pointless and probably overly-long personal reaction. Rather, it will seek to identify the underlying choices in the development of the exhibit, and highlight particular pieces that accomplish their goals well within this overriding framework. Upon looking at the collection of paintings housed at University of Minnesota, it superficially appears that there is little coordination between the works of art – and this would make sense, given that the cultivators of the collection probably have a limited pool of art to select from, and the development of themes would be incredibly difficult. A closer ins pection, however, reveals that this collection seems to have gone out of its way to highlight many different forms of painting, and to perhaps display the breadth of opportunity provided by the medium of painting, and the breadth of talent available at the university. It does not, thus, harp on at length on any one subject or theme, but skips around, highlighting as many vastly different subjects and styles as possible. The collection thus houses everything from abstract to the incredibly concrete.

Business Management Production Management Essay Example | Topics and Well Written Essays - 750 words

Business Management Production Management - Essay Example They are arranged in a sequence manner such that there is will be flow of work from one level to another until the final product is produced. (Lee, 1997) In franchising, a person with an idea for business (the franchisor) agrees to sell to another person (the franchisee) the rights to use his business name, provide a service to someone else or even sell a product. The parties involved usually bind them through a contractual provision and enter a franchise agreement. control in the area of protection. However, some franchise agreements normally do not provide area protection to the franchisee since there is lack of correspondence in bargaining power between franchisors and franchisees. Franchising usually offers franchisees a great advantage to start a business quickly thereby relieving them the problem of starting a business from a scratch and building the brand name that may take time. When the brand and formula are well designed, franchisors expand their brand rapidly across the continent thereby reaping massive profits as franchisee the hard work of dealing with customers. Franchises have an advantage also to the customers as they offer a consistent product or service. (Howard, 1996) By simply observing the layout and design of a company's production facility, one can easily learn the company's culture. ... Franchises have an advantage also to the customers as they offer a consistent product or service. (Howard, 1996) d) What one learns about a company's culture by observing the layout and design of its production facility By simply observing the layout and design of a company's production facility, one can easily learn the company's culture. Observing the layout and design in the production unit, one can easily learn the company's' culture since one sees how the workers as specifically behaving and the production activities therein. For this case, the unique behaviors that have been identified by employees of that company can be known and their production process. How the production facility has been designed and laid down, one can deduce the behaviors of the workers from it. Part 2 1. Top two ways in which culture and cultural differences interact with the notion of motivation. Culture and cultural differences interact with the notion of motivation. Culture which the particular behavior that has been identified by a group people while the cultural differences are the notable difference between two groups such as traditions, language and mode of dressing. The interaction between and cultural differences brings motivation among the group since one is eager to learn a different culture in order for him to equip himself with that unique knowledge which is rare in his own culture. The basic idea for this kind of an interaction is to ensure that people involved are always motivated in their areas of operation. This is so because, it breaks the monotony as they switch to something new. For one to be motivated, one has to satisfy his needs as satisfied need do not influence one's behavior but unsatisfied needs do influence one behavior. (Deci and Ryan, 1985) 2.

Applied Econometrics Statistics Project Example | Topics and Well Written Essays - 1000 words

Applied Econometrics - Statistics Project Example Q.3. (10) What does the sign of the estimate on ln area in model (2) tell you about the sign of the correlation between slave exports and the size of the country? Hint: think about omitted variable bias. Due to omitted variable bias, there will be a bias as the coefficient of In exports picks up the part of the influence of ln area that was correlated with In exports. The sign of the estimate on ln area in model (2) is positive telling us that the expected sign of the correlation between slave exports and the size of the country is also positive. In model 1, the value of R2 is given as 0.25 similarly in model 3, the value of R2 is given as 0.25 this shows no change in the value of R2 implying that the included variable (population) has no effect on the model; the variable is irrelevant. Q.6. (10) Note that the standard error on ln exports in model (2) is higher than the standard error on ln exports in model (1). Comment (in detail) on what information this provides you regarding the specification of Model (2). Q.7. (15) While the idea of Nunn is interesting, it is unlikely that slave exports alone can explain why economic output is so low amongst African countries. Consider population density in 1400 AD as an additional explanatory variable. Acemoglu, Johnson and Robinson (2002) have shown that population density has a positive impact on economic prosperity. Comment (in detail) on the impact of the omission of this variable from Nunn’s empirical model. Â  Each observation (variable) affects the fitted regression equation differently and has a different influence on each variable; this may result to what we term as omitted variable bias (OVB). OVB occurs when a model is created which incorrectly leaves out one or more important causal factors. The "bias" is created when the model compensates for the missing factor by over- or underestimating the effect

