...Mental rotation is the process of mentally revolving 3d and 2d figures (or letters) into different spatial orientations and often associated with the judging of ones spacial processing ability as well as a persons level of intelligence. Mental rotation ability is measured by testing the speed and accuracy in which one is able to decipher between which pairs of shapes have been revolved about a central point, and pairs of shapes which are mirrored versions of the initial figure. In 1971, Roger Shepard and Jacqueline Metzler introduced the concept of mental rotation to the field of Cognitive Psychology after performing a series of studies measuring the reaction time and degree of accuracy in which it took participants to recognize whether between a pair of figures, the second shape was identical to the first and had simply been rotated about a point or was a reflected/mirrored version of the original figure. It is my belief that both the reaction time and percentage correct are greatly affected by angular disparity and are negatively correlated as a function of angle. I predict that the highest reaction time and lowest percent of accurate shape identifications will occur when a shape has been mirrored and rotated more than 90 degrees from it’s initial starting point. I believe that there will be both lower reaction time and a higher percent correct when blocks are rotated to a position that has a lower degree of angular disparity when juxtiposed with the original arangement of blocks...
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...The idea of the framework is to integrate the analytical and policy elements of financial stability and provide a framework of practical measures. It is suggested that a framework for financial stability will have 3 main objectives: To achieve early identification of potential risks and vulnerability of the system | To promote preventative and timely remedial policies to avoid financial instability | To resolve instabilities when the preventative and remedial policies fail. | The US approach tends to follow the traditional “shock transmission” approach that was the basis of many policy orientated frameworks. In this approach the system was considered to remain in a state of equilibrium if undisturbed or would adjust to a different state if and when a shock was experienced. This approach concord with the view that financial stability is not a defined static state but should be viewed as a continuum in which problems and imbalances may develop or be resolved through the self corrective mechanisms of the financial systems or the imbalances accumulate to the point that outside action would be required. The ultimate goal of the framework is to prevent problems from occurring or to resolve problems if prevention fails. However there are differences that emanate from differing cultural attitudes. In the US for example, there is more emphasis towards leaving corrections to the market and for the regulator to intervene when the market does not correct the problem. Financial...
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...All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or any information storage and retrieval system, without permission in writing from the publisher. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library ISBN 1 904541 08 9 ISSN 1393-6190 Cover design by Creative Inputs Typeset by the Institute of Public Administration Printed by ColourBooks CONTENTS 2 Foreword 5 Acknowledgements 7 Executive Summary 8 Chapter 1: Introduction 12 1.1 Background 12 1.2 Policy context 13 1.3 Rationale for the study 14 1.4 Research terms of reference and approach 14 1.5 Report structure 15 Chapter 2: Key Concepts from the Strategic HR Literature 17 2.1 Introduction 17 2.2 What is strategic HR? 17 2.3 From personnel management to strategic HRM 18 2.4 The impact of strategic HRM 21 2.5 The implementation of strategic HRM in the public sector 23 2.6 Key chapter findings 26 Chapter 3: The Developing Concept of Strategic HR in the Irish Civil Service 28 3.1 Introduction 28 3.2 Background to HR reform in the civil service 28 3.3 From policy to practice 31 3.4 Key chapter findings 33 Chapter 4: Strategic HR Practice in the Irish Civil Service 35 4.1 Introduction 35 4...
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