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SA Journal of Industrial Psychology
On-line version ISSN 2071-0763
Print version ISSN 0258-5200
SA j. ind. Psychol. vol.39 n.2 Johannesburg Jan. 2013
Towards understanding causality between work engagement and psychological capital
Johannes J. de Waal; Jaco Pienaar
WorkWell Research Unit, North-West University, Potchefstroom Campus, South Africa
ORIENTATION: It is of theoretical and practical interest to establish the sequential relationship between work engagement and positive organisational behaviour, as represented by the psychological capital (PsyCap) construct.
RESEARCH PURPOSE: The main aim of this study was to conceptualise and investigate the causal relationship and temporal order in the relationship between PsyCap and engagement by means of longitudinal data.
MOTIVATION FOR THE STUDY: The rationale for establishing the sequence of engagement and psychological capital lies in the fact that training interventions to enhance the organisational well-being of employees may need to be focused on either one or the other.
RESEARCH DESIGN, APPROACH AND METHOD: A longitudinal study with a cross-lagged panel design was conducted; data was gathered by means of a survey that was constructed for the purpose of the study. The survey contained the Utrecht Work Engagement Scale (UWES), and a measure of PsyCap. All employees within a chemical factory (N = 1003) were approached to provide data; 163 employees participated.
MAIN FINDINGS: Results revealed that PsyCap at Time 1 (T1) did not significantly predict engagement at Time 2 (T2). Evidence does however exist that initial levels of employee engagement predict subsequent PsyCap.
PRACTICAL/MANAGERIAL IMPLICATIONS: Results suggest that employee interventions aimed at protecting and fostering employee engagement may have implications for subsequent employee psychological capital.
CONTRIBUTION/VALUE-ADD: As an empirical, longitudinal study to address the temporal order between PsyCap and work engagement, this study makes a contribution especially to theory, but also with practical implications by indicating that engagement precedes employee psychological capital.
Key focus of the study
The South African and international business environments currently demand much more from employees than during any previous time in history (Rothmann, 2003). Modern organisations expect their employees to take a proactive approach, show initiative, develop a sense of responsibility and be committed to the execution of high performance standards (Bakker, Schaufeli, Leiter & Taris, 2008). Organisations therefore require employees who feel energetic and are dedicated to and absorbed by their work, that is, who are engaged with their work (Bakker & Schaufeli, 2008). To encourage engagement in organisations today, personal resources such as optimism, self-efficacy and resilience could be employed, as it is suggested that these personal resources facilitate work engagement (Bakker & Demerouti, 2008). Such resources fall under the rubric of employee psychological capital (PsyCap) (Luthans, 2002a; Luthans, Luthans & Luthans, 2004; Youssef & Luthans, 2007). However, the temporal order between PsyCap and engagement has not been extensively researched, although some authors have theorised a likely reciprocal relationship (Bakker, Schaufeli, Demerouti & Euwema, 2007; Sweetman & Luthans, 2010). In other words, it is still unknown whether engagement leads to, is the consequence of or reciprocally interacts with employees' PsyCap. This study reports on an investigation into this sequential ordering of PsyCap and work engagement.
Background to the study
A key differentiator of competitive advantage and sustained organisational performance in the modern global economy is an organisation's employees or human capital (Luthans et al., 2004; Minervini, Meyer & Rourke, 2003). The importance of employees' work engagement is highlighted by empirical evidence which proposes that engagement is positively linked to positive organisational outcomes, including job performance (Bakker & Bal, 2010; Halbesleben & Wheeler, 2008), client satisfaction (Salanova, Agut & Peiro, 2005), financial returns (Xanthopoulou, Bakker, Demerouti & Schaufeli, 2009) and positive organisational behaviour, such as personal initiative and learning (Bakker & Demerouti, 2008; Sonnentag, 2003). Given the meta-analytic relationship between employee engagement and indicators of performance such as customer satisfaction, turnover, safety and productivity (Harter, Schmidt & Hayes, 2002), organisations are realising the importance of employee engagement in contributing to the sustainment of their competitive edge in the global market (Schabracq & Cooper, 2000).
Positive organisational behaviour (POB) is defined as: 'the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today's workplace' (Luthans, 2002a, p. 59). Luthans and colleagues have offered evidence that dimensions of POB are indeed open to development and, importantly, related to performance (Luthans, Avey & Patera, 2008; Luthans, Avey, Avolio & Peterson, 2010; Peterson, Luthans, Avolio, Walumba & Zheng, 2011). Bakker and Demerouti (2007) have advanced that such employee positive psychological resources should buffer against the effects of stress, whilst Avey, Luthans, and Jensen (2009) provide some empirical evidence for this combative effect. Xanthopoulou, Bakker, Demerouti & Schaufeli (2007) also illustrate that personal resources could mediate between job resources and work engagement. Conceptually, Sweetman and Luthans (2010) advance that employee PsyCap, as an indicator of POB, can be thought of as a job resource that should help individual employees to obtain goals, buffer demands and facilitate personal growth. What is still lacking is a thorough understanding of the interaction of PsyCap and work engagement.
Research purpose
The focus on POB as a specific approach to employee management has a positive impact on human resource development and performance management; it is also an important means to equip today's employees with the personal skills to deal with the challenges of working life, because the investment in human capital seems to be vital to ensure organisational success (Luthans, Norman, Avolio & Avey, 2008). POB is deemed open to development with highly focused training interventions (Luthans, 2002a; Luthans et al., 2004; Youssef & Luthans, 2007), including task-mastery experiences, positive role modelling, goal setting, contingency planning and social support activities (Luthans, Avey, Avolio, Norman & Combs, 2006; Luthans, Youssef & Avolio, 2007; Luthans, Avey & Patera, 2008).
The focus of POB research and theory falls on four statelike psychological capacities that constitute a higher-order- construct: psychological capital (PsyCap), consisting of hope, optimism, resiliency and self-efficacy (Luthans et al., 2004). It has conceptually and empirically been shown that PsyCap is the underlying second order construct, with better predictive power than any of the individual constructs (Luthans, Avolio, Avey & Norman, 2007). Work engagement is considered by Bakker and Demerouti (2008, p. 209) to be 'a positive, fulfilling, work-related state of mind' predicted by job and personal resources (e.g. optimism, self-efficacy and self-esteem). The purpose of this research was to empirically investigate the relationship between PsyCap and work engagement, over time.
Trends from the research literature
Work engagement is aligned with POB, as both engagement and the facets of POB are considered to be state-like positive psychological capacities (Bakker et al., 2008; Youssef & Luthans, 2007). Engagement is, however, considered to be more stable and longer lasting (Hallberg & Schaufeli, 2006). Engaged employees use resources such as optimism, self-efficacy, resilience and an active coping style to assist them to manage and influence their work environment with more success (Bakker & Demerouti, 2008; Luthans, Norman, Avolio & Avey, 2008). Both PsyCap and engagement are also known to have a relationship with and impact on organisational behaviours and outcomes (Bakker & Demerouti, 2008; Stajkovic & Luthans, 1998). In their meta-analysis, Avey, Reichard, Luthans and Mhatre (2011) illustrate that PsyCap relates positively to attitudes such as job satisfaction, organisational commitment and psychological well-being at work, and negatively to employee cynicism, turnover, stress and anxiety. It also relates positively to employee behaviours such as organisational citizenship and negatively to deviance. Engagement has been shown through meta-analysis to relate to indicators of performance such as customer satisfaction, turnover, safety and productivity (Harter et al., 2002). Moreover, in research conducted by Bakker, Gierveld and Van Rijswijk (2006), employees who used their resources optimally scored the highest in engagement; the researchers concluded that optimism, self-efficacy and resilience contribute specifically to engagement.