Role of Cognitive Mapping in Health Care Management Decision

Role of Cognitive Mapping in Health Care Management Decision Describe and discuss the role of cognitive mapping in health care management decision making. Description of Cognitive Mapping Cognitive mapping is an operational research technique that consists of creating a graphical representation of a persons (or groups) way of thinking about an issue, and where directionality within the map is assumed to imply perceived causality among the concepts (Eden, 2004). The proposed value of the graphical representation, as argued from the field of political science, is that it makes it easy to for anyone to see how concepts and causal relationships are related, and appreciate the overall structure of all the assertions (Eden 2004 cited Axelrod 1976, p. 676). It is one mechanism of system dynamics simulation modelling that generally came about as a reaction to failure of traditional approaches to capture interactions within complex problems in social systems (Edkins et al. 2007 cited Checkland 1981). It avoids the common research process pitfall of reductionism by allowing multiple conflicting views to be revealed and, providing a comprehensive picture of the participants perspectives but keeping all details to represent beliefs that are most important to stakeholders represented (Duryan, Nikolik, Merode, 2015; Eden Ackermann, 2004). Cognitive mapping was initially introduced as a method for problem analysis. But recognizing its value, it has then found roles in performance measurement, decision making, and strategy formulation. Eden and Ackermann (1991) expounded on the possible uses of this technique in becoming an instrument for developing consensus about shared goals, providing structure to multiple and conflicting aspects of an issue, informing negotiation, and suggesting actions to resolve issues. Use of Cognitive Mapping in Health Care Cognitive mapping is argued to be best for messy situations wherein stakeholders do not understand the problem or interpret them differently, and often do not realize it (Mingers 2008 cited Ackoff 1979a). Healthcare decision making falls into this realm as it has always been complicated by information asymmetry, trade-offs between efficiency and equity, or moral ambiguity that become legitimate sources of uncertainty and debate among stakeholders. In fact, the first uses of cognitive mapping in operational research were in healthcare, education, and defense (Eden Ackermann, 2004). Mingers (2008) described an example in 1997 Manchester, where the UK Health Authority commissioned the Salford Community Trust to develop an integrated approach to childrens services. Mingers argued that while the project seemed straightforward, it turned out to be a messy problem as there was no agreement on the definitions of service specifications, services to be included, direction of the strategy, and how the project should be tackled. There were also many stakeholders involved in the issue (i.e. government, doctors, patient groups, industry) that had very strong opinions about the project. If the group were to make a plan based on epidemiology, practice guidelines, budget constraints and other numerical factors alone, without taking into consideration the stakeholders differing views, the proposed program would likely fail during implementation. Situations like these are common in healthcare decisions given the complexity of issues faced at doctor-patient, organizational, and national-policy level. Mathematical and statistical methods provide a narrow focus on measurable aspects of decision that fails to catch the reasoning, motivations, and interactions relevant to achieving these outcomes. Problem structuring through cognitive mapping provides an opportunity for healthcare decision makers to systematically measure these missing interactions and assess their impact to the goal under assessment (Pidd, 2004). Sachdeva et al (2007) explored the added value of cognitive mapping from traditional approaches in understanding patient flow delays in a Pediatric Intensive Unit (PICU) of a Childrens Hospital in Wisconsin, USA. Hard operations research (OR) results using modelling were persuasive, but became inadequate to result to change given politically sensitive issues that arose. Soft OR using cognitive mapping that was done identified new issues and offered a more holistic and comprehensive understanding of the issues complexity that helped persuade decision makers to act on the recommendations. SODA The most common technique for cognitive mapping is the Strategic Options Development Method (SODA). SODA is an ethnographic method derived from interviews that are intended to represent the participants subjective worlds the theoretical basis of which is explained by personal construct theory (Eden 2004 cited Kelly 1995) wherein people make sense of their world by seeking to manage and control it. SODA uses a formal modelling technique with rules for its development as described by a user guide developed by Eden and Ackerman (Ackermann et al., 1991). The transcripts of the interviews are separated into short distinct phrases (nodes) that eventually get sorted as goals, strategic directions, or potential options. Fidelity in transcription is imperative to represent the participants intentions and to promote ownership of the resulting map created. The concepts are linked (arrows) to determine accurate subordination of concepts, directionality and opposing poles to create the overall structure. While the map is an important output of its own, these can also be subject to further analysis to gain deeper insight, such as: Analysis Map Characteristics Goals Head analysis Nodes with only incoming arrows To identify end goals or effects Density analysis Number of mentions of the concepts To determine potential key issues from the perspectives of the participants that may need further examination Centrality analysis Number of links to the concept, or ratio of arrows to concepts To measure the importance and complexity of the concepts implication chain Hierarchical cluster analysis Number of concepts in chain or arguments linked to option To identify most potent options or valued outcomes to influence on the goals Potency analysis Number of goals each option supports To prioritize options with consequences for the biggest number of key issues Composite tail analysis Ranking of potency analysis To determine the single action that may cause multiple goals to be achieved Source: Summary by Author Healthcare Example of Using SODA A case study by Duryan et al. (2015) on intellectual disability care in Netherlands made use of SODA to determine factors that adversely affect delivery of patient-centered care as