This study investigates the relationship between emotional intelligence (EI) and Total Sales Performance (TSP), and whether EI contributes to predicting the performance of sales professionals in Kuwait. The sample was 218 sales professionals working for 24 different car dealerships. An ability model of EI was measured using the Assessing Emotions Scale (AES) developed by Schutte et al. (1998) and its Arabic version. The trait model of EI was assessed using the Effective Intelligence Scale (EIS). The findings showed a negative but weak correlation between TSP and the AES and all its subscales. No correlation was found between TSP and the EIS. A weak positive correlation existed between Objective Sales Performance and each of total EIS, Accuracy, and Patience subscales.
Este estudio indaga en la relación entre inteligencia emocional (IE) y productividad en el total de ventas (PTV) y si la primera contribuye a predecir la actuación de los comerciales profesionales en Kuwait. La muestra estaba compuesta por 218 comerciales profesionales que trabajaban en 24 concesionarios diferentes de automóviles. Se siguió el modelo de habilidades de inteligencia emocional, utilizándose la versión árabe de la Escala de Evaluación de Emociones (EEE) de Schutte et al. (1998). La IE de rasgo se evaluó mediante la Escala de Inteligencia Eficaz (EIE). Los resultados indican una correlación negativa débil entre PTV y la EEE y todas sus subescalas. No se obtuvo correlación entre PTV y EIE. Se dio una correlación positiva débil entre ventas objetivas y cada una de las subescalas del EIE, precisión y paciencia.
Emotional Intelligence (EI) continues to receive considerable attention from researchers in the fields of psychology, organizational behavior, and human resource management. Salovey and Mayer (1990) defined EI as "the ability to understand emotions and feelings in oneself and others and to use this understanding as a way to direct actions". Specifically, they postulated that EI consists of three abilities: (1) appraisal and expression of emotions, (2) regulation of emotions, and (3) utilization of emotions. They proposed that EI is a newly classified type of intelligence and that it affects job performance.
Recent research indicates that interpersonal and intrapersonal intelligence, two key components of EI, may be more essential to success in life than IQ ( Cooper & Sawaf, 1997; Mayer & Salovey, 1995, 1997; Salovey & Mayer, 1990; Weisinger, 1998 ). Unlike IQ, which is considered to be relatively stable and unchangeable, EI skills can be improved through learning and practice ( Goleman, 1998 ). These studies and others have encouraged researchers to investigate the relationship between EI and success at work, defined as the degree to which an individual helps the organization reach its goals ( Motowidlo, Borman, & Schmit, 1997 ).
Rooy and Viswesvaran (2004) conducted the first meta-analytic study to provide a comprehensive understanding of EI's power to predict performance outcomes. The study assessed the overall influence of EI on performance. Results indicated that, across criterion domains (employment, academic, and life), emotional intelligence had an overall operational validity of .23 as examined across 59 independent samples involving 9,522 participants. The results revealed that EI measures have predictive validity in most situations but that the exact magnitude varies by situation. EI measures have an operational validity of .24, 0.1, and .24 for predicting performance in employment, academic, and life settings, respectively. Moreover, the meta-analysis examined the performance criterion measurement method as another moderator of the predictive validities. The study d two criteria: (1) organizational records and (2) ratings. The use of ratings criteria yielded a higher operational validity compared to the use of organizational records (.26 and .14, respectively). Supervisor and self-ratings had comparable validities (.25 and .27, respectively).
In a recent meta-analysis, O'Boyle, Humphrey, Pollack, Hawver, and Story (2011) investigated whether EI measures incrementally predict job performance when measures of personality and cognitive ability are also used as predictors. Their meta-analysis d the three main streams of EI measures available in the literature, namely, (1) ability-based measures defined in Mayer and Salovey (1997) , (2) self-report measures based on the Mayer-Salovey model, and (3) measures that go beyond the Mayer-Salovey definition. The researchers found that the three streams have corrected correlations ranging from .24 to .30 with job performance and that they correlated differently with cognitive ability and with neuroticism, extraversion, openness, agreeableness, and conscientiousness. Streams 2 and 3 have the largest incremental validity beyond cognitive ability and the Five Factor Model (FFM). Using dominance analysis, they found that the three streams of EI exhibited substantial relative importance in the presence of FFM and intelligence when predicting job performance. They concluded that the results support the overall validity of EI. The researchers found that the overall relation between EI and job performance is positive and significant, that the three streams of EI relate to job performance at similar levels, and that no significant differences exist between the streams. The data strongly supported the predictive validity of EI in terms of job performance, and was higher than the influence of personality and cognitive ability.
However, Cote, Christopher, and Miners (2006) found that while EI is a predictor of job performance, it does not have a linear effect. They found that EI becomes a stronger predictor of task performance as cognitive intelligence decreases, which supports their argument that a compensatory model exists in which cognitive intelligence moderates the association between EI and job performance.
Sales personnel work in an environment where social and emotional skills are of importance. Their performance is related to their ability to manage social and emotional problems and to maintain high level of motivation to face problems arising due to negative feedback and failures ( Brown, Cron, & Slocum, 1997 ). A salesperson high in EI should be resilient and able to handle the emotionally threatening consequences of failure which is common in the life of the salesperson. In-depth interviews with high performing salespeople conducted by Deeter-Schmelz and Sojka (2003) revealed that these workers often and unknowingly used EI to be effective. These salespeople, for example, all reported using the ability to empathize with customers, and some indicated the importance of putting themselves in their customers' shoes. They also understood the importance of perceiving others' emotions, which influenced how they adapted their approach to specific customers and sales calls. Self-awareness was also seen as important in influencing the impression they d with the customers. The ability to control their emotions, i.e., self-regulation, was seen as important in keeping them focused on key issues and working to resolve customers' problems.
Studies conducted specifically with salespeople found that EI is positively related to sales revenues. Kidwell, Hardesty, Murtha, and Sheng (2011) found that real estate and insurance salespeople with higher EI generate higher annual sales revenue and are better at retaining customers. Moreover, Jennings and Palmer (2007) reported improvements in sales revenue resulting from EI development in a large pharmaceutical company. The EI and sales revenue of participants were measured before and after the program and were compared to a control group that was given no development. Participants' EI improved by a mean of 18% while the control group's EI decreased by 4%. Additionally, the total sales revenue of the participants was found to increase by an average of 12% compared to the control group. The enhanced sales results were not simply a result of market influences.
While the above mentioned studies provide evidence that EI is a predictor of job performance, one study conducted specifically with car salespeople found no relationship. Bryant (2005) used Multifactor Emotional Intelligence Scale (MSCEIT v2) with car and consulting services salespeople from 17 automotive retail stores in Denver, Colorado, and found no relationship between EI and objective sales performance.
There is a fair amount of research on emotional intelligence and studies on sales performance, but not in the car sales arena. Thus, the present study attempts to address this knowledge gap. Moreover, the issue of sales performance within Kuwait has not been examined in any internationally published research. Accordingly, the present study was undertaken to explore these issues. The researchers have ed the automotive industry as the work environment to examine. Kuwait has a small population of 3,065,850 as per the Kuwait Central Statistical Bureau (2011) . However, it has one of the highest rates of cars per 1,000 people, reaching 439 in 2010 (vs. 403 in 2008 and 412 in 2009), as per the World Bank (2013) . The automobile trade is among Kuwait's most prosperous commercial activities. As the automotive industry contributes significantly to Kuwait's economy and culture, the sales activity within this industry is worth investigating. The stimulant factors of sales performance are a focus of many HRM, psychology, and organizational behavior researchers seeking to optimize performance. One such stimulant is EI.
In this study, the AES scale was used to assess Emotional Intelligence. This scale was developed by Schutte et al. (1998) with participants from the United States. Upon review of the scale by Schutte, Malouff, and Bhullar (2009) , the researchers reported that AES scale was used in several studies, mainly in English speaking countries including Canada, Australia, Polland, and Malaysia. The scale was found to have good psychometric properties. Therefore, conducting a study about EI in Kuwait using this scale is an opportunity to experiment its psychometric properties in an Arabic culture. Not all scales developed in Western countries are necessarily applicable in Eastern ones. Cultural factors might affect the perception of scale items, and hence its psychometric properties. However, this study showed good scale properties.
This study was concerned with unleashing factors fundamental to successful sales performance in the automobile industry in Kuwait. Kuwait has one of the highest figures per capita automobiles reaching 439 in year 2010 (vs. 403 in year 2008, and 412 in year 2009), as per The World Bank (2013) . And the fact that 30 car dealerships operate in this competitive market means working in the cars sales is a challenging job. From a human resource management point of view, this makes the recruitment very ive. It is reflected in the sample of this study, which was found to have high levels of average sales performance, which limited the variance within it. Therefore, conducting a study in this setting is valuable in understanding how EI would contribute to sales performance of highly competent salespeople.
Moreover, a majority of expatriates characterized the sample in this study. Kuwaiti citizens do not usually occupy full time sales profession. Therefore, this study revealed, indirectly, how expatriates would perform in their jobs, which will be reflected on the organization performance as well. This might be of interest to industries and/or countries that have expatriates occupying certain professions and how HRM practices would develop mutual benefits.
The objective of this research is to explore the relationship between EI and performance of sales executives working in Kuwait's automotive industry. This study addresses four main research questions: What is the relationship between EI and Total Sales Performance (TSP)? What is the relationship between EI and Objective Sales Performance (OSP)? Can EI be a predictor of sales performance? And does EI vary with the demographic factors of salespeople, namely age, years of experience in the current company, and overall years of experience in sales?
Automobile sales organizations hire sales representatives to generate revenue and achieve sales goals. If management could screen sales representatives and predict sales performance success by EI scores, the automobile sales organizations could be more successful. Previous research reveals that high EI can be an indicator of career success ( Cote et al., 2006; Heffernan, O'Neill, Travaglione, & Droulers, 2008; Morehouse, 2007 ). If the results of this study agree with those of previous studies, then sales managers might consider implementing strategies that develop their sales employees' EI in order to achieve optimum sales performance and compete for greater market share. Weinberger (2002) proposes that if such a relationship exist, then future research could look at the predictive power of whether this ability can be effectively trained and developed in others. Also, sales organizations can be in a better position to develop a strategic plan as it pertains to hiring, training, increasing sales, and retaining talent.