Luthans (2002a) makes it clear that PsyCap is measurable, is based on sound theory and research and is clearly differentiable from populist positively orientated personal development approaches. Its developmental nature requires the PsyCap construct to be potentially state-like and therefore rules out the fixed trait-like personality, attitudinal and motivational variables associated with traditional organisational behaviour. This positive approach could therefore be applied to organisational behaviour as it supports a theory and research-driven point of view and methodology about old as well as new organisational behaviour concepts such as confidence, hope, optimism, happiness and resiliency (Luthans, 2002a; 2002b).
Research objectives
There is a well-established notion that investment in human capital is crucial for organisational success in the competitive modern business environment (Luthans & Youssef, 2007). Luthans (2012) requires psychological capital to be open to development (i.e. state-like rather than traitlike), and to have a positive impact on especially employee performance, but also attitudes and behaviours. Similarly, engagement is conceptualised as being more state-like, and open to development (Schaufeli, Bakker & Salanova, 2006). Both PsyCap and engagement are constructs that in their aggregate form are made up of positively orientated statelike constructs, which can be developed and could contribute to positive work outcomes. However, establishing the temporal order of these variables has not previously been possible with cross-sectional data. The objectives set for this research are therefore to establish if there is:
- A causal relationship between PsyCap at Time 1 and PsyCap at Time 2.
- A causal relationship between engagement at Time 1 and engagement at Time 2.
- An empirical relationship between PsyCap and engagement, and causality between these constructs.
Contribution of the study
Research to determine the relationship between PsyCap and engagement is important for both theoretical development and the management of quality of working life of employees. Meeting the research objectives could contribute to training programmes aimed at improving employees' work engagement and psychological capital. From a POB perspective, the investigation is important as Luthans (2002b, p. 698) argues that 'a proactive positive organisational behaviour approach' is what is needed for contemporary and global business to survive. From an engagement perspective, Brim and Asplund (2009) point out that research has indicated that customers experience poor service when they are served by disengaged employees. Salanova et al. (2005) point out that for service workers, work engagement forecasts a service climate, which in turn is indicative of performance by the employees and loyalty of customers. Engagement can therefore make a true difference to employers as it contributes to organisational effectiveness and may present a competitive advantage (Bakker et al., 2008). The question of how PsyCap and engagement relate to each other has remained mostly theoretical. The question concerning causality however has practical importance too, as this has a direct implication for future human resource development efforts (i.e. should we train to enhance PsyCap and facilitate engagement, or does engagement lead to PsyCap in the long term?). The objective of this study was to investigate the causal relationship and temporal order in the relationship between PsyCap and engagement with a longitudinal survey that tested the cross-lagged effects between two measurements.
Review of the literature
Business environments are changing globally with subsequent changes in the psychological contract between employees and employers (Rothmann & Joubert, 2007). South Africa is not excluded from these challenges and South-African organisations experience increasing pressure to improve their performance and sustain their competitiveness (Coetzee & De Villiers, 2010). Maslach, Schaufeli and Leiter (2001) and Luthans et al. (2004) point out that more is expected of employees in terms of time, effort, knowledge, skill, innovation, flexibility and speed-to-market, whilst job security, career opportunities and lifetime employment are deteriorating.
Although work is an economic activity, most people regard it as more than just an activity to provide n their daily livelihood. Recent studies (Fields, Wilder, Bunch & Newbold, 2008) suggest that especially younger (Generation X and Millennial) employees seek more than just a pay cheque. In addition to work being an important source of people's economic livelihood, being employed can also be seen as contributing significantly to people's identity (Ibarra, 2002). Although employees are therefore looking to do well and thrive and want to be completely engaged in their work (Loehr & Schwartz, 2003), research indicates that only 31% of employees worldwide are engaged, whilst 17% are actually disengaged (Blessingwhite Research, 2011).
Work engagement
Research has now clearly established the energy and identification dimensions of employees' work experience as described by the burnout and engagement phenomena (Schaufeli & Bakker, 2013; Demerouti, Mostert & Bakker, 2010; Gonzaléz-Roma, Schaufeli, Bakker & Llorets, 2006; Xanthopoulou, Bakker, Kantas & Demerouti, 2012). Bakker et al. (2007) and Demerouti et al. (2010) concluded that exhaustion and vigour likely represent separate energy constructs, whilst cynicism and dedication can rather be thought of as opposite ends of the continuum.
Most researchers agree that engaged employees reflect high levels of energy and a strong identification with their work (Bakker et al., 2008). Engagement is seen as developing from a perspective of positive psychology as it also focuses on human strengths and optimal performance rather than on weaknesses and malfunctioning (Seligman & Csikszentmihalyi, 2000). It is also regarded as a positive organisational behaviour construct (Bakker & Demerouti, 2008).
According to Hallberg and Schaufeli (2006), engagement stresses the notion of positive attachment and optimal performance in the work environment in terms of well-being, with high levels of energy, involvement and commitment invested in one's work. Engagement is thus a positive, work-related state of well-being or fulfilment, where engaged employees have high levels of energy, are enthusiastic about and show strong identification with their work (Bakker et al., 2008; Maslach et al., 2001). Engagement is thus a positive experience in itself (Schaufeli, Salanova, González-Romá & Bakker, 2002) and able to facilitate job and personal resources (Bakker & Demerouti, 2007; Hakanen, Schaufeli & Ahola, 2008). It is further associated with employees who are strongly attached to their work roles, by being physically involved, cognitively vigilant and performing their tasks with total emotional involvement (Coetzee & De Villiers, 2010), and who are prepared to go above and beyond typical in-role performance (Macey & Schneider, 2008). Furthermore, engaged employees view themselves as capable of handling their job demands successfully (Schaufeli et al., 2006), contributing to higher levels of productivity and profitability, increased safety, greater attendance and retention (Fleming & Asplund, 2007).
Positive organisational behaviour
Luthans (2002a, 2002b) initially applied ideas emanating from positive psychology to the workplace in his conceptualisation of POB, and refined his ideas into the more specific PsyCap soon thereafter (Luthans et al., 2004; Luthans & Youssef, 2004; Luthans, Youssef & Avolio, 2007). Positive organisational behaviour is reconcilable with positive psychology, because positive psychology emphasises the study of human strengths and virtues, with the aim of understanding and facilitating positive developmental outcomes (Seligman & Csikszentmihalyi, 2000). POB is intended to focus on a positive approach to developing and managing human resources in the modern work environment (Gardner & Schermerhorn, 2004; Luthans, Avolio, Avey & Norman, 2007).
According to Luthans (2002a, 2002b) and Luthans and Youssef (2007), POB can be managed successfully to ensure an improvement in employees' performance. The principle contribution of POB furthermore lies in the fact that it is generative and contributes to optimal functioning (Luthans et al., 2004), in the sense that the application of positive psychology in the workplace, as POB, emphasises the significance of a positive approach (Youssef & Luthans, 2007).
Theoretical positioning
The Conservation of Resources theory ([COR]; Hobfoll, 2001; 2002) sees the attainment and preservation of resources as the prime human motivation. Individuals seek to obtain resources, but also to apply them in life. The COR has been used to describe the functioning of PsyCap as a higher-order construct, consisting of its constituent dimensions of hope, optimism, resilience and efficacy (Avey et al., 2011). The COR also conceptualises 'gain spirals' (Hobfoll & Shirom, 2000), where positive reciprocal relationships exist between positively oriented individual states. This idea of gain spirals is also used to explain the better predictive power of the second order construct of PsyCap, compared to any of the individual constructs of hope, optimism, resilience and efficacy (Luthans, Avolio, Avey & Norman, 2007; Sweetman & Luthans, 2010).
