Mark R. Edwards

Sustainability Challenges of Phosphorus and Food: Solutions from Closing the Human Phosphorus Cycle

The Green Revolution has led to a threefold growth in food production in the last 50 to 75 years, hut increases in crop production have required a concurrent increase in the use of inorganic phosphorus as fertilizer. A sustainable phosphorus supply is not assured, though, and food production depends on mineral phosphorus supplies that are nonrenewable and are being depleted. Phosphorus is effectively a nonsubstitutable necessity for all life. Because mineral phosphorus deposits are not distributed evenly, future phosphorus scarcity may have national security implications. Some projections show economically viable mineral reserves becoming depleted within a few decades. Phosphorus-induced food shortages are therefore a possibility, particularly in developing countries where farmers are more vulnerable to volatile fertilizer prices. Sustainable solutions to such future challenges exist, and involve closing the loop on the human phosphorus cycle. We review the current state of knowledge about human phosphorus use and dependence and present examples of these sustainable solutions.

A transgenic approach to enhance phosphorus use efficiency in crops as part of a comprehensive strategy for sustainable agriculture

Concerns about phosphorus (P) sustainability in agriculture arise not only from the potential of P scarcity but also from the known effects of agricultural P use beyond the field, i.e., eutrophication leading to dead zones in lakes, rivers and coastal oceans due to runoffs from fertilized fields. Plants possess a large number of adaptive responses to P(i) (orthophosphate) limitation that provide potential raw materials to enhance P(i) scavenging abilities of crop plants. Understanding and engineering these adaptive responses to increase the efficiency of crop capture of natural and fertilizer P(i) in soils is one way to optimize P(i) use efficiency (PUE) and, together with other approaches, help to meet the P sustainability challenge in agriculture. Research on the molecular and physiological basis of P(i) uptake is facilitating the generation of plants with enhanced P(i) use efficiency by genetic engineering. Here we describe work done in this direction with emphasis on the up-regulation of plant proton-translocating pyrophosphatases (H(+)-PPases).

Improving performance with 360‐degree feedback

Asserts that intelligence gathered from multiple sources enhances both internal and external customer service. Notes also that multi‐source assessment or 360‐degree feedback enhances information quality, provides specific performance feedback and targets developmental areas. Uses findings from the experience of a variety of organizations which have implemented multi‐source assessment to support these beliefs. Suggests that this form of marketing research targeted to each person facilitates performance improvement by providing strong motivation to take action. Notes that optimizing performance and customer service relies on accurate information ‐ citing the provision of such information as the strength of 360‐degree feedback.

How to Manage Performance and Pay With 360-Degree Feedback: Multisource assessment can work for both performance and pay management when participants know the system is fair. But doing it right requires a commitment.

have implemented some form of multisource assessment for career development, performance management, or both. Indeed, the question no longer is whether companies use 360degree feedback but how. Organizations are adopting multisource assessment systems mainly for such reasons as a perception of greater fairness and credibility in performance rating (see the five reasons cited in Exhibit 1). While many are using a multisource system mainly for developmental purposes, there is often a rapid transition to performance management purposes after an initial implementation, so the issue of how to apply the information that the process yields is important. Should it be used in performance management and determination of pay? Some experts question the role of 360-degree feedback in these areas. Should multirater systems be reserved, then, for developmental-only feedback, as they largely have been up to now? The purpose of this discussion is to examine what research findings and actual company practices suggest about the answers to

360‐degree feedback: royal fail or holy grail?

Looks at the difference between success and failure with regard to 360‐degree feedback projects, stressing the need for a formalized structure to facilitate effective implementation. Initially outlines the reasons why firms seek to adopt 360‐degree feedback, setting out the benefits for the various parties involved ‐ customers, employees, etc. Goes on to outline “fatal errors” such as insufficient communication, lack of training and poor regard for the time factors involved, which can lead to failure. Offers solutions to these problems and concludes that, while 360‐degree feedback is not a cure‐all for assessment problems, it does hold promise for future improvement in this field.

Solving the double-bind in performance appraisal: A saga of wolves, sloths, and eagles

Abstract Performance appraisal systems have been plagued by two major problems: the inaccuracy of raters, and supervisors who are caught in a dilemma because their role as the sole evaluators of performance undermines their more constructive role as performance coaches and counselors. The innovative Team Evaluation (TE) process for performance appraisal solves this double bind.

Agribusiness talent assessment through team evaluation

Talent assessment is a critical element in agribusiness success. Unless the correct people are identified and rewarded with promotion and other organizational rewards, organizational motivation and leadership will wane. A new efficient and effective talent assessment method called Team Evaluation has been developed by leading agribusiness firms and provides advantages not available with traditional procedures. The Team Evaluation process enhances the firms information about people. When added to the existing supervisory assessment procedures. Management Systems (MS), the combination of the TE p MS upgrades the quality of human resource decisions, improves rewards equity and the link between pay and performance.

The Paris-Peoria solution: Innovations in appraising regional and international sales personnel

AbstractHow can salesmen in different locations be fairly evaluated? Traditional appraisal methods are deficient because they assume equal performance distributions among different regions or countries. Further, individual supervisory bias may make even within-region performance measures unfair, not comparable, and indefensible. A new Team Evaluation Census (TEC) appraisal is described in terms of four innovations—natural, direct comparisons to anchor appraisal judgments and minimize leniency; benchmarks to improve comparability and reduce performer competition; multiple and linking raters to improve appraisal reliability and validity and to improve across- group comparability; and safeguards to ensure individual fairness and allow rater validation.

“The right stuff” for productivity in agribusiness employment

Agribusiness productivity depends on the effectiveness of people. As employers can better specify the characteristics associated with successful employment and successful ascension within their organizations, prospective agribusiness employees can better target personal and professional development. Similarly, knowledge of success factors can be helpful in determination of appropriate curricula for high school, community college and university agriculture and agribusiness programs. This article describes results of a survey in which agribusiness employers identified characteristics associated with successful employment in agribusiness. These results may be useful for students in their selection of training and development opportunities and for employers in their selection of persons who are aspiring to agribusiness positions.

Appraising work team performance: New productivity solutions for agribusiness management

Employee groups account for a large part of the variation in effective agribusiness performance. TEAMS-G profiling provides an employee driven mechanism for identifying relative strengths and weaknesses of work groups. TEAMS-G appraisal allows an organization to identify the performance of work groups relative to other groups. Identification of group performance facilitates the targeting of training and development interventions as well as the more equitable differential distribution of organizational rewards.