The Corruption of Ambition free essay sample

The Corruption of Ambition The desire for some sort of vigorous achievement: the longing for power, wealth, honor, and fame push many people to do great deeds but can urge others to do murderous acts. Those who strive to do the unthinkable just to satisfy their ambition often create devastating disasters. William Shakespeare’s The Tragedy of Julius Caesar illustrates how ambition urges people to do atrocious deeds. The ambition Caesar carries lead the conspirators to question whether he is an absolute ruler; they fear that Caesar can potentially become a tyrant, so they plot to overthrow him.During the Lepercal festivities a soothsayer came to Caesar saying, â€Å"‘Beware the ides of March,’ [Caesar replies to all] ‘He is a dreamer, let us leave him. Pass’† (829). Caesar’s ambition to become the most powerful man he can be leads to him thinking nothing can happen to him because of his high status; making him ignorant. We will write a custom essay sample on The Corruption of Ambition or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Ignoring this warning is an example of how his ambition causes ignorance; his ignorance leads to his death. Later on, when Caesar sees Cassius, he says to Mark Anthony, â€Å"‘Let me have men about me that are fat, sleek headed men and such as sleep a-nights. Yond Cassius has a lean and hungry look; He thinks too much; such men are dangerous’† (835). Caesar prefers sluggardly, healthy men that do not think much over those who are lean, hungry men that think too much; in other words Caesar prefers dumb men over smart men Saying that lean people who think too much are dangerous men is an example of how Caesar’s ambition can be tyrannical. After Caesar was offered the crown, Brutus asks Casca â€Å"‘Was the crown offered him thrice? ’ [Casca replies] ‘Ay, marry, was’t, and he put it by thrice, every time gentler than the other; and at every putting by mine honest neighbors shouted’† (836).This could be interpreted as being an act of humility. However, the truth is that Caesar’s malicious ambition continues to be demonstrated each and every time he meditates on whether or not to put the crown down. If Caesar would have been offered the crown once more surely he would have acc epted; this would have resulted in a tyrant ruler. Ambition is the primary motivating factor for the conspirators to rise up and plot Caesar’s murder. Brutus has great ambition to do what he believes is just for the people of Rome; realizing Caesar can be a potential threat to this justice, Brutus joined the conspirators in their plot to kill Caesar.Alone, Brutus explains to himself why Caesar must die: â€Å"‘It must be by his death; and for my part I know no personal cause to spurn at him, but for the general good’† (Act 2 Scene 1 Lines 10-12). Brutus will do what he believes is right for the people; even putting Caesar to death. The death of Caesar will bring an end to a possible tyrant and an end to any possible danger to the people. After Caesar’s murder, Brutus tells the people that the reason that he rose against Caesar was, â€Å"‘Not that I loved Caesar less, but that I loved Rome more’â€Å"(Act 3 Scene 2 Line 22).This exemplifies how Brutus’ ambition makes him an untrustworthy man by betraying Caesar. His great love for the people creates ambition in Brutus; urging himsel f to do anything for the good of the people of Rome. Continuing his speech, Brutus says, â€Å"‘As Caesar loved me, I weep for him; as he was fortunate, I rejoice at it; as he was valiant, I honor him; but, as he was ambitious, I slew him. ’† (Act 3 Scene 2 lines 23-25) Brutus slays Caesar because he is ambitious without ever realizing he himself is ambitious. He dies believing he did what was right for the people.Although Brutus killed Caesar for the good of the common people, Cassius killed him because of his hatred and jealousy toward Caesar. The hatred and jealousy Cassius has for Caesar grows into ambition for his death. After a talk with Brutus, Cassius explains to himself how he will persuade Brutus to become part of the Conspirators, â€Å"‘I will this night, In several hands, in at his window throw, As if they came from several citizens, Writings, all tending to the great opinion That Rome holds of his name; wherein obscurely Caesar’s ambition shall be glanced at’† (Act 1 Scene 2 lines 11-16).By persuading Brutus to become part of the conspirators, Cassius would have a very honorable man supporting them. The people of Rome would see that Brutus is on the conspirator’s side and they also would be in favor of Caesar’s death. Speaking on the injustice of what is Caesar, Cassius tells Brutus, â€Å"‘Why, man, he doth bestride the narrow world Like a Colossus, and we petty men Walk under his huge legs and peep about To find ourselves dishonorable graves’† (833). The jealousy that possesses Cassius exemplifies his ambition to be equal to Caesar.The ambition within Cassius drives him to expose to Brutus the unrighteous side of Caesar; Cassius does this because he wants Brutus to join the conspirators in their plot to kill Caesar. Cassius continues a speech he hopes will push Brutus in the conspiracy: â€Å"‘Men at some time are masters of their fates. The fault, dear Brutus, is not in our stars But in ourselves, that we are underlings’† (833). Brutus was ultimately swayed into pursuing the murder of Caesar; it was all in the apparent na me of justice. However, the truth again, lay in the evil and self serving ambition exemplified throughout Shakespeare’s The Tragedy of Julius Caesar. Truly the many atrocious deeds demonstrated in The Tragedy of Julius Caesar are caused by the corruption of ambition. As ambition grows, the earnest desire for an achievement, honor, wealth, and power becomes a highly motivating factor in oneself. As Rebecca Miller once said â€Å"Ambition can be a disease, and it feeds on itself. †