The target sample consisted of sales professionals working in the Kuwait automotive industry. The researchers met with and submitted formal proposals to managers of all 30 car dealerships in Kuwait. Twenty-four managers (80% of those approached) agreed to participate, resulting in a total of 218 sales employees who participated in this study. All participants sold cars or related services. The majority of workers were sales executives (74.8%); other titles d sales team leader (0.9%), sales manager (0.9%), service advisor (8.3%), and parts sales officer (15.1%). The nationalities were mixed: Lebanese (28.9%), Indian (20.2%), Egyptian (14.2%), Jordanian (13.3%), Syrian (6.4%), Pakistani (3.7%), Kuwaiti (2.3%), Iraqi (2.3%), Iranian (2.3%), Palestinian (1.8%), Sri Lankan (1.4%), Tunisian (0.9%), Filipino (0.9%), Yemani (0.5%), Moroccan (0.5%), and Canadian (0.5%). The majority of participants were male (95.4%). They had worked an average of 6.8 years ( SD = 6.63) with their current employers and had an average of 12.5 years ( SD = 7.34) of sales experience. The average age of the participants was 37 years ( SD = 8.69). Most were married and educated with a university degree.
Assessing Emotions Scale (AES). Originally developed by Schutte et al. (1998) , this measure is a self-report scale based on the ability model of EI developed by Salovey and Mayer (1990) . The AES is composed of three dimensions: Appraisal and Expression, Self-Regulation, and Utilization of Emotions. It consists of 33 items, with 11 items for each dimension.
This study used the Arabic version of the AES derived by Mousa (2004) . Researchers extended the Likert scale of responses from 4 to 5 points. Thus, responses are rated from 1 ( totally disagree) to 5 (totally agree ). The lowest attainable score is 33, and the maximum score is 165. Mousa (2004) reported the reliability (Cronbach's alpha) of the scale to be .9 with the reliability of its dimensions as follows: Appraisal and Expression .79, Regulation of Emotion .79, and Utilization of Emotions .81. The reliability of the measure in this study was found to be .84. Mousa also reported the internal consistency, discriminant validity, trustee validity, and content validity of the scale. Moreover, this measure correlated .66 with the Effective Intelligence Scale, the other measure used in this study to assess EI. Both the Arabic and the English versions of the measures were used; 156 participants completed the Arabic version, while the other 62 completed the English version. We were unable to assess the correlation between the two versions, as most participants were fluent in one language only.
The researchers did not measures of personality or cognitive intelligence in this study. However, several studies have examined the relationship between scores on the AES and the Big Five dimensions of personality. Schutte et al. (1998), Bracket & Mayer (2003), and Bastian, Burns, and Nettelbeck (2005) , respectively reported the following correlations between the AES and each of the Big Five dimensions: extraversion, .28, .32, .61; agreeableness, .26, .09, .23; conscientiousness, .21, .25, .32; emotional stability, .28, .19, .37; and openness, .54, .43, .43. These correlations indicate that across study scores on the AES are relatively distinct from scores on each of the Big Five dimensions. Openness had the highest average association with the AES, .47, indicating shared variance ( r squared) of approximately 22%.
Additionally, in their first study titled "Development and Validation of a Measure of Emotional Intelligence", Schutte et al. (1998) tested the discriminant validity of the AES versus a cognitive ability test (SAT test). Scores on the 33-item measure of AES were not related to SAT scores, r(41) = -.06.
The Effective Intelligence Scale (EIS). The scale, developed by Mansour, Yousef, and AlShafei (2001) , is based on the work of Al-Aser (1998), which adapts Goleman's (1995, 1998 ) model of EI. The EIS is a self-report scale consisting of 27 items, after excluding the six dispersion items. The scale measures five dimensions: Accuracy, Patience, Optimism, Effective Dealing with Self, and Dealing with Others. The scale is rated according to the 5-point Likert scale from 1 ( totally disagree) to 5 (totally agree). Mansour et al. (2001) reported the reliability of the scale to be .79, while the reliability of its dimensions as follows: Accuracy .72; Patience .82, Optimism .72, Dealing with Self .79, and Dealing with Others .78. The content validity is also reported. The concurrent validity of the EIS with the Assessing Emotions Scale was found to be .66. Almazroa (2007) found that EIS correlates .45 with Self-efficacy. The reliability of this measure in this study was found to be .85.
Sales Performance Measure . Sales performance was measured using the supervisors' evaluation of both Objective Sales Performance (OSP) and subjective work-related dimensions (Total Sales Performance, TSP). For confidentiality reasons, the car dealers were reluctant to provide us with the actual sale numbers for each salesperson. Instead, they supplied us the percentage of sales target achieved during the previous 12 months before the start of the study (OSP). The TSP has twelve items rated from 1 to 10. Yearly sales performance was used in this study. It assesses the following criteria: Self-development, Job Understanding, Initiative, Dealing with Others, General Appearance, Accuracy, Speed, Effective Use of Time, Use of Knowledge, Adherence to Rules, Confidentiality, Following Supervisors' Orders, Relationship with Colleagues, and Adherence to Attendance Time. The Cronbach's alpha coefficient for this scale was found to be .94.
Meeting with car dealership managers to present and explain the study took the first and second author approximately one month (April 2011). After obtaining the approvals, the first author coordinated meetings with the sales employees from each organization to collect data.
Almost all salespeople in each organization participated in this study. While distributing the EI questionnaires at each dealership, the first author intentionally did not mention anything about emotional intelligence to the salespeople to avoid altering their responses. Completion of the questionnaires took an average of thirty minutes. To measure sales performance, sales managers were given questionnaires that assessed the yearly performance of their salespeople. It took at least one month for sales managers to complete and return the performance questionnaires. The entire data collection process started in May 2011 and ended in March 2012 partly because the entire population of car dealers in Kuwait was d in this study, and partly because of the challenges of coordinating thorough follow-up meetings with the very busy schedules of the dealerships.
Then, the data were entered by the first author using the SPSS (Statistical Package for the Social Sciences) software package and were reviewed three times before starting the analysis. As part of the SPSS analysis, the Kolmogorov-Smirnov test for normality was employed. The test revealed that the normality assumption is valid for all scale dimensions. The other types of SPSS analysis are given in the results section below.
Table 1 shows descriptive statistics and reliability coefficients for all measures. The total EIS, AES, and Sale's Performance measures have high Cronbach alpha coefficients, where the sub-measures of AES have reasonable coefficients. The means and standard deviations are shown in Table 1.
Descriptive Statistics and Reliability Coefficients for All Measures.
Note. AES = Assessing Emotions Scale; EIS = Effective Intelligence Scale; TSP = Total Sales Performance; OSP = Objective Sales Performance.
As shown in Table 2 , we found a negative weak but significant correlation between TSP and AES ( r = -.16), and its subscales Self-Evaluation ( r = -.15), Self-Regulation (r = -.13), and Utilizing of Emotions ( r = -.12). However, no significant relationship was found between TSP and the EIS. Additionally, no significant relationship was found between OSP and AES. Moreover, a positive weak but significant correlation was found between OSP and the EIS ( r = .12) and its subscales: Accuracy ( r = .16) and Patience (r = .12). Similarly, OYES in the sales field correlated significantly but weakly with both AES ( r = .12) and EIS (r = .13).
Note. AES = Assessing Emotions Scale; EIS = Effective Intelligence Scale; TSP = Total Sales Performance; OSP = Objective Sale Performance; YECC = Years Experience in Current Company; OYES = Overall Years' Experience in Sales.
p < .05 level (1-tailed).
Linear regression, as shown in Table 3 , was used to investigate the effect of the independent variables satisfying the regression equation (AES, EIS, age, experience within current company, and overall experience in the sales field) on the dependent variable (TSP). Note that another regression equation revealed no effect of any of the independent variables on OSP.
Note. AES = Assessing Emotions Scale; EIS = Effective Intelligence Scale; YECC = Years of Experience in Current Company; OYES = Overall Years Experience in Sales.
The F- value for variance was found to be statistically significant at p = .01, where R was found to be .289. The equation demonstrates that the AES scale is inversely predictive of TSP. However, Total EIS was found to not be predictive of TSP. Notably, this finding was not consistent with the result of correlation analysis. As it did not satisfy the regression equation, the researchers will rely on the regression findings. Age was found to be inversely predictive of TSP, i.e., the younger the salesperson, the higher his/her TSP, while Years of Experience in the Current Company was found to not be predictive of TSP, the Overall Experience in Sales Field was. The regression equation shows that Overall Experience in Sales Field, Age, and AES collectively contribute by 8% to the variance among sales employees in TSP.
The sample was characterized by high sales performance levels, both total and objective. The automotive industry in Kuwait has one key purpose: to sell cars with more than 30 different brands competing in a small market. Because the competitive nature of this industry demands highly competent sales employees, this sample population is ive. Additionally, the sales employees studied receive effective training in professional selling skills, which was reported by their supervisors and HR departments and is reflected in the results.
However, previous research in sales found that self-reported and managerial-reported performance data are positively skewed ( Dwyer, Hill, & Martin, 2000; Sharma, Rich, & Levy 2004 ). Both objective and subjective managerial-reported performance data were used in this study. Both criteria were used because it has been found in multiple meta-analyses of job performance that the two types are non-exchangeable ( Bommer, Jonathan, Gregory, Philip, & Scott, 1995; Ng, Eby, Sorensen, & Feldman, 2005 ). Although objective data (actual sales volume achieved) is not subject to bias by the rater (sales manager), in this research no significant relationship was found between OSP and emotional intelligence assessed by AES, whereas TSP was found to be significantly correlated with AES.
In the meta-analysis conducted by Rooy and Viswesvaran (2004) to assess the influence of emotional intelligence on performance, they found a positive correlation between EI and work performance but the magnitude is not strong, r = .24. Also, in the recent meta-analysis of O'Boyle et al. (2011) they found the three streams of EI measures reported in the literature do have significant positive correlations with job performance, but the magnitude is not strong, ranging from r = .24 to .30.
In this study, the researchers d the entire population of car sellers in Kuwait and as mentioned in the results section they found the sample to be characterized by a high mean EI level on the AES scale. Moreover, the variance within the sample was found to be low, i.e., the variation in the dependent variable (sales performance) was low. This might have contributed to the inability to unveil a relationship with the independent variable (EI), especially that our model hypothesized a linear relationship between EI and performance.
Interestingly, when the data was divided to "high" and "low" performance with reference to mean sales performance, the researchers found "low" performers to be of higher EI levels while "high" performers had lower EI levels. This is probably suggesting a non-linear relationship.
