Datasnipers: Noise Compactor XMAS 2020 charity fundraiser discogs user takedown

XMAS CHARITY FUNDRAISER DISCS DELETED FROM DEISCOGS BECAUSE 3 PEOPLE THOUGHT THY WERE NOT REAL!

“MY WORK IS PHYSICALLY REAL” EVEN IF YOU CANNOT COMPREHEND IT.....

shèng dàn jié cí shàn chóu kuǎn guāng pán cóng DEISCOGS zhōng shān chú ， yīn wéi 3 gè rén rèn wéi nǐ bù shì zhēn de！" wǒ de gōng zuò shì zhēn shí de "， jí shǐ nǐ wú fǎ lǐ jiě tā！耶誕節慈善籌款光碟從 DEISCOGS 中刪除，因為 3 個人認為你不是真的！ "我的工作是真實的"，即使你無法理解它...

在哲學中，"荒謬"是指人類在生活中尋求內在價值和意義的傾向與人類在漫無目的、無意義、混亂和非理性的宇宙中無法發現任何東西之間的衝突。宇宙和人類心靈並不導致荒謬，而是由兩者之間的矛盾性質造成的。約翰·多特威克（2019年3月11日）。"荒謬的論點。南十字大學，2019年10月8日 "absurdity" refers to the conflict between the tendency of human beings to seek innity and meaning in life and the inability of human beings to discover anything in the aimless, meaningless, chaotic and irrational universe. The universe and the human mind do not lead to absurdity, but to the contradictory nature of the two. 壓縮器 "我的工作是真實的"

EXCERPTS FROM THE FORTHCOMING DEBATE

how it all began

over 100 complaints all work, label and artist removed because we didnt get back to them in their desired timeframe - didnt even know about the challenge then everything bombed just like show below: all the charity discs!

example of deleted work

Musikwissenschaftler vs. Vermarkter !!! Wer ist jetzt der verdammte Lügner? Machen Sie mit bei den Kommentaren unten

persons reponsible for the takedown

Cosmic_Sounds 23 days ago Not sure if these are elligble all the releases have been entered as lathe cuts. Possibly one offs. noisecompactor Are you able to provide some info on this label and the lathe cuts you have entered.

Abusive supervision is most commonly studied in the context of the workplace, although it can arise in other areas such as in the household and at school.

11.6k 67.3k 80 seehaas 22 days ago 17 releases from an unknown label, submitted within 1 day from same new submitter.

“I also doubt the Genre: Non-Music
Style: Education - It's like a joke.”

abusive supervision is most commonly studied in the context of the workplace, although it can arise in other areas such as in the household and at school. "Abusive supervision has been investigated as an antecedent to negative subordinate workplace outcome."^[1]^[2]^[^{weasel words}^] "Workplace violence has combination of situational and personal factors". The study that was conducted looked at the link between abusive supervision and different workplace events.^[3]

"and since DC are getting paid a commission from NC to sell them then DC is getting ripped off by these 3 thugs"

Researchers have previously argued that abusive supervision is a one dimensional construct, however, recently it is found to be a four dimensional construct. The study of Ghayas and Jabeen is a paramount study that suggests abusive supervision to be a four dimensional construct where yelling, belittling behavior, scapegoating and credit stealing are described as the dimensions of abusive supervision. Researchers such as Tepper and Martinko had previously asserted that there was a need to study dimensions of abusive supervision.ts

Main article: Workplace bullying

Abusive supervision overlaps with workplace bullying in the workplace context. Research suggests that 75% of workplace bullying incidents are perpetrated by hierarchically superior agents. Abusive supervision differs from related constructs such as supervisor bullying and undermining in that it does not describe the intentions or objectives of the supervisor.^[4]

Main article: Workplace deviance

Workplace deviance is closely related to abusive supervision. Abusive supervision is defined as the "subordinates' perceptions of the extent to which their supervisors engage in the sustained display of hostile verbal and nonverbal behaviors".^[5] This could be when supervisors ridicule their employees, give them the silent treatment, remind them of past failures, fail to give proper credit, wrongfully assign blame or blow up in fits of temper.^[6] It may seem like employees who are abused by their supervisor will either directly retaliate or withdraw by quitting the job but in reality many strike out against their employer by engaging in organizational deviant behaviors. Since employees control many of the organization's resources, they often use, or abuse anything they can. This abuse of resources may come in the form of time, office supplies, raw materials, finished products or the services that they provide. This usually occurs in two steps. First step is that commitment is destroyed and employees stop caring about the welfare of the employer. The second step is that the abused employee will get approval (normally implied) of their coworkers to commit deviant acts.^[6]