Pygmy goats essays

Pygmy goats essays The goat was domesticated in Iran around 10,000 years ago. Historians think they were the first domesticated animal, partly because they are so adaptable to live just about anywhere in any type of environment or climate. In fact, Goats are depicted in Paleolithic art. It is known that the goats were so valuable to humans that they were eventually used as a form of currency. They belong to the same family as the sheep and the lama. A species of goat is the pygmy goat. Also known as the, African Dwarf, Djallonke, Dwarf West African, Forest goat, Fouta Djallon, Grassland Dwarf, Chevre naine de Savanes, Guinean, Guinean Dwarf, Pygmy, Tibetana, Cameroon Dwarf, Chevre de Casamance, Diougry, Chevre naine de l'est, Kosi, Nigerian Dwarf, or as most of us would say, little goats or mini goats. Originated in the Middle East and Africa, it is believed the small size of the African Pygmy Goat allows it to survive in lands unsuitable for sheep and cattle. Domestic goats are found worldwide. They are small for two reasons. They were mainly bred for their small size and also because the extreme heat and harsh conditions of the desert stunted their growth. They were imported into the United States by Lutz Ruhe for display in zoos in the late 1950's. They are becoming increasingly popular as pets and are mostly raised for show and personal enjoyment in the U. S. Goats are mainly used for their meat, wool, and milk. The pygmy goat produces a surprisingly large amount of milk for their small size. Although most people in America dislike goat milk, cheese and other goat products, they are more popular than cow products through out the rest of the world. Goats milk is lower in cholesterol, higher in calcium, vitamin A and B and phosphorus. Goats wool is also used through out the world for clothing and other fabrics. If they are domesticated, the female is the nanny or if they are wil ...

International Human resources Management Essay Example | Topics and Well Written Essays - 1500 words

International Human resources Management - Essay Example This shift is reflected in the differences in training and development (T&D) practices with respect to 1) the purpose of T&D, 2) the focus of T&D, 3) strategies and methods of training, and 4) training content. MULTINATIONAL STRATEGY. The main purpose of training and development is for managers to develop a cognitive understanding of many possible issues and problems that includes such as cost reduction, sources of relative production efficiency, interpretation of roles, policies and rules and also to maintain the normal situation such as to enhance the efficiency of existing operations (Tichy, 1993). Training is the same as the Human resource function where it serves as a backup support to the main controls such as financial controls and making budgets, organizational design and structure and making of a strategic plan that works. The training and development is concentrated on local and regional efforts (Briscoe, 1995; Dowling, Schuler & Welch, 1994). The scarceness of money is made available for more globally complete, and also very expensive, training costs. The more extensive global training opportunities will be focused on the financial control managers, those auditors and controllers in order to monitor costs and revenue flows in many subsidiaries in manycountries (Lessard, 1997). Strategies and Methods. The multinational firms will concentrate its trainings by providing relatively discrete training investments and actions for individuals or small groups over time periods that are short. The training includes applying low-risk simulation activities to enact behavior changes on such a superficial range, the strategic manager will seek to develop skills relevant to the main cultures of interest (Tichy, 1993).Therefore, multinational trainings and developments are shown with extensive use of case-studies or simulations in environments within the classroom, country handbooks, language training, the company internal counseling on legal and finance subjects. This includes meetings with many repatriated managers and others(Briscoe, 1995; Tichy, 1993). Content. Trainings and developments include marketing, distribution,budgeting, manufacturing, headcount, dominate multinational training curricula, finances, etc., (Tichy, 1993, p.210).Because of the cost containment and rationalization emphasis here, efficiency of operation is at a premium. TRANSNATIONAL STRATEGY. Purpose. The main objectives of the firm are very complex and also very challenging as compared to the multinational firm. The main benchmark is to identify and develop a select group of managers who can define and answer brilliantly major organizational problems and also they must transform significant organizational systems and processes(Tichy, 1993). The transnational mind makes it a requirement to be structural and planning forms of control under the multinational strategy. The managers must be collaborative, multi

