title: Full field image ranger hardware

authors: Payne, Andrew D.

subjects: imaging

abstract: We describe the hardware designed to implement a full field heterodyning imaging system. Comprising three key components - a light source, high speed shutter and a signal generator - the system is expected to be capable of simultaneous range measurements to millimetre precision over the entire field of view. Current modulated laser diodes provide the required illumination, with a bandwidth of 100 MHz and peak output power exceeding 600 mW. The high speed shutter action is performed by gating the cathode of an image intensifier, driven by a 50 Vpp waveform with 3.5 ns rise and fall times. A direct digital synthesiser, with multiple synchronised channels, provides high stability between its outputs, 160 MHz bandwidth and tuning of 0.1 Hz.

text: Full field image ranger hardware We describe the hardware designed to implement a full field heterodyning imaging system. Comprising three key components - a light source, high speed shutter and a signal generator - the system is expected to be capable of simultaneous range measurements to millimetre precision over the entire field of view. Current modulated laser diodes provide the required illumination, with a bandwidth of 100 MHz and peak output power exceeding 600 mW. The high speed shutter action is performed by gating the cathode of an image intensifier, driven by a 50 Vpp waveform with 3.5 ns rise and fall times. A direct digital synthesiser, with multiple synchronised channels, provides high stability between its outputs, 160 MHz bandwidth and tuning of 0.1 Hz.

year: 2006

title: The Psychological Contract: The Development and Validation of a Managerial Measure

authors: Cable, Donald Alfred James

subjects: psychological contract

abstract: The research objective was to develop, through two phases involving development and validation, a measure of the psychological work contract for managerial level employees.  The psychological contract is the unwritten implicit contract that forms in the minds of employees and contains the obligations and expectations that they believe exists between themselves and the organization.  In the first and qualitative phase of the study, a structured interview procedure resulted in the collection of 651 responses from a convenience sample of 35 managers from seven New Zealand organizations.  Responses related to what these managers believed they were obligated to provide the organization (perceived organizational expectations), and what they believed the organization was obligated to provide them (their expectations).  Content analysis of these 651 statements resulted in the development of two initial measures of the psychological contract (employee obligations, organization obligations).  The employee obligations measure (perceived organizational expectations of the employee) contained 16 items, and the organization obligations measure (employee expectations of the organization) contained 23 items.  
In the second and quantitative phase of the study, and using the same criteria for participation as for phase one, a convenience sample of 124 managers from 13 New Zealand organizations completed questionnaires.  The questionnaires included the measures of psychological contract content developed in phase one of the study, and 8 organizational psychology variables to be included in a nomological network.  The nomological network included intention to quit, perceived organizational support, work and job involvement, job satisfaction, career plateau, organizational commitment, person-organization fit, and 2 performance measures.  A separate questionnaire covering job performance and organizational citizenship behaviour was completed by 94 of the participants' managers.  Of the 54 relationships predicted in the nomological network, 41 were significant.  Of the 13 non-significant relationships, 10 involved relationships with the two performance measures.   
The measures of the psychological contract were subjected to a construct validation process involving two steps.  The first step involved item and factor analysis.  Factor analysis of the two measures of the psychological contract revealed two factors in each.  One factor, termed relational obligations and reflecting a collective interest between the employee and the organization, included the items that were believed to influence more directly the relationship between managers and the organization.  This factor included items such as  be committed to the job  (an employee obligation) and  provide a physically and socially safe environment  (an organizational obligation).  The other factor, termed transactional obligations and reflecting a self/other interest on the part of the employee, included the items that were believed to be of a more direct employment transactions nature.  This factor included items such as  stay true to your own values and beliefs  (an employee obligation) and  provide professional and personal support  (an organizational obligation).
In the second step of the validation process, the measures of the psychological contract were embedded into the nomological network and their relationships with the ten variables in that network were tested.  Of the ten hypothesised relationships, only one emerged as significant, that being the relationship between the organization obligations component of the psychological contract and person-organization fit.  Minimal support for construct validity of the measures of the psychological contract was provided confirming that further effort will be required before complete construct validity may be claimed for the measured.  Although the contribution the research makes to the field of knowledge may be limited, it does provide some validation of existing measures of the psychological contract, developed in other studies using different samples.  The present findings increase our knowledge of the content of the psychological contract for managers.  Additionally, a methodological framework has been established for continuing research into the content of psychological contracts, including an exploration of the relationship between content and fulfilment, along with a structure for comparing the psychological contract of disparate occupational groups.  
The most likely explanation for the hypotheses not being fully supported is that it is fulfilment (or conversely breach or violation) of the psychological contract, rather than the content of the contract per se, that is related to the variables in the nomological network.  Whilst the hypotheses were based on research that considered fulfilment of the contract, this study focussed on the content of psychological contracts.  The reasons for basing the hypotheses on research that considered fulfilment, the influence of this decision on hypothesis testing, and other possible explanations for the hypotheses not finding greater support, are explored.  The limitations of the study, and possible directions for future research, are discussed.

