Financial Analysis Tools for SMEs

Financial Analysis Tools for SMEsCHAPTER FIVEDISCUSSIONS, RECOMMENDATIONS AND CONCLUSIONSINTRODUCTIONThe SME sector development is seen as a key strategy for economic growth, job gene dimensionn and penury reduction (Agupusi, 20072). This view endeavored to explore and describe the monetary mathematical process measures before long phthisis by manufacturing SMEs in Mauritius. It was underinterpreted due to the fact that many studies were conducted on obstacles faced by SMEs in obtaining finance, but it appe atomic number 18d that not enough were underinterpreted on how these SMEs manage their finances whereas several(prenominal) studies bring that belittled businesses fail because to a greater extent often than not cash flow is not proper(ip)ly managed (Mbonyane, 200618). In this context the Z- order place is presented as a useful unsuccessful person model for SME.This chapter concludes the research project by summarizing the previous chapters and highlighting the resul ts of the empirical hear in Chapter cardinal with respect to the preys of the research. It likewise includes comments on the contribution and bound of the theater of operations as headspring as recommendations and suggestions for future research.SUMMARY AND OVERVIEW OF THE researchChapter One presented the background of the battleground, followed by problem statement, rationale and objectives of the research, a explorative books limited review, research methodology and layout of the Chapters.Chapter Two presented a literature review regarding SMEs and their role in the Mauritian Economy. It was shown that the development of a sound SME sector is a key factor in job creation and economic growth for Mauritius. Many obstacles were pointed out as causes of SME failure, including pecuniary cognitive process skills, which were the digest of this dissect. Moreover, an international comparative depth psychology was presented. A brief discussion of non- pecuniary measures wa s addicted as healthy, followed by monetary performance measures that included pecuniary ratios and loser foresight models.Chapter Three presented the research plan including sampling, data collection, and data analysis.Chapter Four presented the results of the empirical research findings on fiscal performance measures really apply by manufacturing SMEs in Mauritius. Thematic content analysis was apply in presenting the results, taking the themes in the literature of the topic as basis for comparison.Chapter pentad is the final phase of the study and aims at using the data from the literature study and the empirical findings to provide solutions to manufacturing SMEs financial performance metre consort to the findings and through recommendations.DISCUSSIONS OF FINDINGSFINANCIAL PERFORMANCE MEASUREMENTThe first objective of the study was to identify financial hawkshaws currently employ by manufacturing SMEs in measuring their financial performance.This objective of the study was achieved during the field study with semi-structured interviews at SME premises that helped gather information on the financial performance measures used by each. The findings revealed the following ratios as the most widely used by respondentsCash flow to total debt (used by six respondents)Current ratio (used by six respondents)Working chapiter to total assets (used by quintupletsome respondents)Cash flow to average total current liabilities (used by five respondents)Gross profit margin ratio (used by four respondents) and schedule turnover (used by four instrumentalists).Gross Profit RatioThe take aim of satisfaction was measured using a likert scale. The conversion of the 5- point Likert- until nowt scale for the satisfaction with current financial performance scale to gild the total score was as follows (not satisfy at all = 1 (1), not satisfied = 2 (2), somewhat satisfied = 3 (3), satisfied = 4 (4), real satisfied = 5 (5)). The higher the call back score signalises a higher level of satisfaction. Upon computing the mean for this scale,, it was found that the mean was 2.4000, this implies that there is a relative low level of satisfaction prevails with the owners of the SMEs concerning their current financial performance.It abide be seen that all of the participants felt that measuring financial performance is important. However, despite the fact that measuring financial performance is important, none of the SMEs used a finance officer or an external advisor to evaluate their financial performance.It can be observed that financial ratios (100%) is the altogether used tool by the SMEs sampled as comp bed to tools such as bring inboards (0%), the loser Prediction Model (0%) and other models(0%).Based on the results of the analysis, it was found that even though the owners of the SME used financial ratios, just now 39 percent of them found the ratios to be useful in helping to purify their financial performance. failure PREDICTIO N MODELThe use of bankruptcy soothsaying models ( other financial tool in the literature) was totally absent among the respondents. In fact, almost all the participant SMEs knew nothing or very(prenominal) little most bankruptcy prediction models. The limited use of ratios and non use of bankruptcy prediction models wins the issue of objective number two which is to recommend necessary improvements on financial performance measurement of SMEs which forget be part of the recommendations. Also, the lack of knowledge of bankruptcy prediction models by interviewees at different SMEs may necessitate applicable training for the financial officers of SMEs that is the issue of objective number three of the study, which exit be part of the recommendations section as come up.The last objective of the study was to recommend necessary improvements on financial performance measures used by manufacturing SMEs.The study found that most manufacturing SMEs used financial ratios to measure th eir financial performance, but to a very limited extent. Very few ratios were used by individual SMEs and most of the ratios used were not the best indicators mentioned in the literature. Though, some of the interviewees acknowledged that they direct to use much than ratios. This objective exit be part of the recommendation section below.Another objective of the study was to recommend necessary training interventions that would be needed for manufacturing SMEs successful financial performance measurement.The research findings indicated that none of the respondents used any of the acquirable bankruptcy prediction models whereas it was proven in the literature that the models could be used successfully by SMEs as well as big businesses. SMEs could use the models not necessarily for predicting failure, but as a tool to constantly measure out how they are doing financially so as to take necessary measures anytime they find oneself threatened. It was found that most of the respon dents knew nothing or very little about the models, and it seemed quite obvious that relevant training is needed.LIMITATIONS OF THE STUDYThese results can only be seen as a trend and further studies need to be conducted for any try on at generalization.For this study for example, either emails were not responded to at all, or potential participants kept postponing, suggesting that the researcher call the following week. In the end, respondents had to be approached at their business premises and supplicateed to participate. It is costly if it is taken into account that many SMEs would decline to participate, but works better as procedure and should be considered in future studies.Also, it was noticed that more small businesses (70%) participated in the study because most medium business that were approached declined the invitation. Therefore, for a large study that would seek to generalize the results, researchers should endeavor to have a more balanced number between small and m edium businesses that participate.There was very limited literature on the topic of financial performance of SMEs as well. This resulted on the study having to be built on theory.RECOMMENDATIONSIt is recommended that SMEs use more ratios, especially those in the literature study (Chapter Two) as improvement of their financial performance measures. SMEs should probably consider the use of the six most used ratios as summarized in section 5.3 above, since they seem to be work well not only for the majority of participants, but for businesses in general.It is likewise recommended that SMEs owners/ managers request and enroll their financial staff for training on bankruptcy prediction models at relevant institutions such as universities. The few models presented in this study may be used by SMEs as well, since they are open and cheap, and should not pose problems to trained financial staff.Another recommendation would be for those SMEs that can afford it, to try the use of specialize d software package (e.g. pastel or PRO ACC5), which were indicated as effective by the few participants who use them. The SMEs would be able to use ratios that are computed from the software.The Z scratch is in addition a critical business tool managers utilize to make certified business decisions to improve the financial health of the business. The Z Score helps managers quantify the factors contribute to poor financial health. Z Score factors that contribute to under-performance working capital, earnings retention, profitability and leverage can be isolated. This enables managers to initiate actions to improve the score of these factors contributing to financial distress. Targeting actions to specific under-performing stress factors allows managers to make capital allocation decisions that mitigate principal risk factors and produce optimal returns. center areas for managers to improve Z Score are transactions that effect earnings/ (losses), capital expenditures, equity and debt transactions.The Z Score provides a quantitative measurement into a companys financial health. The Z Score highlights factors contributing to a companys financial health and uncovers emerging trends that indicate improvements or deterioration in financial cast.The Z Score is a critical tool business managers use to assess financial health. It helps managers come up business strategies with capital allocation decisions and provide transparency of financial condition to lenders and equity capital providers. Business managers use the Z Score to raise capital and secure credit. The Z Score is an effective tool to institute credit worthiness to bankers and soundness of business model to investors.The Z Score is based on actual financial information derived from the operating performance of the business enterprise. It avoids biases of subjective assessments, conflicts of interest, brand and large company bias. The Z Score employs no theoretical assumptions or market inputs extern al to the companys financial statements. This provides users of the Z Score with a make upent view and taking into custody of a companys true financial health.SMEs should have proper financial planning. They should undertake both financing and investment program concord to financial planning.SMEs should keep all records of financial transactions in a system way. This will provide accurate accounting and financial information for making both routine and non-routine managerial decisions by the management of SMEs. This will also enable lending agencies to conduct credit risk analysis and rating agency to carry out the rating job for the SMEs.SMEs should stick in internal audit to restore effective financial control in the SMEs.SMEs need to have an effective management system as well as skilled manpower. This is expected to exert a positive cultivate in efficiency as well as productivity of SMEs. frank culture in the firm develops leadership in the organization who can be able to trace the financial distress early and thereby prevent SMEs from the exposition to financial and operating risk.SUGGESTIONS FOR FUTURE RESEARCH gain ground research could be conducted on a wider scale in an attempt to generalize the findings to manufacturing SMEs in Mauritius and in different regions of Mauritius.Further research could also be done to determine whether the findings of the study are consistent across different sectors.Financial performance measurement of larger enterprises could be another subject of study as well.CONCLUSIONIt is fair to say that, strange to what one may think, many manufacturing SMEs (with respect to the number of studied SMEs) in Mauritius, use financial ratios (one of the financial tools in the literature study) to measure their financial performance. Though, this use of ratios by the studied SMEs is limited, because only a few ratios are being used by the respondents. Yet again, out of the ratios used, few are among those in the literature that were found to be the best financial measures or good financial distress predictors. None of the respondents used any of the available bankruptcy prediction models. In fact, most of the respondents knew nothing or very little about the models. Some of the participants have opted for the use of computer software and are getting satisfying results from them. Although most of the respondents have performed fairly well so far, to improve their financial performance, SMEs should use more of the recognized ratios place in this study. Six ratios were identified to be widely used by the various SMEs interviewed, and because most of the respondents indicated that their financial performance has been satisfying (even though some said there is a need to improve), these ratios should be taken into consideration. SMEs need also to train their financial staff on other financial tools such bankruptcy prediction models that are quite easy to use. It was also pointed out in the literaturereview tha t ratio analysis and bankruptcy prediction models (since they consist of a group of ratios with variables of different weights) have their shortcomings as well. Therefore they should only be used as an indication.This study will contribute toward fill the gap in the literature of SME financial performance measurement and if taken seriously by SMEs, will help them in effective financial performance measurement by drawing attention to the various tools that are available to them for that purpose and the necessity of training financial staff on various measures as well.