Rana Plaza Factory Collapse Case Study Example | Topics and Well Written Essays - 2000 words

Rana Plaza Factory Collapse - Case Study Example Bangladesh witnessed the deadliest Rana Plaza factory collapse in which more than 1000 factory workers were killed (BBC News Asia, 2013). On April 24, 2013, Rana Plaza factory, situated in Savar District of Dhaka, Bangladesh, collapsed for unknown reasons, killing more than 1,021 factory workers in which bodies of many dead workers were decomposed; the main reason behind the higher death toll was caused by the presence of many factories in the Rana Plaza at the time of collapse; similarly, the absence of respect for human lives can be gauged by the fact that the same building was evacuated a few days as some reports highlighted cracks in the building; later on, the factory workers were ordered by the factory owners to return to their work (BBC News Asia, 2013). This single event has highlighted weaknesses, negligence, and incompetence on the part of factory owners and related government departments authorized to ensure the safety and security of workplace environments, especially in densely populated areas. At the same time, it can also be highlighted that the role of workers cannot be undermined as they are main stakeholders.This situation has raised a number of ethical questions: Did the factory owners fulfill their legal and moral duty and role for protecting and safeguarding the lives of their workers? Did they provide enough safety and security measures? Did the related government departments or agencies ensure industrial compliance with the related code of conduct? KantianismKantianism is based on the system of wrongness or rightness of actions (Wood, 2008). Kantianism refers to respecting individuals with dignity and identifies them as ends (Gardiner, 2011). And, it has also been contended that the moral values should not be influenced by the contingency because when it affects actions, the outcome will also be influenced (Patrone, 2005). This ethical framework has numerous perspectives; each has its own rightness or wrongness.

HIPPA and Technology Essay Example | Topics and Well Written Essays - 250 words

HIPPA and Technology - Essay Example iii. â€Å"Technologies that address the needs of children and other vulnerable populations.† HIPAA allows for technology that will address the needs of vulnerable people; iPhones and iPads may help to reach them since they may find it hard to reach various health institutions. The new changes in HIPAA regulations state that the sale of protected health information must not involve a disclosure of protected health information. An entity may not reveal protected health information unless the law compels the release of information or when required by the Secretary. The article â€Å"How might the iPad change healthcare† notes that the iPad will bring a revolution in the health care sector since sharing of health related information will be very easy. The article â€Å"Identification of iPhone and iPad Applications for Obstetrics and Gynecology Providers† believes that it may be very hard to design gadgets that will address issues that pertain to obstetrics and gynecology. Breach Notifications: Formerly, notifications were needed when a data breach posed any harm. Today, it is required to inform the Department of Health and Human Services once unsecured data is breached. Department of Health and Human Services Office for Civil Rights (2006). HIPAA Administrative Simplification. Retrieved on May 26, 2015 from