Workplace experiences may fuel the worker to act out. Research has been conducted demonstrating that the perception of not being respected is one of the main causes for workplace deviance; workplace dissatisfaction is also a factor. According to Bolin and Heatherly,^[7] "dissatisfaction results in a higher incidence of minor offenses, but does not necessarily lead to severe offense". An employee who is less satisfied with his or her work may become less productive as their needs are not met. In the workplace, "frustration, injustices and threats to self are primary antecedents to employee deviance".^[8] Although workplace deviance does occur, the behavior is not universal. There are two preventive measures that business owners can use to protect themselves.^[^{citation needed}^] The first is strengthening the employee's commitment by reacting strongly to abusive supervision so that the employee knows that the behavior is not accepted. Holding the employee at high esteem by reminding them of their importance, or setting up programs that communicate concern for the employee may also strengthen employee commitment. Providing a positive ethical climate can also help. Employers can do this by having a clear code of conduct that is applied to both managers and employees alike.^[6]

Main article: Social undermining

Social undermining can arise from abusive supervision, such as when a supervisor uses negative actions and it leads to "flow downhill"; a supervisor is perceived as abusive.

Research has shown that "abusive supervision is a subjective assessment made by subordinates regarding their supervisors" behavior towards them over a period of time.^[9] For example, abusive supervision includes a "boss demeaning, belittling, or invading privacy of the subordinate.^[10]

Hostile attribution bias is an extra punitive mentality where individuals tend to project blame on others. Researchers wanted to see how hostile attribution bias can moderate the relationship between perceptions of psychological contract violation and subordinates' perceptions of abusive supervision. Undermining does arise with abusive supervision, which affects families and aggression; they believe that there is a stronger positive relationship between experiences of psychological contract violation and subordinates' reports of abuse. It suggests that when someone has a negative work environment, it will affect their emotional training ground where this would result in negative home encounters. The findings from this study show that abused subordinates' family members reported a higher incidence of undermining in their home. When this occurs, complications arise at both home and work. Workplace abuse may be spawning negative interpersonal relations in the home, which may contribution to a downward spiral of relationships in both spheres.^[11]

When a subordinate is being abused, it can lead to negative affect towards their family where the subordinate starts undermining their family members. The undermining can arise from displaced aggression which is "redirection of a [person's] harm doing behavior from a primary to a secondary target" (Tedeschi & Norman, 1985, p. 30). Family undermining arises from a negative work environment: when someone above you puts you down, one starts to think that one should be put down by one's family members.^[12]

Machiavellianism[

Main article: Machiavellianism in the workplace

In research, the presence of Machiavellianism was positively associated with subordinate perceptions of abusive supervision.^[13]

Context and outcome correlates

Abusive supervision has been investigated primarily in corporate and education contexts. In the corporate context, abusive supervision has been found to be negatively related to followers’ attitudes towards the leader, job satisfaction, job-related attitudes, justice, commitment, positive self-evaluation, and well-being. In addition, such corporate abusive supervision is positively associated with undesirable consequences such as follower resistance, turnover intention, counterproductive work behaviour, negative affectivity, and stress.^[14]^[15] In the education context, abusive supervision has been investigated in instructor-student relationships, and these studies found that such supervision is adversely related to anxiety and psychological well-being.^[16]^[17]^[18] Moreover, instructors' use of abusive supervision is associated with a range of affective, behavioural, and cognitive reactions from students.^[19]

References[edit]

1. ^ Tepper, B. J. (2000). "Consequences of abusive supervision". Academy of Management Journal. 43 (2): 178–190. doi:10.2307/1556375. JSTOR 1556375.

2. ^ Hoobler, J. M., Tepper, B. J., & Duffy, M. K. ( 2000). Moderating effects of coworkers' organizational citizenship behavior on relationships between abusive supervision and subordinates' attitudes and psychological distress. Paper presented at the annual meeting of the Southern Management Association, Orlando, FL.

3. ^ Inness, M; LeBlanc, M; Mireille; Barling, J (2008). "Psychosocial predictors of supervisor-, peer-, subordinate-, and service-provider-targeted aggression". Journal of Applied Psychology. 93 (6): 1401–1411. doi:10.1037/a0012810. PMID 19025256.

