Application targets of lithium ion batteries (LIBs) are moving from small‐sized mobile devices of information technology to large‐scale electric vehicles (xEVs) and energy storage systems (ESSs). Environmental issues and abruptly increasing power demands are pushing high performance energy storage devices or systems onto markets. LIBs are one of the most potential candidates as the energy storage devices mainly due to their high energy densities with fairly good rate capabilities and a fairly long cycle life. As battery systems become larger in terms of stored energy as well as physical size, the safety concerns should be more seriously cared. Each application target has its own specification so that electrode materials should be chosen to meet requirements of the corresponding application. This report diagnoses the current market trends of LIBs as a primary topic, followed by giving an overview of anode and cathode material candidates of LIBs for xEVs and ESSs based on their electrochemical properties.

Diversity in the workplace is a central issue for contemporary organizational management. Concomitantly, managing increased diversity deserves greater concern in public, private, and nonprofi t organizations. Th e authors address the eff ects of diversity and diversity management on employee perceptions of organizational performance in U.S. federal agencies by developing measures of three variables: diversity, diversity management, and perceived organizational performance. Drawing from the Central Personnel Data File and the 2004 Federal Human Capital Survey, their fi ndings suggest that racial diversity relates negatively to organizational performance. When moderated by diversity management policies and practices and team processes, however, racial diversity correlates positively with organizational performance. Gender and age diversity and their interactions with contextual variables produce mixed results, suggesting that gender and age diversity refl ect more complicated relationships. Th is article provides evidence for several benefi ts derived from eff ectively managing diversity.

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Organizational scientists have claimed that organizational justice is an essential requirement for effective organizational management. Perceived justice in the organization is predicted to influence employees’ attitudes toward their job and workplace significantly. This study explores how perceived organizational justice is related to employees’ work-related attitudes including job satisfaction, trust toward their supervisors and management, and intention to leave their agency. It also examines how gender differences affect these relationships. This study uses the 2005 Merit System Protection Board Survey to measure three types of organizational justice—distributive, procedural, and interpersonal—and tests the relationships using hierarchical regressions. The results indicate that higher levels of three types of organizational justice are positively related to job satisfaction and trust in supervisor and management, whereas they are negatively associated with turnover intentions of employees. Distributive justice is the one most strongly associated with job satisfaction, trust in management, and turnover intention of employees among three attributes of organizational justice. Women show higher levels of trust in management than men when they perceive procedural justice, whereas men show higher levels of trust than women when they perceive distributive and interpersonal justice.

Globalization, migration, initiatives for social justice, and other developments have made the representation of diverse groups and relations among them an important issue for organizations in many nations. In the United States, government agencies have increasingly invested in managing demographic diversity effectively. This study examines how perceived organizational fairness combined with diversity management relates to employees’ job satisfaction in public organizations. To test these relationships we analyze data drawn from the 2006 Federal Human Capital Survey (FHCS) using hierarchical regressions—hierarchical ordered logistic regressions and hierarchical linear regressions. The results indicate that in an agency where members perceive higher levels of organizational fairness, and where employees perceive that diversity is more effectively managed, employees report higher satisfaction with their jobs. Interestingly, while high organizational fairness in association with diversity management efforts enhances the overall job satisfaction of employees, its positive impact was smaller for racial/ethnic minorities than Whites. In contrast, women tend to report higher job satisfaction than men when they perceive that their agency manages diversity effectively, and has just and fair procedures, whereas the relationship was not significant in the hierarchical linear regression model.

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