text: The Psychological Contract: The Development and Validation of a Managerial Measure The research objective was to develop, through two phases involving development and validation, a measure of the psychological work contract for managerial level employees.  The psychological contract is the unwritten implicit contract that forms in the minds of employees and contains the obligations and expectations that they believe exists between themselves and the organization.  In the first and qualitative phase of the study, a structured interview procedure resulted in the collection of 651 responses from a convenience sample of 35 managers from seven New Zealand organizations.  Responses related to what these managers believed they were obligated to provide the organization (perceived organizational expectations), and what they believed the organization was obligated to provide them (their expectations).  Content analysis of these 651 statements resulted in the development of two initial measures of the psychological contract (employee obligations, organization obligations).  The employee obligations measure (perceived organizational expectations of the employee) contained 16 items, and the organization obligations measure (employee expectations of the organization) contained 23 items.  
In the second and quantitative phase of the study, and using the same criteria for participation as for phase one, a convenience sample of 124 managers from 13 New Zealand organizations completed questionnaires.  The questionnaires included the measures of psychological contract content developed in phase one of the study, and 8 organizational psychology variables to be included in a nomological network.  The nomological network included intention to quit, perceived organizational support, work and job involvement, job satisfaction, career plateau, organizational commitment, person-organization fit, and 2 performance measures.  A separate questionnaire covering job performance and organizational citizenship behaviour was completed by 94 of the participants' managers.  Of the 54 relationships predicted in the nomological network, 41 were significant.  Of the 13 non-significant relationships, 10 involved relationships with the two performance measures.   
The measures of the psychological contract were subjected to a construct validation process involving two steps.  The first step involved item and factor analysis.  Factor analysis of the two measures of the psychological contract revealed two factors in each.  One factor, termed relational obligations and reflecting a collective interest between the employee and the organization, included the items that were believed to influence more directly the relationship between managers and the organization.  This factor included items such as  be committed to the job  (an employee obligation) and  provide a physically and socially safe environment  (an organizational obligation).  The other factor, termed transactional obligations and reflecting a self/other interest on the part of the employee, included the items that were believed to be of a more direct employment transactions nature.  This factor included items such as  stay true to your own values and beliefs  (an employee obligation) and  provide professional and personal support  (an organizational obligation).
In the second step of the validation process, the measures of the psychological contract were embedded into the nomological network and their relationships with the ten variables in that network were tested.  Of the ten hypothesised relationships, only one emerged as significant, that being the relationship between the organization obligations component of the psychological contract and person-organization fit.  Minimal support for construct validity of the measures of the psychological contract was provided confirming that further effort will be required before complete construct validity may be claimed for the measured.  Although the contribution the research makes to the field of knowledge may be limited, it does provide some validation of existing measures of the psychological contract, developed in other studies using different samples.  The present findings increase our knowledge of the content of the psychological contract for managers.  Additionally, a methodological framework has been established for continuing research into the content of psychological contracts, including an exploration of the relationship between content and fulfilment, along with a structure for comparing the psychological contract of disparate occupational groups.  
The most likely explanation for the hypotheses not being fully supported is that it is fulfilment (or conversely breach or violation) of the psychological contract, rather than the content of the contract per se, that is related to the variables in the nomological network.  Whilst the hypotheses were based on research that considered fulfilment of the contract, this study focussed on the content of psychological contracts.  The reasons for basing the hypotheses on research that considered fulfilment, the influence of this decision on hypothesis testing, and other possible explanations for the hypotheses not finding greater support, are explored.  The limitations of the study, and possible directions for future research, are discussed.