Other studies have investigated the relationship between EI and work performance using non-linear models. For example Cote et al. (2006) found the relationship to be compensatory, where EI is higher in individuals having lower cognitive intelligence in a sample of university employees, while Kidwell et al. (2011) found the relationship to be complementary, such that EI was higher among individuals with higher cognitive intelligence in a sample of sales employees. These two studies revealed that cognitive intelligence is a moderator in the relationship between EI and performance. However, in the current study the researchers have not investigated cognitive intelligence.
It is worth noting that Sturman (2003) , in a meta-analysis study, searched for the inverted U-shaped relationship between time and performance. Sturman found an inverted U-shaped relationship between time and performance for the three relationships examined (job experience/performance, age/performance, and tenure/performance) in low complexity jobs. When jobs are of high complexity, the relationship is found non-linear but not an inverted U-shape. The results were the same whether the performance was measured subjectively or objectively. This paper showed how job context is a moderating factor altering the performance relationship and although it did not EI in the study, what matters here is the job context. Selling in general is not a simple type of job, and when it comes to selling cars it is challenging for two reasons. First, a car is not a commodity and the prices are quite expensive. Second, the Kuwaiti market is small in terms of population and having 30 dealers competing makes selling cars a real challenge. So, probably "car selling" challenge or complex nature moderated the relationship between sales performance and EI in the current study.
Our study has a value of raising a scientific question regarding the relationship between job performance (sales) and emotional intelligence, rather than giving a definite result.
A similar lack of relationship was found between MSCEIT v2 and OSP for sales volume of car sellers and consulting services ( Bryant, 2005 ). This author recommended that future researchers investigate a broader performance model or evaluate the nature of the emotional intelligence construct at the definitional stage. Dalal (2005) demonstrated that job performance is actually composed of three facets: objective/subjective ratings, organizational citizenship behavior, and counterproductive workplace behaviors. The last two facets were not d in this study.
Contrary to what is reported in most literature, the present study found a negative relationship between AES and TSP. The regression analysis results that among the three independent variables that satisfied the equation, the two emotional intelligence scales used in this study contributed the least (by only 24%). Similarly, Rooy and Viswesvaran (2004) , in their meta-analysis of the predictive validity of emotional intelligence scales, found that general mental ability did significantly predict performance beyond that explained by EI. They concluded that the claims of EI being a more important predictor than cognitive ability (e.g., Goleman, 1995 ) are apparently more anecdotal than factual.
In their contemporary meta-analysis of "drivers of sales performance", Verbeke, Dietz, and Verwaal (2011) found cognitive ability to be significantly positively related to sales performance. However, as Verbeke, Belschak, Bakker, & Dietz (2008) show, cognitive abilities should be complemented by other abilities, especially social skills, to prevent firms from only hiring "competent jerks", which can result in dissatisfied customers.
Rooy and Viswesvaran (2004) have suggested using moderator models rather than linear models when studying the relationship between emotional intelligence and job performance. This suggestion seemingly encouraged Cote et al. (2006) to propose a moderator model in their investigation. They support the arguments of Murphy (1996) and Hough (2003) , which suggest that predictors of job performance such as EI may be important in ways other than incremental linear effects. Therefore, they proposed a compensatory model in which cognitive intelligence moderates the association between EI and job performance. The results of their study revealed the existence of such a relationship. They found that EI becomes a stronger predictor of task performance as cognitive intelligence decreases: employees with low cognitive intelligence perform tasks more competently if they are emotionally intelligent. Their study d 175 full-time employees of a large public university in Canada. Notably, Schutte et al. (2009) , in their review of the AES, had recommended applying moderator models when studying EI.
In their recent study, Kidwell et al. (2011) also used a moderator model while researching the relationship between EI and sales performance. The result indicated a complementary relationship between EI and cognitive ability: emotional intelligence positively influences performance at higher levels of cognitive ability. This finding is the opposite of that of Cote et al. (2006) . Clearly, the emotional intelligence literature is still mixed and needs more research to obtain more definitive answers.
The sample in the present study consists almost entirely of expatriates (only 2.3% of participants were Kuwaitis). Expatriate employees need to work hard to secure their jobs and are expected to apply taught skills to prove their competency.
The self-report type of scale that was used in this study to measure emotional intelligence might be another reason for the unexpected results. Bracket, Rivers, Shiffman, Lerner, and Salovey (2006) demonstrated that the self-reported emotional intelligence scales inadequately assess EI. They found rather low associations between ability models of emotional intelligence and self-report emotional intelligence scales ( r values approximately .22), indicating that the approaches yield different information about the same person ( Bracket and Mayer, 2003).
An important point is that in general, self-report measures are often considered to be inadequate because people tend to report their abilities inaccurately ( Paulhus, Lysy, & Yik, 1998 ). They also tend to filter self-reports through their self-concepts and impression management motives ( Mayer, Salovey, & Caruso, 2000 ), which potentially encourages socially desirable responses. Kirk, Schutte, and Hine (2008) found that the AES scores were not related to social desirability responding. However, the question remains as to whether self-report scales developed based on Mayer and Salovey's (1997) ability model measure actual EI ability or what the individual thinks/believes of himself/herself.
The mixed results over 20 years of emotional intelligence literature, nurtured by the use of different scales based on different concepts, urge the researchers to undertake such differences in stride. This would yield a more definitive understanding of the components of emotional intelligence, which could redirect the research efforts and HRM practices within organizations. Our study found no relationship between the EIS and TSP. This scale as reported previously in this text is based on the mixed model of Emotional Intelligence. This result does not agree with our finding above concerning the relationship between emotional intelligence and TSP.
The correlation analysis shows no association between age and emotional intelligence measured by AES ( Table 2 ), which is not in agreement with the literature. Several studies have reported that age is positively associated with emotional intelligence ( Bar-On, 1997, 2002; Mayer, Caruso, & Salovey, 2000; Mayer, Salovey, & Caruso, 2002 ). Generally, the meta-analytic review of predictors of sales performance ( Vinchur, Schippmann, Switzer III, & Roth, 1998 ) found age to be predictive of sales performance as rated by the supervisors but not predictive of OSP. When age was d in the regression equation of this study, i.e., in interaction with other variables, a relationship was found: age was the second highest impacting factor on TSP (24.6%), although it was found to be inversely related to the TSP. Rahim and Malik (2010) investigated the relationship between emotional intelligence and organizational performance in the banking sector in Pakistan. Measuring EI with the same scale used in this study, Rahim and Malik (2010) found that age has a negative relationship with emotional intelligence that affects organizational performance. The explanation of their finding was that youngsters are very energetic and inspired by good careers and professional growth, but they have been overextended; due to the long hours they must work to earn sufficient money for expenses, they have no time for social activities and families.
McDaniel, Pesta, and Banks (2012 , p. 293) drew the conclusion that age has an inverted-U relationship with job performance where performance in most jobs starts to decline after age 50. They believed that this finding applies to people in less cognitively demanding jobs. However, those working in highly complex jobs, such as medical doctors and lawyers, where performance relies on an already-acquired knowledge structure, are expected to maintain their performance longer. In this research study, the average chronological age of the sales employees was approximately 37 years old. The OYES has the highest predictive value (41.6%) of TSP. Experience is associated with age. Chronological age is the most-studied conceptualization of age, although al or biological age may also be relevant ( McDaniel et al. (2012 , p. 291). Functional age refers to the ability of the individual to perform the job based on mental and physical abilities. In this study, it was found that many of the sales employees had a "breadth" of sales experience, i.e., had worked in the sales profession but in different fields including automotive, IT, furniture, apparel, retail, make-up, telecommunication, and family business. The breadth of sales knowledge, professional practice, and acquired interpersonal skills through customer interactions apparently had increased their al age while the sample studied was only 37 years old on average. This factor most likely positively influenced their TSP.
There were some limitations in this study. First, because the study focused on the automotive industry in Kuwait, the findings are specific to this industry and cannot be generalized. Second, this research study is cross-sectional in nature; thus, it should be replicated in the automotive industry as well as other industries in order to gain more insight into the relationships between emotional intelligence and sales performance. Third, the researched population of salespersons was almost entirely expatriates due to the nature of this profession, Kuwaiti culture, and HRM practices. Thus, we were not able to investigate emotional intelligence among Kuwaitis. Perhaps another study can be designed to target Kuwaitis in different industries. Fourth, only one type of emotional intelligence scales—the self-report—was used in this study. The busy nature of the sales profession in general, and specifically within the Kuwaiti automotive industry, makes it very challenging to administer the time-consuming EI ability tests.
In conclusion, this research study is unique because it is the first to study the relationships between emotional intelligence and sales performance in the Kuwaiti market. The finding of a negative relationship between emotional intelligence and sales performance coupled with the positive relationship between total sales experience and sales performance encouraged the researchers to adopt the moderator model in future studies in order to accommodate the various moderators possibly contributing to this relationship. Moreover, the type of emotional intelligence scale is a critical issue, as reported in the literature and observed in this study. This factor urges EI researchers to consider a comparative study investigating the EI-performance relationships using ability test scales and self-report scales. Although many self-report scales have been designed and tested by Arabic researchers in their countries, there is a lack of a similar effort in terms of ability tests. Additionally, given the mixed findings in the emotional intelligence literature studying its relationship with performance throughout twenty years of investigation, the researchers of this study recommend conducting a longitudinal study that would help determine the nature of this relationship.
Bryant, D. (2005). The Components of Emotional Intelligence and the Relationship to Sales Performance (Ed.D. dissertation). The George Washington University, Washington DC, U.S.A.
Kuwait Central Statistical Bureau (2011). Annual Statistical Abstract - Chapter 3: Population . Kuwait: Central Statistical Bureau.
Self-report measures of intelligence: Are they useful as proxy IQ tests?
The World Bank (2013). Retrieved from: h t t p & # 5 8 ; & # 4 7 ; & # 47;data.worldbank.org/indicator/IS.VEH.PCAR.P3.
Drivers of Sales Performance: A Contemporary Meta-Analysis, Have salespeople become knowledge brokers?