Definition of Expatriate Failure

Definition of Expatriate Failure Understanding what expatriate failure is and minimising the risk of it occurring is important to multinational companies.  Ã‚  Discuss. Introduction Staffing in Multinational Company (MNC) is a challenging but crucial and strategic issue to international human resource management (IHRM) (Graigner Nankervis, 2001). According to Edstron and Galbraith (1977), MNCs may decide to use international staffing for three major reasons. First, the lack of suitable and qualified resources in the host country national (HNCs); second, a mean for management development and third, a way to establish control and coordination among the subsidiaries. A fourth reason, increasing knowledge transfer among the subsidiaries, was added later (Bonache et al. 2001 and Hocking et al. 2004). There are four major categories or practices for MNCs staffing: ethnocentric, polycentric, geocentric and regioncentric (Perlmutter, 1969 and Heenan Perlmutter, 1979 as cited in Dowling et al., 2008, p.80). In general, a multinational company can select several different approaches to international staffing. It may recruit from the local country (HCN), or from the pare nt country (PCN) or from a foreign subsidiary (TCN) (Dowling et al 2008, p.80). The IHRM literature has an extensive amount of research that has studied the field of international staffing and expatriates, their effectiveness (Dowling Wetch 2004 as cited in Nanda Kumar 2012, p.58), associated costs (Dowling et, al. 2008, p.81) and return on investment, compensations, performance, expatriates adaptation in the local countries, challenges and issues and failure. Effectiveness of expatriate assignments International assignments are very costly as they are estimated at millions of dollars annually (Collings, Scullion, Dowling 2009). Consequently, the effectiveness, utility and viability of expatriates assignments and international staffing have been questioned (Dowling et, al. 2008). Collings and his colleagues (2007) have addressed this issue by identifying five aspects: supply side issues, demand side issues, expatriate performance and expatriate failure, performance evaluation, cost and career dynamics. Recently, Return on Investments (ROIs) à ¢Ã¢â€š ¬Ã¢â‚¬Å"both individual and corporate, instead of costs, have been used to evaluate their effectiveness (McNulty Tharenou 2005; McNulty, De Cieri Hutchings 2013). Expatriate Failure Definition In its simplest term, expatriate failure could be defined as premature return. However, Harzing (1995, p.2) argues that this definition might be very inadequate way to measure expatriate failure, as the ones who stay but failed to achieve expected performances are more damaging to the organisation. According to Lee (2007), it should also include the expatriates that failed to adapt, to learn new things or to meet expected performance standards. Bruning and McCaughey (2005) argue that it amounts to an expatriates premature return from the international assignment or under-performance whilst conducting the assignment. Harzing and Christensen (2004, p.7) defines expatriate failure as the inability of [an] expatriate to perform according to the expectations of the organisation. This definition include both under-performance during the international assignment including premature return and the inappropriate repatriation à ¢Ã¢â€š ¬Ã¢â‚¬Å"permanent departure or dysfunction after return (i bid, p.7). As the objective is to successfully complete the international assignment, a broad definition of expatriate failure should be considered. Failure Rates In the recent years, many studies have reported high rates of expatriate failures. For example, around 10 to 20% of the US expatriates returned prematurely while 33% of the ones who stayed had poor performance standards (Black and Gregersen 1997). A survey of global trends in international assignments, by GMAC Global Relocation Services, National Foreign Trade Council (NFTC) and SHRM Global Forum (GMAC, NFTC SHRM) in 2004 shows that 7% of expatriates prematurely returned. However, as the cost of expatriates is relatively high (PriceWaterhouseCoopers 2006, as cited in Dowling et al 2008, p.81, others), a key issue in international staffing literature is expatriate failure and its cost. However, Harzing (1995, p.2), in The persistent myth of high expatriate failure rates argues that there is almost no empirical foundation for the existence of high failure rates when measured as premature reentry. Reasons for Expatriate Failure Many researches have addressed the issues of expatriate failure and attempted to identify identified the reasons that cause it. Some of these reasons are: the lack of cross-cultural adjustment by expatriates, their spouse or family and some dissatisfaction with the international assignments leading to poor performance. Around 10 to 20% of the US expatriates returned prematurely due to these reasons, while 33% of the ones who stayed had poor performance (Black and Gregersen 1997). Other reasons are due to poor selection, increased responsibilities and stresses and adjustment within the social context. Cross-Cultural adjustment When expatriates start international assignments in the host country, they and their families have to adjust to a new culture. They normally experience what is called a culture shock cycle as visualised in Figure 1 (Adler 2008). At the beginning, expatriates are very positive and excited about their assignments aboard, and about discovering new culture. But, after a period of few months, they enter the next phase until they reach the lowest point in the curve, known as culture shock. However, as the expatriates start to adapt to the new culture and feel more settled, the curve will go up again. Difficulties with Cross-Cultural adjustments are some of the major reasons for premature return of expatriates or their families (Black and Gregersen 1997). A recent study (Abdul Malek Budhwar 2013) found a positive direct influence of the expatriates cultural intelligence with their work interaction and adjustments. Emotional intelligence was found by Gabel, Dolan Cerdin (2005) as having a significant correlation with specific performance and can be used predictor of cultural adjustment for success in international assignment. Figure 1. Culture shock