Brand champions will be rewarded

first_imgRelated posts:No related photos. Brand champions will be rewardedOn 12 Mar 2002 in Personnel Today Previous Article Next Article Comments are closed. With the growing importance of risk management capital, HR has a vital roleto play in protecting the profile of its firm as an employer of choiceThis is the first year listed companies have to report risk in accordancewith the Turnbull recommendations that became part of the Stock Exchange’scombined code in 1999. Few have noticed this piece of corporate red tape and yet it could lead to achange in HR managers’ responsibilities. Plcs that rely on their relativemarket position to drive sales and attract recruits and investors now have toevaluate and consider their brand, its value and the risks to it. Private companies, charities and government organisations must take noticeof the risks to their brand, especially as they often do not have the sameresources as their public counterparts to invest in brand development. HR will have to take on a more defined brand manager’s role: developing andpromoting a brand leader’s position as an employer of choice. Risk to the brandas an employer is rapidly becoming the big management challenge of the decade. This is especially so as businesses are increasingly reliant on the peoplethey employ and the brand image they build as the primary ways of increasingthe value of their business. Reputation, perception and employee motivation arecited as some of the most significant risks in a survey linked to Turnbull. The need for HR managers to perform as brand champions for employers has ledto increased demand for perception audits that can help organisationsunderstand their people’s motivation and levels of satisfaction. These auditssupport a strategic and long-term approach to the recruitment and retentionissues surrounding the high talent that organisations need to impress. Many HR managers and directors are, for the first time, talking with theirPR and marketing personnel about branding as an employer. This is leading to arefocus of recruitment methods, advertising and web strategies, with humancapital at their heart. There will be challenges ahead, especially for companies confident of theirmarket strength. It no longer follows that the brand leader for products orservices is an employer of choice in a sector. If complacency sets in and brandleaders assume they will have the pick of the best candidates, they may missthe very people they need to help maintain their market-leading position. A medium-size company, or one struggling at the bottom of a particularmarket, can build a strong brand as an employer and attract better people toallow it to punch above its weight. The top brands have the most to lose. The impact of a brand leader nothaving the best staff can be devastating. In a world where perception isreality, a brand leader modestly under-delivering is likely to attract far moreattention than a brand wannabe vastly over-performing. When Plcs report risk to their business in accordance with the Turnbullrecommendations, or when such reporting becomes normal – as inevitably bestpractice dictates – those that have made a start in brand building will beahead of the game. Turnbull means that HR needs to understand the risks inherent in recruitmentand retention and their potential impact on brand. But it is also anopportunity – it could give HR a bigger role to play at board level, wherechampioning the brand as an employer of choice is set to become a key function.By Sherilyn Shackell,  managingdirector of Highfield Human Solutions last_img read more

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People skills the only way to keep talent

first_img Previous Article Next Article People skills the only way to keep talentOn 21 May 2002 in Personnel Today Comments are closed. HR has to train line managers in people management skills if firms want toretain their best employees, claimed Cary Cooper, professor of organisationalpsychology and health at UMIST. Bad management is a key reason for sickness absence and a lack of job satisfactionamong staff, delegates heard. “The relationship that employees have with their boss is fundamental totheir well-being. But bosses manage with punishment and not reward and praisebecause they do not know how to,” Cooper said. “The relationship and management style of the boss is critical to jobsatisfaction. Bosses should balance effective punishment and reward like aparent would do to a child – but they do not.” Cooper urged delegates to change the work culture in the UK and embracework-life balance and family friendly policies to improve job satisfaction. Despite many companies having work-life balance policies, British staffstill work the longest hours in the whole of Europe. Cooper blamed low take up of these schemes and said it was mainly women thatopted for a work-life balance because doing this was seen by men as a”wimp’s” option. This is despite all levels of staff admitting thatworking long hours was destroying their home life, he said. Related posts:No related photos.last_img read more