Engagement is most often conceptualised within the Job-demands Resources theory ([JD-R]; Demerouti, Bakker, Nachreiner & Schaufeli, 2001). Within this theory, job demands are seen as contributing to burnout, whilst job resources are seen as contributing to work engagement. In turn, burnout relates to negative individual and organisational outcomes,- whilst engagement is seen as the antecedent of positive outcomes (Bakker & Demerouti, 2007).
In line with the idea of gain spirals, Sweetman and Luthans (2010, p. 57) conceptualise the relationship between PsyCap and work engagement as being reciprocal. Specifically, they theorise that vigour will be relating to 'efficacy in motivating the effort, hope in providing the willpower and developing alternative pathways to achievement, optimism in expecting future success and resiliency in the continued pursuit of goals', and dedication to 'the efficacy related to involvement in one's work, optimism in attributions of significance and pride, hope in dedicated waypower and pathways, and resiliency in continuing in the face of challenging obstacles and adversity'. Absorption is seen to relate mostly to efficacy, optimism and resiliency (Sweetman & Luthans, 2010). Conversely, they also see efficacy and resiliency as contributing to all three dimensions of work engagement, optimism to dedication and absorption, and hope to vigour and dedication. Bakker et al. (2007) theorise that the relationship between specifically self-efficacy and employee well-being may be reciprocal.
The above has, to our knowledge, received limited attention from researchers. Xanthopoulou et al. (2007) illustrated that personal resources (in their case, self-efficacy, organisationalbased self-esteem and optimism) partially mediated between job resources and work engagement. Luthans (2012) and colleagues (Avey, Luthans & Mhatre, 2008; Avey et al., 2011; Sweetman & Luthans, 2010) have called for more research into the antecedents of PsyCap, and specifically longitudinal research to advance the understanding of the interaction between PsyCap and work engagement. The latter is precisely what we address in this investigation.
Research design
The research will investigate the hypothesised model shown in Figure 1.
Research approach
The researchers made use of a quantitative, longitudinal research design that tested the cross-lagged effects between two measurements. A longitudinal cross-lagged panel design requires the same participants to be assessed on the same variables over time. A cross-lagged analysis makes it possible to investigate the temporal precedence of the cause, which is a necessary condition for causal inference (Cook & Campbell, 1979). The temporal order between PsyCap and engagement was investigated by means of structural equation modelling. Primary data was gathered by means of a pen-and-paper survey, and variables were represented by items on Likert-type scales, with items construing dimensions, and dimensions summing to represent constructs.
Research method
Research participants
During the first measurement (Time 1), surveys were distributed to all 1003 permanent employees working in all departments across all units of the particular business unit, which forms part of a larger chemical factory. A total of 908 completed questionnaires were returned and only 892 of the questionnaires could be used, representing a return rate of 88.9%. During the second measurement (Time 2), 915 questionnaires were distributed to the same study population as in the first measurement. A total of 358 completed questionnaires were returned which represented a response rate of 39.1%. When matching participants from the pre- to the post-measurement was done, only 163 respondents could be matched, representing a response rate of 17.8% (compared to the original 915 potential respondents) of useable data for the longitudinal study.
The results presented below are based on longitudinal data for 163 respondents. The characteristics of these participants are reported in Table 1.
Table 1 indicates that the majority of participants represented in the study population were men, which reflects the demographics of the organisation very well, given the fact that the technical, maintenance and operational areas of the organisation are still dominated by men. The race groups are also representative of the actual population of the organisation with the majority of the participants represented- in the White group. The average age of respondents was 40.4 years (SD = 11.16 years) and with regard to the years of service, the average tenure was 13.4 years (SD = 10.35 years). The majority of the participants (91.4%) were on supervisory and non-managerial levels.
Measuring instruments
The following measuring instruments were used in the empirical study:
The Utrecht Work Engagement Scale (UWES): The UWES (Schaufeli & Bakker, 2003) was used to measure the levels of engagement of the participants. The UWES includes three dimensions: vigour, dedication and absorption. Consistent with current thinking and practice, we opted to evaluate only the core dimensions of engagement, that is, vigour and dedication (Brand-Labuschagne, Mostert, Rothmann & Rothmann, 2012; Demerouti et al., 2010; Schaufeli & Bakker, 2013; Gonzaléz-Roma et al., 2006; Xanthopoulou et al., 2012). The factorial validity, construct equivalence, internal consistency (reliability) and stability of the UWES have been confirmed in various international (Schaufeli & Bakker, 2003; Schaufeli et al., 2002) and South African studies (Coetzee & De Villiers, 2010; Jackson, 2004; Storm & Rothmann, 2003).
Responses are on a five-point Likert scale, ranging from 1 ('strongly disagree') to 5 ('strongly agree'). A high score reflects high levels of engagement. A typical question for the vigour dimension, which has six questions, is: 'I am bursting with energy in my work'. A typical question for the dedication dimension, which has five questions, is: 'My job inspires me'. The alpha coefficients for the three subscales varied between 0.80 and 0.90 (Schaufeli & Bakker, 2003). Storm and Rothmann (2003) obtained the following alpha coefficients for the UWES in a sample of 2396 members of the South African Police Service: vigour: 0.78, dedication: 0.89. Coetzee and De Villiers (2010) obtained alpha coefficients of 0.77 and 0.88 for vigour and dedication in a financial institution.
A measure of PsyCap, derived from the four constructs (hope, optimism, self-efficacy and resilience) that form the PsyCap Scale (Luthans, 2002a), was constructed and validated in the current sample (De Waal, 2011). The three items that represented the respective individual scales best, based on factor analytic results, were taken to form the new scale. A reliability coefficient of 0.69 was obtained in the South African sample, and the factor structure was established with confirmatory factor analysis. Response options were also on a five-point Likert scale, ranging from 1 ('strongly disagree') to 5 ('strongly agree').
A biographical questionnaire was developed to gather information regarding the demographic characteristics of the participants. Information gathered included age, gender, race, job level and specific work function in the business under investigation, as well as years employed in the organisation.
Research procedure
For practical reasons, data gathering for the first measurement (Time 1) took place once a week over a period of 14 months (from August 2007 to September 2008), as part of an internal training opportunity. During the second measurement (Time 2), questionnaires were handed out to employees in their work environment. They were then allowed two weeks in April 2009 to complete the questionnaires. This implies that the longest period from initial evaluation to re-evaluation was 21 months (from August 2007 to April 2009) and the shortest period seven months (from September 2008 to April 2009).
Statistical analysis
Current debate exists about more traditional, 'frequentist' approaches to statistical analysis, especially in psychology (Bem, Utts & Johnson, 2011; Lee & Wagenmakers, 2005; Wagenmakers, Wetzels, Borsboom & Van der Maas, 2011, Van de Schoot, Hoijtink & Jan-Willem, 2011). Wagenmakers et al. (2011) argue for the use of a Bayesian statistical approach, whilst other authors (Bem et al., 2011) are more moderate in their view, considering both approaches as applicable. However, said authors also note the intrinsic subjectivity in statistical model building, and consider specifying a prior distribution informative. Van de Schoot et al. (2011, p. 1) have called for a move from the traditional approach of rejecting the null hypothesis to the 'informative' hypothesis. This is also termed the 'specified experimental hypothesis' (Bem et al., 2011, p. 716). This approach hails from Bayesian statistical methodology and, in layman's terms, allows researchers to account for what is already known. A Bayesian approach allows for accounting for existing knowledge in model-building, or alternatively stated, 'data-driven model building' (Vrieze, 2012, p. 233). The Bayesian view is in fact that model parameters should be considered as random variables themselves, but with a probability distribution that may be informed by the true unknown fixed parameter values (cf. Vrieze, 2012). Especially with small sample sizes, as is the case in our analysis, there is less certainty that confidence intervals will have good coverage and that point distributions are unbiased (Asparouhov & Muthén, 2010). The Bayesian approach can effectively deal with any sample size (Lee & Wagenmakers, 2005). In combination with equality constraints, this approach allows for a parametric bootstrap imposed on regression coefficients. Van de Schoot and Strohmeier (2011) have illustrated this approach to yield gain in statistical power. The most commonly used model selection procedures are the Akaike information criterion (AIC), Bayesian information criterion (BIC) and the deviance information criterion ([DIC]; Van de Schoot et al., 2011). Here, we have opted to employ the BIC. Vrieze (2012) has presented some evidence that, especially in small samples, and with less complicated models, the BIC may be more appropriately used.