evidence for future resource allocation. Following SODA guidelines, the team conducted one-on-one, semi-structured, hour-long interviews with the managers and patient group leaders within one division of a residential care facility. Initially, they were thought to have contrasting goals financial sustainability for the managers and quality of care from resource constraints for the patients. Using the Decision Explorer software, cognitive maps were created and merged to reflect the combined views. Key assumptions were then discussed and verified, and follow-up focus group discussions with different subgroups of the patients (young vs old) and their families were done to refine the ideas represented by the initial group. The merged map was then subject to head, domain, centrality, potency analysis, and comp osite tail analysis. Results showed that group leader freedom to make decisions, flexible shifts, and time spent with patients were the most potent options/solutions, and therefore needed quick action by the managers. According to the researchers, the exercise successfully facilitated critical analysis of the problem and fostered ownership of the proposed solutions by all stakeholders. Seeing the different/ opposing thoughts organized and their end-goals similar also helped reach consensus and manage disagreements. Expansions of SODA While SODA provides solutions to complex strategic processes, it lacks a mechanism to allow for agreement among the strategies to be developed. SODA was developed further into JOURNEY Making (JOintly Understanding Reflecting and NEgotiating strategY) to become a process-oriented and management-science strategy by using the composite map in a workshop setting as a tool to help negotiation and explore policy options that will allow the issue to be intelligently resolved (Mingers, 2008). Another method, the Oval Mapping Technique (OMT), creates a cognitive map but through a highly participative strategy workshops. White et al (2007) used JOURNEY Making to collect and define public values and voices among stakeholders involved in a community hospital project in South London. Intergroup workshops were done in phases to map/graph the issues and options related to the decision. The process resulted to wide acceptance of the recommendations and an official plan enacted by the Department of Health. This is one among many examples of the opportunity to use these newer OR tools in healthcare strategy management planning at both organizations and the national policy arena. Limitations Cognitive mapping provides an opportunity to deal with messy problems in a systematic way, but general acceptance of it as a method is still lacking. Mingers (2008) explains that especially in the United States, it is viewed as a soft OR method not regarded for publication in top journals nor teaching in courses among top schools. The concerns on subjectivity of results remain valid that even though the process is systematic and rigorous, they are still variable and dependent on both study design and recruitment. The cognitive maps developed will depend largely on the choice of participants, their active participation, their personal motivations, and the assumption that they are adequately informed of the problem. And the probability of one person skewing the result is high given the small sample (i.e. 4-10 people) used for these activities. The method also assumes adequate facilitation by the research team to determine the key nodes and domains, which may not always be the case. Also, while cognitive mapping provides a snapshot of the decision making, it does not promote understanding over time periods and cannot be used to derive numerical assessments of its impact (Pidd, 2004). Cross-validation or triangulation using many models of the same issue may be done to increase its validity (Abernethy et al, 2005). Combination of soft and hard methodologies is believed to increase acceptance and sustain organization change especially in healthcare settings (Sachdeva et al., 2007). And, it should always be used in conjunction with other methods for research data gathering, monitoring, performance measurement, or decision support. Lastly, for cognitive mapping to be useful in decision support, it requires the decision makers to understand the method/process, recognize the value of the issues at the front line, take the results seriously, and act on the recommendations. It is therefore crucial for any research team using this method to help the decision makers appreciate the approach and engage with the recommendations. Reference Abernethy, M. A., Horne, M., Lillis, A. M., Malina, M. A., Selto, F. H. (2005). A multi-method approach to building causal performance maps from expert knowledge. Management Accounting Research, 16(2), 135-155. https://doi.org/10.1016/j.mar.2005.03.003 Ackermann, F. ., Cropper, S. A., Eden, C. L. (1991). Cognitive Mapping for Community Operational Research-A Users Guide. (E. Munford, A., Bailey, T., Ed.), Operational research tutorial papers. Duryan, M., Nikolik, D., Merode, G. Van. (2015). Reflecting on the efficacy of cognitive mapping for decision-making in intellectual disability careà ¢Ã¢â€š ¬Ã‚ ¯: a case study. International Journal of Health Planning and Management, 30(August 2013), 127-144. https://doi.org/10.1002/hpm.2215 Eden, C. (2004). Analyzing cognitive maps to help structure issues or problems. European Journal of Operational Research, 159(3), 673-686. https://doi.org/10.1016/S0377-2217(03)00431-4 Eden, C., Ackermann, F. (2004). Cognitive mapping expert views for policy analysis in the public sector. European Journal of Operational Research, 152(3), 615-630. https://doi.org/10.1016/S0377-2217(03)00061-4 Edkins, A. J., Kurul, E., Maytorena-Sanchez, E., Rintala, K. (2007). The application of cognitive mapping methodologies in project management research. International Journal of Project Management, 25(8), 762-772. https://doi.org/10.1016/j.ijproman.2007.04.003 Mingers, J. (2008). Reaching the Problems that Traditional OR/MS Methods Cannot Reach. Centerbury. https://doi.org/10.1080/00369220601100075 Pidd, M. (2004). Systems Modelling Theory and Practice. Systems Modelling Theory and Practice. Retrieved from http://www.untag-smd.ac.id/files/Perpustakaan_Digital_1/DECISION MAKING Systems modelling, theory and practice.pdf#page=16 Sachdeva, R., Williams, T., Quigley, J. (2007). Mixing Methodologies to Enhance the Implementation of Healthcare Operational Research. The Journal of the Operational Research Society, 58(2), 159-167. https://doi.org/10.2307/4622680 White, L., Bourne, H. (2007). Voices and values: Linking values with participation in OR/MS in public policy making. Omega, 35(5), 588-603. https://doi.org/10.1016/j.omega.2005.11.002