Definition And Description of Employee Innovation Behaviour

Definition And interpretation of Employee regeneration demeanorCHAPTER 2Employee en audition demeanor has been defined as the functional demeanour of an man-to-man to get into and/or apply advanced bases, products, figure breakes, and procedures to his or her fix affair, unit of measurement, or face ( watt Farr, 1989, 1990b). Examples of employee advance(a) demeanor in the exertionplace take introducing pertly technologies and techniques, suggesting sore ways to achieve objectives, difficult bracing ways of per wreaking spring tasks, and facilitating the instruction execution of recentfangled ideas. some(prenominal) points in the comment on employee cosmos proposed by West and Farr (1989, 1990b) atomic number 18 worth noning. Firstly, employee advance(a) conducts acknowledge demeanors pertaining to two(prenominal) the grounding and the defendion or executing of saucy ideas, products, processes and procedures by the employees. This definiti on thus includes a metamorphose of demeanours pertaining to the goal processes in an organisation.Secondly, this definition takes into business kin both practiced mental homes (the foundation or application of new technologies, products, and services) and administrative figures (the mental home or application of new procedures and policies) (Van de Ven, 1986). Technical insane asylums be insertions that elapse in the primary plough activity of the brass instrument administrative foundations ar alterations that occur in the pertainionate system of an cheek (Daft, 1978 Damanpour Evan, 1984). Examples of technical origin include the implementation of an idea for a new product or the creation of new elements in an schemes production process. Examples of administrative variety include the implementation of new policies of recruitment, entirelyocating resources, and reward. person mod deportments could be demeanours pertaining to the introduction or imp lementation of both technical and administrative inceptions.Thirdly, the new ideas, products, processes, and procedures being introduced or implemented do non ingest to be absolutely new to the field. They only extremity to be new comparative to the unit of undertakeion. For example, an employee is innovating when he introduces an IT system that has non been employ in his establishment before. This technology doesnt make water to be a new invention and could remove been used in new(prenominal) organisations before. And finally, progressive demeanors include non only those behaviors leading to conversions indoors the unmarrieds encounter persona unless(prenominal) besides demeanors that rise or help oneself instaurations in higher aim units such(prenominal)(prenominal) as the individuals have group, department, or the entire organization (West Farr 1989.2.2 twist of the Terminology Used in the discourseSeveral the like terminologies to employee p sychiatric hospital exist in the literary productions. A brief raillery some how those terminologies ar similar to and polar from the frame bet of employee modern behavior ordain delay say-so drop confusion and help our learn of employee advance(a) demeanor. One similar creation is individual imaginative doings. yeastyness refers to the production and introduction of fiction and useful ideas, products, or processes (Amabile, 1988 Oldham Cummings, 1996 Shalley, 1995 Woodman, Sawyer, Griffin, 1993). Individual creative conducts argon doingss pertaining to the generation of such novel and useful ideas, products, or processes. imaginative behavior is closely joined to in advance(p) behaviour and it tush be occupyed as one pillowcase of advanced(a) behaviour. However, advanced behaviours include a broader range of behaviours than just creative behaviours. Innovative behaviours include both the introduction of self-generated ideas (creative behaviour ) and the introduction and implementation of new ideas generated by oppositewise mint and organizations. Creativity requires absolute gewgaw of the idea whereas inception only requires relative novelty of the idea to the unit of word meaning (King, 1990 Woodman, Sawyer, Griffin, 1993).Therefore, adopting a new policy from an opposite organization to the trustworthy organization would be mod yet not creative. Also, the definition of creative thinking includes an inherent indispensableness for the idea or product to be useful. The phenomenon of advanced behaviour doesnt include a receipts judgment in itself. An in advance(p) attempt could result in divers(prenominal) possible proceedss for the organization. Yet an toothless conception is unbosom an innovation. Also, creative behaviour occupations the generation of ideas whereas innovational behaviour includes both the generation or introduction and the application or implementation of the new ideas (Amabile, 19 88 Scott Bruce, 1994 Zhou, 1998, 2003).Another re recently thought to employee innovation is eccentric innovation. parting innovation is the introduction of world-shaking new behaviours into a pre- be habit (West, 1987a, 1987b). Role innovation is usually canvas in the context of occupation change and relocation (e.g., Allen Meyer, 1990 Ashford Saks, 1996 Munton West, 1995 Nicholson, 1984 West Rushton, 1989). The telephone extension for comparison in hearty occasion innovation is the pre- breathing crinkle routine. It is ingested an act of role innovation, if the way the menstruum melodic line holder does his crinkle is diametric from the way the previous muse holder did it or from the way other wad currently do the analogous job in the alike organization. Role innovation is relate to mod behaviour in the ace that introducing new behaviours and procedures into an existing subject ara role is one type of in advance(p) behaviour.However, these two c onceitions argon still incompatible. Role innovation only changes processes within an individuals work role. Innovative behaviours, however, is not limited to innovations occurring in the work role alone yet similarly in the department, unit, and the organization. In addition, all modern behaviours cannot be considered as role innovation. For example, developing new ideas and products is part of the job profile for some organizational speckles (e.g. the RD department). People in those job positions routinely introduce new products and procedures into the organization and therefore frequently engage in modernistic behaviour. However, since it is part of their existing job or work role, those behaviours argon not considered as role innovation.Another similar excogitation is in-person possible follow out. Frese, Kring, Soose, and Zempel (1996 38) defined individual(prenominal) first as a behavior syndrome resulting in an individuals taking an active and self-starting ri se to work and going beyond what is formally required in a given job. More specifically, personal curtain raising is characterized by the pursual aspects it (1) is unvarying with the organizations mission (2) has a long-term commission (3) is goal-directed and action-oriented (4) is persistent in the face of barriers and setbacks, and (5) is self-starting and proactive. Some individuals behaviour in the oeuvre such as voluntary suggestion of new ideas to the organization can be seen as both personal initiative and modernistic behaviours. However, not all personal initiative behaviours are modern behaviours. personal initiative could include both quantitative and qualitative initiatives. Quantitative initiatives are those activities that only require superfluous energy. Those activities do result into the application of new ideas, products, and procedures into the workplace and therefore are not sophisticated behaviours. Moreover, personal initiative is voluntary in temper o f the behaviour whereas mod behaviours do not have to be beyond the formal job essential.In a nutshell, creative behaviour, role innovation and personal initiative are all cerebrate to but different from the construct of individual innovative behaviour. Differentiating these constructs provide further clarify the concept of employee innovative behaviour. At the same while, the existing similarities suggest the possibility that the lits abandoned to these associate constructs could inform look into on innovative behaviours.2.3 Employee renewal and discover solvent ExpectationsWhy do employees preface in an organisation? A piece of wisdom reiterated by learning theories and motivation theories is the enormousness of essence expectations in determining human innovative behaviour. The operant conditioning speculation of learning stresses the wideness of the Law of Effect, which states that behaviour which searchs to lead to a collateral consequence tends to be repea ted, while behaviour that leads to a oppose consequence tends not to be repeated (Thorndike, 1911). Banduras loving learning scheme (1977) proposed that multitude learn closely the consequences expect for reliable behaviours not only from their bear experiences but also from observing others in the workplace. To summarize, operant conditioning system and brotherly learning guess advocates that bulk develop topic expectations of certain(prenominal) behaviours either from direct experiences or from vicarious learning. The force expectations, in turn, excrete their future behaviour in the workplace.The set up of outcome expectations on behaviour are more(prenominal)(prenominal) directly turn to in Vrooms expectancy theory of motivation (1964). The renowned expectancy theory of motivation suggests that an individuals motivational long suit to coiffure an act is setd by his expectancies that the act impart be followed by the attainment of certain first-level outc omes (expectancy), that these first-level outcomes provide lead to certain second-level outcomes (instrumentality), and the hold dear of these second-level outcomes (valence). The importance of outcome expectations is nameed by the concept of expectancy, which is a unobjective ruling concerning the likelihood that a behaviour pull up stakes lead to feature first-level outcomes (Vroom, 1964). A similar observation of the importance of outcome expectations in bear upon individual behavioural intentions can also be effect in Ajzen and Fishbeins theory of reasoned action (1980).Outcome expectations guide innovative behaviours in the workplace. In the case of employee innovative behaviour, what are the major(ip) outcome expectations that go employee innovation at work? dickens major types of outcome expectations provide touch on employees stopping point to engage in innovative behaviours expect execution of instrument outcomes and anticipate theatrical role outcomes. j udge accomplishment outcomes are employees expectations of how his or her innovative behaviours would strike the writ of execution or power of the employees work role or unit. pass judgment calculate outcomes are an individuals expectations well-nigh how his or her innovative behaviours would affect other organization members perceptions of him or her. evaluate flesh outcomes are an individuals expectations about how his or her innovative behaviours would affect the perceptions of the other members of the organisation towards him or her.The linkage of accomplishment and role outcomes at the individual level is comparable to the differentiation mingled with organization talent and legitimacy as suggested by institutional theory (Meyer Rowan, 1977). The organizations compete for tender as well as sparing run shortness in the institutional survey (DiMaggio Powell, 1983). Whereas the stinting fitness or organization efficiency frontier farm the organizations profits and war-ridden advantages, social fitness entrances legitimacy which helps the organization get ahead stability, resources and hence survival. Several studies have recently brought such an institutional view into the debate of innovation processes by highlighting the impacts of both efficiency outcomes and dominance legitimacy outcomes on innovation adoption decisions. Tolbert and Zucker (1983) found that an early adoption of civil service is think to internal organizational requirements while late adoption is related to institutional definitions of trustworthy structural form Westphal, Gulati and Shortell (1997) in their research work found out that early adopters can tailor Total pure tone counseling (TQM) practices for efficiency agnises, while later adopters gain legitimacy from adopting the normative form of TQM programs. Results from both the empirical studies conclude that an organizations decision to adopt an innovation is enamord by both internal efficiency c onsiderations (i.e., the efficiency outcome) and external legitimacy considerations (i.e., the chain of mountains outcome). The results not only aliments the importance of considering both outcomes in the innovation process but also suggests that their relative impact on innovation adoption lead vary in different situations.Abrahamson (1991) suggested a typology that highlights the governing effectual alternative paradigm and other less dominant situations that can be used to guide innovation research. The dominant paradigm is the efficient choice perspective (i.e., the efficiency-oriented perspective), which conceptualises organizations as rational entities who evermore adopt innovations that can make better organization efficiency or action. On the other hand, two other perspectives the fashion and fad perspectives stresses on the importance of social-political processes by suggesting that