The Mplus 7.11 was used for the analyses (Muthén & Muthén, 2013). The Bayesian estimator as implemented in Mplus was used for estimation. After estimation, parameter trace plots and kernel density plots were inspected to confirm mixing (Asparouhov & Muthen, 2010). Descriptive statistics (e.g. means, standard deviations, skewness and kurtosis) and- inferential statistics (e.g. correlation analyses) were used to analyse the data. Cronbach alpha coefficients were employed to determine the internal consistency, homogeneity and unidimensionality of the measuring instruments (Clark & Watson, 1995). Pearson's product-moment correlation coefficients were used to specify the relationship between the variables. Effect sizes (Steyn, 1999) served to decide on the practical significance of the findings.
A cross-lagged model was used to examine the temporal order in the relationship between PsyCap and engagement. Cross-lagged models enable the researcher to examine the temporal order in the relationships between the variables (Cook & Campbell, 1979). The first model (M1) includes only effects between the variables measured at Time 1 and Time 2 to establish the extent to which variables at Time 1 are predictive of (the same) variables at Time 2. The second model (M2) analyses the effect of PsyCap at Time 1 to work engagement at Time 2. The third model (M3) analyses the effect of work engagement at Time 1 to PsyCap at Time 2. Lastly, the fourth model (M4) analyses both effects simultaneously.
The first step in our analysis focused on finding the best fitting measurement model. Based on the larger Time 1 sample, we tested competing measurement models with confirmatory factor analysis, with a Bayesian estimator. Three models were compared using the BIC. Results are presented in Table 2.
The BIC values reported in Table 2 indicate that the model in which both engagement and PsyCap are represented by one-factor models best represents the data, given fit and parsimony. Subsequent analyses are based on this model.
Next, (in Table 3) we report item loadings for the various items that represented the model.
The factor loadings and intercepts reported in Table 3 became the informative priors in the longitudinal measurement model. Residual variances were specified with noninformative priors (Mplus default). Loadings, intercepts and variances were parameterized to be equal across time points. Thus, the measurement model was assumed to be invariant across time points. This was assumed and not tested, because of the small sample size.
Descriptive statistics, Cronbach's alpha coefficients and the correlation coefficients between PsyCap and work engagement dimensions (n = 163) obtained at both measurements (Time 1 and Time 2) of the longitudinal study are reported in Table 4.
As indicated in Table 4, the work engagement measure shows positive kurtosis at Time 1 and Time 2, whilst the PsyCap measure shows positive kurtosis at Time 2. The PsyCap measure presents with lower reliability scores, whilst work engagement indicates excellent reliability. Time 1 and Time 2 data indicate a positive practically significant correlation of medium effect between PsyCap and work engagement.
The final step in our analysis was to estimate the most appropriate structural model, given the available data. We compared models in a cross-lagged fashion (see Table 5).
It is seen in Table 5 that the structural model that best fits the data is the model that allows stability as well as significant effects from work engagement at Time 1 to PsyCap at-Time 2, based on the BIC values. To follow, in Table 6, we report descriptive values for the best fitting model.
It is seen in Table 6 that the work engagement (T1) > PsyCap (T2) model has a standardised beta value of 0.195. The credibility interval remains positive.
The objective of this study was to conceptualise and investigate the causal relationship and temporal order in the relationship between PsyCap and work engagement with a longitudinal survey and cross-lagged research design.
As indicated by the correlations, the relationship between PsyCap and work engagement was positive for both Time 1 and Time 2. This finding is in line with other research (Simbula, Guglielmi & Schaufeli, 2011). The use of a longitudinal research design that tested the cross-lagged effects between the two measurements yielded an important new finding in the understanding of the relationship between PsyCap and engagement in this specific study population. Results revealed that PsyCap at Time 1 did not predict engagement at Time 2. Evidence was found, however, that engagement at Time 1 predicted PsyCap at Time 2. Our findings therefore are most consistent with suggestions that work engagement can facilitate the mobilisation of job and personal resources (Bakker & Demerouti, 2007; Hakanen et al., 2008). Cordery (2007) also found engagement to be a strong predictor of hope, optimism and self-efficacy. Our results did not indicate a significant effect of PsyCap on work engagement, over time, which is in opposition to Bakker, Gierveld and Van Rijswijk (2006), who found that optimism, self-efficacy and resilience contributed to engagement.
Although PsyCap is associated with personal resources, and engagement with work-related phenomena, engagement predicted PsyCap, which could theoretically be understood with the idea of gain spirals, as postulated in the Conservation of Resources theory (Hobfoll, 2001; 2002). Within this framework, the current results are taken to indicate that work engagement facilitates the building of PsyCap. Admittedly, the additional illustration of the interaction of PsyCap with work engagement over time would have been stronger proof of a reciprocal relationship. A possible interpretation of this finding is that individuals are more actively engaged in daily working life than in actively building personal resources (i.e. PsyCap). Taking a more pragmatic view, this also makes sense: work is a major factor through which individuals not only sustain their lives, but also construct their identities (Ibarra, 2002). Bakker, van Emmerik and Euwema (2006) have also described the crossover phenomenon, which implies that an individual's working life should not be considered as an isolated phenomenon, separate from the rest of their life experience. It is conceivable that positive, work-related resources such as work engagement should affect the individual over time to such an extent that it has an impact on their personal resources (PsyCap). We could advance here that based on these assumptions, the relationship over time from work engagement to PsyCap should at least be stronger, compared to the relationship over time from PsyCap to work engagement. This finding further highlighted the importance of investigating possible ways of promoting work engagement in the working environment.
We found that one-factor models of our variables of interest (i.e. PsyCap and work engagement) best fit the data. Although this view on the variables is defensible, with PsyCap and work engagement both presenting second-order constructs construed of sub-dimensions, it did limit us in terms of our investigation of the relation between the respective sub-dimensions. What we thus represent here is a limited view on super-order level and intricacies of the relationship between sub-dimensions may have been overlooked.
Due to practical constraints, the time lag between our first and second data gatherings is unequal. The longest period from the first measurement to re-evaluation was 21 months, and the shortest period seven months. The extended period in which the data was collected and the differences in time lag could have influenced the results. Although the longitudinal design is also a strong point of this study, the influence of the variance from initial to reassessment has not been accounted for. Also, our choice of fit statistic (BIC) may be insensitive to smaller effects (cf. Vrieze, 2012).
The present study has been limited to participants employed in a specific division of a large chemical plant and the findings can therefore not be readily generalised to other occupational groupings in the particular manufacturing facility, or other organisational contexts. Indeed the mostly highly technical nature of the work performed may be deemed supportive of our finding that the relationship from work engagement to PsyCap is strongest over time, in the sense that mastering complex tasks may contribute directly to building personal PsyCap. Similar investigations would therefore have to be conducted in other organisations to verify these findings and to make more general conclusions concerning the relationship between constructs measured in this study.