Beowulf :: Epic of Beowulf Essays

Beowulf, the Hero The epic poem Beowulf, which was told from generation to generation honoring modern Anglo-Saxon beliefs, describes a heroic man who saves a village in their time of need. By definition a hero is a man of exceptional quality. Exceptional quality doesn’t even begin to describe the man that is Beowulf. Beowulf has many heroic characteristics from his super human strength to victoriously slaying monsters and other ferocious beasts. He has excellent leadership skills and commonly boasts of his achievements. Beowulf emerges as the true Anglo Saxon hero; who risks his life for the lives and well being of others. Others perceive Beowulf as a hero through his physical strength and stories of his glorious feats. Through all of the battles Beowulf fought he lost only two, and his last defeat would be the death of him. The first battle Beowulf lost was his competition with Breca. Unferth was an unbeliever of the strength and determination of Beowulf. Unferth taunted Beowulf one night only to be, in return, taunted back. "Are you the Beowulf that strove with Breca†¦risking your lives on the lonely deep†¦of ocean swimming with out-streched arms†¦with plowing shoulders parted the waves†¦seven nights you toiled in the tossing sea†¦his strength was the greater, his swimming the stronger!" (389-400). As Beowulf explained in his feud with Unferth, "We gripped in our hands naked swords, as we swam the waves, guarding us from the whales’ assault†¦freezing squalls, and the falling night†¦down to the bottom a savage sea beast fiercely dragged me†¦and so I was granted to slay with the sword edge nine of the nicors" (413-443). Basically Beowulf is trying to explain that the only reason he lost to Breca was because he had been swimming for seven days straight and he stopped along the way to kill nine sea creatures to make it easier for other travelers of the sea to get by. This was one of the first heroic acts Beowulf preformed. Through the eyes of an Anglo Saxon, Beowulf saved them from having to deal with the sea creatures, because the sea plays a major role in the life of the Anglo Saxon’s. Beowulf came to rescue the Anglo Saxon’s from a ferocious monster who was terrorizing their town. Beowulf’s uncle is king of the Geats and so he is sent as an emissary to help rid the Danes of this monster, Grendel.