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Staff keep a close eye on jobs market

first_imgNearly half of UK employees are looking for a new job at any one time,research reveals. A survey by recruitment group Reed, of more than 800 people of working ageacross the UK, shows 31 per cent are passively job-seeking by staying aware ofthe job market, while an additional 14 per cent are actively seeking new jobs. People in the 25 to 34 year age group are most aware of new jobopportunities, with a total of 58 per cent either passively or activelyjob-seeking at the moment. Younger people, aged 18-to-25 years old, are most likely to be looking fornew employment opportunities, with 23 per cent of respondents activelyjob-seeking, compared to 21 per cent of those aged 25 to 34. James Reed, chief executive at Reed, said: “As talent becomesincreasingly mobile, the individuals in most demand can pick and choose whatthey do, and move at will. Organisations need to ensure they have ahighly-developed and articulated sense of what makes them attractive to peoplein order to retain their best staff.” Reed said the internet has made it easier for people to stay in touch withthe job market than ever before, with half of those surveyed using the web whenresearching jobs. Interest in the job market only drops below half of the workforce oncepeople reach the age of 45. In the 45 to 54 age group, 44 per cent say theystay aware of new opportunities. This drops to 17 per cent among those aged 55 to 64. Overall, men are more in touch with the job market than women, with 52 percent either passively or actively job-seeking compared to 37 per cent of women.www.reed.co.ukBy Quentin Reade Previous Article Next Article Comments are closed. Related posts:No related photos. Staff keep a close eye on jobs marketOn 4 Jun 2002 in Personnel Todaylast_img read more

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New pay structure expected to be agreed this month

first_img Comments are closed. New terms and conditions for NHS staff are close to agreement. Officials for the Government, employers and trade unions told delegates atthe conference that the Agenda for Change – proposals aiming to change andmodernise pay structures – are expected to be agreed this month. It will include a new pay structure, job evaluation and possibleintroduction of team bonuses, and will be piloted in some hospitals this year,while full implementation is scheduled for April. Officials at the conference including Ben Dyson, head of NHS pay at theDepartment of Health, and Andrew Foster, HR director at the DoH, refused to gointo details of the negotiations. www.nhs.uk Previous Article Next Article New pay structure expected to be agreed this monthOn 29 Oct 2002 in Personnel Today Related posts:No related photos.last_img read more

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Blended learning spices up the training mix