Suggestions for future research
We must note that our view of the relationship between these variables was very limited, in the sense that we did not consider any antecedents or outcome variables. Although we took a very narrow focus on the relationship between PsyCap and work engagement, more work with larger models is indicated. Also, future researchers would do well to investigate cross-lagged effects between such antecedents and outcomes and the dimensions of PsyCap and work engagement.
Our results indicate that the relationship between work engagement and PsyCap over time may be stronger than the inverse relationship, at least in this sample. However, to truly illustrate this relationship, and specifically test for the possible reciprocal nature thereof, one would need to test these relationships with multiple data points.
The management of employee engagement is again highlighted here. Job resources such as social support from colleagues and supervisors, performance feedback, opportunities to apply a wide variety of skills and tasks, autonomy, learning and development opportunities, coaching and positive work experiences are all positively related to engagement (Bakker & Demerouti, 2008; Koyuncu,
Burke & Fiksenbaum, 2006; Schaufeli & Bakker, 2003), and are noted as avenues for possible intervention in facilitating employee engagement. Closely related, PsyCap can be enhanced through task-mastery experiences, positive role modelling, goal setting, contingency planning and social support activities (Luthans, Youssef 2007; Luthans et al., 2008). Managers tasked with developing employees would do well to incorporate such activities into their employee training and development initiatives.
Competing interest
The authors declare that they have no financial or personal relationship(s) that may have inappropriately influenced them in writing this article.
Authors' contributions
Both authors developed the idea for the article. J.J.d.W. (North-West University) developed an earlier version of this article as part of his PhD. J.P. (North-West University) saw it through the publication process.
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Jaco Pienaar
Private Bag X6001, Potchefstroom 2520, South Africa
Received: 22 Mar. 2013
Accepted: 02 Aug. 2013
Published: 04 Oct. 2013


text:
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subset: commoncrawl


text:
Spaceships can't pull in foreign objects with a almost-magical tractor beam yet, but researchers have been making progress towards that goal. Scientists have now shown that tractor beams are possible, and can actually work. For microscopic objects over microscopic distances at least.
Researchers from the Czech Republic's Institute of Scientific Instruments and Scotland's University of St. Andrews have pulled together an optical field that can pull microscopic objects toward light. Showcased in a recent paper published in Nature, the beam can drag particles around so long as they're small enough and made of the right materials. Obviously applications like pulling ships into some sort of Death Star are out of the question right now, but the tech could have some terrestrial, medical applications when it comes to sorting out and organizing cells based on what they're made of.
NASA threw its hat into this same ring a while ago with an investment to develop similar tech, so maybe these two can put their heads together and start getting a macro version in the works. Then hopefully, we can start wrangling asteroids in short order. Or at least be ready to subdue escaping rebels, when the time comes. [Nature via Engadget]


text:
Season to feature two mixed repertory programs:
one, showcasing World Premieres by Liang and Possokhov,
the other, toasting famed choreographers Balanchine and Wheeldon;
plus, the revival of The Taming of the Shrew and the return of America's #1 Nutcracker
CHICAGO Ashley
C. Wheater, Artistic Director of The Joffrey Ballet, is proud to
announce the Company's 2010-2011 season, which will launch with a
mixed repertory program of Company Premieres by iconic New York
choreographers George Balanchine and Christopher Wheeldon, October
13-24, 2010, followed by the timeless holiday classic, Robert
Joffrey's The Nutcracker, December 11-26, 2010. In the new year, The
Joffrey revives a Chicago favorite, John Cranko's romantic comedy
ballet The Taming of the Shrew, February 16-27, 2011, and culminates
the season with a second mixed repertory program showcasing two World
Premieres, by Edwaard Liang and Yuri Possokhov, May 4-15, 2011.
Continuing in The Joffrey Ballet's mission to provide the highest
level of performance quality, the season will feature live orchestral
accompaniment by the Chicago Sinfonietta, the official orchestra of The
Joffrey Ballet. All performances will take place in The Joffrey's
home venue, the historic Auditorium Theatre of Roosevelt University, in
downtown Chicago at 50 East Congress Parkway.
"The Joffrey's next season promises to be an intriguing array of
dance," noted Wheater. "We'll salute the contributions of 20th
century, New York masters in the fall, and introduce works by the next
generation in the spring, with two full-length story ballets in
between. Throughout the season we balance established and rising
talent, mixed rep and evening-length ballets, contemporary and
traditional. There's something for both the dance aficionado and the
dance novice, and everyone in between."
The Joffrey Ballet's 2010-2011 Season opens with a mixed repertory
program of Company Premieres, highlighting 20th century New York icons.
The program will include Christopher Wheeldon's emotionally resonant
After the Rain (2005). Set to the minimalist, classical music of Arvo
Part, After the Rain is in two sections that are strikingly different
in tone, with the first section marked by steel gray costumes and
backdrop with three couples creating bold lines and intricate lifts.
The second section shifts to a warmer palette as dancers embody an
emotional relationship, at times becoming tender and connected while at
other times pulling away or struggling to find each other. The bill
will also offer George Balanchine's Stravinsky Violin Concerto, which
was revised in 1972 from a previous choreographic endeavor titled
Balustrade that premiered in 1941. Using the opening "Toccata," two
central "Arias", and the final "Capriccio" from Stravinsky's
Violin Concerto in D, Balanchine forms contrasting pas de deux for two
different couples. Dancers resemble musical notes floating over the
stage in Balanchine's sensual and saucy homage to the genius of Igor
Stravinksy. The fall program will include a third piece, to be
announced at a later date. This program will be presented October 13 - 24, 2010.
America's #1 Nutcracker and Chicagoland's most popular holiday
tradition, Robert Joffrey's production of The Nutcracker will again
transform the Auditorium Theatre into a winter wonderland, complete
with magical toys, dancing snowflakes and exotic sweets. The
Tchaikovsky masterpiece, featuring the full Joffrey Company, local
children's choruses and more than 120 young dancers, will be
presented in seventeen performances, December 11 - 26, 2010.
In February 2011, The Joffrey Ballet revisits the popular The Taming
of the Shrew, last performed by The Joffrey in 2002. John Cranko's
world-renowned ballet adaptation of William Shakespeare's classic
story is a romantic comedy about the trials of finding balance in love.
With music by Kurt-Heinz Stolze and Domenico Scarletti, The Taming of
the Shrew depicts the boastful Petruchio as he attempts to tame the
strong-willed Katherine. When it originally premiered at the Stuttgart
Ballet in 1969, Cranko's translation re-defined narrative ballet
through witty and subtle choreography that brought the characters and
their foils vividly to life. The Joffrey will revive this two-act
ballet February 16 - 27, 2011.
The 2010-2011 Season concludes with a mixed repertory program
featuring two World Premieres, by Edwaard Liang and Yuri Possokhov. A
former soloist for New York City Ballet, Liang's first work for The
Joffrey, The Age of Innocence, premiered in the fall of 2008 and was
met with critical and audience acclaim. His theatrical work paired 19th
century romanticism with athletic prowess and a contemporary
sensibility. Possokhov, a former dancer for the Bolshoi Ballet, the
Royal Danish Ballet, and a principal dancer and choreographer for the
San Francisco Ballet, has made a name for himself as an austere and
charismatic dancer and a bold, innovative choreographer. The Joffrey
Ballet is proud to commission these new works, being performed May 4 - 15, 2011.
Three-program subscriptions, which do not include The Nutcracker,
start at $75. Subscriptions are available February 2, 2010 online at
joffrey.org, by mail (Joffrey Ballet Subscriptions, The Joffrey Ballet,
Joffrey Tower, 10 East Randolph Street, Chicago, IL 60601); telephone
(312) 386-8905, fax (312) 739-0119, or email subscriptions [at] joffrey [dot] org.