4. ^ Tepper BJ Abusive supervision in work organizations: Review, synthesis, and research agenda Journal of Management June 2007 Vol 33 no 3 P261-289

5. ^ Mitchell, M.; Ambrose, M.L. (2007). "Abusive Supervision and Workplace Deviance and the Moderating Effects of Negative Reciprocity Beliefs". Journal of Applied Psychology. 92(4): 1159–1168. doi:10.1037/0021-9010.92.4.1159. PMID 17638473. S2CID 1419014.

6. ^ Jump up to:^a ^b ^c James Larsen Abusive Supervision Article No. 309 Business Practice Findings

7. ^ Bolin, A.; Heatherly (2001). "Predictors of Employee Deviance: The Relationship between Bad Attitudes and Bad Behaviors". Journal of Business and Psychology. 15 (3): 405. doi:10.1023/A:1007818616389. S2CID 142780116.

8. ^ The past, present, and future of workplace deviance research. Bennett, Rebecca J.; Robinson, Sandra L.Greenberg, Jerald (Ed), (2003). Organizational behavior: The state of the science (2nd ed.), (pp. 247-281).

9. ^ Hoobler, J. M.; Brass, D. J. (2006). "Abusive supervision and family undermining as displaced aggression". Journal of Applied Psychology. 91 (5): 1125–1133. doi:10.1037/0021-9010.91.5.1125. PMID 16953773.

10. ^ Adams, S. H.; John, O. P. (1997). "A hostility scale for the California Psychological Inventory: MMPI, observer Q-sort, and Big-five correlates". Journal of Personality Assessment. 69 (2): 408–424. doi:10.1207/s15327752jpa6902_11. PMID 9392898.

11. ^ Andersson, L. M.; Pearson, C. M. (1999). "Tit for tat? The spiraling effect of incivility in the workplace". Academy of Management Review. 24 (3): 452–471. doi:10.5465/amr.1999.2202131.

12. ^ Hoobler, J. M.; Brass, D. J. (2006). "Abusive supervision and family undermining as displaced aggression". Journal of Applied Psychology. 91 (5): 1125–1133. doi:10.1037/0021-9010.91.5.1125. PMID 16953773.

13. ^ Kohyar Kiazada, Simon Lloyd D. Restubog, Thomas J. Zagenczyk, Christian Kiewitz, Robert L. Tang In pursuit of power: The role of authoritarian leadership in the relationship between supervisors’ Machiavellianism and subordinates’ perceptions of abusive supervisory behavior

14. ^ MacKey, Jeremy D.; Frieder, Rachel E.; Brees, Jeremy R.; Martinko, Mark J. (2017). "SAGE Journals: Your gateway to world-class journal research". Journal of Management. 43(6): 1940–1965. doi:10.1177/0149206315573997. S2CID 145636185.

15. ^ Schyns, Birgit; Schilling, Jan (2013-02-01). "How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes". The Leadership Quarterly. 24 (1): 138–158. doi:10.1016/j.leaqua.2012.09.001. ISSN 1048-9843.

16. ^ Goodyear, Rodney K.; Crego, Clyde A.; Johnston, Michael W. (1992). "Ethical issues in the supervision of student research: A study of critical incidents". Professional Psychology: Research and Practice. 23 (3): 203–210. doi:10.1037/0735-7028.23.3.203. ISSN 1939-1323.

17. ^ Hobman, Elizabeth V.; Restubog, Simon Lloyd D.; Bordia, Prashant; Tang, Robert L. (2009). "Abusive Supervision in Advising Relationships: Investigating the Role of Social Support". Applied Psychology. 58 (2): 233–256. doi:10.1111/j.1464-0597.2008.00330.x. ISSN 1464-0597.

18. ^ Balwant, Paul (2019). "The dimensionality and measurement of destructive instructor-leadership" (PDF). International Journal of Leadership in Education. 23 (2): 152–174. doi:10.1080/13603124.2018.1543803. S2CID 149849506.

19. ^ Balwant, Paul (2015). "The dark side of teaching: destructive instructor leadership and its association with students' affect, behaviour, and cognition". International Journal of Leadership in Education. 20 (5): 577–604. doi:10.1080/13603124.2015.1112432. S2CID 146817704.

