Numerical simulation method is used in this work to solve the problem of transient and pseudosteady-state flow of fluid in a rectangular reservoir with impermeable boundaries. Development and validation of the numerical solution for various well-fracture configurations are the main objectives of this research. The specific case of horizontal well intersected by multiple transverse fractures is the focus of the investigation. The solutions for different operating conditions, constant rate and constant pressure, are represented in the form of transient – peudosteady-state productivity indices. The numerical simulator is validated by comparing results to known analytical solution for radial flow, existing models of productivity for vertical well intersected by vertical fracture, and also with published tables of shape factors. Numerical simulation is a powerful tool to predict well performance. The complexities of well-fracture configurations can be modeled in a truly 3-dimensional system and the pressure and productivity responses for all of the flow regimes can be computed efficiently, enabling optimization of the well-fracture system.

Thesis (Ph. D.)--University of Hawaii at Manoa, 1990. / Includes bibliographical references (leaves 194-216) / Microfiche. / xix, 216 leaves, bound ill. 29 cm

This paper highlights the background and purpose of pay from the economic perspective as well as issues and concerns encountered by organizations when implementing the PRP (Performance-Related-Pay) scheme. Amongst the issues and concerns of implementing a PRP scheme, active participation of employees, a fair employees performance appraisal system and a constructive communication channel are some of the important criteria to be considered for an effective PRP scheme. / The paper also describes the advantages and disadvantages of PRP schemes for the consideration of readers. The research showed that the advantages of implementing a PRP scheme include productivity improvement and increases in employees motivation level. The disadvantages of such a scheme would be undue emphasis on individual performance and additional workload for the management. / It describes a competency model which may be replicated by organizations during the implementation of a PRP scheme. / Trade union leaders expressed their frustrations in terms of unwillingness of the employers to disclose financial information and the lack of fair and effective employees performance appraisal systems.This paper also includes PRP related cases established by the Malaysian Industrial Courts for the information of the readers. This paper does not provide any methodology for implementing PRP schemes. However, it offers readers some insights into PRP schemes for further research / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2006.

Development of a learning organisation is the most powerful approach for increasing organisational capability and further pursuing competitive advantage. Empirical researchers such as Ellinger et al. (2002) and Lien, Yang and Li (2002) showed a positive association between the presence of a learning organisation and a firm's financial performance. Another area of increasing focus is performance management. The profusion of literature on the balanced scorecard combining financial and non-financial measures demonstrates the interest in both professional and academic circles with improving effective feedback for performance in this area. In particular, the balanced scorecard is viewed as the performance measurement system most likely to encourage the development of a learning culture and managing organisational learning. Taking organisational learning and the balanced scorecard together, a primary research is to investigate whether a link exists between learning organisations and the use of the BSC measures. Survey research has been conducted in Australia and Taiwan. / A positive relationship between learning organisations and the BSC measures is significantly supported by the management practices of Australia and Taiwan. The financial and non-financial BSC measures are highly associated with the learning dimensions in the Taiwanese firms, whereas the Australian firms only use the non-financial BSC measures to assess and manage some learning dimensions. Although the balanced scorecard usually includes learning as part of the learning and growth perspective, it appears that organisations struggle with this dimension. The findings from this study imply that learning & growth perspective is the key driver for improvement of learning dimensions in the organisations. The findings imply that national cultures, like Western and Chinese, are as the main factors affecting the learning dimensions and they apply the BSC measures differently. A whole system considered which learning dimensions may increase the use of the BSC measures, continuous learning and system connection which are shown in the Australian firms, whereas team learning and embedded system are demonstrated in the Taiwanese firms. Considering learning at three levels of organisations, both countries have agreement that learning at individual and organisational levels are significantly associated with the BSC measures. In particular, team learning in the Australian firms disappears when associated with the BSC measures, but the Taiwanese firms show the link to a moderate degree. The findings imply that national culture is a crucial factor affecting the development of a learning organisation, and performance measurements differ from one country to another. / Thesis (PhDBusinessandManagement)--University of South Australia, 2006.