LONDON: Gold prices edged lower for a second session on Monday as trade tensions between China and the United States helped to boost the dollar and weaken the yuan.
US President Donald Trump said on Friday that he was ready to impose tariffs on virtually all Chinese imports, representing a further $267 billion of goods in addition to the $200bn already facing potential duties, prompting a threat by China to retaliate.
Spot gold was down 0.1 per cent at $1,193.93 at 1122 GMT, slipping towards the 19-month low of $1,159.96 touched last month. US gold futures were 0.1pc down at $1,199.
Gold has tumbled more than 12pc from a high of $1,365.23 in April, mirroring a 10pc fall in the value of the yuan against the dollar.
The dollar has gained broadly against other currencies this year and was boosted again on Friday by strong US jobs data that suggested that the Federal Reserve will continue to raise interest rates. A rate increase is expected this month.
Higher interest rates hurt gold because they increase bond yields, making non-yielding bullion less attractive, and tend to boost the dollar.
"We could see a first positive signal only if prices return above $1,200, with space for further recoveries to $1,210 and $1,230," said ActivTrades analyst Carlo Alberto De Casa.
In other precious metals, spot silver was up 0.6pc at $14.19, platinum rose 0.9pc to $785.70 and palladium was up 0.3pc at $983.20.


text:
<?php

use Illuminate\Database\Schema\Blueprint;
use Illuminate\Database\Migrations\Migration;

class CreateMessagesTable extends Migration
{
    /**
     * Run the migrations.
     *
     * @return void
     */
    public function up()
    {
        Schema::create('messages', function (Blueprint $table) {
            $table->increments('id');

            $table->integer('sender_id')->unsigned();
            $table->foreign('sender_id')->references('id')->on('users');

            $table->integer('receiver_id')->unsigned();
            $table->foreign('receiver_id')->references('id')->on('users');

            $table->text('content');
            $table->timestamp('created_at')->default(DB::raw('CURRENT_TIMESTAMP'));
        });
    }

    /**
     * Reverse the migrations.
     *
     * @return void
     */
    public function down()
    {
        Schema::drop('messages');
    }
}

redpajama_set_name: RedPajamaGithub


Michael Kertesz is an Associate Professor in the School of Life and Environmental Sciences, specializing in Soil microbiology and Molecular microbial ecology. His research interests focus on how bacteria react to changes in their surroundings, especially in soil and compost, and in how they interact with plants and fungi in the region around plant roots (the "rhizosphere"),. He is actively involved in projects on soil health, microbial P and S metabolism in agricultural soils, and plant-microbe and fungal-microbe interactions, including those that are critical for commercial production of mushroom compost and for high-yield mushroom farming.
As a molecular microbial ecologist, the science that fascinates Michael most targets questions of functional microbial interactions, especially in soil and rhizosphere environments. Soil and roots constitute a highly dynamic and complex ecosystem and understanding who is doing what, when and with whom can yield a host of new insights, many of which have practical implications for sustainable agriculture.
Farmers add nutrients like nitrogen, phosphorus and sulfur to their soils as fertilizer, to maximize crop yield and quality. Bacteria and fungi in the soil are essential in managing soil health, and ensuring that these soil nutrients are taken up by plants. By understanding their role we can design strategies that conserve natural ecosystems and minimize fertilizer use to achieve more sustainable agriculture. With the support of the GRDC, Michael's group is studying the role of microbes in soil health, to help identify :below ground" crop breeding targets.
Two of the key nutrients needed by plants and microbes are sulfur and phosphorus. Michael's group has a continuing research program on sulfur metabolism by soil bacteria, identifying key microbial genes and studying their expression in soils, supported by the ARC and GRDC. He is currently also exploring soil phosphorus cycling, using functional probes for P-cycle genes to characterize how soil bacteria and fungi interact to mobilize soil phosphorus. Arbuscular mycorrhizal fungi (AMF) are very important in this process, and Michael's group is studying the communities they form with specific soil bacteria, in collaboration with groups at the ETH Zurich, and the Chinese Agricultural University, Beijing.
Fungal-bacterial interactionsare also very important in commercial production of button mushrooms. Supported by the Australian Mushroom Growers Association (AMGA) the Kertesz group is conducting a detailed molecular study into the production of mushroom compost, and how bacteria and fungi interact to create optimal growth conditions for the button mushroom. This is exploring key aspects of the composting process, how bacteria help to make the actual mushroom caps, and how to prevent attack by other pathogenic fungi.
Michael Kertesz teaches environmental microbiology at second-year and third-year undergraduate levels, and contributes to Masters Units. His aim is to provide students with an enthusiasm for and understanding of microbial physiology and ecology, emphasizing the use of both traditional and modern, molecular techniques.
Optimize nitrogen transformations in Mushroom production; Kertesz M, Thai M; Hort Innovation/Strategic Levy Investments.
Development of a pilot mushroom farm disease monitoring scheme; Kertesz M; Hort Innovation/Research and Development Industry Call.
Development of a pilot mushroom farm disease monitoring scheme; Kertesz M; Australian Mushroom Growers Association/Alternatives & Fundamentals Program.
Plant-fungal Interactions and Organo-phosphorus Metabolism; Kertesz M, Smernik R, Buenemann E; DVC Research/Bridging Support Grant.
Exploring beneficial GxExM interactions for crop yield: effects on soil health; Dijkstra F, Kertesz M; Grains Research and Development Corporation/Research and Development: Gene Discovery.
Improving consistency of mushroom compost through control of biotic & abiotic parameters; Bell T, Kertesz M; Australian Mushroom Growers Association/Alternatives & Fundamentals Program.
Microbial sulfatases in the rhizosphere and their control by interactions with plants.; Kertesz M; Australian Research Council (ARC)/Discovery Projects (DP).
Formulation and application of beneficial microbial inoculants for agriculturally important crops; Deaker R, Kertesz M, Seymour N; Grains Research and Development Corporation/Research and Development: New Farm Products and Services.
Asakawa, S., Bunemann, E., Frossard, E., Gregorich, E., Jansa, J., Janzen, H., Kertesz, M., Kimura, M., Landi, L., Long, D., et al (2012). Microbially Mediated Processes. In Pan Ming Huang, Yuncong Li, Malcolm E. Sumner et al. (Eds.), Handbook of Soil Sciences Properties and Processes, (pp. 26-1-26-51). Florida, United States of America: CRC Press.
Kertesz, M., Safianowicz, K., Bell, T. (2016). New insights into the microbial communities and biological activities that define mushroom compost. 19th Congress of the International Society for Mushroom Science, Amsterdam: International Society for Mushroom Science.
Rogers, G., Kertesz, M., Gill, W., Allan, J., Kobylski, V., Safianowicz, K., Smith, L., Seymour, G., Doe, J., Jonson, M., et al (2016). Sampling and detection of Dry Bubble (Lecanicillium sp.) on mushroom farms. 19th Congress of the International Society for Mushroom Science, Amsterdam: International Society for Mushroom Science.


Instruct a solicitor to draw up a participation agreement.
Instruct a surveyor to carry out a valuation.
The freeholder has a maximum of 2 months to respond with a Section 21 notice.
Instruct a surveyor to negotiate a fair and reasonable premium.
If a premium is not agreed before 6 months has passed from the Section 13 Notice, this is the latest an application to the First Tier Tribunal can be made.
Solicitors agree terms of the transfer of the freehold.


text:
Three points for a win is a standard used in many sports leagues and group tournaments, especially in association football, in which three points are awarded to the team winning a match, with no points awarded to the losing team.  If the game is drawn, each team receives one point.  Many leagues and competitions originally awarded two points for a win and one point for a draw, before switching to the three points for a win system. The change is significant in league tables, where teams typically play 30–40 games per season.  The system places additional value on wins compared to draws such that teams with a higher number of wins may rank higher in tables than teams with a lower number of wins but more draws.

Rationale

"Three points for a win" is supposed to encourage more attacking play than "two points for a win", as teams will not settle for a draw if the prospect of gaining two extra points (by playing for a late winning goal) outweighs the prospect of losing one point by conceding a late goal to lose the match. A second rationale is that it may prevent collusion amongst teams needing only a draw to advance in a tournament or avoid relegation. A commentator has stated that it has resulted in more "positive, attacking play". However, critics suggest teams with a one-goal lead late in a match become more defensive in order to defend a lead. In addition, the overall competitive balance decreases in favor of top teams. The average number of goals per match in Turkey's top football division has risen significantly since the change to three points for a win.

The three-point system in ice hockey – in the Czech Republic, Finland, Germany, Russia, Switzerland and Sweden – had no effect on the number of goals scored. The same conclusion can be made for relative number of ties.