first_imgBlended learning spices up the training mixOn 1 Nov 2003 in Personnel Today A survey conducted this year by Training Magazine and BalanceLearning finds there has been an upsurge in the use of blended learning.  Here’s what the result meanOrganisations are embracing blended learning, and they can now cater forindividual learning styles and offer a more in-depth training experience as aresult. These are the findings of the latest survey from Training Magazine, run inconjunction with blended-learning publisher, Balance Learning. A total of 173 questionnaires were completed online and from the Juneedition of Training Magazine by a range of business and training professionals,representing organisations with more than 1.95 million personnel between them. Of this total, more than 1.1 million work in organisations that currentlyuse blended learning, and nearly 500,000 are employed by organisations thatplan to use blended learning in the future. A wide range of organisations were represented, including Government andservices, finance and banking, manufacturing, education, IT and technicalindustries Yet despite this diversity, all of the respondents had focusedopinions on the definition of blended learning. Mixture Nearly all the replies to the question ‘How would you define blendedlearning?’ were based around the idea that “it is a mixture or combinationof different training media used to deliver a full training experience”.Many respondents believe that its use is to “match preferred learningstyles” or “to deliver training by the most appropriate method”.The majority of respondents indicated that they believe it employstraditional methods of training, such as face-to-face training, withtechnology-based training, such as online delivery. One respondent’sdefinition, that “blended learning is the provision of complementarylearning content to the same audience in more than one media to meet commonlearning objectives”, stood out in particular as a good summary. Interest in blended learning is on the increase. In response to the question‘Are you currently using blended learning?’, 55 per cent said they arecurrently using blended learning within their organisations, while 27 per centare planning to do so. The survey also explored the challenges to introducing or using blendedlearning programmes. We asked you to indicate the most common barriers, fromcost of development through to poor line management support. Of thoseorganisations that currently use blended learning, 68 per cent said the keychallenge to its implementation was the cost of its development (which isreflected in the drive to develop materials in-house) while 45 per cent feelthat organisational culture issues were the key challenge when it was beingintroduced. So, what is blended learning being used for? An overwhelming 73 per cent useit for business-specific training. More than half of blended-learning usersalso use it to learn management skills (58 per cent) and IT/technical trainingat 54 per cent. Organisations new to blended learning also have plans to use itfor a wide range of IT and technical skills training, and similar levels planto use it for personal effectiveness training and management skills training. The majority (79 per cent) of organisations that currently use blendedlearning are combining the existing training resources they have to delivertheir programmes. More than half (59 per cent) are currently developing new purpose-builtresources and events in-house, and only 27 per cent are looking externally tosupply resources for programmes – although a relatively healthy 40 per cent oforganisations indicated that they are developing resources from a mixture ofin-house and external resources. Readers seem to be taking a mix-and-match approach to sourcing theindividual components for their blended learning programmes. An overwhelming 79per cent indicated that they design and host the face-to-face componentsin-house, whereas only 38 per cent source and deliver this training externally.A preferred option is to have face-to-face training designed externally buthosted internally, with 42 per cent indicating this. When it comes to sourcing the components currently provided throughe-learning, the components tend to be more equally sourced and delivered.Nearly a third (32 per cent) have generic off-the-shelf e-learning designed andhosted externally, and 32 per cent have it designed externally and hostedin-house. Just over half (51 per cent) indicated that customised e-learning ismore likely to be designed and hosted in- house, which fits the requirement forits use in business-specific training. Looking ahead to the future, it seems the current preferred option fordesigning blended learning components in-house will continue. A whopping 87 percent of current users plan to design and host their future face-to-faceclassroom events in-house. Accompanying collateral, such as workbooks, willalso be designed in-house, with 73 per cent indicating this is their intention,and 83 per cent developing follow-up assignments and activities in-house.Custom e-components of blended learning will also be developed in-house by themajority of current users (62 per cent). However, organisations see the benefits of buying off-the-shelf generice-learning packages, with 40 per cent citing that they will have it developedexternally and hosted internally, and 39 per cent indicating they will have itdeveloped and hosted externally. Over the past year, the training and HR community has started to recognisethe value of individual learning styles. As last month’s Analysis revealed(Training Magazine October 2003), training is shifting from a top-downintervention, to learning which focuses on the individual and team as anongoing process. MatchingThe use of blended learning plays a part in this trend, our survey reveals.Organisations use it because they have recognised the importance of matching anindividual’s preferred learning style with the appropriate training delivery.This was the feedback from 80 per cent of current users, who state this is whythey use it, and 74 per cent plan to for the same reason. The survey also reveals a desire to deliver more individually-tailoredtraining solutions, with more than 70 per cent of organisations which currentlyuse blended learning stating that this is why they use it. By employing more targeted techniques, organisations are also keen toimprove the efficiency of their training, with 62 per cent saying that it willimprove the learning rate, while 59 per cent said it will help them exploit theinvestments they’ve already made in re-usable training resources, and 57 percent said they are too short of time to use purely classroom events. The target audience for blended learning is junior management, and themajority of organisations use blended learning to train middle or juniormanagement staff, with 67 per cent using it to train the former, and 64 percent the latter. It is also popular for training team leaders and supervisors,with 62 per cent of respondents using it for this group, while less than halfcurrently use it to train senior management. We asked readers to indicate which skills are most important to the deliveryof blended learning. Three-quarters of all respondents indicated that the mostimportant skills a blended-learning trainer requires are a mixture ofunderstanding the training needs of the audience and how they prefer to learn,and how best the components of the course can be blended to give maximumdelivery. Less than 40 per cent of all respondents indicated that specificskills related to the ‘e-component’, such as IT skills, course-authoring skillsand online tutoring knowledge, were important attributes to be found inblended-learning trainers. The use of blended learning looks set to increase. Nearly 25 per cent ofcurrent users estimate that more than 50 per cent of their total training(blended and non-blended) will be delivered using these methods. More thanone-third believe they will be delivering more than half of their totaltraining provision through blended learning methods by 2005. There is a drive to evaluate blended learning, with 95 per cent currentlyevaluating it or planning to evaluate it in some way. The most popular way toevaluate blended learning is through paper-based evaluation forms, with 73 percent of current blended-learning users citing that they use this method. Related posts:No related photos. Comments are closed. Previous Article Next Articlelast_img read more