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Major challenges faced by organisations are employee motivation and performance. Motivated employees drive high productivity, customer satisfaction, and profits (Harter, Schmidt, & Hayes, 2002). As a result, organisations need to find empirically supported ways to motivate employees (Ambrose & Kulik, 1999; Luthans & Stajkovic, 1999; Stajkovic & Luthans, 2003). One approach to enhancing motivation at work is recognizing employees for good performance, Employee recognition is a form of non-monetary, informal reward in which a manager acknowledges and praises employees who have performed according to the company’s values and principles. The literature describing the benefits of employee recognition has argued that recognition as an incentive is often more effective than monetary rewards (Graham & Unruh, 1990: Jeffries, 1997: Stajkovic & Luthans, 1997). Leadership scholars have called for research examining group processes by which managers influence employee outcomes (Goomdman, Ravlin, & Schminke, 1987: Buzzo & Salas, 1995: Hackman, 1992). As current studies have simply investigated the direct effects of recognition on work-related outcomes, a central aim of this research was to explore the role of team-efficacy and goal commitment as mediators in the recognition-outcome relationship. Which the present research, two primary contribution to the existing literature linking recognition and employees outcomes are made. First, drawing upon goal setting theory, social cognitive theory, and attribution theory conceptual hypotheses were developed and empirically tested, proposing mediating effects of team efficacy and goal commitment in the relationship between recognition and employee outcomes. The second main contribution to research on employee recognition lays in investigating performance monitoring by the manager (as perceived by employees), as a moderator that influences the power of employee recognition. The moderating role of performance monitoring was based on importance of applying recognition immediately and contingently on good performance to be most effective (Locke, 1968: Locke & Latham, 1990; Luthans & Staijkovic, 1999). By monitoring employees’ performance, managers are provided with information that can form the basis for delivering recognition in a timely manner. The proposed relationships were examined in three independent occupational samples. The model was explored in two homogeneous samples and then validated in a larger heterogeneous sample. This provides the opportunity to generalise results from specific groups of employees to a broader population of employed workers. In total, three cross-sectionals studies were conducted across a variety of different professional back grounds; looking at a range of outcome variables which are, job satisfaction, role clarity, and employee well-being. In Study 1 (N=69), the sample consisted of employees from a large private hospital pharmacy. Results from Study 1 provided evidence for the predictive validity of employee recognition and the mediating role of team-efficacy and goal commitment in the relationship between employee recognition and the outcome variables. In Study 2 (N=103), data was collected from a global company producing and dealing with harvest machinery. Path model analyses were conducted to evaluate whether the findings of Study 1 could be replicated in a sample of employees from a different organisation. Another aim was to examine the moderating role of performance monitoring in the relationship between recognition and job satisfaction. The meditational results from this study replicated those from Study 1, pointing to the generalisability of the relationships between the variables. The relationship between employee recognition and sob satisfaction was mediated by team efficacy and goal commitment. Moreover, evidence was found that performance monitoring moderated between employee recognition and job satisfaction. As predicted, the relationship between employee recognition and job satisfaction was stronger under high levels of monitoring. To enhance external validity, Study 3 involved 243 employees from a variety of professions and industries. Another aim was to explore the research model with employee well-being as an outcome variable. As predicted, results from SEM analyses confirmed initial findings of team-efficacy as a mediator in the relationship between employee recognition and well-being. Furthermore, evidence was provided for the mediating role of team-efficacy between employee recognition and goals commitment and the mediating effect of goal commitment in the relationship between team-efficacy and well-being. As in Study 2, results showed that the relationship between recognition and well-being is stronger under high condition of monitoring. Overall, the findings of this research provide a unique insight into the important role of employee recognition in predicting work-related consequences, As such, these results expand our understanding of the processes by which employee recognition exerts its influence. Extending the notion of goal setting theory, social cognitive theory, and attribution theory it was found that team-efficacy and goal commitment mediated the relationship between recognition and outcome variable. In terms of practical implications, these results show that by providing recognition managers can raise employees’ motivation and well-being.o

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