organizations sometimes adopt innovations for their symbolic meaning, signalling innovativeness, rather than to wage increase organizations economic carrying into action. The impacts of pass judgment work outcomes and anticipate regard outcomes on employee innovative behaviour represents the efficiency-oriented and the social-political originators for employee innovation, respectively (see construe 1).Figure 1Outcome Expectations and Employee renewal BehaviourNote neglect for those pronounced with minus signs, all link in the model are hypothesized to be verificatory.Source Diagram equal from founding and creativeness at work Psycho logical and organizational strategies by West Farr (1990a).2.4 The Efficiency-Oriented Perspective of Expected act OutcomesThe efficiency-oriented perspective in discretion employee innovation behaviour suggests that one major reason the great unwashed introduce is to suffer mathematical operation gains. Although assumed to be one of the major motivational reasons in this dominating paradigm, few studies have d irectly tested the effect of such pass judgment performance outcomes on innovative behaviour. This language provides a surmisal for testing the outcome of the effects of such expectation and on employee innovation behaviour at work. Expected double outcomes have been considered different from the concept of subjective norm in the theory of reasoned action (Ajzen Fishbein, 1980) in this study. The subjective norm concept refers to a persons belief about whether significant others think that he or she should engage in the behaviour. Although both the concepts are related to potential social outcomes of employees behaviour, anticipate paradigm outcomes refer to expected perceptions from a potential auditory sense (i.e., other employees in the organization) rather than the concern for the approval or disfavor of others. Image outcome expectations can be functiond by other movers as well such as descent character reference, peer expectations, and job requirements.The books a vailable on ideal counselling provides an interesting distinction between defensive and assertive imagination precaution (Arkin, 1981 Schlenker, 1980). Tetlock Manstead (198561) provides a true discussion on this distinction Defensive issue commission is to protect an employees ceremonious social externalise it is triggered by contradict affective states such as embarrassment and shame. Whereas assertive impression worry is designed to improve an employees social persona it is triggered by perceived opportunities for creating prospering impressions on others. Therefore the passing between avoiding doubling risks and pursuing figure of speech nurturement represent different affective states and individual motives.Consulting the impression concern literature, the dissertation hypothesizes two major types of run into outcome expectations that whitethorn affect an employees decision to engage in innovative behaviour. Firstly, expected depiction sack risk allow tr ammel sight from demonstrating innovative behaviour. An employee whitethorn learn to play it safe and try and avoid being innovative in assure to look socially appropriate and prevent potential image loss. Showing such a tendency to avoid negative evaluations represents the protective self-presentation (Arkin, 1981) or defensive impression management motive (Tetlock Manstead, 1985). The self-protective motive shows that expected image risks testament snare the tendency of an employee to engage in innovative behaviour (refer Figure 1).On the other hand, people whitethorn flavor the need to innovate because they may see potential opportunity to enhance work efficiency. For example, a high-performing employee may want to introduce a new work technique because he or she perceives opportunities to further improve efficiency. remote to the problem-driven construct this latter construct is reproducible with the more contemporary vision-guided change model (Cooperrider Srivastva, 1987 Cummings Worley, 2005 Watkins Mohr, 2001) and possibility-driven logic of change (Ford Ford, 1994). This approach suggests that changes can be initiated not only to go existing problems but also to tail further improvement toward an sample vision.Efficiency and performance improvement increases the battle and success of an employee. Regardless of the purpose being is to fix existing performance problems or to explore potential benefits, people will be more in all probability to engage in innovative behaviour if they expect that the introduction of new ideas, products, procedures, or processes would bring tyrannical performance outcomes to his or her work or job role (refer Figure 1). Therefore expected performance outcomes represent the efficiency-oriented perspective in dread innovation. This approach suggests that people innovate because they expect supreme results in performance gains.The sideline venture has been real establish on analysing the preceding(pren ominal) literature on the efficiency-oriented perspective of expected performance outcomes possible action 1 Expected confirming performance outcomes are positively related to employee innovation behaviour at the workplace.2.5 The Social-Political Perspective of Expected Image OutcomesExpected image outcomes are an individuals expectations about how his or her innovative behaviour would impact the perceptions of the other members of the organisation about him or her. Ashford, Rothbard, Piderit, and Dutton (1998), consider expected image outcomes as Employees may engage in innovative behaviour as a conscious effort to improve image. The employees sweet in innovative behaviour to pursue image gain depict the assertive impression management motive (Rioux Penner, 2001). An apt example will be employees suggesting new ideas to managers to appear competent and conscientious. Sutton and Hargadons (1996) designed a study to analyse self-enhancing motive and engineers competitive behaviou rs in brainstorming sessions. The self enhancing motive suggests that expected image gains will increase employee innovative behaviour at work (refer Figure 1). In line with the social-political perspective in understanding innovation, both avoiding image risks (the self-protective impression management motive) and pursuing image gains (the self-enhancing impression management motive) emphasize the importance of social-political considerations in determining employee innovative behaviour in the workplace.The following hypothesis has been developed based on analysing the preceding(prenominal) literature on the social-political perspective of expected image of expected image outcomes meditation 2(a) Expected image risks are negatively related to employee innovation behaviour at the workplace. venture 2(b) Expected image gains are positively related to employee innovation behaviour at the workplace.2.6 Conceptual Model for Employee Innovation BehaviourPerformance and image outcome ex pectations are proximal determinants which determine employee innovation in the workplace and also serve as talk terms processes by which more distal individual differences and contextual radicals affect employee innovation capabilities (West Farr, 1989). An analysis of how distal antecedent factors play expectations of outcomes and therefore employee innovative behaviour is all important(predicate) for at least(prenominal) two reasons. Firstly, it addresses the question of how distal individual differences of employees and contextual factors affect employee innovation behaviour by examining the intermediate mental processes. Secondly, it exempts the sources of variance in employee performance and image outcome expectations across individuals and situations.Without the intention of providing an all exclusive list, the following five distal antecedent factors were considered as especially important for employee innovation behaviourperceived organization embody for innovation ,supervisory program birth quality,innovativeness as job requirement,reputation as innovative, anddissatisfaction with the office quo.These aforementioned antecedents were chosen because they are among the most studied in the literature and they represent different angles to understand employee innovative behaviour. The five proximal antecedents were interpreted together to form the conceptual model for testing employee innovation behaviour in this dissertation.Figure 2Diagram of Conceptual Model for Employee Innovation BehaviourNote Except for all those links marked with negative signs, all other links in the model are hypothesized to be positive.Source Diagram adapted from Innovation and creativity at work Psychological and organizational strategies by West Farr (1990a)2.6.1 Perceived Organization harbor for InnovationOrganization incarnate for innovation in terms of pro-innovation modality, resources, and time allocation, is one of the primary purlieual qualities that prom ote innovation and creativity (Amabile, 1988 Kanter, 1988). This dissertation explores performance and image outcome expectations as important intermediate processes and tries to explain why such organization support affects innovative behaviour.If an organizational surroundings favours change rather than tradition for its growth and development, its members will seek to initiate change in order to be culturally appropriate (Farr Ford, 1990 73). Similarly, an organizational modality that promotes innovation will encourage employee to engage in innovative behaviours because such climate legitimates experiment (West Wallace, 1991) and reduces image risk involved in such behaviours (Ashford et al., 1998). An organization climate promoting innovation delivers expectancies and instrumentalities (Scott Bruce, 1994) so that the employees in that organization understand that being innovative is a desirable image. Reduced potential image loss risks and increase potential image gain env ironment encourage employees to engage in more innovative behaviours when perceived organization support for innovation is high.Employees in an organization supporting innovation may want to engage in more innovative behaviours not only because of the potential image outcomes but also because they have higher expectations for positive performance outcomes resulting from such innovative behaviours. A favourable organization climate for innovation demonstrates the belief that innovation will benefit the organization in developing and achieve the round top of success. Having such beliefs embedded in the horticulture of the organization will influence individual attitudes and beliefs through the organization and boost innovation processes. Schneiders (1987) attraction-selection-attrition (ASA) framework suggests people attracted to and remaining in the organization are in all probability to be those individuals who pct basic beliefs with the organization. Hence, it is logical to exp ect that compared with organisations not promoting innovative behaviours, people in organizations with pro-innovation climates are also more potential to have pro-innovation individual beliefs. In other words, they are more credibly to be satisfied and rely that initiating innovations will benefit the efficiency and performance of their work. Such beliefs in positive performance outcomes serve as some other motive for employee behaviour in the workplace.The following hypothesis has been developed based on analysing the above literature on the social-political perspective of expected image of expected image outcomes system 3(a) Perceived organization support for innovation is positively related to expected positive performance outcomes associated with employee innovation behaviour at the workplace. venture 3(b) Perceived organization support for innovation is negatively related to expected image risks associated with employee innovation behaviour at the workplace.Hypothesis 3(c) Perceived organization support for innovation is positively related to expected image gains associated with employee innovation behaviour at the workplace.2.6.2 supervisory program Relationship QualityA quality manager-employee race has been found out to be an important contextual factor on employee innovation and creativity (Scott Bruce, 1994 Tierney, Farmer, Graen, 1999). The prevalence of a quality relationship with supervisor will influence employee innovative behaviour indirectly through its influence on performance and image outcome expectations. A quality relationship between the managers and the employees will increase an employees belief that his or her innovative behaviour will result in performance and efficiency gains. The Leader-Member Exchange (LMX) theory suggests that subordinates who have high-quality relationships with their supervisors are provided greater resources in the workplace (e.g., privileged information, work support) and decision latitude in give bac k for greater loyalty and inscription (Dansereau, Graen, Haga, 1975 Graen, 1976 Graen, Novak, Sommerkamp, 1982). Therefore, employees with high-quality supervisor relationships are more likely to engage in innovative behaviour and be confident that their actions will result in performance and efficiency gains.Desire and motivation of the employees influence what he or she perceives (Gilbert, 1998 Markus Zajonc, 1985 Postman, Bruner, McGinnies, 1948). research studies undertaken previously shows that supervisors tend to evaluate the employees they like and trust in a more positive way (Cardy Dobbins, 1986 imagine Ferris, 1993 Wayne Liden, 1995). When a supervisor