Workplace

High absenteeism in the workplace may be indicative of poor morale, but absences can also be caused by workplace hazards or sick building syndrome. Measurements such as the Bradford factor, a measurement tool to analyze absenteeism which believes short, unplanned absences effect the work group more than long term absences, do not distinguish between absence for genuine illness reasons and absence for non-illness related reasons. In 2013, the UK CIPD estimated that the average worker had 7.6 absent days per year and which cost employers £595 per employee annually.^[2] Measurement methods are not exact and all encompassing, resulting in skewed results depending on variables being observed.^[3] As a result, employees can feel obliged to come to work while ill, and transmit communicable diseases to their co-workers. This leads to even greater absenteeism and reduced productivity among other workers. View the latest trends in health-related workplace absenteeism in the United States.

Work forces often excuse absenteeism caused by medical reasons if the employee provides supporting documentation from their medical practitioner. In Poland, if employees themselves, or anyone under their care including children and elders, falls ill, sick leave can be applied.^[3]

The psychological model that discusses this is the "withdrawal model", which assumes that absenteeism represents individual withdrawal from dissatisfying working conditions. This finds empirical support in a negative association between absence and job satisfaction, in particular, the satisfaction with the work itself. Factors attributed to absence from work can include stress, family related concerns, work culture, the employees ability to do the job, and supervisor-subordinate relationship.^[3]

Medical-based understanding of absenteeism finds support in research that links absenteeism for medical reasons with mental and behavioral disorders, diseases of the digestive system, neoplasms, and diseases of the genitourinary system. This excludes pregnancy, childbirth, and puerperium. The cost of this, in euros, is 7.43 billion per year for men and 9.66 billion for females (6.7 billion euro after taking out pregnancy, childbirth, and puerperium.)^[3] Research shows that over one trillion dollars are lost annually due to productivity shortages as a result of medical-related absenteeism. The line between psychological and medical causation is blurry, given that there are positive links between both work stress and depression, and absenteeism. Depressive tendencies may lie behind some of the absence ascribed to poor physical health, as with adoption of a "culturally approved sick role". This places the adjective "sickness" before the word "absence", and carries a burden of more proof than is usually offered.

Evidence indicates that absence is generally viewed as "mildly deviant workplace behavior." For example, people tend to hold negative stereotypes of absentees, under report their own absenteeism, and believe their own attendance record is better than that of their peers. Negative attributions about absence then bring about three outcomes: the behavior is open to social control, sensitive to social context, and is a potential source of workplace conflict.

One tactic companies use to combat unplanned absences is the notion of paying back unused sick time.^[1]

Managing

Absenteeism is a habitual pattern correlated with emotional labor and personal reasoning, but there are resolutions to finding ways to alleviate the cause. Kelley, et al. (2016) says stress accounts for twelve percent of absenteeism in the workplace a year, which is a matter in which the company needs to stay in communication with the employee and work towards a solution. A great example of finding progress is forming an employee assistantship program (EAP), which is "a strategy to help workers deal with issues outside of work that employees bring to the workplace" (Quinley, 2003). This not only involves stress, but other mental health factors that employees deem worthy of attention. EAP can help those employees bring a more positive attitude to work, which can allude to the creation of a positive workplace environment.

Another matter in which employees' absenteeism can be reduced is involving the employees' personal matters (i.e. children at home, ill family, etc.) and the willingness of the company to be flexible. Perfect attendance is hard to accomplish in the workplace. Outside matters always play factors in absences, which can be spontaneous and uncontrollable. Flexibility is a key factor when working a balanced business, and it's important for communication to flow effectively in the workplace.

Every company is different, and absence in the workplace should be limited. Effective communication can help in this effort to avoid problems in the workplace. Absenteeism not only affects the individual(s) work, but also the company from a group standpoint. Communication remains top priority when dealing with absenteeism. Communicating and willing to work together to achieve a common goal is a main reason that managing this pattern effectively are ways to avoid absenteeism in the workplace.