Single tickets, priced from $25 to $145, will be available for purchase
as of August 1, 2010 at The Joffrey Ballet's official Box Office
located in the lobby of 10 E. Randolph Street, as well as the
Auditorium Theatre of Roosevelt University box office, all Ticketmaster
Ticket Centers, by telephone at 800-982-2787, or online at
The Joffrey Ballet extends special thanks to United Airlines, the
Official & Exclusive Airline of The Joffrey Ballet; and AthletiCo,
the Official Provider of Rehabilitation, Fitness and Performance for
The Joffrey Ballet.
The 2009-2010 season continues as The Joffrey Ballet welcomes back
Sir Frederick Ashton's Cinderella, regarded as one of his greatest
full-length ballets. Performed in three acts, the classic
rags-to-riches story comes to life in a dazzling ballet set to Sergei
Prokofiev's brilliant score, with breathtaking sets and costumes
designed by David Walker. Ashton's Cinderella is a mysterious and
magical fantasy world, where the comedy of Cinderella's pantomime
step-sisters, unlucky in looks and love, provides the perfect foil
for the developing romance of Cinderella and the Prince. Last performed
by The Joffrey Ballet in October 2006, Cinderella will be presented
February 17 - February 28, 2010.
For more information about The Joffrey Ballet and current productions please call 312-386-8905 or visit joffrey.org.
© Joffrey Ballet. All rights reserved.


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Topic: BLACK ILLUSION: FIRE IN THE SKY *CHAPTER 9* (Read 1517 times)
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September 29, 2007, 01:53 PM »
3. The morning sun creates a halo effect around the orbiting station, as the Firespray closes in the platform hails them . .
4. {{announcement}} Now here this, now here this docking procedures have been initiated, all personnel please adhere to the safety protocols as instructed
5.Within the operations room lights flicker & consoles beep with fury as the unscheduled ship descends.
6.1st officer Nate Jenson arrives to be briefed on unfolding events . .
7. Draco Yest frantically secures the many security locks giving the occupants of the vessel a single path to follow out of the docking bay.
8. Nate: Shish - its definitely not like Goro to ignore protocol, Id inform the commander just in case it turns nasty!
9. ((announcement)) Commander Ronson Phipps to comms please, code orange!
10. Even the droids are concerned at the break in protocol . . .
11. A reconfigured mouse droid trails the corridor arriving at the only point of entry . . .
12. (swoosh) the elevator doors fly open & two figures are visible.
Durandel: HELP ME - SOMEONE HELP US?
13. After capturing their images & scanning their vitals the droid turns tail with the data recorded.
14. Momentarily a two man crew emerge with medical supplies . .
15.Worlds away at an undisclosed location the traitor Joyeuse thumbs through more ancient text.
16. Almost choking with glee he once again admires the Emperors tome.
17.Joyeuse: The secrets this book can bestow is beyond comprehension my lord
Vader I can comprehend much Joyeuse - you have shown me nothing of relevance - you test my patience
18. Joyeuse But my Lord this language hasnt been spoken for millennia, the translation needs to be exact!
19. Joyeuse: I beg your lenience in this matter - have I not proven my undying loyalty solemnly enough Lord Vader?
20. Vader Perhaps - but the untapped potential within these writings is not worth the Emperors wrath - we must be cautious!!
21. Back aboard the botanics station, some days after her initial arrival Ventress slowly comes to . .
22. The hum of a medical droid is her first focus, then she becomes aware of her restraints
23. AAAAAAAARGHHH! she screams furiously as she forces herself free.
24. Nurse Femur Its ok, your fine please dont injure yourself - Im . . .
25. Before she can finish her next sentence the Twilek is thrust face first into the medical bed!
26. As she wrenches hard on the poor nurses head tails Ventress becomes aware of others in the room.
27. STAY BACK - ILL EAT THE INTESTINES OF THE NEXT THING THAT MOVES!! she thunders!
28. Id like to see you try says a familiar voice
29. Sobbing as much with anger as with fear nurse Femur is comforted as Ventress continues to snarl & growl at everything in the room . .
30. Durandel: What are you doing?
31. Durandel: Are you ok? Im so sorry they over reacted are you cold?
33. Once normality returns supper presents its own challenges . .
34. Honoured guests the Ithorian begins our coming together signifies the harmony between nature & chaos. Though our circumstances are torrid the fact that we can all enjoy such bountiful fruits is truly uplifting!
35. He continues As friends I would like you to elaborate further upon how you came upon CHLORIS?
36. As Durandel begins to recount events Galen studies his friends mannerisms closely - something has changed within the boy - but what?
37. Galen: YOU left the Bothan to his fate - twice?
Durandel: We had no choice - we were outnumbered
Galen: Note the presence of the word WE Durandel - between you
Im sure there was something you could have done - surely?
Durandel: But . .
38. Ventress: The boy is the bravest I know virile & strong -you would do well to remember that the next time you attempt to scold him!
Galen: VIRILE???
39. After Galen ponders the awkwardness felt between the friends . .
Galen: I dont know Maybe I was too hard on the kid?
40. Durandel: I feel I must apologise to Galen Asajj?
41. Galen: I bet we looked so undisciplined in front of our hosts
Femur: It was a disagreement, at least there was discussion!
42. Galen: I know but its different at his age, hes a smart kid but there are still hormones as well as everything else hes had to deal with recently!
Femur: Then go see him silly?
43. Galen: Yeah I will, I cant let it go round in his head all night - sorry I cant be better company tonight!
44. Asajj: YOU dont need to feel anything but contempt for that arrogant swine - what does he know?
45. Femur: Thank you for the flower - now go before your head explodes, thats a medical term obviously (laughs).
46. For a brief moment silence fills the air - Nurse Femur draws closer to the valiant & righteous hero before her . .
47. Galen: Uh erm Im gonna . . .
Femur: GALEN?
48. As their discussion continues Ventress beckons Durandel into the bathroom with her - she begins a very steamy hydro shower!
Ventress: Dont just stand there . . .
49. As Cortez approaches he ponders how big an influence Ventress is beginning to take upon his friend . .
50. The sounds coming from inside would suggest she does indeed have a hold of him in every sense of the word!
51. As dawn breaks a second alert rings throughout the corridors of CHLORIS.
52. ((Galen on announcement)) Now here this, now here this! We have an unidentified craft containing a single life form hailing us - the communications are stifled!
53. ((Galen on announcement)) Full alert to all combat trained personnel - ITS AN IMPERIAL CRAFT!
54. Again, security procedures lock down a single point of entry from the docking bay . . Its lift opens . .
55. From inside the communications room all hands desperately await confirmation of contact!
56. Durandel: GORO
57. Amidst a whole host of medical equipment Durandel waits patiently for Goro to regain consciousness. The evidence would suggest that the Bothan fell foul of imperial inquisitors, being tortured for his troubles!
58. Lithe Danner: Within all his mutterings Goro was right about the tracer on your - his ship!
Durandel: Hmm if those bounty hunters on Nar Shadarr were some how able to get a tracer on the firespray - then claimed some of the reward from the Empire - it would explain how we were caught out on Pure Nemoidia!
59. As Durandel investigates Goros information Asajj creeps in to see the sleeping giant . . .
60. She then proceeds to throttle him . .
Ventress: YOU TRAITOROUS MONGREL! YOUVE SOLD US OUT HAVENT YOU - SOLD ME OUT . . .
61. Rumbled! . . .
62. Pterid the Ithorian: So good to see you here again Goro, the stars have guided you safely to CHLORIS once again!
63. Goro: Yes thank you my friends, Im only sorry that I couldnt get you the battle droids I promised!
64. Cortez: Why would a botanical orbiting station like CHLORIS need B1 battle droids - the Empire wouldnt give an outpost like this a second glare?