History
The system was proposed for the English Football League (then known as The Football League) by Jimmy Hill. It was introduced in England in 1981, but did not attract much use elsewhere until it was used in the 1994 World Cup finals. In 1995, FIFA formally adopted the system, and it subsequently became standard in international tournaments, as well as most national football leagues.

Year of adoption of three points for a win (association football)
This lists association football leagues where the standard is 3 points for a win in regulation time, one point for a draw, zero for a defeat. The year given is when the relevant season started.

 1981: England
 1982: Israel
 1983: New Zealand (NSL)
 1984: Iceland
 1986: Northern Ireland
 1987: Turkey, Hong Kong
 1988: Norway, Japan
 1990: Sweden, Georgia
 1991: Cyprus, Finland
 1992: Greece
 1993: Belgium (Div. 2), Bulgaria, Ireland, Italy (Serie C1 and Serie C2)
 1994: Croatia, Czech Republic, Estonia, France (after a trial in 1988–89), Hungary, Italy (Serie A and Serie B), Iran, Iraq (after a trial in 1984–85), Kazakhstan, Malta, Moldova, Romania, Scotland, Slovakia, South Korea, Ukraine, AFC (1994–95 Asian Club Championship), FIFA (1994 FIFA World Cup) and UEFA (UEFA Euro 1996 qualifying)
 1995: Argentina, Armenia, Austria, Azerbaijan, Belarus, Belgium (Div. 1), Brazil, Chile, China, Colombia, Denmark, Faroe Islands, Germany, Italy (Lega Nazionale Dilettanti), Latvia, Lithuania, Luxembourg, Mexico, Netherlands, Peru, Poland, Portugal, Russia, Slovenia, Spain, Switzerland, Uruguay, CONMEBOL (Copa América), CONMEBOL (Copa Libertadores) and UEFA (UEFA Champions League)
 1996: AFC (1996 AFC Asian Cup qualification), CAF (African Cup of Nations), UEFA (UEFA Euro 1996) and AFC (1996 AFC Asian Cup)
Major League Soccer, based in the United States and Canada, has awarded three points for a win since its first season of 1996, but initially held a penalty shootout at the end of regulation draws, awarding 1 point to the winner of the shootout and none to the loser. Since 2000, it has allowed ties/draws to stand in the regular season, and follows the international standard of awarding 1 point for a draw.

History in ice hockey
Many ice hockey leagues use the 3 points for a regulation win, 2 points for a overtime/shootout win, 1 point for overtime/shootout loss, 0 points for a regulation loss as a way to incentivize teams to win in regulation thus causing more attacking play. Listed below are the years that ice hockey leagues and associations have adopted and abandoned a 3 point for a win system.
1998: Germany (3 points for a regulation win, 2 points for a Overtime/Shootout win, 1 point for Overtime/Shootout loss, 0 points for a regulation loss)
1999: Sweden (3 points for a regulation win, 2 points for a Overtime/Shootout win, 1 point for Overtime/Shootout loss, 0 points for a regulation loss)
2000: Slovakia (3 points for regulation win, 2 points for a Overtime win, 1 point for a tie or overtime loss, 0 points for regulation loss)
2001: Russia (3 points for regulation win, 2 points for a Overtime win, 1 point for a tie or overtime loss, 0 points for regulation loss), Slovakia (abandonment)
2002: Slovakia (3 points for regulation win, 2 points for a Overtime win, 1 point for a tie, 0 points for regulation loss)
2004: Czechia,Slovakia(3 points for regulation win, 2 points for a Overtime win, 1 point for a tie or overtime loss, 0 points for regulation loss),Finland (3 points for a regulation win, 2 points for a Overtime/Shootout win, 1 point for Overtime/Shootout loss, 0 points for a regulation loss)
2006: Switzerland, Czechia (3 points for a regulation win, 2 points for a Overtime/Shootout win, 0 points for any loss), Slovakia (3 points for a regulation win, 2 points for a Overtime win, 0 points for any loss)
2007: IIHF, Russia, Austria (3 points for a regulation win, 2 points for a Overtime/Shootout win, 1 point for Overtime/Shootout loss, 0 points for a regulation loss)
2008: Slovakia (3 points for a regulation win, 2 points for a Overtime/Shootout win, 1 point for Overtime/Shootout loss, 0 points for a regulation loss)
2009: USA Collegiate (3 points for a Regulation/Overtime win, 2 points for a Shootout win, 1 point for Shootout loss, 0 points for a Regulation/Overtime loss)
2015: France (3 points for a regulation win, 2 points for a Overtime/Shootout win, 1 point for Overtime/Shootout loss, 0 points for a regulation loss)
2018: Russia (abandonment)
NHL, KHL, and EIHL use the 2 points for any win, 1 point for overtime/shootout loss, 0 points for a regulation loss in hockey point system. These leagues however still recognize that their current point system does not initiative winning in regulation on its own. Instead of using the a three point system they instead initiative winning in regulation thought tiebreakers these leagues currently all have this tiebreaker system: 1) fewest number of games played; 2) Greater number of regulation wins.

Bandy
The Russian Bandy Super League currently uses the 3 point for a win, 1 point for a tie, 0 for a loss point system.

Field Hockey
Since 1998 FIH has used the 3 point for a win, 1 point for a tie, 0 for a loss point system.

Water Polo
The FINA Water Polo World League used the 3 points for a regulation win, 2 points for a Shootout win, 1 point for Shootout loss, 0 points for a regulation loss point system.

Camogie
The All-Ireland Senior Camogie Championship currently uses the 3 point for a win, 1 point for a tie, 0 for a loss point system.

Ladies' Gaelic football
The Ladies' Gaelic Football Association currently uses the 3 point for a win, 1 point for a tie, 0 for a loss point system for all competitions.

Volleyball
In FIVB competitions the point system is 3 points for winning in three or four sets, 2 points for winning in five sets, 1 point for losing in five sets, 0 points for losing in three or four sets.

Variants
In 1936 there kicked off the first USSR Championship in football among "exhibition teams" (later "teams of masters") instead of cities teams as previously and was conducted as a league's round-robin tournament. The points in tournament were awarded in a format three points for a win, but for a draw was awarded two points and a loss – one point, while no points were awarded for no show.

Some leagues have used shootout tiebreakers after drawn matches. Major League Soccer (1996–2000) used three points for a win, one point for a shootout win, no points for a shootout loss, none for a loss. The Norwegian First Division (in 1987) and the Campeonato Brasileiro Série A and its lower divisions (in 1988) used three points for a win, two points for a shootout win, one point for a shootout loss, none for a loss. The same system is adopted in the group stages of the 2016–17 EFL Trophy and 2016–17 Scottish League Cup onward (in both cases, no extra time will be played). The Iraqi Premier League has used two different variants of this system. The first was in the 1988–89 season, where three points were awarded for a win by two or more goals (after normal or extra time), two points were awarded for a one-goal win (after normal or extra time), one point was awarded for a penalty shootout win and zero points were awarded for penalty shootout defeats or defeats after normal or extra time. The second variant was used in the 1994–95 season, where three points were awarded for a one-goal or two-goal win, but four points were awarded for a win by three or more goals.

In the National Hockey League in North America, a system described as "the three point win" was proposed in 2004, with three points for a win in regulation time, two for a win in overtime, and one for a tie. This proposal was put on hold by the 2004–05 NHL lockout and subsequently rejected by team owners in February 2007. Instead the NHL awards two points for a win in regulation or overtime/shootout, one point for an overtime loss, and none for a regulation loss.

International competitions run by the International Ice Hockey Federation award three points for a win in regulation time and zero points for a loss.  Games in IIHF competitions are not allowed to end in ties; if a game is tied after regulation each team is awarded one point and a sudden-death overtime followed by a shootout (if necessary) is played, with the winner awarded an extra point (for a total of two points).

In 2009, the Central Collegiate Hockey Association adopted a system of three points for a regulation or overtime win, two for a shootout win, one for a shootout loss, and none for a regulation or overtime loss.  The IIHF uses a similar system for its competitions, awarding three points for a win in regulation, two points for a win in overtime or shootout, one point for a loss in overtime or shootout, and no points for a loss in regulation.

See also
Group tournament ranking system
Winning percentage

References

External links
 NHL Standings Under Three Point System
 Guardian commentary 2009

Three points
Terminology used in multiple sports
Tournament systems

redpajama_set_name: RedPajamaWikipedia


text:
Spyder RTW Fall 2021
Iceberg RTW Fall 2021
Prada Fall 2021 Men's Fashion Show Livestream: Watch Here
Josephus Thimister Consulting on Emilio Pucci's Next Collection
Thimister will collaborate on the collection, which is being designed by the in-house team following the exit of Massimo Giorgetti last month.
By Luisa Zargani on May 4, 2017
Backstage at Emilio Pucci RTW 2017.
Kuba Dabrowski/WWD
A HELPING HAND: Former Balenciaga designer Josephus Thimister is acting as a consultant on Emilio Pucci's spring 2018 collection, which is being designed by an in-house team following Massimo Giorgetti's exit last month. The Belgian designer is "one of the consultants" working on the lineup, a spokeswoman for the Florentine house said Thursday.
Thimister helped revive the Balenciaga brand in the 1992-97 period before launching his namesake line in 1997.
Giorgetti's last collection as creative director of Pucci was for resort 2018. It is understood that Pucci has already interviewed a host of candidates but has yet to settle on his successor.
The Italian brand is controlled by LVMH Moët Hennessy Louis Vuitton, which acquired it in 2002 for 38 million euros, or $35.9 million at average exchange rates that year. Pucci has experimented with a variety of designers, including Matthew Williamson and Christian Lacroix, both predecessors to Peter Dundas, who was succeeded by Giorgetti.
Giorgetti is also the founder and designer of the Milan-based, independent MSGM brand, launched in 2009 and which he continues to lead. Giorgetti veered away from Dundas' take on Pucci, which was focused on sexy, hyper-glamorous eveningwear, earning a model and "It" girl following including Poppy Delevingne, Gaia Repossi, Bianca Brandolini d'Adda and Natasha Poly. Giorgetti, who is known for his knack for prints and colors, steered Pucci in a younger, more playful direction.
Established in 1947, Emilio Pucci is one of Italy's storied jet-set brands of the Sixties, synonymous with dazzling prints on silk jersey, which the founder even applied to skiwear early in his career, pioneering a lifestyle approach to fashion.
Balenciaga	Emilio Pucci	MSGM

