title: John Watson Walker: a leading mine manager

authors: Hart, Philip

abstract: After successfully mining in Victoria, in 1869 John Watson Walker was invited to report on Thames mines, and subsequently was asked to stay on as a mine manager. Despite his high reputation as both a manager and company director, in 1881 some shareholders in one company  sought his dismissal because he had failed to find rich gold (!). From the 1880s onwards, he envisaged obtaining English capital to enable the development of much larger areas than those traditionally worked. 
Involved in most Hauraki fields (and beyond) as an investor if not a miner, in the 1880s he was for a time a publican at Te Aroha, and in the following decade acquired a farm nearby. He struggled financially in both decades, and moved from goldfield to goldfield trying to develop his ‘gigantic’ schemes, making several trips to London over more than 20 years in usually fruitless attempts to raise capital. As the first supervisor for the Waihi Company, he investigated new treatment processes, but resigned his position shortly before cyanide was proved to the ideal one. At Thames, his ‘gigantic’ scheme was to work the low levels, and at Te Aroha he attempted to develop a large area of unpayable ground. All his schemes depended not only on attracting overseas capital but on obtaining concessions from both government and union. His last efforts to develop mining on a massive scale were at Waihi, in the early twentieth century.
Walker was seen as being a skilled and practical miner, whose opinions were taken seriously. On behalf of investors, he investigated some new areas, and achieved fame for exposing an attempted fraud near Wellington. He attempted to assist the interests of the industry, and urged the need for capital and labour to work together harmoniously. He was outspokenly critical of the Liberal Government’s mining legislation, which he claimed scared capital away. 
He could be arrogant, as illustrated on several occasions, notably when participating in shooting matches in the early 1870s. And a question must be raised about his treatment of his first wife. But as a mine manager, he excelled, even if his schemes to work large areas were over-sanguine and lacked credibility both because he did not understand the geology and because he over-estimated his ability to raise capital and to get his way with both government and the union.

text: John Watson Walker: a leading mine manager After successfully mining in Victoria, in 1869 John Watson Walker was invited to report on Thames mines, and subsequently was asked to stay on as a mine manager. Despite his high reputation as both a manager and company director, in 1881 some shareholders in one company  sought his dismissal because he had failed to find rich gold (!). From the 1880s onwards, he envisaged obtaining English capital to enable the development of much larger areas than those traditionally worked. 
Involved in most Hauraki fields (and beyond) as an investor if not a miner, in the 1880s he was for a time a publican at Te Aroha, and in the following decade acquired a farm nearby. He struggled financially in both decades, and moved from goldfield to goldfield trying to develop his ‘gigantic’ schemes, making several trips to London over more than 20 years in usually fruitless attempts to raise capital. As the first supervisor for the Waihi Company, he investigated new treatment processes, but resigned his position shortly before cyanide was proved to the ideal one. At Thames, his ‘gigantic’ scheme was to work the low levels, and at Te Aroha he attempted to develop a large area of unpayable ground. All his schemes depended not only on attracting overseas capital but on obtaining concessions from both government and union. His last efforts to develop mining on a massive scale were at Waihi, in the early twentieth century.
Walker was seen as being a skilled and practical miner, whose opinions were taken seriously. On behalf of investors, he investigated some new areas, and achieved fame for exposing an attempted fraud near Wellington. He attempted to assist the interests of the industry, and urged the need for capital and labour to work together harmoniously. He was outspokenly critical of the Liberal Government’s mining legislation, which he claimed scared capital away. 
He could be arrogant, as illustrated on several occasions, notably when participating in shooting matches in the early 1870s. And a question must be raised about his treatment of his first wife. But as a mine manager, he excelled, even if his schemes to work large areas were over-sanguine and lacked credibility both because he did not understand the geology and because he over-estimated his ability to raise capital and to get his way with both government and the union.

year: 2016

title: Fine-resolution pollen record of late-glacial climate reversal from New Zealand

authors: Lowe, David J.

subjects: late glacial

abstract: The temporal relationship between rapid climate shifts in the Northern and Southern Hemispheres at the end of the last glacial is crucial to understanding how the global climate system functions during periods of major transition. A detailed Southern Hemisphere mid-latitude pollen record from a climatically sensitive and well-dated upland site in New Zealand, unlike previous interpretations, shows clear evidence of late-glacial climate changes similar in structure to those in the Northern Hemisphere, including a cooling interval from ca. 11 600 to 10 700 14C yr B.P. Because the cooling interval occurred ca. 600 14C yr before the Younger Dryas chron, our record thus also suggests that some global climatic events during the last deglaciation may have registered earlier in the Southern Hemisphere

text: Fine-resolution pollen record of late-glacial climate reversal from New Zealand The temporal relationship between rapid climate shifts in the Northern and Southern Hemispheres at the end of the last glacial is crucial to understanding how the global climate system functions during periods of major transition. A detailed Southern Hemisphere mid-latitude pollen record from a climatically sensitive and well-dated upland site in New Zealand, unlike previous interpretations, shows clear evidence of late-glacial climate changes similar in structure to those in the Northern Hemisphere, including a cooling interval from ca. 11 600 to 10 700 14C yr B.P. Because the cooling interval occurred ca. 600 14C yr before the Younger Dryas chron, our record thus also suggests that some global climatic events during the last deglaciation may have registered earlier in the Southern Hemisphere

year: 2000-08-01

title: An indigenous model of career satisfaction: Exploring the role of workplace cultural wellbeing

authors: Haar, Jarrod M.

subjects: career satisfaction

abstract: Despite career satisfaction models being well established, little is understood about the career satisfaction of indigenous employees. Using a sample of 172 Maori employees, the indigenous people of New Zealand, we tested a career satisfaction model with a cultural wellbeing factor over and above established factors of human capital, sociodemographic, individual differences and organizational sponsorship. This new measure workplace cultural wellbeing was found to significantly relate to career satisfaction, accounting for twenty-three percent of the variance over and above the established factors which highlights its importance for indigenous workers. Furthermore, due to collectivistic orientations amongst Maori, collectivism was tested as a potential moderator and found to significantly interact with workplace cultural wellbeing, showing that Maori respondents reported the greatest career satisfaction when workplace cultural wellbeing was high, irrespective of collectivism orientation. This paper offers an extended model for exploring career satisfaction of indigenous workers.

text: An indigenous model of career satisfaction: Exploring the role of workplace cultural wellbeing Despite career satisfaction models being well established, little is understood about the career satisfaction of indigenous employees. Using a sample of 172 Maori employees, the indigenous people of New Zealand, we tested a career satisfaction model with a cultural wellbeing factor over and above established factors of human capital, sociodemographic, individual differences and organizational sponsorship. This new measure workplace cultural wellbeing was found to significantly relate to career satisfaction, accounting for twenty-three percent of the variance over and above the established factors which highlights its importance for indigenous workers. Furthermore, due to collectivistic orientations amongst Maori, collectivism was tested as a potential moderator and found to significantly interact with workplace cultural wellbeing, showing that Maori respondents reported the greatest career satisfaction when workplace cultural wellbeing was high, irrespective of collectivism orientation. This paper offers an extended model for exploring career satisfaction of indigenous workers.

year: 2013