likes and believes in the employee, he or she is more likely to think positively about the employees ideas and believe such ideas are important and significant (Zhou Woodman, 2003). Previous research on attributions concept indicates that when the supervisor likes or empathizes with his sub-ordinates, he or she i s more likely to attribute positive outcomes to the sub-ordinatess dispositional causes and negative outcomes to situational causes (Green Mitchell, 1979 Regan, Straus, Fazio, 1974 Regan Totten, 1975). It is expected that good people will perform good actions, and pernicious people will perform bad actions. Thus when liked characters do good things or disliked actors do bad things, we attribute the action to characteristics of the character (Heider, 1958). Therefore, when perceiving a good relationship with the supervisor, an employee will feel more confident that his new ideas will receive acceptance and favourable evaluations from his supervisor, resulting in higher possibilities for image gains.The following hypothesis has been developed based on analysing the above literature on the supervisor relationship quality Hypothesis 4(a) Supervisor relationship quality is positively related to expected positive performance outcomes associated with employee innovation behaviour at t he workplace.Hypothesis 4(b) Supervisor relationship quality is negatively related to expected image risks associated with employee innovation behaviour at the workplace.Hypothesis 4(c) Supervisor relationship quality is positively related to expected image gains associated with innovative behaviour at the workplace.2.6.3 Innovativeness as a Job RequirementThe requirements of a job have been identified by researchers as an activating pull back for innovation (Kanter, 1988) and a primary factor in inducing employee creativity (Shalley, Gilson, Blum, 2000 Tierney Farmer, 2002). This dissertation explores the mechanisms through which perceived job requirement for innovativeness encourages individual innovation by its influences on both expected performance and image outcomes. The innovative requirement of a job is located not only by the objective nature of the job position (e.g., RD scientists versus technicians) but also by the subjective attitude of the job holder, which can be influenced by factors including the job holders social environment as suggested by the social information affect theory (Salancik Pfeffer, 1978). Perceived innovativeness as a part of job requirement will also encourage innovative behaviour by minimising the concerns for image risks and increasing image gain expectations. Firstly, it bindingates innovative behaviours as officially acceptable and socially appropriate. The job requirement serves as a contextual influence that justifies the employees innovative behaviour. Thus, the employees do not need to provide reasons to explain their innovative behaviours and do not need to be concerned about being seen as behaving inappropriately. Secondly, previous research state shows that an audience is less unfavorable and more receptive to change-initiated or innovative behaviours from people whose functional minimize or job position supports such innovative behaviours. Ashford and colleagues (1998) found out in their research that fu nctional background-issue fit negatively related to image risk from selling issues. In the same way, Daft (1978) found out that organizations appeared to adopt technical ideas from professionals (in that case, teachers) and administrative ideas from administrators. Applying the same logic here, managers and fellow co-workers will be more receptive to the innovative behaviours of employees in positions requiring innovativeness and will consider their new ideas as more valid and well-grounded, resulting in lower image risk and higher potential of image gain for the innovative employees.The following hypothesis has been developed based on analysing the above literature on reputation of an employee as innovative Hypothesis 5(a) Innovativeness as job requirement is positively related to expected positive performance outcomes associated with employee innovation behaviour at the workplace.Hypothesis 5(b) Innovativeness as job requirement is negatively related to expected image risks associ ated with employee innovation behaviour at the workplace.Hypothesis 5(c) Innovativeness as job requirement is positively related to expected image gains associated with employee innovation behaviour at the workplace.2.6.4 Reputation of an Employee as InnovativeThe employees are considered as more socially appropriate and legitimate when their behaviours match categorizations and expectations of the organisation where they work in (Zelditch, 2001). The existing literature on impression management suggests that the impressions people try to create are unnatural by their current image in the society (Leary Kowalski, 1990 Schlenker, 1980). Behaviours which are consistent with the expectations and reputations (especially desirable ones) are socially legitimized, and behaviours against those expectations run the risk of being looked smooth upon by the people in the society.The employees who are not expected to beDefinition And Description of Employee Innovation BehaviourDefinition And Description of Employee Innovation BehaviourCHAPTER 2Employee innovation behaviour has been defined as the intentional behaviour of an individual to introduce and/or apply new ideas, products, processes, and procedures to his or her work role, unit, or organization (West Farr, 1989, 1990b). Examples of employee innovative behaviour in the workplace include introducing new technologies and techniques, suggesting new ways to achieve objectives, trying new ways of performing work tasks, and facilitating the implementation of new ideas.Several points in the definition on employee innovation proposed by West and Farr (1989, 1990b) are worth noting. Firstly, employee innovative behaviours include behaviours pertaining to both the introduction and the application or implementation of new ideas, products, processes and procedures by the employees. This definition thus includes a variety of behaviours pertaining to the innovation processes in an organisation.Secondly, this definition takes into account both technical innovations (the introduction or application of new technologies, products, and services) and administrative innovations (the introduction or application of new procedures and policies) (Van de Ven, 1986). Technical innovations are innovations that occur in the primary work activity of the organization administrative innovations are innovations that occur in the social system of an organization (Daft, 1978 Damanpour Evan, 1984). Examples of technical innovation include the implementation of an idea for a new product or the introduction of new elements in an organizations production process. Examples of administrative innovation include the implementation of new policies of recruitment, allocating resources, and reward. Individual innovative behaviours could be behaviours pertaining to the introduction or implementation of both technical and administrative innovations.Thirdly, the new ideas, products, processes, and procedures being introduced or implemen ted do not have to be absolutely new to the field. They only need to be new relative to the unit of adoption. For example, an employee is innovating when he introduces an IT system that has not been used in his organization before. This technology doesnt have to be a new invention and could have been used in other organizations before. And finally, innovative behaviours include not only those behaviours leading to innovations within the individuals work role but also behaviours that initiate or facilitate innovations in higher level units such as the individuals work group, department, or the entire organization (West Farr 1989.2.2 Construction of the Terminology Used in the DissertationSeveral similar terminologies to employee innovation exist in the literature. A brief discussion about how those terminologies are similar to and different from the framework of employee innovative behaviour will prevent potential confusion and help our understanding of employee innovative behaviour . One similar construct is individual creative behaviour. Creativity refers to the production and introduction of novel and useful ideas, products, or processes (Amabile, 1988 Oldham Cummings, 1996 Shalley, 1995 Woodman, Sawyer, Griffin, 1993). Individual creative behaviours are behaviours pertaining to the generation of such novel and useful ideas, products, or processes. Creative behaviour is closely linked to innovative behaviour and it can be considered as one type of innovative behaviour. However, innovative behaviours include a broader range of behaviours than just creative behaviours. Innovative behaviours include both the introduction of self-generated ideas (creative behaviour) and the introduction and implementation of new ideas generated by other people and organizations. Creativity requires absolute novelty of the idea whereas innovation only requires relative novelty of the idea to the unit of adoption (King, 1990 Woodman, Sawyer, Griffin, 1993).Therefore, adopting a new policy from another organization to the current organization would be innovative but not creative. Also, the definition of creativity includes an inherent requirement for the idea or product to be useful. The phenomenon of innovative behaviour doesnt include a usefulness judgment in itself. An innovative attempt could result in different possible consequences for the organization. Yet an ineffective innovation is still an innovation. Also, creative behaviour concerns the generation of ideas whereas innovative behaviour includes both the generation or introduction and the application or implementation of the new ideas (Amabile, 1988 Scott Bruce, 1994 Zhou, 1998, 2003).Another related concept to employee innovation is role innovation. Role innovation is the introduction of significant new behaviours into a pre-existing role (West, 1987a, 1987b). Role innovation is usually studied in the context of job change and relocation (e.g., Allen Meyer, 1990 Ashford Saks, 1996 Munton We st, 1995 Nicholson, 1984 West Rushton, 1989). The reference for comparison in role innovation is the pre-existing job role. It is considered an act of role innovation, if the way the current job holder does his job is different from the way the previous job holder did it or from the way other people currently do the same job in the same organization. Role innovation is related to innovative behaviour in the sense that introducing new behaviours and procedures into an existing work role is one type of innovative behaviour.However, these two concepts are still different. Role innovation only changes processes within an individuals work role. Innovative behaviours, however, is not limited to innovations occurring in the work role alone but also in the department, unit, and the organization. In addition, all innovative behaviours cannot be considered as role innovation. For example, developing new ideas and products is part of the job profile for some organizational positions (e.g. the RD department). People in those job positions routinely introduce new products and procedures into the organization and therefore frequently engage in innovative behaviour. However, since it is part of their existing job or work role, those behaviours are not considered as role innovation.Another similar concept is personal initiative. Frese, Kring, Soose, and Zempel (1996 38) defined personal initiative as a behavior syndrome resulting in an individuals taking an active and self-starting approach to work and going beyond what is formally required in a given job. More specifically, personal initiative is characterized by the following aspects it (1) is consistent with the organizations mission (2) has a long-term focus (3) is goal-directed and action-oriented (4) is persistent in the face of barriers and setbacks, and (5) is self-starting and proactive. Some individuals behaviour in the workplace such as voluntary suggestion of new ideas to the organization can be seen as both pers onal initiative and innovative behaviours. However, not all personal initiative behaviours are innovative behaviours. Personal initiative could include both quantitative and qualitative initiatives. Quantitative initiatives are those activities that only require additional energy. Those activities do result into the application of new ideas, products, and procedures into the workplace and therefore are not innovative behaviours. Moreover, personal initiative is voluntary in nature of the behaviour whereas innovative behaviours do not have to be beyond the formal job requirement.In a nutshell, creative behaviour, role innovation and personal initiative are all related to but different from the construct of individual innovative behaviour. Differentiating these constructs will further clarify the concept of employee innovative behaviour. At the same time, the existing similarities suggest the possibility that the literatures devoted to these related constructs could inform research on innovative behaviours.2.3 Employee Innovation and Image Outcome ExpectationsWhy do employees innovate in an organisation? A piece of wisdom reiterated by learning theories and motivation theories is the importance of outcome expectations in determining human innovative behaviour. The operant conditioning theory of learning stresses the