redpajama_set_name: RedPajamaCommonCrawl


text:
Home / News / Luxury Cars
2011-12 Mercedes Diesel Models Recalled For Leaky Fuel Filters
Viknesh Vijayenthiran October 17, 2011 Comment Now!
2011 Mercedes-Benz R-Class
The National Highway Traffic Safety Administration (NHTSA) has issued a recall on certain 2011 and 2012 Mercedes-Benz models due to a faulty fuel filter.
The affected models include only the diesel versions of the 2011 Mercedes-Benz E-Class and 2012 Mercedes-Benz S-Class sedans, as well as the diesel 2011 Mercedes-Benz ML-Class, GL-Class and R-Class.
For the E-Class, it's those models built from July 2010 through to February 2011, while for the S-Class it's all 2012 models.
Additionally, for the R-Class, it's those models built from April 2010 through April 2011, while for the ML-Class it's those built from January 2010 through March 2011 and the GL-Class models built from March 2010 through March 2011.
In total there are some 6,872 vehicles affected.
According to the NHTSA, the diesel fuel filter may leak from the area around the heating component and fuel may end up on the road, increasing the potential of a crash. Additionally, the leaking fuel may catch on fire in the presence of an ignition source.
Mercedes-Benz dealers across the country will inspect and replace the fuel filters free of charge if necessary.
If you own one of the affected vehicles, you can contact the NHTSA at 1-888-327-4236 (reference recall campaign number 11V496000) or Mercedes-Benz at 1-800-367-6372.
Note, this is the second time that Mercedes-Benz has been forced to issue a recall on its diesel models. Around the same time last year the automaker recalled its 2011 model year diesels, also due to the fuel filters leaking.
Car Safety Diesels Luxury Cars Mercedes-Benz News NHTSA Recalls
Volvo V60 Plug-In Hybrid Confirmed For 2012 Launch
Lexus IS-F Crushed For Street Racing? Video
Build Your Ideal 2012 3-Series With BMW's New Online Configurator
Tesla subpoenaed by Justice Department for full self-driving Luxury Cars January 31, 2023
2024 Mercedes-Benz GLE-Class receives fresh looks, plug-in hybrid grade Luxury Cars January 31, 2023
BMW will start tests of solid-state batteries in 2023 Car Tech January 30, 2023
2025 Audi S3 Sportback spy shots Spy Shots January 30, 2023
Genesis reportedly plans flagship EV Luxury Cars January 30, 2023


text:
STORIES admin 2018-12-04T12:05:50+00:00
US Airways Flight 1549
admin 2018-12-04T06:59:59+00:00 December 4th, 2018|
The Airbus A320-214, under Captain Chesley Sullenberger, was flown by first officer Jeffrey Skiles when the flight, just two minutes after taking off from LaGuardia Airport, hit a flock of Canada geese, at 3:27 PM on January 15, 2009. The aircraft, headed for Charlotte, North Carolina, with 155 people on board, was hit in the windshield, and both engines swallowed one or two birds and simultaneously shut off. The two very experienced pilots were flying together for the first time. They had become an operational team while going through the pre-takeoff checklist, allowing them to verify the interoperability of their skill sets and their ability to function as a team at the command of their aircraft. They kept their cool as they peered through the blood-stained windshield in the suddenly frighteningly silent cockpit.
The Trip of the James Caird
On April 24, 1916, the James Caird left Elephant Island near the South Pole with a crew of six, leaving the remaining 22 members of the British expedition stranded on the island waiting for the relief that the Caird would hopefully send back, when it reached the Norwegian whaling station on South Georgia Island, some 1300 kilometers away. The boat was skippered by E. H. Shackleton, who had organized and led the expedition that set out to perform the first land crossing of the Antarctic continent. Facing a particularly harsh winter, their ship, the Endurance, had been caught in the ice pack that had formed, and as Shackleton put it, "what the ice gets, the ice does not surrender." In the middle of the Antarctic winter, the boat had indeed been crushed by the ice, leaving the crew stranded on the ice pack, hundreds of miles from the nearest land.
Managing emotions rigorously – Lessons from a Master
Creating customer experiences requires scripting, choreographing, and orchestrating customer moments of truth that turn out as planned. The theatrical metaphor is intentional. It takes much perceptive thinking about the effects that various sequences of actions, images, or sound effects will have on viewers to deliver the punch that a movie such as The Godfather does. In "The Making of the Godfather" (The Godfather movie featurette) Francis Ford Coppola provides a couple of insightful glimpses on the role and challenges facing those who want to create memorable experiences. Since the Godfather saga (three movies) spans 18 years, Coppola was asked what he thought was the essence of his role in the making of the series. His answer: "I own the emotions of the Corleone family.". The central role of the director is to understand the feelings of the characters, and thus predict how they would react under various circumstances. Ultimately, an experience, —any experience, —is about emotions. The director must have the sensitivity to get under the skin of the participants, and understand what's required to induce the desired reaction. In other words, he must be the CEO of the experience, that is, the Chief Emotion Owner.
Aligning the Chain of Commitment and Incentives to the Value Creation Flow – a Societal Example
The so-called sub-prime crisis of 2008 was the end result of a self-destructing chain of counterproductive inducements and a commitment to get rich quick, at any cost to others. The mortgage lender would try to find anyone willing to buy a ridiculously big house, with a ridiculously low down payment, a very low interest rate, and low payments that the borrower could afford . . . for a while. The narrative would go more or less as follows: "What have you got to lose? You move into this beautiful new house with your family. Don't you think you owe it to them? Don't you think they deserve it? Within 12 months, the house will have gone up at least 10% in value—and I am being very conservative right now, just to be on the safe side. And it will keep going up. There is such demand out there. No way is this ending soon. You can then borrow on the value of the house, sell it to cash in, whatever."


text:
Everybody is an Actor
This is a complete guide to achieving success in the film industry…
Everybody is an Actor: The Psychophantic System
Author the Author
Dr. Richard R. Reichel was the first to produce a TV program about all Asian cultures in America, which included discussion and entertainment segments. He was also the first to present a TV show about all aspects of organic living. He has written and produced film projects on many subjects as well as motion picture productions. He is credited with convincing film star Jackie Chan to come to the United States of America to make movies. Reichel has contact with well-known personalities and celebrities in the television and film industry. His greatest achievement was to create a new innovative system which teaches individuals to be successful film actors and actresses. His system is unlike those antiquated methods that are out there today. www.hollywoodeastinternational.com
Copyright © 2012 Dr. Richard R. Reichel. All rights reserved.


It's not often that we get pumped about mergers and acquisitions. But today, when The Business of Fashion reported that Estée Lauder bought Becca Cosmetics, our interest was more than piqued. That's because it's fair to say we're wild about Becca Cosmetics for a few primary reasons. First of all, their products have always catered to a wide range of skin tones—not just lily white, alabaster, and ivory. Other companies are catching up to this level of beauty woke-ness, but Becca did it early and they did it well. And second, they've got the secret recipe for the absolute best highlighters in the business. The hype around Becca's Champagne Pop highlighter is real, people. It's no wonder Estée Lauder bought Becca Cosmetics, bringing it into the family fold with other powerhouse brands like M.A.C., La Mer, Origins, and Glamglow. While the actual bottom line was not disclosed, as it often isn't in big-time deals, insiders speculate the figure was somewhere around $200 million.
Learn how to apply blush correctly.
was a recent standout favorite here in our office among Allure editors. If you're worried that Becca's deep commitment to light and diversity will falter now that they're mixing it up with the big guys: Don't be. "Our fan-favorite products will remain the same," says DeBaker. "Becca will stay true to our core brand vision. The entire team at The Estée Lauder Companies has made clear that they want to preserve our unique culture. It is the ideal partnership—we can keep our fast-growth, creative, indie feel while getting their amazing resources and expertise to take us to the next level." A recently updated section on the company's website also promises the formulas will remain the same and that the brand will continue being cruelty-free. A big congratulations to both companies from all of us here at Allure. We can't wait to see what's next.


text:
E-Dockets
About the MPSC
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Contact MPSC
Michigan Public Service Commission
If you need to speak with someone at the Michigan Public Service Commission, please call the number below, Monday - Friday from 8:30 am - 4:30 pm, Eastern Time.
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MPSC's Customer Intake Center is available to assist with your utility inquiry or complaint. Please look over available online resources as they may help answer many of your questions. Complaints and inquiries can also be submitted online, 24 hours a day. Inquiries and complaints are also taken Monday through Friday, 8:30 a.m. through 4:30 p.m. (excluding State holidays) by calling: 800-292-9555 or 517-284-8100.
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If you are experiencing any technical problems in accessing the information or services contained within the MPSC site send comments to the MPSC Webmaster.
Access to web-based services can be found here.
المعلومات باللغة العربية


Immigration Officials Arrest 50 Suspected Of Human Rights Violations : The Two-Way U.S. Immigration and Customs Enforcement (ICE) says the suspects are believed to have been involved in torture and aiding regimes that carried out ethnic cleansing.
Fifty foreign nationals have been arrested in several cities across the U.S. in raids this week by the Immigration and Customs Enforcement (ICE) on suspicion of human rights violations.
ICE says the "Operation No Safe Haven II" involved arrests in Atlanta, Baltimore, Boston, Chicago, Detroit, Los Angeles, Miami, Newark, New York City, Philadelphia, Phoenix, San Francisco, St. Paul and Washington. All the individuals taken into custody have outstanding removal orders and are subject to deportation, the agency says. It says 10 of them are also convicted criminals.
"This operation more than doubled the number of known or suspected human rights violators arrested during the first nationwide 'Operation No Safe Haven,' which took place in September 2014," ICE said in a statement.
ICE says among those arrested are one individual from South America "who assisted for many years in interrogations involving shock torture and who beat prisoners."
Another from Central America had been convicted of multiple felony drug-related charges and "who served as a military police officer for several years and turned over victims to a regime perpetrating documented human rights violations."
One from East Africa engaged in torture as an intelligence officer of a regime that committed human rights violations and another from the former Yugoslavia "who arrested and interrogated victims on behalf of a paramilitary organization dedicated to ethnic cleansing."
An individual from Asia who performed forced sterilizations was also arrested.
The arrests were a result of the agency's Human Rights Violators & War Crimes Unit, which has arrested more than 275 individuals for human rights-related violations since 2004.
In March, NPR's Brian Naylor did this profile on the special unit.