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Another human emergency looms

first_imgAnother human emergency loomsBy Green Commute Initiative on 29 Mar 2021 in PROMOTED CONTENT, Latest News, Personnel Today No comments yet. Leave a Reply Click here to cancel reply.Comment Name (required) Email (will not be published) (required) Website 8 top tips for bossing your PayrollPROMOTED | The first peak of the pandemic has shifted the priorities of large and small businesses alike, making payroll a top concern for UK companies with employee wellbeing a close second, according to new research by Payroll & HR services provider, SD Worx. Previous Article Next Article Make UK launches new Covid 19 HR & Legal Support Programme to protect businesses and safeguard jobsPROMOTED | Make UK has developed a new online suite of services to help manufacturers with the challenges of preparing…center_img Related posts: Picture courtesy of Fully Charged, stockists of premium E-bikes at fullycharged.com” Inactivity kills thousands of people EVERY single year.  And yet, no one is talking about it.  It’s the ignored health crisis that threatens the lives of those all around us.This is a human emergency and we need to act now.  Yet the cure is simple, free and staring at us in the face.  No need for research and vaccines.  It’s here now and ready to implement.Inactivity is a killerWhat is causing this emergency?  Inactivity.  Shockingly, four in ten adults don’t meet the minimum recommended levels for movement.  This puts them at an increased risk of becoming seriously ill.Being inactive can have devastating consequences for individual health.  It increases the likelihood of getting some serious life-limiting, long-term diseases including obesity, diabetes, chronic obstructive pulmonary disease, osteoporosis, and dementia, to name a few.For the last 50 years, the human population has steadily reduced its routine activity levels. In fact, it has declined so much that for many working adults, each day involves driving to work, sitting at a keyboard for eight hours and then driving home to sit in front of the TV.  Sedentary living now kills more people than obesity.Protect the NHSDuring the Covid-19 crisis, protecting the NHS was at the forefront of all government planning and messaging.  However, before Covid-19, the NHS was already struggling to meet the high demand for treatments for diabetes, high blood pressure, obesity, brittle bones, mental health, and social care.   Demand for these services will be amplified by the inactivity during lockdown.  The financial cost of providing the healthcare and support will cripple the NHS unless we make positive changes to our lifestyles.  We must protect the NHS.Get up and MOVE!So, what is the cure?  Activity is the key to remaining healthy.; it’s time to get up and move.Research shows that being more active in our daily lives will reduce the likelihood of illness, slow down the ageing process and improve mental health.  Quite simply, being active is the vaccine, the magic pill, and its ready now.About a quarter of all journeys of less than 2 miles are done by car.  This equates to a 10 to 15 minute walk or an even shorter cycle ride.  Routine activity has disappeared from our daily lives and we need to start making choices based on what’s good for our health rather than what’s most convenient.Change the way we commuteIt’s time to make small but significant changes to our lives that will introduce more movement into daily routines so that it becomes a way of life.An easy way to incorporate exercise into everyday life is to change the way we commute. You won’t need to find time to exercise as you will be incorporating it into your daily schedule. Choosing active travel, such as walking and cycling, instead of driving or taking the bus to work, will make a huge difference.The Cycle to Work Scheme makes this an easier option by giving access to savings of at least 32% on a new bike.  Any bike in fact, including E-bikes which are perfect for those new to cycling or those with health issues meaning they are unable to ride a traditional bike.Switching from a passive driving commute to an active cycling commute has enormous benefits. Just getting our pulse rate up a bit and our muscles moving will extend our lives.Employers to get involved If nothing is done to combat inactivity, levels of employee sickness absence will rise as more employees suffer from the consequences.  Sick leave and time off for doctor’s appointments will take its toll on the workplace.Employers have an opportunity to help their employees make active travel choices through a variety of employee benefit options.  Green Commute Initiative is the UK’s industry-leading Cycle to Work Scheme provider with no spend limit and no end-of-scheme fees.  The scheme doesn’t cost the employer anything, in fact they will save money.  It’s also quick and easy to administer.  Instant GCI is a pay-as-you-go scheme which requires no registration or commitment.  Or larger organisations can use Corporate GCI which provides a portal for managing large numbers of employee applications.  As a UK-based not-for-profit social enterprise, GCI is committed to providing the best value scheme to both employees and employers.Small steps, big changesJust 30 minutes reasonable activity every day would help combat health problems resulting from inactivity.The amazing thing is that if we all get active; the gain is two-fold.  We’d benefit on an individual, almost selfish level, by being fit and healthy, but we’d also be doing something really positive to save the planet as emissions from cars and other dirty vehicles would fall.  And that’s the utopia; clean air to breathe whilst we are being active to stay healthy.Become a life saver and get in touch today. 2021: The key employee benefits challenges employers facePROMOTED | We take a look at the key trends highlighted in Aon’s 2021 UK Benefits and Trends survey – and the challenges they bring…last_img read more