importance of the Law of Effect, which states that behaviour which appears to lead to a positive consequence tends to be repeated, while behaviour that leads to a negative consequence tends not to be repeated (Thorndike, 1911). Banduras social learning theory (1977) proposed that people learn about the consequences expected for certain behaviours not only from their own experiences but also from observing others in the workplace. To summarize, operant conditioning theory and social learning theory advocates that people develop outcome expectations of certain behaviours either from direct experiences or from vicarious learning. The outcome expectation s, in turn, guide their future behaviour in the workplace.The effects of outcome expectations on behaviour are more directly addressed in Vrooms expectancy theory of motivation (1964). The renowned expectancy theory of motivation suggests that an individuals motivational force to perform an act is determined by his expectancies that the act will be followed by the attainment of certain first-level outcomes (expectancy), that these first-level outcomes will lead to certain second-level outcomes (instrumentality), and the value of these second-level outcomes (valence). The importance of outcome expectations is depicted by the concept of expectancy, which is a subjective belief concerning the likelihood that a behaviour will lead to particular first-level outcomes (Vroom, 1964). A similar observation of the importance of outcome expectations in affecting individual behavioural intentions can also be found in Ajzen and Fishbeins theory of reasoned action (1980).Outcome expectations guid e innovative behaviours in the workplace. In the case of employee innovative behaviour, what are the major outcome expectations that affect employee innovation at work? Two major types of outcome expectations will impact employees decision to engage in innovative behaviours expected performance outcomes and expected image outcomes. Expected performance outcomes are employees expectations of how his or her innovative behaviours would affect the performance or efficiency of the employees work role or unit. Expected image outcomes are an individuals expectations about how his or her innovative behaviours would affect other organization members perceptions of him or her. Expected image outcomes are an individuals expectations about how his or her innovative behaviours would affect the perceptions of the other members of the organisation towards him or her.The linkage of performance and image outcomes at the individual level is comparable to the differentiation between organization effic iency and legitimacy as suggested by institutional theory (Meyer Rowan, 1977). The organizations compete for social as well as economic fitness in the institutional perspective (DiMaggio Powell, 1983). Whereas the economic fitness or organization efficiency frontier enhance the organizations profits and competitive advantages, social fitness brings legitimacy which helps the organization gain stability, resources and hence survival. Several studies have recently brought such an institutional perspective into the study of innovation processes by highlighting the impacts of both efficiency outcomes and potential legitimacy outcomes on innovation adoption decisions. Tolbert and Zucker (1983) found that an early adoption of civil service is related to internal organizational requirements while late adoption is related to institutional definitions of legitimate structural form Westphal, Gulati and Shortell (1997) in their research work found out that early adopters can customize Total Quality Management (TQM) practices for efficiency gains, while later adopters gain legitimacy from adopting the normative form of TQM programs. Results from both the empirical studies conclude that an organizations decision to adopt an innovation is influenced by both internal efficiency considerations (i.e., the efficiency outcome) and external legitimacy considerations (i.e., the image outcome). The results not only supports the importance of considering both outcomes in the innovation process but also suggests that their relative impact on innovation adoption will vary in different situations.Abrahamson (1991) suggested a typology that highlights the dominant efficient choice paradigm and other less dominant perspectives that can be used to guide innovation research. The dominant paradigm is the efficient choice perspective (i.e., the efficiency-oriented perspective), which conceptualises organizations as rational entities who always adopt innovations that can improve organizatio n efficiency or performance. On the other hand, two other perspectives the fashion and fad perspectives stresses on the importance of social-political processes by suggesting that organizations sometimes adopt innovations for their symbolic meaning, signalling innovativeness, rather than to boost organizations economic performance. The impacts of expected performance outcomes and expected image outcomes on employee innovative behaviour represents the efficiency-oriented and the social-political motives for employee innovation, respectively (see Figure 1).Figure 1Outcome Expectations and Employee Innovation BehaviourNote Except for those marked with negative signs, all links in the model are hypothesized to be positive.Source Diagram adapted from Innovation and creativity at work Psychological and organizational strategies by West Farr (1990a).2.4 The Efficiency-Oriented Perspective of Expected Performance OutcomesThe efficiency-oriented perspective in understanding employee innov ation behaviour suggests that one major reason people innovate is to bring performance gains. Although assumed to be one of the major motivational reasons in this dominating paradigm, few studies have directly tested the effect of such expected performance outcomes on innovative behaviour. This dissertation provides a hypothesis for testing the outcome of the effects of such expectation and on employee innovation behaviour at work. Expected image outcomes have been considered different from the concept of subjective norm in the theory of reasoned action (Ajzen Fishbein, 1980) in this study. The subjective norm concept refers to a persons belief about whether significant others think that he or she should engage in the behaviour. Although both the concepts are related to potential social outcomes of employees behaviour, expected image outcomes refer to expected perceptions from a potential audience (i.e., other employees in the organization) rather than the concern for the approval or disapproval of others. Image outcome expectations can be influenced by other factors as well such as relationship quality, peer expectations, and job requirements.The Literature available on impression management provides an interesting distinction between defensive and assertive impression management (Arkin, 1981 Schlenker, 1980). Tetlock Manstead (198561) provides a good discussion on this distinction Defensive impression management is to protect an employees established social image it is triggered by negative affective states such as embarrassment and shame. Whereas assertive impression management is designed to improve an employees social image it is triggered by perceived opportunities for creating favourable impressions on others. Therefore the difference between avoiding image risks and pursuing image enhancement represent different affective states and individual motives.Consulting the impression management literature, the dissertation hypothesizes two major types of im age outcome expectations that may affect an employees decision to engage in innovative behaviour. Firstly, expected image loss risk will constrain people from demonstrating innovative behaviour. An employee may decide to play it safe and try and avoid being innovative in order to look socially appropriate and prevent potential image loss. Showing such a tendency to avoid negative evaluations represents the protective self-presentation (Arkin, 1981) or defensive impression management motive (Tetlock Manstead, 1985). The self-protective motive shows that expected image risks will restrict the tendency of an employee to engage in innovative behaviour (refer Figure 1).On the other hand, people may feel the need to innovate because they may see potential opportunity to enhance work efficiency. For example, a high-performing employee may want to introduce a new work technique because he or she perceives opportunities to further improve efficiency. Contrary to the problem-driven construct this latter construct is consistent with the more contemporary vision-guided change model (Cooperrider Srivastva, 1987 Cummings Worley, 2005 Watkins Mohr, 2001) and possibility-driven logic of change (Ford Ford, 1994). This approach suggests that changes can be initiated not only to solve existing problems but also to pursue further improvement toward an ideal vision.Efficiency and performance improvement increases the competitiveness and success of an employee. Regardless of the purpose being is to fix existing performance problems or to explore potential benefits, people will be more likely to engage in innovative behaviour if they expect that the introduction of new ideas, products, procedures, or processes would bring positive performance outcomes to his or her work or job role (refer Figure 1). Therefore expected performance outcomes represent the efficiency-oriented perspective in understanding innovation. This approach suggests that people innovate because they expect po sitive results in performance gains.The following hypothesis has been developed based on analysing the above literature on the efficiency-oriented perspective of expected performance outcomesHypothesis 1 Expected positive performance outcomes are positively related to employee innovation behaviour at the workplace.2.5 The Social-Political Perspective of Expected Image OutcomesExpected image outcomes are an individuals expectations about how his or her innovative behaviour would impact the perceptions of the other members of the organisation about him or her. Ashford, Rothbard, Piderit, and Dutton (1998), consider expected image outcomes as Employees may engage in innovative behaviour as a conscious effort to improve image. The employees engaging in innovative behaviour to pursue image gain depict the assertive impression management motive (Rioux Penner, 2001). An apt example will be employees suggesting new ideas to managers to appear competent and conscientious. Sutton and Hargado ns (1996) designed a study to analyse self-enhancing motive and engineers competitive behaviours in brainstorming sessions. The self enhancing motive suggests that expected image gains will increase employee innovative behaviour at work (refer Figure 1). In line with the social-political perspective in understanding innovation, both avoiding image risks (the self-protective impression management motive) and pursuing image gains (the self-enhancing impression management motive) emphasize the importance of social-political considerations in determining employee innovative behaviour in the workplace.The following hypothesis has been developed based on analysing the above literature on the social-political perspective of expected image of expected image outcomes Hypothesis 2(a) Expected image risks are negatively related to employee innovation behaviour at the workplace.Hypothesis 2(b) Expected image gains are positively related to employee innovation behaviour at the workplace.2.6 Conc eptual Model for Employee Innovation BehaviourPerformance and image outcome expectations are proximal determinants which determine employee innovation in the workplace and also serve as intermediate processes by which more distal individual differences and contextual antecedents affect employee innovation capabilities (West Farr, 1989). An analysis of how distal antecedent factors influence expectations of outcomes and therefore employee innovative behaviour is important for at least two reasons. Firstly, it addresses the question of how distal individual differences of employees and contextual factors affect employee innovation behaviour by examining the intermediate psychological processes. Secondly, it explains the sources of variance in employee performance and image outcome expectations across individuals and situations.Without the intention of providing an all exclusive list, the following five distal antecedent factors were considered as especially important for employee inn ovation behaviourPerceived organization support for innovation,supervisor relationship quality,innovativeness as job requirement,reputation as innovative, anddissatisfaction with the status quo.These aforementioned antecedents were chosen because they are among the most studied in the literature and they represent different angles to understand employee innovative behaviour. The five proximal antecedents were taken together to form the conceptual model for testing employee innovation behaviour in this dissertation.Figure 2Diagram of Conceptual Model for Employee Innovation BehaviourNote Except for all those links marked with negative signs, all other links in the model are hypothesized to be positive.Source Diagram adapted from Innovation and creativity at work Psychological and organizational strategies by West Farr (1990a)2.6.1 Perceived Organization Support for InnovationOrganization support for innovation in terms of pro-innovation climate, resources, and time