•The flame retardant CVV/AWA(SWA)/FRT cables are designed to maintain circuit, restrict the propagation of flames when affected by fire.
•The flame retardant cables are properly used for public facilities, backup power systems, emergency systems, fire alarm systems, sprinklers, smoke detection and extraction equipment, emergency lighting and evacuation systems... rated voltage 0.6/1 kV, fixed wiring.
+ Single core cable: Black.
+ Multi-core cable: Red – yellow – blue – black.
5.1 - CÁP CVV/AWA/FRT - 1 LÕI CVV/AWA/FRT CABLE – 1 CORE.
5.2 - CÁP CVV/SWA/FRT - 2 ĐẾN 4 LÕI. CVV/SWA/FRT CABLE – 2 TO 4 CORES.
70-72 Nam Ky Khoi Nghia, district 1, HCMC.


text:
Q: Referring to a PHP superclass name via a magic constant / keyword or similar construct (avoiding naming the superclass in the derived class) The comments in the following code show what I am trying to accomplish, which is something very simple: I want to be able to refer to the name of the parent class using a PHP built-in constant (or other construct) such as __CLASS__, but which refers to the parent class rather than the current class (e.g. parent::__CLASS__) (also, while the code does not show it, if I have a subsubclass, then within such class I want to be able to refer t the parent class via something like parent::parent::__CLASS__ if at all possible).
class ParentClass {

  protected $foo;

  function __construct() {

    $this->foo = "hello";

  }

}

class DerivedClass extends ParentClass {

  public $bar;

  public $baz;

  function __construct($bar) {

    // I want to be able to write
    // something like parent:__CLASS__
    // here in place of 'ParentClass'
    // so that no matter what I rename
    // the parent class, this line will
    // always work. Is this possible?

//      if (is_a($bar, parent::__CLASS__)) {

    if (is_a($bar, 'ParentClass')) {

      $this->bar = $bar;

    } else {

      die("Unexpected.");

    }

    $this->baz = "world";

  }

  public function greet() {

    return $this->bar->foo . " " . $this->baz;

  }

}

$d = new DerivedClass(new ParentClass());
echo $d->greet();

OUTPUT:
hello world

A: You need get_parent_class Function to do it.
function __construct($bar) {

    $parent = get_parent_class($this);

    if (is_a($bar, $parent)) {

      $this->bar = $bar;

    } else {

      die("Unexpected.");

    }

    $this->baz = "world";

  }

if you need further level down you can use:
class subDerivedClass extents DerivedClass{
    $superParent = get_parent_class(get_parent_class($this));
}

A: In PHP 5.5, you can use the keyword ::class to retrieve the name of a class' parent, but it will only work a) from within the class and b) only one level up, that is the immediate parent ancestor:
function __construct($bar) {
   if ($bar instanceof parent::class) {
      ...
   }
}

Best solution I'd go for is chaining get_parent_class:
if ($bar instanceof get_parent_class(get_parent_class())) {
    ...
}

Or method chaining through reflection:
$parent_class = (new Reflection($this))->getParentClass()->getParentClass()->getName();

if ($bar instanceof $parent_class) {
    ...
}

redpajama_set_name: RedPajamaStackExchange


text:
Trans World Airlines Flight 800 (TWA 800), var en Boeing 747 fra det amerikanske selskab Trans World Airlines, der eksploderede og styrtede ned i Atlanterhavet nær East Moriches, New York ud for Long Islands kyst. Det skete 12 minutter efter at flyet var lettet den 17. juli 1996 klokken cirka 20:31 lokal tid (18. juli 1996 kl. 02:31 dansk sommertid). TWA 800 var lettet fra John F. Kennedy International Airport på vej til Rom og skulle have mellemlandet i Aéroport Paris-Charles de Gaulle i Paris. Alle 230 ombordværende omkom, den tredje dødeligste flyulykke på amerikansk jord.

Flystyrtet var omgæret af stor mystik og blev genstand for konspirationsteorier. En teori gik på, at det var et terrorangreb, mens andre beskyldte den amerikanske flåde for at have ramt flyet med et øvelsesmissil. Flere vidner fortalte, at de forud for eksplosionen havde set en lysstribe flyve fra jorden og op mod flyet.

Efter en fire år lang undersøgelse konkluderede de amerikanske trafiksikkerhedsmyndigheder, NTSB, at flyet var blevet ødelagt af en eksplosion i en halvtom brændstoftank, som muligvis var antændt af gnister fra defekte ledninger. Undersøgelsen af flykatastrofen var den mest omfattende, komplekse og dyreste i USA's historie. Som resultat af undersøgelsen blev nye krav udviklet til fly for at forhindre fremtidige eksplsioner i brændstoftanke.

Flyet

TWA 800
Flyet med registreringsnummeret N93119 blev fremstillet af Boeing i juli 1971, da det var blevet bestilt af Eastern Air Lines, men efter at flyselskabet valgte at afbestille alle deres 747 ordrer, blev det i stedet købt af TWA. Flyet havde gennemført 16.869 flyvninger med 93.303 timers drift. På dagen for ulykken var flyet lettet fra Athen i Grækenland som TWA Flight 881 og ankom til John F. Kennedy International Airport (JFK) omkring klokken 16.38 lokal tid.

Flyet blev tanket og besætningen blev skiftet ud; den nye flyvebesætning bestod af kaptajn Ralph G. Kevorkian, kaptajn/kontrollér Steven E. Snyder og "flight engineer" (3. pilot) Richard G. Campbell (alle med mere end 30 års ansættelse hos TWA), og "flight engineer"-praktikanten Oliver Krick, der var begyndt på hans sjette del af uddannelsen.

TWA 800 skulle oprindeligt have lettet klokken 19.00 lokal tid, men blev forsinket indtil klokken 20.02 på grund af en misforståelse omkring bagage.

Passagerernes nationaliteter

Passagerer og besætning om bord på Flight 800

Galleri

Referencer

Litteratur
 Poul Høi; "Flight 800 forsvandt uden varsel", Berlingske Tidende, 19. juli 1996
 Christoffer Guldbrandsen; "FBI afviser sabotage på flight TWA 800", Politiken, 24. november 1997