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Full-floor condo that belonged to Broadway titan heads to auction

first_imgFull Name* The home of late Broadway theater producer James M. Nederlander was first listed in 2019. (Getty, Platinum Luxury Auctions) It’s not often you see a luxury home on Fifth Avenue hit the auction block.But relatives of the late Broadway theater producer James M. Nederlander are hoping the tactic will draw out a buyer for his estate’s full-floor condo at 838 Fifth Avenue, which has been on and off the market for more than a year.It’s a risky move. The auction, scheduled for Feb. 19, will have no reserve price, meaning the highest bid will be the winning bid.“The list price is about $16 million and change,” said Trayor Lesnock, the owner and founder of Platinum Luxury Auctions, the Miami-based firm organizing the sale. “Is that going to be the price? I wouldn’t think so; achieving a list price in my industry is a rare thing. Is it going to be north of $10 million? A very modest guess … probably.”The home, which measures more than 4,500 square feet and takes up the entire 10th floor, has three bedrooms, three and a half bathrooms and a glossy wooden library overlooking Central Park. Nederlander, who died in 2016, once lived there with his wife Charlene, who died in 2019.Auctions are rare in New York’s hobbled luxury market, but the pandemic has put even more strain on deals, forcing sellers to get creative. In November, London-based investor Arnon Katz also organized a no-reserve auction with Concierge Auctions to sell his penthouse apartment at 150 Central Park South.“I’m very optimistic in my approach,” he told the Wall Street Journal. “I believe there is a place for very unique high-end properties in the market.”Katz later rescheduled the December auction for Jan. 28, with a $19.5 million reserve.The Nederlander home was first listed in October 2019 with Douglas Elliman’s Daniela Kunen for $27.5 million. Then in June, it was listed by Brown Harris Stevens brokers Mark J. Cohen and Carol Cohen with an $18.9 million asking price, later dropped to $16.9 million.The brokers took it off the market in December and Platinum’s Lesnock said they are now assisting his team with the auction, an arrangement that will earn them a commission. Lesnock declined to say what the breakdown would be. Mark J. Cohen referred questions to Platinum.Lesnock said his firm held talks with the Nederlander family for a year before they decided to move forward with the plan. One of the family members had sold another property by auction in Miami, which had convinced them the strategy worked, he added.The live auction will be held at the condo next month and will be open only to registered bidders. Anyone bidding from overseas will need to have a representative present, Lesnock said.And other than a kind of force-majeure clause that would let the seller back out before the auction begins, there is no way to abandon the auction if the results disappoint.“Once the auction begins then it proceeds to completion,” Lesnock said, “and the seller doesn’t have the ability to stop it, to bid, to otherwise interfere with the process.”Contact Sylvia Varnham O’Regan TagsNYC Luxury Market Message* Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Share via Shortlink Email Address*last_img read more

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Gotham plans massive mixed-use building on Far West Side