allocation, is on e of the primary environmental qualities that promote innovation and creativity (Amabile, 1988 Kanter, 1988). This dissertation explores performance and image outcome expectations as important intermediate processes and tries to explain why such organization support affects innovative behaviour.If an organizational environment favours change rather than tradition for its growth and development, its members will seek to initiate change in order to be culturally appropriate (Farr Ford, 1990 73). Similarly, an organizational climate that promotes innovation will encourage employee to engage in innovative behaviours because such climate legitimates experimentation (West Wallace, 1991) and reduces image risk involved in such behaviours (Ashford et al., 1998). An organization climate promoting innovation delivers expectancies and instrumentalities (Scott Bruce, 1994) so that the employees in that organization understand that being innovative is a desirable image. Reduced potential imag e loss risks and increased potential image gain environment encourage employees to engage in more innovative behaviours when perceived organization support for innovation is high.Employees in an organization supporting innovation may want to engage in more innovative behaviours not only because of the potential image outcomes but also because they have higher expectations for positive performance outcomes resulting from such innovative behaviours. A favourable organization climate for innovation demonstrates the belief that innovation will benefit the organization in developing and achieve the pinnacle of success. Having such beliefs embedded in the culture of the organization will influence individual attitudes and beliefs through the organization and boost innovation processes. Schneiders (1987) attraction-selection-attrition (ASA) framework suggests people attracted to and remaining in the organization are likely to be those individuals who share basic beliefs with the organizati on. Hence, it is logical to expect that compared with organisations not promoting innovative behaviours, people in organizations with pro-innovation climates are also more likely to have pro-innovation individual beliefs. In other words, they are more likely to be satisfied and believe that initiating innovations will benefit the efficiency and performance of their work. Such beliefs in positive performance outcomes serve as another motive for employee behaviour in the workplace.The following hypothesis has been developed based on analysing the above literature on the social-political perspective of expected image of expected image outcomes Hypothesis 3(a) Perceived organization support for innovation is positively related to expected positive performance outcomes associated with employee innovation behaviour at the workplace.Hypothesis 3(b) Perceived organization support for innovation is negatively related to expected image risks associated with employee innovation behaviour at th e workplace.Hypothesis 3(c) Perceived organization support for innovation is positively related to expected image gains associated with employee innovation behaviour at the workplace.2.6.2 Supervisor Relationship QualityA quality manager-employee relationship has been found out to be an important contextual factor on employee innovation and creativity (Scott Bruce, 1994 Tierney, Farmer, Graen, 1999). The prevalence of a quality relationship with supervisor will influence employee innovative behaviour indirectly through its influence on performance and image outcome expectations. A quality relationship between the managers and the employees will increase an employees belief that his or her innovative behaviour will result in performance and efficiency gains. The Leader-Member Exchange (LMX) theory suggests that subordinates who have high-quality relationships with their supervisors are provided greater resources in the workplace (e.g., privileged information, work support) and deci sion latitude in return for greater loyalty and commitment (Dansereau, Graen, Haga, 1975 Graen, 1976 Graen, Novak, Sommerkamp, 1982). Therefore, employees with high-quality supervisor relationships are more likely to engage in innovative behaviour and be confident that their actions will result in performance and efficiency gains.Desire and motivation of the employees influence what he or she perceives (Gilbert, 1998 Markus Zajonc, 1985 Postman, Bruner, McGinnies, 1948). Research studies undertaken previously shows that supervisors tend to evaluate the employees they like and trust in a more positive way (Cardy Dobbins, 1986 Judge Ferris, 1993 Wayne Liden, 1995). When a supervisor likes and believes in the employee, he or she is more likely to think positively about the employees ideas and believe such ideas are meaningful and significant (Zhou Woodman, 2003). Previous research on attributions concept indicates that when the supervisor likes or empathizes with his sub-ordina tes, he or she is more likely to attribute positive outcomes to the sub-ordinatess dispositional causes and negative outcomes to situational causes (Green Mitchell, 1979 Regan, Straus, Fazio, 1974 Regan Totten, 1975). It is expected that good people will perform good actions, and bad people will perform bad actions. Thus when liked characters do good things or disliked actors do bad things, we attribute the action to characteristics of the character (Heider, 1958). Therefore, when perceiving a good relationship with the supervisor, an employee will feel more confident that his new ideas will receive acceptance and favourable evaluations from his supervisor, resulting in higher possibilities for image gains.The following hypothesis has been developed based on analysing the above literature on the supervisor relationship quality Hypothesis 4(a) Supervisor relationship quality is positively related to expected positive performance outcomes associated with employee innovation behavio ur at the workplace.Hypothesis 4(b) Supervisor relationship quality is negatively related to expected image risks associated with employee innovation behaviour at the workplace.Hypothesis 4(c) Supervisor relationship quality is positively related to expected image gains associated with innovative behaviour at the workplace.2.6.3 Innovativeness as a Job RequirementThe requirements of a job have been identified by researchers as an activating force for innovation (Kanter, 1988) and a primary factor in inducing employee creativity (Shalley, Gilson, Blum, 2000 Tierney Farmer, 2002). This dissertation explores the mechanisms through which perceived job requirement for innovativeness encourages individual innovation by its influences on both expected performance and image outcomes. The innovative requirement of a job is determined not only by the objective nature of the job position (e.g., RD scientists versus technicians) but also by the subjective attitude of the job holder, which can be influenced by factors including the job holders social environment as suggested by the social information processing theory (Salancik Pfeffer, 1978). Perceived innovativeness as a part of job requirement will also encourage innovative behaviour by minimising the concerns for image risks and increasing image gain expectations. Firstly, it validates innovative behaviours as officially acceptable and socially appropriate. The job requirement serves as a contextual influence that justifies the employees innovative behaviour. Thus, the employees do not need to provide reasons to explain their innovative behaviours and do not need to be concerned about being seen as behaving inappropriately. Secondly, previous research evidence shows that an audience is less critical and more receptive to change-initiated or innovative behaviours from people whose functional background or job position supports such innovative behaviours. Ashford and colleagues (1998) found out in their research that functional background-issue fit negatively related to image risk from selling issues. In the same way, Daft (1978) found out that organizations appeared to adopt technical ideas from professionals (in that case, teachers) and administrative ideas from administrators. Applying the same logic here, managers and fellow co-workers will be more receptive to the innovative behaviours of employees in positions requiring innovativeness and will consider their new ideas as more valid and well-grounded, resulting in lower image risk and higher potential of image gain for the innovative employees.The following hypothesis has been developed based on analysing the above literature on reputation of an employee as innovative Hypothesis 5(a) Innovativeness as job requirement is positively related to expected positive performance outcomes associated with employee innovation behaviour at the workplace.Hypothesis 5(b) Innovativeness as job requirement is negatively related to expected image risks asso ciated with employee innovation behaviour at the workplace.Hypothesis 5(c) Innovativeness as job requirement is positively related to expected image gains associated with employee innovation behaviour at the workplace.2.6.4 Reputation of an Employee as InnovativeThe employees are considered as more socially appropriate and legitimate when their behaviours match categorizations and expectations of the organisation where they work in (Zelditch, 2001). The existing literature on impression management suggests that the impressions people try to create are affected by their current image in the society (Leary Kowalski, 1990 Schlenker, 1980). Behaviours which are consistent with the expectations and reputations (especially desirable ones) are socially legitimized, and behaviours against those expectations run the risk of being looked down upon by the people in the society.The employees who are not expected to be

Benefits of Renewable Energy in Domestic Houses

Benefits of Renewable naught in Domestic Ho commitsChapter atomic number 53ness IntroductionRationaleRenewable nada is aught gene prised from inwrought re witnesss that argon renewable, constantly fill agained by nature much(prenominal) as sun unaffixed, bend, rain and geothermic high temperature. All of these bes of renewable might bay window be utilize as a cleaner source of nil in houses. As these forms of renewable vitality potentiometer be harnessed to generate sufficient electrical capability even for the or so demanding of houses and then several(prenominal), the electrical energy generated from renewable resource would be clean, safe, surroundingsall(a)y friendly, cost efficient and efficient.Our present happy progressive instruct is a thing of limited durationWilliam Stanley Jevons 1865This quotation shows that as outlying(prenominal) back as the mid 1800s civilisation knew the that worlds resources were not infinite and that sensation day they cou ld run out, so for the past 150 years or so civilisation could demand been planning for this and pure toneing for pick types of energy such as renewable energy.Traditional Fossil fuels argon data track out, they argon getting harder and much(prenominal) expensive to obtain, and their emissions ar polluting our planet. Newer, spirter, alternative, renewable, energy solutions atomic number 18 available today. Emerging technologies argon making them more efficient, and more affordable, with shorter payback times. This makes them a viable alternative to tralatitious energy sources.Energy be have s this instantballed in recent years. U.K energy wholesale prices have move up by 100% for electricity, and 230% for Gas since February 2007. Coal has seen a, massive jump with a 400% profit in the last 10 years, from just 23 a ton in 1999 to 100 a ton in 2008. inunct colour prices have increased dramatically recently and ar evermore prone to fluctuation. Oil has reached pea k communicate and increasing demand from heighten nations is give c arly to keep prices high. (line.3,4,5. par 2 from plaza page of www.renewable alternative.co.uk website for Caron alternative energy systems.)The Author found this paraphrase to be truly takele give care as it not only shows that traditional fuels are no womb-to-tomb going to be an preference in the future barely with veritable demand for energy the price is going to sky rocket. This quotation too looks at how promoting and using renewable energy systems can help you to cause a cleaner and more environmentally friendly environment, the quote likewise looks at how renewable systems can be more cost effective not only in the e reallyplaceall look span but as well as in the installation aswell as many governments of countries are at one time giving out grants to homeowners in edict to promote renewable energy. The rootage impart go into the details of the grants in greater detail later in the o ratory.AimsIn this dissertation the germ aims to show that installing renewable energy systems in domestic houses is not only encouraging green energy but likewise cost-effective and as productive as traditional high temperature systems in homes. throughout the dissertation the causality plans to get to and describe the divers(prenominal) types of renewable energy systems that are available to a dwelling to make it more energy efficient.ObjectivesTo establish an appropriate interrogation methodology to support the look for needs of the dissertation.To analyse and assess the distinguishable types of renewable energy systems.Conduct a survey of consumers who have purchased/installed a renewable energy system in their