Planned vs unplanned

Planned absences from work include scheduled time off, retirement, and sabbaticals. These absences cause little to no disruption to work spaces because of the time given to work around the absence.^[1]

Unplanned absence from work is defined as leave that is not planned or predictable. It includes sick time off, injured time off, special circumstances, and absence without permission.^[1] Unplanned absences indicate an important factor of the health of the workplace, including employee satisfaction and commitment.^[1]

Workplace bullying

Nearly every workplace that has a bully in charge will have elevated staff turnover and absenteeism.^[4]

Narcissism in the workplace and Psychopathy in the workplace

According to Thomas, there tends to be a higher level of stress with people who work or interact with a narcissist, which in turn increases absenteeism and staff turnover.^[5] Boddy finds the same dynamic where there is a corporate psychopath in the organization.^[6]

In school

While occasional school absenteeism may not be problematic, excessive absenteeism has shown to have a negative impact. Students with poor attendance records are found to be at a disadvantage both academically and socially. Compared to their peers, these students are more at risk of academic under-performance and early school leaving. They are also at risk of having more restricted opportunities in terms of further education and employment, and are likely to experience social and emotional problems in adulthood.^[7] Missing school can be a habit-forming behavior and can be challenging to deal with despite growing awareness of the causes of absenteeism.

Research evidence suggests that early interventions are six times more likely to be successful than those after students' non-attendance has reached the persistent stage.^[8] Equally, there is normally one initial reason, referred to as "the trigger point", for the students' non-attendance. By the time students' absences have reached the persistent stage, there are at least several more reasons used to justify the action.

There are positive and negative reinforcements regarding student absenteeism. A positive reinforcement meaning that the student will receive either more attention from their parent or guardian, or receive tangible benefits from not going to school. A negative reinforcement meaning that the student is avoiding school. Dube and Orpinas conducted a study by surveying 99 upper-elementary and middle schools, targeting students with attendance problems. Three major profiles were identified from these students. Dube and Orpinas found that 17.2 percent missed school to avoid fear, anxiety problems, or escape from social or evaluative situations; 60.6 percent missed school to gain parental attention or tangible benefits; and 22.2 percent had no profile.^[9] All three groups significantly differed in mean scores for behavioral difficulties. Children who fit within multiple profiles had the highest level of behavioral problems, and children in the no-profile group had the lowest. Children with multiple profiles had higher mean scores on frequency of victimization and total number of traumatic or stressful events than did those in the other groups.

Although there are many theories to treating absenteeism, there is no universal treatment. There is however, a step by step process identified by Evie Bald, to manage absenteeism. This process includes identifying chronic absenteeism, identifying the reasoning behind the absences, work with families to address issues, and offer positive reinforcements if necessary.^[10]

· Tardiness

References

1. ^ Jump up to:^a ^b ^c ^d ^e "Workplace attendance and absenteeism" (PDF). The Australasian Faculty of Occupational medicine. December 1999. Retrieved 14 December 2017.

2. ^ CIPD. (2017). 2016 annual survey report of absence management. Retrieved from absence-management_2016_tcm18-16360.pdf.

3. ^ Jump up to:^a ^b ^c ^d Genowska, Agnieszka; Fryc, Justyna; Pinkas, Jaroslaw; Jamiolkowski, Jacek; Szafraniek, Krystyna; Szpak, Andrzej; Bojar, Bojar (2017). "Social costs of loss in productivity-related absenteeism in Poland". International Journal of Occupational Medicine and Environmental Health.

4. ^ Robert Killoren (2014) The Toll of Workplace Bullying - Research Management Review, Volume 20, Number 1

5. ^ Thomas, D (2010), Narcissism: Behind the Mask.

6. ^ Boddy, CR (2011), Corporate Psychopaths: Organizational Destroyers.

7. ^ Thornton, M., Darmody, M., & McCoy, S. (2013). Persistent absenteeism among Irish primary school pupils. Educational Review, 65(4), 488-501. doi:10.1080/00131911.2013.768599

8. ^ Reid, K. (2012). The strategic management of truancy and school absenteeism: finding solutions from a national perspective. Educational Review, 64(2), 211-222. doi:10.1080/00131911.2011.598918

9. ^ Dube, Shanta R. and Pamela Orpinas. "Understanding Excessive School Absenteeism as School Refusal Behavior." Children & Schools, vol. 31, no. 2, Apr. 2009, pp. 87-95. EBSCOhost

^ Blad, E. (2017). Schools Fight Back Against Chronic Absenteeism: Districts work to ensure students are in school. Education Week, 37(9), 5-8. See also	Corporation Employment Factory Job Office Organization Whistleblower
Templates	Aspects of corporations Aspects of jobs Aspects of occupations Aspects of organizations Employment

Categories:

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Industrial and organizational psychology

Working time

Workplace

This page was last edited on 23 November 2020, at 13:22 (UTC).

factors for consideration

Mergers and acquisitions destroyed the psychological contract that workers had a job for life. This led some people to search for more of a sense of inner security rather than looking for external security from a corporation.
Baby Boomers hitting middle age resulting in a large demographic part of the population asking meaningful questions about life and purpose.
The millennium created an opportunity for people all over the world to reflect on where the human race has come from, where it is headed in the future, and what role business plays in the future of the human race.