first_imgBryan Kelly, president of development at Gotham, filed the permit application. The development firm, founded in 1913 by carpenter Nathan Picket, is led by his grandson Joel Picket and Joel’s son David Picket.Amenities in the Far West Side building would include a pet spa, bike room, Amazon package storage and a terrace on the 45th floor. Handel Architects is the architect of record.The nonprofit Covenant House, which serves homeless youth, owns 538 Tenth Avenue and the adjoining 554 Tenth Avenue. Gotham entered into contract in 2019 to buy the former for $78 million. At the time, Gotham agreed to build a new facility for Covenant House as part of the deal.Permits to demolish the eight-story youth homeless shelter on the site were approved in September 2018. In its place, Covenant House filed plans that year to build a 12-story, 60-unit building at 460 West 41st Street, adjacent to the 10th Avenue parcel.The demolition was completed in 2019. Construction of the new Covenant House headquarters is under way and expected to be complete by the end of this year. It will include the youth shelter’s sleeping accommodations, classrooms, fitness areas and other support spaces.When the edifice is ready, Covenant House will vacate 550 10th Avenue and consolidate its operations in the new building, in which Gotham will not have an ownership interest. Gotham will then purchase and raze the vacated building to construct the 47-story project, a spokesperson for the developer said. Covenant House will purchase two floors of it for administrative space.Contact Orion Jones Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Full Name* Email Address* Share via Shortlinkcenter_img Message* Gotham’s Joel Picket and David Picket with 538 10th Ave. (Google Maps)UPDATED Jan. 25, 7:10 p.m.: Gotham Organization filed plans to build a 436,000-square-foot, mixed use building in Hell’s Kitchen, according to records filed with the Department of Buildings.The plans call for a 47-story building at 538 Tenth Avenue with 453 units, as well as 25,000 square feet of community facility space and ground-floor retail of up to 10,000 square feet.Read moreThese were 2020’s most active developersGotham Org’s LES project lands $162M loanSamco sues Gotham Org for unpaid rent TagsDevelopmentHudson YardsResidential Real Estatelast_img read more

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April was best month for new condo sales in 5 years

first_img Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Full Name* (378 West End, 300 West and 567 Ocean Avenue, Getty)Long-suffering condo developers just had their busiest month in five years.Some 474 new development contracts were signed last month in New York City, according to Marketproof, which tracks sponsor sales across all price points in the city.The contracts were inked at 198 different condominiums.In Manhattan, 235 contracts were signed, up from 165 in March. It was the borough’s highest level of activity in three years.Read moreMore Manhattan luxury contracts have been signed in 2021 than in all of 2020A FOMO market: Manhattan new development sees record activityBrooklyn nets $125M in signed luxury contracts Bespoke Living’s 170-unit building at 300 West 122nd Street reported the largest number of Manhattan contracts, 32. Prices at the project range from just under $500,000 to $3.4 million. Douglas Elliman Development Marketing is handling sales.In Brooklyn, the 201 deals signed in April across 100 buildings were the most in three years. (March’s 189 contracts had likewise been a three-year high.) The top performer was New Empire Real Estate’s condo at 567 Ocean Avenue in Prospect Park South — or what old-timers would call Flatbush — with 31 deals. The 108-unit Bentley Zhao building has listed units for $400,000 to $1.38 million. Nest Seekers International is handling sales.Bentley ZhaoFor luxury contracts, defined here as units last asking $5 million or more, there were 64 deals penned, the most since March 2015. The leader was developer Ken Horn’s 378 West End Avenue. The Upper West Side building, developed by Horn’s Alchemy Properties and Daishin Securities, had nine contracts signed for luxury units. Compass is handling sales at the building.Marketproof’s figures are largely based on contracts reported by developers to the Real Estate Board of New York’s Residential Listing Service.Contact Erin Hudson Share via Shortlink Tags Message* Email Address* condosNYC luxury real estateResidential Real Estatelast_img read more

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The respiratory responses of the dog cockle Glycymerisglycymeris (L.) to declining environmental oxygen tension

The subtidal bivalve Glycymeris glycymeris (L.) exhibits a high degree of respiratory independence in conditions of declining environmental oxygen tension. In contrast to other bivalves previously studied, the index of respiratory independence,K1K2decreases with increasing weight specific oxygen consumption indicating that small Glycymeris are better regulators of oxygen consumption than large Glycymeris. The respiratory responses of Glycymeris to hypoxia include a small initial increase in ventilation, brought about by increasing the percentage of time spent pumping and a large increase in oxygen utilization. Heart activity is elevated, principally through a large increase in the amplitude of heart beat, which suggests increased perfusion of the respiratory surfaces. The ventilation : relative perfusion ratio, therefore, declines over the range of oxygen tension that respiratory independence is maintained. The respiratory mechanism of Glycymeris is compared with that previously described for other bivalves and it is concluded that there are no clearcut differences between the respiratory responses to hypoxia of intertidal and subtidal species. read more

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