house.To investigate the improvements and disadvantages between renewable energy systems and traditional take fire up systems.Formulate conclusions and make recommendations on the hindquarters of my findings.HypothesisIs Renewable energy in domestic houses more advantageous than traditional passion systems?Structure of DissertationIntroductionChapter one introduces the endorser to the dissertation. It endures a brief overture to the topics that will be discussed in the dissertation. It also discusses the aims, objectives and the structure of the dissertation.Research methodologiesIn chapter two the writer discusses the research methodologies utilize to research information and this accommodates the research process, primary and secondary literature sources. itemization of renewable energy systemsIn chapter three the motive makes a inclination of an orbit of the different types of renewable energy systems available to the consumer.List of traditional change systemsIn chapter four the fountain makes a list of the traditional hotness systems available to the consumer.Detailed description of renewable energy systemsIn chapter five some the author gives a detailed description of the different types of renewable energy systems and lists the advantages and disadvantages.Detailed description of traditional wakening systemsIn chapter six the author gives a detailed description of the different types of traditional change systems and lists the advantages and disadvantages. digest of questionn nisusesThis chapter analyses the opinions of the home owners who have installed renewable energy systems in their homes. In this chapter the author has made up a customer survey and given it to home owners (who have installed renewable energy systems in at that place house) to complete. The author will compile and analyse the results of this survey.Case studyIn this chapter the author looks at different examples of connatural research.Conclusion and recommendationsThis chapter provides the conclusions and recommendations of the dissertation.Bibliography and ReferencesThe bibliography and references is a list of all the books, articles and websites use to research the dissertationChapter Two Research MethodologiesIntr oductionIn this chapter the author outlines the various methods used to arrive at this dissertation. It identifies the different sources used and illustrates how with comprehensive research the information was collated. The author also discusses the limitations encountered in researching for this dissertation.Research ProcessThe research process begins by the author preparing a preliminary literature review. This enables the author to acquire a sufficient grasp of the theories and methods of analysis in renewable energy systems.The preliminary literature review help the author obtain his knowledge of the planning system and legislation. The preliminary literature study also helps expand an overview of the primary sources of information available. The preliminary literature study in the initial stages in the research process presents a large measuring stick of the existent prerequisite for the dissertation. The author uses this information to narrow his research. This focused h is intentions on specific areas. The author then had to decide on what format the dissertation would take and how to go about producing it. By studying past dissertations on similar subjects it will assist in the expansion of the initial cerebration and will demonstrate the correct method to execute a dissertation.Throughout the research process different information is collared. This information can be broken up into different headings primary and secondary sources.Sources Primary and lower-rankingPrimary Literature SourcesPrimary literature is the most accurate source of information as it publishes original research (Naoum, 2007).The lists of primary sources included in this dissertation were academic research journals, dissertations, government publications and reports on the subject matter. interchange was autoried out with the librarians in some(prenominal) Robert Gordon University and Carlow Institute of Technology this broadened the research avenues. The primary(prenom inal) sources of information includedDocuments from the European UnionDocuments from the Irish governmentsustainable Energy without the toothsome ventilate by David JC MackayRenewable Energy form _or_ system of government by Paul KomorSecondary Literature sourcesSecondary literature sources are those that cite primary sources such as textbooks, trade journals, newspaper articles and so on The secondary sources were mainly conducted during the authors research period. The author used many different sources such as the internet and the library amenities available. The uses of search engines specifically orientated to renewable energy were of great significance to the author. The internet was a very good source for up to date material. The author severe on the local sustainability websites, Departments of Environment in Austria, Germany, Ireland, United Kingdom European Parliament, and the national newspaper websites to source information for this information.LimitationsDuring the research for this dissertation at that place were various limitations. One of the greatest limitations the author encountered was the time restriction. Accumulating the information essential time it takes time to process the information and assemble the dissertation.A chore the author encountered was there were very few books that discussed the issues of the the performance of renewable applied science in domestic houses. One other difficulty was the response rate was very poor to the authors emails and letters. The response rate was very poor and thus effected the authors overall objective view on this dissertation.Literature surveyThe author undertook a literature review to source the relevant research interests.The literature review provided the background information for the rationale. In researching for this dissertation the author used textbooks, newspapers, legislation and published reports as the principal sources. sometime(prenominal) DissertationsPast dissertations in the Robert Gordon University provided a valuable source of information. The past dissertations were a colossal help with the layout and format of the dissertation and also helped with developing the content.Questionn production lineeThe use of questionnaires was a significant help in receiving feedback from the people who are most influenced by the renewable energy systems (the people who have had them installed in there houses) on their opinions and experiences.Chapter 3 List of Renewable Energy SystemsThe list of renewable energy systems travel under certain different criteria for example solar, wind power, biomass etcetera these are some of the systems that the author will be looking at in greater detail later on in the dissertation.solarSolar panels.photovoltaic cells.Evacuated tube collectors.Heat stock tickersGeo thermal heat pumps. pull energy annul turbinesBiomassWood Chip or Pellet B crude oilers piss managementpelting fruitChapter 4 List of Traditional Energy Syst emsThe list of traditional energy systems that the author has decided to research falls under the following criteria Gas, Oil and Coal the author will be looking at these systems in greater detail later on in the dissertation.Traditional heating systemsGasOilCoalChapter 5 Detailed Description of Renewable Energy SystemsSolar PanelsSolar thermal (heat) energy is often used for heating urine supply used in homes and for heating the withins of buildings (space heating). Solar space heating systems can be classify as passive or active.Passive space heating is what happens to your car on a hot summer day. The suns rays heat up the inside of your car. In buildings, the air is circulated past a solar heat shape up and through the building by convection (meaning that less dense warm air tends to rise while denser dispassionate air moves potward). No mechanical equipment is needed for passive solar heating.An active solar thermal system relies on solar collectors to transform sunlight into heat that can be used for space heating or more commonly to produce hot body of water. Active systems often include some type of energy warehousing system. Information taken from (http//www.eia.doe.gov/kids/energyexplained/renewable/flatplate.html)Solar Energy the Environment apply solar energy produces no air or water contamination and no babys room splasholenees, but does have some indirect impacts on the environment.In addition, large solar thermal power plants can combat injury desert ecosystems if not properly managed. Birds and insects can be killed if they fly into a concentrated beam of sunlight, such as that created by a solar power tower. Some solar thermal systems use potentially doubtful changefuls (to transfer heat) that gestate proper handling and disposal.Concentrating solar systems may guide water for constant cleaning of the concentrators and receivers and for chilling the turbine-generator. Using water from underground wells may affect the eco system in some arid locations.photovoltaic CellsWhat are Photovoltaic Cells and how do they work?Photovoltaic Panels are commonly situated on a roof and use semi conductors to modify sunlight to produce electricity for your home. Unlike Solar Panels which use the energy of the Sun to heat water, Solar PV (photovoltaic) converts the suns energy into electricity. The panels are made up of an array of cells which are made of materials such as silicon. The Solar PVs are made up of a negative and positive field similar to a battery.The photovoltaic panels do not require sunlight to be effective as they operate from daylight rather than sunlight specifically, although they do supply more electricity in sunnier climates. The more sun, the more electricity produced.The photovoltaic cell is activated by light. Electricity is created by the mankind of an electric field across layers of semi-conductors in the cell.Advantages of Solar PVPhotovoltaic cells are low maintenance, but do require checking of the wiring and ensuring the Photovoltaic panels are kept clean and debris free.For new build or renovations, photovoltaic installation be will be lower as they can be incorporated with other works.Photovoltaic reduces your hundred footprint.Alternative energy systems can improve overall scoring for Energy Performance Certificates which form a compulsory constituent of the Home Information Packs HIPS which house sellers now have to compile.Alternative, renewable energy systems increase the value and saleability of your property.Photovoltaic panels are low noise.Photovoltaic panels can be used to supplement wind energy.SuitabilityPhotovoltaic panels should be laid so that they are southeastward or mainly South facing to gain most clear from them, on an area where they will not obstructed or overshadowed by buildings or trees. If they are in the shade for part of the time their proceeds will be less.Whilst traditionally these have been available in panels, Photovoltai c is now also available in a form which mimics traditional tiles, and also as units which can be used in the gimmick of conservatories where they can also provide shade.For larger Photovoltaic installations you may require planning permission.A individual system design will provide you with the scoop up options for your individual needs. We are able to design and supply out grid options which can allow you to be self sufficient for electricity, heating and hot water.Photovoltaics (pvs) which convert sunlight directly into electricity, have many loving features. They are quiet, secure, have no moving parts, can be installed very quickly, and can be sized to power anything from a single light to an entire community. However they are quite expensive, with current costs of 20 per to 40 us cents per kWh for grid connected systems (compared to 3 to 5 cents per kWh for char or natural gas systems). Although costs have come down considerably in recent years and will continue to decli ne ,PVs are currently nowhere near cost competitive with dodo fuels. (l.3,4,5 par.2 pg 39 Renewable Energy insurance policy by Paul Komor)Evacuated tube-shaped structure CollectorsEvacuated cellular tubes are made up of a series of modular tubes mounted in line of latitude .these tubes can be added to or taken away in accordance to hot water demands. These collectors consist of rows of parallel see through glass tubes in which each contain an absorber tube. In an evacuated tube collector the sunlight passes through the glass tube and heats up the absorber tube by means of a heat exchanger. The thickened changeful then flows back into the bottom of the heat pipe. The pipes must be situated at a certain angle so that the method of dehydration and compaction will work to the best of its capability.Advantages of Evacuated Tube CollectorsThe tubes can be individually replaced easily without special tools and the water does not have to be drained from the solar hot water system.The E.C.T (evacuated tube collectors) work like a thermos and keep up to 93% of the suns heat in and lose between only 3-5% of the heat gained.The E.C.T will work in arctic weather up to -40 degrees Fahrenheit.Geothermal Heat PumpsA geothermal heat pump is a central heating and/or cooling system that pumps heat to or from the ground. The geothermal heat pump uses the heat from the ground as a source of heat (in the colder months) or a heat storage (in the warmer