Eksterne henvisninger

 Blev Flight 800 skudt ned? på whatreallyhappened.com

Flyulykker og -hændelser i 1996
Flyulykker og -hændelser i USA


We love to hear from our fans out there in the field! They tell us about the crazy places they take their MKs and the even crazier things they do wearing them (and frankly, it makes us a little envious sitting here at our desks). One thing is certain, MKs are loved the world-over. So much so, people actually take the time to write us nice notes and sing the praises of our pants... (and that makes us feel really good about sitting here at our desks). After all, "brands are built on what people are saying about you, not what you're saying about yourself." We look forward to hearing from YOU!
Green space. It's something we all seek, but to often it is destroyed in a zeal for urban sprawl, suburban shopping malls, and cookie cutter neighborhoods. When we preserve it, and make it such that it is accessible for others, we are not only fulfilling our duty to the planet as stewards for a future generation, but we are also helping our fellow citizens of the earth enjoy a recreative space where they can get away and enjoy the simpler pleasures of life. I am a preserver of green spaces, and I believe in Mountain Khakis. By way of introduction, my name is Michael Jones, and I work in turf care on a golf course in rural North Carolina.
In December of 2009, while traveling to Okemo Resort in Vermont, I stopped into a local store and came upon a pair of trousers that were unlike anything I'd ever seen before. They looked like work pants, they felt like work pants, but there was something different about them. I tried them on, got my hand lost in the additional hip pocket, thought they looked pretty gnarly, and figured I'd give them a whirl. The label inside said Mountain Khaki, and I came to learn they are called Alpine Utility Pants. It's now March, 2013, and those same AUPs have carried me through 4 tree seasons, more poison ivy/oak/sumac than I can describe, have been crusty with red North Carolina clay mud and pine rosin, covered in gasoline, hydraulic fluid and lubricating grease, soaked through and through from rain, irrigation and sweat, and have been wrapped up by a chainsaw chain that decided it did not long for this world. They have survived it all, as have I.
The same pants, almost everyday. Nothing else comes close to the durability, quality, and damn good looks all Mountain Khakis possess. Moreover, it's amazing how often I have people ask "hey, Mike, what kind of pants ARE those?" Sure, in the 40 months since I purchased them, they've worn, been stained, and have some scuffs, but they're still in one piece with no holes, and definitely no where near retirement. Frankly, I'm not sure when they'll reach a point of retirement, but if anything happens to them to tear, rip, or otherwise make them immediately unwearable, I'll be getting fit for a prosthetic or a casket, I'm convinced. From the same 40 months, I can make for you an incredible list of the other items I've owned and worked in that have flat worn out, broken, busted, or otherwise didn't live up to the expectations I've come to know and rely on from Mountain Khakis.
"About five years ago, MK was kind enough to supply me with several pairs of pants for a month-long fly fishing trip through the Rockies. I immediately fell in love with them and instantly started accumulating rough mileage on them. Although road-worn and weary, I still wear the same pairs to this day.
Two days ago as I was walking a brushy trail from a gravel access to the Gunnison River, two off-leash German Shepards decided they didn't want me there, so they proceeded to take a chunk out of my leg. The dog bite went through the thickest part of my Simms G3 waders, but didn't puncture my MK Alpine Utilities underneath.
My leg is completely gnarled and bruised, but luckily for me, no open wound--therefore no stitches...and no rabies!"
"Fall is here in Colorado and temperatures have been cold in the mountains. I have been trying to find the perfect mid weight layer that I could add to my wardrobe. I didn't need a technical shell or rain jacket, I was looking for something that would be multi functional when temperatures started to drop. The Mountain Khaki Old Faithful Sweater was the answer. I looked at other jackets and couldn't find anything that stuck out. Either they lacked functionality, style, or the quality that I have come to expect when making an investment in technical clothing was lacking. I was very pleased when I received my Old Faithful Sweater in the mail. Quality and functionality are the two things that stood out the most when I put this jacket on. I was happy to see that the construction of the jacket was not compromised by style and that I would be able to rely on it for many seasons. The Old Faithful Sweater is great for long days in Rocky Mountain National Park and perfect for evenings around town when temperatures call for something more than a shirt but not a bulky jacket.
"I just put on a fashion show this weekend with the new Mountain Khakis collection I received and it was a HUGE hit. Everyone loved what they saw and how well everything paired, no matter what the combination was. The fit is right on, a little better than your pants (a few years ago I had to try several on around my size to find ones that fit great). I am very pleased with my pants and now the new tops. What a home-run, you've hit it out of the park with this new collection."
"I go to school at the University of Alabama in Tuscaloosa. Alabama was recently hit with some of the strongest most devasting storms in history and my house was damaged or for lack of a better word, wiped out. I lost all my personal belonging and most of my cloths. The jeans or khakis that I did recover were ripped and torn apart expect my Mountain Khakis which I found in a nearby tree, in perfect condition.
"A while back I purchased the Alpine Utility Pant to see how they'd compare to my Carhartts, which I wore religiously. A friend and coworker liked the pants and purchased a pair. Because we compete with everything we do, we decided to see who could wear the pants the longest without washing them. The challenge began on October first. We both made it to Thanksgiving and we gave in. Needless to say, we were impressed. The pants stand up to everyday wear, use, and abuse never complaining, giving trouble, or putting us in doubt.
Beginning on December 1, he and I decided that we'd see if we could wear the pants out by wearing them for a month, never washing them, save on the last day of the month. As your calendar likely shows, it's April. The pants look as good (I think better) as they did the day I purchased mine.
"Both my wife and I received the Alpine Utility Pants and Shorts as a gift and absolutely love them! The pants are truly unmatched in terms of comfort style and durability. And for someone who has worn Patagonia stand up shorts for the past 25 years, I now have a reason to make a switch as Mountain Khakis simply makes a superior product. Sorry Yvon." -Mike & Sara M.


text:
Paris thieves pinch Qatari tourist's €50K watch
A Qatari tourist was mugged of her €50,000 watch near the Champs Elysées on Thursday night.
The robbery took place on the Avenue Montaigne in Paris. Photo: FilipeSoares77/Flickr
The victim was pushed to the ground before the attacker stole her Patek Philippe watch and fled the scene on a scooter, reported Europe 1.
The assault took place at around 10.30pm on the Avenue Montaigne, a street well known for its upscale boutiques.
This robbery comes after a series of high-profile robberies on wealthy tourists in the capital, most notably including US TV star Kim Kardashian's, who was robbed of €10 million in jewellery at a private mansion in Paris two weeks ago.
In August, a watch worth €1 million was stolen from a member of the Saudi royal family, also in Paris.
In that same week thieves pounced on a busload of Chinese tourists near the Charles de Gaulle airport, spraying teargas on the tourists and making off with their luggage.
The Local [email protected] @thelocalfrance
THEFTROBBERY
Axe-wielding robbers steal €400k of jewels from luxury Paris hotel
Cash van driver who drove off with $3m charged in France


CBS has secured a long-term lease on a 260,000 square-foot space located in the city of Mississauga, 29 kilometres from downtown Toronto, with plans to establish CBS Stages Canada, a multi-use production facility that will include six soundstages, production offices, support facilities and auxiliary services for large-scale television and film production.
The new facility will provide additional production space for CBS Television Studios' expanding roster of television programming across broadcast, cable and streaming platforms. Currently, the studio produces 63 series, including top-rated series for the CBS Television Network, critically acclaimed shows for The CW, marquee premium series for the CBS All Access streaming service and a growing roster of programming for networks and platforms outside of CBS.
Between construction, ongoing facility management, production and crafts, the new studio is expected to bring hundreds of new jobs to the region. Currently, CBS Television Studios is in the process of working with local and provincial officials on securing permits and drawing architectural plans for the facility, which is being fast-tracked for a mid-2019 opening. Toronto-based production executives John Weber and Frank Siracusa (Star Trek: Discovery executive producers) will oversee the development of the project and ongoing management of the production facility.
Currently, CBS Television Studios shoots Star Trek: Discovery and In The Dark at Toronto, in addition to several other productions in Canada, including the reboot of Charmed.
Photo: CBS Television announces plans for a large-scale television and film production facility in Mississauga.


text:
Q: How can i show a "Logout Button" if i click on a icon in AngularJS How can I show a Logout Button when I click on my icon?
home.html:

      <button>Logout</button>

When i click on the icon, I want the logout button to appear like a "dropdown"
I want to put the logic in a controller.
Sorry, I know it's an easy task, but I am totally new in angular js :/

A: You can add ng-click on the image. This will call a function that will toggle the variable logout.
You can also put logout = !logout directly inside the ng-click directive
The dropdown effect has to be done with css/js. This has nothing to do with AngularJS

var app = angular.module('myApp', []);
app.controller('myCtrl', function($scope) {
  $scope.logout = false;

  $scope.toggleLogout = function() {
    $scope.logout = !$scope.logout;
  }
});

    <button>Logout</button>

A: Here I use ng-click: when you will click on your image, it will change the value of logout (true -> false ; false -> true). Your ng-show / ng-hide will work as you expect.

        <button>Logout</button>

        logout is {{logout}}

Try is on JSFiddle.


text:
reviewed by Steve Vineberg August 9, 2010
Neil Jordan's Ondine is a lovely picture, but it's so gentle and understated that it's attracted little attention. Unlike a lot of other summer films, it never comes at you aggressively.
The movie is derived from the German fairy tale about a water nymph (an undine) who falls in love with a fisherman. But writer-director Jordan reconstructs the story. His setting is an Irish coastal village, and the fisherman is Syracuse (Colin Farrell, in an impassioned performance). He's a recovering alcoholic whose wife, Maura (Dervla Kirwan), kicked him out when he stopped drinking, since she couldn't quit too.
One day Syracuse pulls up his net and finds a nearly drowned young woman (Alicja Bachleda) caught in it. She's terrified of being seen by anyone else, so he puts her up in the cottage he inherited from his mother. But he persuades her to come aboard his trawler, and her eerie siren song brings him phenomenal luck. He tells his daughter Annie (Alison Barry), who lives with Maura and her boyfriend, about Ondine, framing the story in the terms of legend. But Annie, who's nobody's fool, realizes that her father is talking about a real-life creature, so she ventures to the cottage to get confirmation. After reading up on supernatural water creatures at the local library, she insists the visitor is a selkie, the Scottish equivalent of an undine. Her research tells her that selkies can grant a wish to a mortal, and Annie has a big one: one of her kidneys is failing, and she needs a donor.
Steve A. Vineberg
Steve Vineberg teaches at the College of the Holy Cross.
Aug 24, 2010 issue
Maura and the town at large view Syracuse as a clown, both because of his former drunken antics and because he used to perform in a circus. They call him Circus, a nickname he hates. He insists that the priest (Stephen Rea, in a droll performance) he turns to as a sort of AA sponsor—there's no AA chapter in this tiny seaside town—call him by his given name. Syracuse is sensitive and canny, and his playful storytelling with his daughter displays a poetic awareness. His consciousness that he's caught up in a fairy tale is relayed with a combination of irony and wonder.
The movie doesn't reveal the truth about Ondine until toward the end, and even then Jordan wisely leaves the magic unexplained. In fact, some of the details of the story's last act are muddier than they ought to be, presumably as a result of his determination to maintain the fairy-tale mystery.
The early scenes between Farrell and Bachleda are lyrical, but the magic really kicks in when the marvelous little Alison Barry enters the film. Her dark-eyed seriousness and intensity are distinctly Irish, but so are her earthbound humor and her pragmatism. She refuses to be defined by her illness; when her father buys her a wheelchair, she tools around town in it as if she'd scored a moped. There's a matter-of-factness in her conviction that Ondine is a mythical sea creature. She sets out to forge a bond with Ondine, who like us is enchanted by her.
Lit by the great cinematographer Christopher Doyle, the film's exteriors are suffused with lush, ethereal greens, and its interiors are dense and befogged. Jordan keeps the camera ambulatory and often shoots from unusual angles, so we feel a little disoriented, a little tipsy. The filmmaking keeps us either in Syracuse's romantically dazzled perspective or in Annie's, and it doesn't render a single episode in a conventional manner. A funeral is conducted on a dock, with the mourners under umbrellas like the bereaved in the last act of Our Town. When Syracuse persuades Ondine to come out in public, he does it by inviting her on a clothes-shopping spree; it turns out that this possible sea sprite is seduced by the allure of new clothes. When they make love, she's swathed in a silver dress that crinkles like foil. Jordan's movie about romantic faith—the theme at the heart of all fairy tales—blows the stale summer-blockbuster air right out of your head.