65. Goro: Forgive my rudeness Sergeant but our agreement is strictly between us, Pterid has need & as a Bothan I offered my services - simple
66. Galen: Sure - then how did you manage not only to escape the Imperials torturing you but also commandeer a relatively unknown shuttle type?
67. Durandel: Forgive Galen, Goro. He has an air of authority in his questioning but Im sure that he wishes not to spoil yet another mealtime with yet more questions?
68. Goro: Its fine thank you Durandel, lets just say that I am thankful to be a free sentient in these dark times!
69. Later that same night a calmness resides in the minds of the sleeping . .
70. There is strength in numbers . .
71. Within the comms room something sinister is afoot . .
72. Armed & with a definite game plan Goro tinkers with sequences of dials & buttons . . .
73. The result is access to a hidden part of CHLORIS . ..
74. He quickly dispatches a busy medical droid . . .
75. Galen: Hold it right there furball!
76. Goro: Sergeant Cortez? Please we have no time . .
77. Whatever Cortez has sussed he has alerted others to his suspicions . . .
78. Goro: Ronson, Pterid - all of you Im sorry but we have no time the Empire is on it's way!
79. Ventress: I KNEW YOU WERE TO BETRAYS US - I CAN SMELL IT!
Durandel: Goro? Galen?
80. Pterid the Ithorian: Please can everyone keep your voices to a minimum or else youll wake .. .
81.Pterid: The child . . . .
82.Pterid: How did you know Galen, how did you uncover our secret?
Durandel: I guess droids talk - look the most important thing is
that we get the child as far away from here as possible!
83. United finally each individual realises the importance of the child above all else - plans are swiftly put into place to deal with their predicament . .
84. Femur: But Galen I can help - we can help you
Cortez: And you are, this ship will be one of many the Empire will see recorded leaving CHLORIS. The more ships they have to track the less likely they are to discover the child!
85. The sprightly nurse finally manages to get the kiss she had attempted previously stay safe! she whispers . .
86. As the ship begins its journey back to the core worlds Galen & Durandel look on . . .
87. Cortez: You dont have to do this my friend, I realise this was Goros initial plan but willingly offering yourself as the distraction is fatally flawed?
Durandel: If what Goro says is true the imperials have no idea about the child - a Padawan sitting target will cement that fact!
88. Durandel: Do you really think you can get far enough away before the imperials emerge out of hyperspace?
Cortez: I have to! Besides grandpas special little hyper drive
will leave a less obvious carbon trail for them to follow!
89. Pterid: Be safe - both of you!
90. 30 mins later a Star destroyer looms in front of the CHLORIS facility . .
91. Pterid over the com link: Of coarse we wish the Empire good tiding, Id be honoured to show you around
92. Joyeuse: PREPARE TO BE BOARDED!
93. Light years away Galen confirms that the carbon trail from his ship is dispersing - the chances of the Empire re-tracing his steps now are slim to none.
94. Some time later the administrator of the facility awaits their guests . . .
95. The elevator arrives.
96. Pterid: As the most senior consultant aboard our platform, may I be the first to say long live the Emperor.
97. Without even acknowledging Pterid, Joyeuse ignites dual red bladed sabres . .
98. Be heading his hosts . .
99. Joyeuse: I want a clean sweep laddies - nobody moves without my knowing about it!
100. Inside the comms room Commander Phipps is challenged by a lone trooper Halt - turn around with your hands where I can see them!
101. The battle hardened commander realises he has a single option . .
102. Inside the dining room more of the CHLORIS residents are ambushed.
103. {Vroom} however storm troopers have yet to meet Asajj Ventress!
104. More troopers converge on the station . . .
105. Durandel: I sensed your arrival Joyeuse . .
106. Joyeuse: Always the insightful shining light amidst the darkness eh boy?
107. In the face of such tyranny the old Durandel emerges.
Durandel: I offer you a single chance old one, stop this now?
108. As Durandel offers his hand it is answered with a massive push of force energy . . .
109. Joyeuse: You dare to patronise me?!!
110. As the evil one ignites his sabre, Durandel responds in kind . .
111. However Joyeuse then ignites a second . .
112.As Joyeuse pounces they meet in mid air like cracking thunder .
113. This being the second time the two have faced off they are both surprised at each others improved techniques . . .
114. Again & again they meet mid air, sparks flaring brightly . .
115. The agility & ability of both is astounding . . .
116. Elsewhere on CHLORIS Goro helps the crew avoid the imperial regime . .
117. Goro: Cmon cmon move - move . .
118. With the main operations room secure the troopers are able to use the stations own security system against its inhabitants . .
119. The two force users continue to duel, destroying most of the room in the process.
120. Vader: Commander I want that station secure within three minutes. The Emperor wants this legion elsewhere & I am running out of excuses . . .
121. Storm troop commander: We are just about ready my Lord although your aide is somewhat occupied?
122. All over the station the empires stranglehold is stifling.
123. However a few fingers may be severed before victory is declared . .
124. At frightening speed Asajj unleashes all of her fury upon a row of Troopers . . .
125. Goros happiness to see her however is short lived . .
Ventress: The boy - is he not with you?
126. Realising that the Bothan does not have the information she seeks she once again leaves him to his fate . . .
127. Along another corridor the battle rages . . .
128. Cloth is torn & tattered, flesh charred in the epic confrontation . .
129. Just as one of the two begins to gain momentum the other counterattacks . .
130. The elevator doors open to reveal the troop commander flanked by two others . .
131. Commander: Apparently Lord Vader has been ordered to bring the young one in alive?
132. With blasters set to stun both men are floored instantly . .
133. Slowly but surely Master Joyeuse comes to . .
134. Reaching outwards with the force he senses his party has boarded their star destroyer, he then spies them steadily changing orbit.
135. Hailing the vessel Joyeuse is confused at the circumstances he finds himself in - Did Durandel hit him with a lucky shot?
136. Vader: YES MASTER JOYEUSE?
137. Joyeuse: My Lord I, I am still alive!
Vader: How resilient you are Joyeuse, you continually surprise me .
138. Vader: However we unearthed something quite rare within the CHLORIS security recordings
Joyeuse: Master I - I dont understand?
Vader: My indiscretions against the Emperor are at risk of being revealed. A fresh perspective is needed - you have served me well!
139. As the chamber closes the view screen that Joyeuse has been observing cuts off . .
140. As the realisation sets in the traitor becomes the betrayed . .
141. Within moments the star destroyer unleashes its payload . .
142. Joyeuse: YOU HUTT SUCKING BAST. .
143. Nothing is safe as the fireball sweeps through the very heart of CHLORIS . .
144. Above the skies of his home Sergeant Galen Cortez sweeps quietly toward the imperial city. The child is the most important thing now . . Whatever the cost . . . Whatever . . .
Tune in next time for the FINALE . . .
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Paul Joseph Watson, Prison Planet.com |
One of the vendors that provides the TSA with x-ray body scanning machines has been accused of faking tests of software which was supposed to eliminate naked images of passengers passing through the devices.
Rapiscan "may have attempted to defraud the government by knowingly manipulating an operational test," Representative Mike Rogers, chairman of the House Transportation Security Subcommittee, said in a letter to Transportation Security Administration chief John Pistole Nov. 13. Rogers said his committee received a tip about the faked tests,"reports Bloomberg.
While L-3 Communications Holdings Inc, the other vendor that provides the federal agency with body scanners, responded to the TSA's request to write "privacy friendly" software that eliminates the need to display a naked image of the passenger, Rapiscan failed to do so.
On November 9, Rapiscan received a show-cause letter from the TSA demanding to know why the company was not complying with the TSA's terms in failing to develop the privacy friendly software.