months). This design takes advantage of the reasonable temperatures in the ground to improve efficiency and reduce the costs of operating heating and cooling systems.The systems work a lot like a refrigerator or an air conditioner. Heat pumps can transfer heat from cold areas to warm areas, against the natural direction of run, or the systems can improve the natural surge of heat from a warm area to a cool one. But unlike air-source heat pumps, which predominantly transfers heat to or from the colder alfresco air, a ground so urce heat pump takes its heat from the ground. The detail that underground temperatures are much more constant means that geothermal heat pumps are much more energy efficient than air source heat pumps. What a ground source heat pump does is it extracts the heat from the ground in the colder months (for heating) and transfers the heat back into the ground in the warmer months (for cooling).During the summer months, the procedure can be changed so that the heat pump takes the heat from the building and channels it to the ground.In order for a ground source heat pump to work it must have a heat exchanger connected with the ground to remove or disperse heat. Direct exchange systems move refrigerant underground, closed kink systems use a combination of anti-freeze and water, where as natural groundwater is used in open loop systems.Geothermal electricity has one compelling advantage over wind and solar. Its not limited by the whims of the wind or the sun and can therefore provide base load electricity. true geothermal plants operate at capacity factors of 90 percent, compared to winds 25 to 30 percent. This means that a geothermal power plant is delivering close to its maximal output most of the time. This makes it a much more valuable and dependable source of electricity. wind instrument TurbinesWhat are wind turbines and how do they work? crown turbines are the most common of the alternative energies, they are effectively the new equivalent of the old fashioned windmill.The rotors or blades of the wind turbines are placed on a pole high up, where they need relatively piddling wind to bid them. The spinning blades of the turbines create electricity by rotating a permanent magnet to generate electricity, which can be used for a variety of purposes.The more electricity call for the colossalger the wind turbines required. When most people think of wind turbines they think of the very large technical wind lifts, with very high, very large wind turbines. Wi nd turbines are now available on a much smaller graduated table for domestic dwellings, and are capable of generating sufficient electricity for the household, and dependent upon size, there is also the possibility of selling excess electricity to the grid.Advantages of Wind TurbinesWind turbines are environmentally friendly.Once installed wind turbines provide free electricity.Wind turbines are a more established technology, they are a cheaper option and have a lower payback period.During periods of good wind, electricity produced by Wind turbines and not used or stored can be change to electricity companies.Our new generation wind turbines not only look different, they are quieter and more efficient. Their light-weight and compact design allows them to be located on building roofs.SuitabilityIn the main, wind turbines are used for supplementing an exist electricity supply.You will need a suitable environment to be able to locate the turbine, as far away as come-at-able from tr ees and buildings.You will need a suitable base or base on which to mount the wind turbine.Wind turbines only generate electricity while there is sufficient wind so a nonstop supply of electricity cannot be achieved.If there is no existing supply of electricity, electricity will either need to be stored for unproductive periods, and/or used in conjunction with another source of renewable energy. non all locations are suitable for wind turbines, the positioning of the turbine and the surrounding environment are critical for optimum performance.Any local planning restrictions need to be taken account of in England and Wales planning permission is necessary to install a small wind turbine.Wind turbines are best suited for rural properties, farms, community buildings, industrial estates, schools etc.The fundamental cerebration behind wind power is appealingly simple the wind turns the blades, the blades turn the generator, and the generator makes electricity. The reality of course is much more complex. Todays wind turbines are technically sophisticated and finely engineered, incorporating the latest advances in materials, microprocessor controls, and computational fluid dynamics (for blade design) (line 5, par 2, pg 34 Renewable Energy Policy by Paul Komor)BiomassMost common process of biomass combustion is earnest of woodlandwind instrument. In developed countries replacing oil or coal-fired central heating boiler with a wood vehement one can birth between 20 and 60% on heating bills, because wood costs less than oil or coal. At the same time wood anxious units are eco-friendly. They only emit the same amount of the glasshouse gas CO2 as the tree absorbed when it was growing. So burning wood does not contribute to global warming. Since wood contains less siemens than oil does, less sulphate is discharged into the atmosphere. This means less blistering rain and less acid in the environment. (This is the opinion of the devises of the frohling company who manufacture biomass boilers.)Biomass can be converted to different forms of energy including heat, power, combined heat and power or liquid bio fuels.Direct combustion of biomass material. Some touch on of biomass may be carried out prior to combustion e.g. sorting, chipping, pelleting or drying.The chemical processes-where solid biomass is upgraded to a liquid or a gas by pyrolisis and gasification.Decomposition of solid biomass to liquid or gaseous fuels by processes such as anaerobic and fermentation.Whilst the author was researching biomass energy he came across a very interesting article on the importance of biomass energy in Germany this is what it states Biomass is one of the most important and most diverse renewable energy sources in Germany. Quote taken from (http//www.bmu.de/english/renewable_energy/doc/42722.php).As Germany is one of the lead-in countries in sustainability in the European Union the author thought that this would be quite beneficial to the dissertation . Biomass can be used in solid, gas and liquid form to create electricity and heat and to produce bio-fuels. It is estimated that of the contribute final energy created from renewable sources in the year ending 2007 biomass contributed 69% this is a staggering figure when you take that more than two thirds of renewable energy came from biomass. According to the final energy consumption bio energy is responsible for(p) for almost 4 percent of heart and soul electricity use, just over 6 percent of total heat required and 7.6 percent of total fuel needed.The use of bio-energy is to be further expanded. The technical potential required for this is available in Germany. In the rude and forestry sector, part of the 17 million hectares of agricultural land (approx. 12 million hectares of arable land and approx. 5 million hectares of grassland) and of the 11 million hectares of woodland are available for biomass production.By far the most important source of bioenergy in Germany is woo d. About one quarter of Germanys wood production (lower quality line of production) is used for generating energy, most three quarters are used as material. Waste wood and used wood are also used for energy production. ideal calculations by the Federal Research Centre for Forestry and Forest Products have shown that there are reserves to expand the use of wood without impairing sustainable forestry. quote taken from (http//www.bmu.de/english/renewable_energy/doc/42722.php) this quote shows how the German people are using there natural resources to further enhance the solution to dodo fuel problems.Economically biomass energy has become quite significant in Germany with almost 100,000 jobs being created in the bio energy sector, specifically in the agricultural and forestry sections, where they are manufacturing materials such as pellets, wood chips or biogas from biomass. The total allowance from the bio-energy sector came to 10.23 billion euro in 2007.(Information was taken fro m the website of the Federal Minister for the Environment, genius Conservation and Nuclear Safety of the German Government) rain HarvestingRainwater harvesting is the collecting and keeping of rainwater. It can provide water for drinking, for farm animals, for watering land and for water to refill acquifies in the process cognize as groundwater recharge. In some cases rainwater is the only sensible or available water source. The systems are very suitable in areas where the rain is greater than 200mm per year. There are two types of harvesting ground water harvesting and roof harvesting.Ground water harvesting systems feed water from a prepared catchment area into a storage area. They are commonly only considered in areas where rainwater is extremely limited and additional supplies of water are lacking or not available at all.They are very suitable for small communities. If well designed, ground catchments systems can collect large amounts of rainwater. chapiter harvesting system s feed rainwater that falls onto a roof into storage through a system of gutters and pipes. The initial discombobulate of rainwater after a dry spell should not be stored as it could be polluted with dirt, bird droppings etc. Roof gutters must have sufficient slope to avoid any materialize of a back log of water. The gutters must be strong enough, and big enough to carry maximum flows. In order to reduce the seek of contamination and fungus growth the storage tanks should be covered. In order for the Rainwater harvesting systems to be kept hygienic and clean they require regular cleaning and maintenance this will prolong the good working order of the systems.Rainwater harvesting in towns or cities can be very useful for many reasons. One of the main reasons rainwater harvesting can be implemented in cities is to supply extra water for the citys requirements, to replenish vegetation to improve the scenic beauty of a town/city, to increase the ground water table through artificial recharge, to alleviate urban flooding and to improve the quality of groundwater. Another reason that rainwater harvesting can be useful for is in households the water can be used to flush toilets and for washing clothes, sometimes it can be more beneficial to use rainwater to do laundry as some area the mains water may have traces of lime which could effect the washing machine over time. It can also be used for showering or bathing. It will require ultra violet treatment prior to use for drinking.Chapter 6 Detailed Description of Traditional Energy SystemsIn this chapter the author decided to look at the materials used to heat the traditional types of heating systems.GasHow Was instinctive Gas Formed?The main ingredient in natural gas is methane, a gas (or compound) composed of one carbon atom and four hydrogen atoms. Millions of years ago, the clay of plants and animals (diatoms) decayed and make up in thick layers. This decayed matter from plants and animals is called organic material it was once alive. Over time, the sand and silt changed to rock, covered the organic material, and pin down it beneath the rock. Pressure and heat changed some of this organic material into coal, some into oil (petroleum), and some into natural gas tiny bubbles of odourless gas.Advantages of Natural GasThe process of burning natural gas is cleaner than burning other fossil fuels. It releases fewer emissions of sulphur, carbon, and nitrogen than oil or coal. As natural gas is one of the cleaner fuels it has become much more popular in recent years.Disadvantages of Natural GasNatural gas may be cleaner than other fossil fuels but like other fossil fuel, the burning of natural gas will produce carbon dioxide. Carbon dioxide is the second biggest greenhouse gas contributing to the greenhouse effect. Natural gas also has a negative effect on the environment while it is being manufactured, refining and transporting.OilOil was created from the remains of plants and animals that existed millions of years ago in a maritime environment.Heating oil is a liquid with gluey features, it is a combustible liquid petroleum product used as a fuel for heating systems or boilers in buildingsHeating oil is very similar to diesel fuel, and both are classified as distillates. It consists of a mixture of petroleum and hydrocarbonsDisadvantages of OilOil products help us achieve many things. We use them oil products to fuel many of our transport systems such as automobiles, planes trains etc to heat our homes, and to develop products such as medicines and plastics. Even though oil products make life easier discovering, manufacturing, transporting, and the use of them can harm the environment through water and air pollution.Harmful gases and emissions are produced from burning Oil products.Some of these harmful emissions includeParticulate matter (PM)Carbon dioxide (CO2)Sulfur dioxide (SO2)Carbon monoxide (CO)Nearly all of these by-products of burning oil have a negative e ffect on peoples health and the environmentCarbon dioxide is a greenhouse gas, which is of course a source of global warming.SO2 is known to causes cause