In the late 1990s, the Academy of Management formed a special interest group called the Management, Spirituality and Religion Interest Group. This is a professional association of management professors from all over the world who are teaching and doing research on spirituality and religion in the workplace.

TheoriesDifferent theories over the years have influenced the development of workplace spirituality.

Spiritual Leadership Theory (2003)^[2]: developed within an intrinsic motivation model that incorporates vision, hope/faith, and altruistic love
Social Exchange Theory (1964): which attempts to explain the social factors which affect the interaction of the person in a reciprocal relationship
Identity Theory (1991)^[3]: claims a connection between workplace spirituality and organizational engagement

Examples The International Center for Spirit at Work offers examples of workplace spirituality including:^[4]

"Vertical" spirituality, transcending the day-to-day and developing connectedness to a god or spirit or the wider universe. This might include meditation rooms, accommodation of personal prayer schedules, moments of silence before meetings, retreats or time off for spiritual development, and group prayer or reflection.
"Horizontal" spirituality, which involves community service, customer service, environmentalism, compassion, and a strong sense of ethics or values that are reflected in products and services. (Benefiel, 2005; Biberman, 2000; Fry, 2005; Giacalone & Jurkiewicz, 2003; June, 2006)

^ Fry, Louis W (Dec 2003). "Toward a theory of spiritual leadership". The Leadership Quarterly. 14 (6): 693-727.
^ "An Identity Theory Approach to Commitment". Social Psychology Quarterly. 54 (3): 239-251.
^ From the 2008 International Spirit at Work Award Application, p. 2).

兼併和收購破壞了工人終身工作的心理契約。這導致一些人尋找更多的內在安全感，而不是從公司尋求外部安全。嬰兒潮一代達到中年，導致很大一部分人口提出關於生活和目的的有意義的問題。千年為全世界人民創造了一個機會，思考人類從何而來，人類的未來走向，以及商業在人類的未來中扮演什麼角色。20世紀90年代末，管理學院成立了一個特別利益集團，稱為管理、靈性和宗教興趣小組。這是一個管理教授的專業協會，來自世界各地，在工作場所進行靈性和宗教的教學和研究。理論多年來不同的理論影響了職場精神的發展。

精神領袖理論（2003）[2]：在一種內在動機模型中發展，該模型融合了遠見、希望/信仰和利他主義愛社會交流理論（1964年）：試圖解釋影響相互關係中人互動的社會因素身份理論（1991年）[3]：聲稱工作場所精神與組織參與之間有聯繫例子工作精神國際中心提供工作場所精神的例子，包括：[4] "垂直"靈性，超越日常和發展與神或靈或更廣闊的宇宙的聯繫。這可能包括冥想室、個人祈禱時程表的住宿、會議前的默哀、靜修或精神發展休息，以及集體祈禱或反思。"橫向"精神，包括社區服務、客戶服務、環保主義、同情心，以及產品和服務中反映的強烈道德意識或價值觀。

即使你無法理解它！1967年，美國宇航局葛籣研究中心的研究人員對飛機發動機噪音進行了測試噪音是不必要的聲音，被認為是不愉快，響亮或干擾聽力。從物理學的角度來看，雜訊與聲音是無法區分的，因為兩者都是通過介質（如空氣或水）的振動。當大腦接收和感知聲音時，這種差異就產生。[1][2]聲學噪音是聲學域中的任何聲音，無論是故意的（例如音樂或語音）還是無意的聲音。相比之下，電子元件中的噪音可能聽不到人耳的聲音，可能需要檢測儀器。[3]在音訊工程中，雜訊可以指產生發出聲響的不需要的殘餘電子雜訊信號。此信號雜訊通常使用 A 加權[4] 或 ITU-R 468 權重進行測量。[5]在實驗科學中，雜訊可以指任何阻礙對信號感知的數據隨機波動。[6][7]

內容• 1 措施• 2 錄製和複製• 3環境雜訊• 4調節o 4.1 美國o 4.2 歐洲• 5 健康效果o 5.1聽力損失預防• 6 個照明視圖• 7 也查看• 8 個參考• 9 進一步閱讀• 10 個外部連結

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