year: 2008

title: KAUMĀTUATANGA  Supporting School Leaders To Develop Cultural Values While Resisting The Dominance of Colonialism

authors: Nuri, Ngahuia

subjects: Kaumātua

abstract: In an education system that is asserting to the importance of Māori (indigenous people of Aotearoa) language, culture, identity and the history of Aotearoa  (New Zealand) into the curriculum, there is direction from the Ministry of Education (MOE) for schools to reach out to iwi. What this looks like and how this can be achieved is not an easy task. This thesis follows the journey of three kaumātua (respected, knowledgeable elders, both female and male) working alongside the Senior Leadership Team (SLT) of a decile 10 kura auraki (mainstream primary school) where ākonga Māori (Māori students) were in the minority. The research examines what role kaumātua might have in guiding other schools to help tamariki Māori (Māori children) enjoy and achieve education success as Māori. It highlights the coming together of leaders from two different worldviews with this vision as a common purpose. 

Kaumātua in te ao Māori (the Māori world) are respected elders. Kaumātua are leaders, respected for their wisdom, knowledge and models of behaviour among other attributes. The Māui narratives are one example of demonstrating the characteristics of kaumātua. It was through his respected elders that Maui achieved so much. It was his grandfather who rescued him and taught him all he knew. It was his grandmother Mahuika who gave him fire and it was his kuia (female elder) Murirangiwhenua from whom he received the magic jawbone. The wisdom of Māori kaumātua has been recognised for centuries by Māori and yet kaumātua are often an untapped resource in the mainstream sector of education. In this thesis the kaumātua and members of the SLT share their experiences of working together and the learning and unlearning that has taken place over a period of four years from 2016 through 2019. They share their vulnerability, humility and strength in the goals they have worked towards over this period of time.

text: KAUMĀTUATANGA  Supporting School Leaders To Develop Cultural Values While Resisting The Dominance of Colonialism In an education system that is asserting to the importance of Māori (indigenous people of Aotearoa) language, culture, identity and the history of Aotearoa  (New Zealand) into the curriculum, there is direction from the Ministry of Education (MOE) for schools to reach out to iwi. What this looks like and how this can be achieved is not an easy task. This thesis follows the journey of three kaumātua (respected, knowledgeable elders, both female and male) working alongside the Senior Leadership Team (SLT) of a decile 10 kura auraki (mainstream primary school) where ākonga Māori (Māori students) were in the minority. The research examines what role kaumātua might have in guiding other schools to help tamariki Māori (Māori children) enjoy and achieve education success as Māori. It highlights the coming together of leaders from two different worldviews with this vision as a common purpose. 

Kaumātua in te ao Māori (the Māori world) are respected elders. Kaumātua are leaders, respected for their wisdom, knowledge and models of behaviour among other attributes. The Māui narratives are one example of demonstrating the characteristics of kaumātua. It was through his respected elders that Maui achieved so much. It was his grandfather who rescued him and taught him all he knew. It was his grandmother Mahuika who gave him fire and it was his kuia (female elder) Murirangiwhenua from whom he received the magic jawbone. The wisdom of Māori kaumātua has been recognised for centuries by Māori and yet kaumātua are often an untapped resource in the mainstream sector of education. In this thesis the kaumātua and members of the SLT share their experiences of working together and the learning and unlearning that has taken place over a period of four years from 2016 through 2019. They share their vulnerability, humility and strength in the goals they have worked towards over this period of time.

year: 2024