Rogers slammed the TSA's "apparent lack of oversight throughout the testing and evaluation of this technology," and is set to grill members of the agency on when they discovered Rapiscan's alleged manipulation of test results, which the company itself denies.
Dan Gordon, former head of federal procurement for the Obama administration, said criminal charges could follow for Rapiscan as a result of an upcoming enquiry.
"Fake test results are incredibly serious," said Gordon. "Every false statement is a criminal act, sending someone in that company to jail."
The TSA recently relocated Rapiscan machines from larger to smaller airports, a move some quarters of the media falsely characterized as a scrapping of the devices. The TSA denies the relocation was related to the allegations of faked software tests, claiming it was fueled by the fact that the backscatter machines take longer to scan passengers.
Numerous prestigious health bodies have indicated that the backscatter x-ray devices will statistically cause an increase in cancer, including Johns Hopkins, Columbia University, the University of California, and the Inter-Agency Committee on Radiation Safety. To put that in perspective, the probability of dying in a terrorist attack is the same as the probability of getting cancer when passing through the x-ray scanner just one time.
Johns Hopkins' biophysics expert Dr Michael Love warned that, "statistically someone is going to get skin cancer from these X-rays," after conducting a study of the naked body scanners.
It has also been proven that the scanner can be fooled by sewing a metallic object into the side of one's clothing, rendering the entire $1 billion dollar fleet of machines virtually useless.
Infowars is launching the national Opt Out and Film Week during Thanksgiving, November 19-26.Click here for more details or click here for the campaign's Facebook page.


text:
Check out reviews left by other students or leave your own review. You could win a free scholarship.Add your Review
Alexsas from Denver, CO
Reviewer is A current student here.
1 out of 1 people found this review useful. 1 of 2
Categories Comments Campus Safety
24/7 seven days a week. Night and day Woo buddy do I feel safe lol but I like it.
Clubs and Activities
CHU SGA, Soccer Clubs (Men/Women), Spirituality Matters Club, world Wide Rhythm, 3D Fitness, Disc Golf, Polyglots, Marketing Club, Heights Globetrotters Club, Human Resources Club, Dreamers Ink Club, and Residence Life Club (building community relations, event planning) For any events offered on or off campus CHU students get free access to attend at no charge.
Great for these types of students
International Students, American Students. High School Students looking for advanced curriculum.
Share any unusual traditions or locations on campus
The CHU campus is shared with the Southwest early college (SEC), Augustine Institute, and AmeriCorps National Civilian Community Corps (NCCC) . Southwest Early College An independent charter high school, is part of the Denver Public Schools system. As a small high school, SEC provides a world-class education in a personal, supportive atmosphere. As an early college high school, SEC students take a traditional 9th and 10th grade curriculum, then take college-level coursework in the 11th and 12th grades. AmeriCorps NCC Is a network of national service programs that engage more than 50,000 Americans each year in intensive service to meet critical needs in education, public safety, health, and the environment. AmeriCorps members serve through more than 2,100 nonprofits, public agencies, and faith-based organizations. They tutor and mentor youth, build affordable housing, teach computer skills, clean parks and streams, run after-school programs, and help communities respond to disasters. Created in 1993, AmeriCorps is part of the Corporation for National and Community Service. The CHU campus serves as one of the three locations in the US where AmeriCorps members are based.
Bang for the buck
the College is a private institution that offers the In state tuiton price to all students (New, Transfer, or International). Based on enrollment HS or Transfer College GPA is above a 2.0 GPA then a auto matic Pell Granst Scholarships ($5,550) is awarded to student which is 20% of tutuion fees payed for.
What to do for fun
The CHU campus has a soccer field, Two tennis courts, one basket ball court, swimming pool, student cafe, student parking, a campus track (that wraps around entire campus).
Food and Dining
If dorming on camus most students have acess to on site kitchen facility. The Cafe is open also, but the fee isn't a resonable fee for a three meal option. Your better of buy in forr that will last for a week or atleast a month. Shopping stores are located on Federal Blvd. strip.
Dorm Life
Each student who dorms can choose to have a double dorm or have a sinlge dorm. the price vary depending on if roomate is a CHU student or a non-CHU student. Peacefull campus atmospher. The CHU campus is shared with the Southwest early college (SEC), Augustine Institute, and AmeriCorps National Cilvilian Community Corps (NCCC) . I was a former 2011-2012 year corps member who served local Denver, CO, Winter Park, CO, Harlingen, TX, Piedmont, OK working with non- profit organizations such as Catholic Charities, Rebuilding Together Metro Denver, National Sports Center for The Disabled, Colorado Center for The Blind. For more information on all federal volunteer programs; AmeriCoprs NCCC/State & National/Vista/Senor Corps or to apply visit https//:www.americorps.gov
Tips for prospective students
If you are right out high school or a re-turning student then discuss with your curriculum advisor what your needs are before you get a course that isn't on your grade level. Look at what type of enrollment entrance exams are offed if they are even offed to you. Find out the ratio of incoming new students to those of current students (GPA etc.)
In three sentences
The classes are made up a small student body (5-10) students. The curriculum isn't much of a challenge and some of the professors don't have strategic teaching methods for students who have different learning methods. Further more upon enrollment their isn't any entrance exams to see what current grade level the student is at in order to best schedule appropriate course and classes to start the semester off right.
Login to rate or flag the reviews
Angel from Denver, CO
Reviewer is A past student here.
1 out of 1 people found this review useful. 1 person found this inaccurate. 2 of 2
Categories Comments Campus Safety
there is security all the time all through campus. anytime they see something or someone suspicious they go and look into it. i should know, i have been suspected a couple of times (they thought i was not a student) and was asked to show my id. if it is anything bigger, then the police can be notified right away (they are about five minutes away from our campus).
Greek Life
Clubs and Activities
you have all the freedom to create and participate in clubs and activities. if they don't have what you would like to see, then it's as easy as asking for it.
Great for these types of students
if you want a small school, want to get to know both students and professors well, have quick access to downtown, like to see a beautiful campus and scenery and like old architecture (school looks like a cross between a castle and a church) then this school might be good match for you.
Share any unusual traditions or locations on campus
can't really say unusual, but colorado heights is actually on the highest point of denver.
Bang for the buck
tuition is actually really low, their tuition is actually on par with what community colleges ask for. if you are wanting to use as little money as possible but want a good education then this is the institution for you.
What to do for fun
for starters, if they do not have a club you like there is a simple solution, create your own. colorado heights tries to make sure that their students have as much freedom as they can. so if you take an interest in something, they will try to make sure it is fulfilled. last time i was there, me and a couple of other students created the first soccer team and an art club. so to finish things off. if you want to do something, chances are that you will be able to do it.
Food and Dining
food is prepared everyday by cooks. the cafeteria is medium sized and has an amazing view of the mountains. they cook up food from all over the world, so be prepared to try different things.
Dorm Life
haven't really lived in the dorms, but i kept getting mixed reviews from the students. some liked it, others not so much. like in most colleges, they are about the size of a bedroom and one can choose whether to share with someone or not.
Academic Rigor
classes are actually demanding, and as the years go by the curriculum is getting more and more advanced.
Tips for prospective students
it is still new, so the institution is still fixing some bugs (trying out what works and what doesn't). make sure to bring a camera, the campus is gorgeous and the view of the mountains is magnificent. one other tip, make sure to get involved as much as possible.
In three sentences
it is a small school that allows you to get to know both the professors and students on a personal level. although it is quite new, this institution has been growing rapidly, both with students and new programs. one of the perks of attending this university is that one gets to meet students from all over the world which is extremely interesting and fun.
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Husqvarna WT15 15L Water Tank with 2-Speed Electric Pump
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1 Year Warranty on all Husqvarna Equipment as standard.


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