Motivation in the workplace Essay

Motivation is the desire to do something. It plays a huge role in any workplace. You want your employees happy and wanting to come to work. People who work for the love of their job are showing intrinsic motivation. Intrinsic motivation refers to performing an activity for the inherent enjoyment or satisfaction derived from the activity. (Levin, et al., 2012). A worker motivated by extrinsic factors may be there just for the money and other benefits. It is motivation which keeps an employee performing and striving to become better at doing their job. There are different ways of motivation, theories, and pro and cons of financial incentives pertaining to the workplace. There are different ways to motivate people in the workplace. Redesigning jobs is one way to motivate people at work. When you are redesigning jobs, you may want to consider job rotation. Job rotation is a way of keeping the employee from boredom of the same routine. Job rotation also gives the employee the opportunity to develop skills and knowledge in other areas within the job. Job enlargement is another redesigned job to help motivate employees. It involves adding on tasks at the same level of skill and responsibility. By giving employees more tasks, it is hoped to make jobs more interesting, which might increase production and job satisfaction. Increasing job involvement may also motivate an employee. Having employees involved in decisions that affect their works have a positive impact on their motivation. Using money as a motivator is also way to motivate people at the workplace. The opportunity to earn more money motivates some employees to increase productivity. There are two types of pay for performance programs. One type is called piece rate pay. It is when an employee is paid a fixed amount for each unit of production. In other words, you get paid for the work you complete. Another type of pay for performance is called merit-based pay plans. Merit pay involves the supervisor meeting with the employee to discuss the employee’s work and to award an increase or a bonus based on their performance. Another motivator for the workplace is alternative work arrangements. An alternative work arrangement is any arrangement which is different from the tradition nine to five while still getting 40 hours a week. Employees receive the same pay and benefits as they would if they were working the traditional schedule. Flexible work time is an alternative work arrangement. Our book states that employee on this work arrangement are expected to work eight hours and to be there during core hours, but they are free to work their remaining hours however they choose. (Youseff & Noon, 2012). Flex time helps employees meet the difficulties of family life, illness and personal emergencies. It also decrease employee stress, reduce sick leave, and increase productivity. Another alternative work arrangement is called compressed work week. For this arrangement, workers still work the 40 hours a week, but they do it in ten hour work day four days a week. Some employees may enjoy having a full day off during each work week to other things. The down side to compressed work week is it can increase fatigue which can decrease production. Telecommuting is also an alternative work arrangement. This arrangement is working from home. Working from home can be a problem for some because they can be easily distracted by their home life. For enhancing my own motivation at work, I would keep a positive attitude about things. I will stay motivated my surrounding myself with positive motivated people. I will do my best at my job and do what needs to be done to get my job done. I will be a team player and offer my help when need be. I would also keep in mind that I do not spend 24 hours at work. I would also take breaks during the work day so I won’t be stress. On my days off, I would relax and prepare myself for the work week. Maslow’s hierarchy of needs and Alderfer’s existence relatedness growth (ERG) theory are two content theories of motivation in a workplace. Content theories are theories that identify what motivates people. Both of these theories are similar because they recognize various types of needs as a hierarchy. Maslow needs are organized hierarchically. The five parts of the hierarchy are from bottom to top are: physiological needs, safety, belonging, self-esteem, and self-actualization. According to Maslow’s (1954) view of individual needs, job satisfaction is said to exist when the job and its environment meet an individual’s needs. (as cited in Brown, & Sargeant, 2007). Alderfer’s theory is in three categories: existence, relatedness, and growth. Existence relates to Maslow’s physiological and safety needs. Relatedness is similar to Maslow’s belonging needs. Growth is like Maslow’s self-esteem and self-actualization needs. Although both of these theories have needs that motivate worker, they also have differences. The difference between these theories is Maslow believed that you have to fulfill these needs in order to move to the next level of needs. Alderfer’s did not believe that each level had to be attained in sequence before moving on to the next. Alderfer’s believed that employee’s motivation can come from more than one level of needs. There are pros and cons for using money as a motivator in the workplace. The pros to using financial incentives in the workplace are employees job satisfaction may increase. Employees may want to do their job well to receive promotions. The employees are happy because they make more money and the employer is happy due to the company running well because of the hard work being done. The cons to financial incentives is that every employee may not get the same amount of financial incentives and that may lead to feelings of unfair treatment at work. In conclusion, motivation is very important in the workplace. Some ways to motivate people at work is to redesign jobs so they become bored. Alternate work arrangements may motivate people at work also. There are different theories that help us understand what motivate people in the workplace, such as Maslow’s Hierarchy of Needs, which is broken down in five levels. There are also pros and cons how financial incentives can play a part in at work. In the workplace you want to do your best to keep employees motivated to run a successful company. References Brown, D., & Sargeant, M. A. (2007). Job Satisfaction, Organizational Commitment, and Religious Commitment of Full-Time University Employees. Journal Of Research On Christian Education, 16(2), 211-241. doi:10.1080/10656210701647613 Levin, M. A., Hansen, J. M., & Laverie, D. A. (2012). Toward Understanding New Sales Employees’ Participation in Marketing-Related Technology: Motivation, Voluntariness, and Past Performance. Journal Of Personal Selling & Sales Management, 32(3), 379-393. Youssef, C. and Noon, A. (2012). Industrial/Organizational Psychology. San Diego, CA: Bridgepoint Education, Inc.