cycle Poor Expatriate Selection Improper selection of the expatriates is another reason for expatriate failure. Despite their importance, technical and managerial skills are not for the only skills required for effective international staffing. More attention must be paid to interpersonal skills that help in cross-cultural adjustment (Lee 2007). Another important factor that should be taken into consideration is the employees motivation and feelings towards the assignment. With high motivation, they will consider the assignment aboard as an opportunity rather than a restraint in their career development (ibid). It is also important to consider the attitude of the spouse and children as well as their willingness towards moving and living aboard. For example, spouse resistance and family adjustment were among the highest critical challenges for expatriates (GMAC, NFTC SHRM 2004). Also, 47% of assignment refusals were due to family concerns (GMAC, NFTC SHRM 2004). Increased Responsibilities and Stresses Moving to another country and leaving family, parents, friends and comfortable environments behind causes stress. The amount of stress will increase with the cross-cultural adjustment as the expatriates would face ambiguous situations at work and outside work. Additionally, the new assignment may require higher level of commitment and responsibility leading to more stress. Balancing between work responsibilities à ¢Ã¢â€š ¬Ã¢â‚¬Å"locally and with headquarters à ¢Ã¢â€š ¬Ã¢â‚¬Å" on the one and family expectations on the other hand will increase pressure and stress (Brown 2008). Adjustment within the social context In order to achieve the expected performance and cope with the increasing stress, expatriates must adapt to the new working and living conditions. Studies have found that social contexts, such as positive social contact with local nationals and social networks, have positive influence on the expatriates adjustments, stress-coping, problem-focused and emotion-focused coping (McGinley 2008; Osman-Gani Rockstuhl, 2008). Costs of Failure Costs occur in any international assignment particularly when an expatriate prematurely returns home or fails to perform as expected. There are two types of costs, direct and indirect costs. Direct costs comprise the expatriates salary, cost of training especially during the pre-departure preparation, travel and relocation expenses. This cost could be between US$250,000 and US$1,250,000 (Briscoe 1995; Black Gregersen 1999; Abbottet al. 2006; all cited in Cole 2011, p.1505). However, indirect costs could be loss of customers and markets, damaging customer relationships, difficulties with host countrys government and authorities and the cost of replacement (Forster 2000; Cole, 2011). Avoiding or Minimising Expatriate Failure Managing the international resources is a major challenge, but it is an important factor in the success or failure of the MNC. Many factors can contribute to the failure of MNCs, including expatriate failures due to premature return or poor repatriation. MNCs must control and mitigate any kind of failure and crisis including expatriate crises. In order to avoid expatriate failure or minimise its risk, proper and suitable international human resource management policies and procedures should be in place. With such policies and procedures, IHRM can effectively and efficiently manage the international human resources. First, they can efficiently plan for the selection of expatriates; second, pre-departure can be better prepared; third, continuous communication with the expatriates while they are in their international assignment can be maintained, leading to better planning for their return to their home country with a proper position and job assignment; and fourth, repatriation can be effectively planed and implemented. Expatriate Selection In addition to technical and managerial skills, interpersonal skills that could assist in the cultural adjustment are very essential to the success of the expatriates in their international assignments (Clarke and Hammer (1995). A study by Tung (1987) across 80 US MNCs had identified four general categories which may contribute to expatriate success. These categories are (1) technical competence, (2) personality traits or relational abilities, (3) environmental variables, and (4) family situations. Later, by examining 15 organisations, Ronen (1989) as cited in Chew (2004) developed a model, for an effective selection, that consists of five categories: (1) job factors, (2) relational dimensions, (3) motivational state, (4) family situation, and (5) language skills. The job factors consist of technical skills as identified by Tung, familiarity with the operations of both headquarter and host country, managerial skills and administrative competence. The relational dimensions include tolerance for ambiguity, behavioural flexibility, non- judgementalism, cultural empathy and low ethnocentrism and interpersonal skills. Motivational state comprises belief in the mission, congruence with career path, interest in overseas experience, interest in specific host country culture and willingness to acquire new patterns of behaviour and attitudes. In family situation, willingness of a spouse to live abroad, adaptive and supportive spouse and stable marriages should be considered. Finally, host country language and non-verbal communication are very essential. Pre-departure preparation Once the expatriate has been selected, pre-departure preparation should take place. This preparation should prepare the expatriate for the assignment abroad and ensure her/his success in the international assignment (Mendenhall et al. 1987). Some of the activities that should be considered during this phase are career counseling, cross-cultural adjustment and languages. Career counselling for both the expatriate and accompanied spouse is very essential to the success of the expatriate in the international assignment (ref). Preparing the expatriate and his family for cross-cultural adjustment is very crucial especially if the expatriate is not familiar with the culture customs and work ethics in the host country (Weech 2001). In addition to cross-cultural training, language training, and some short academic programs in the host country could be very beneficial (Okpara Kabongo, 2011). A study by Shen and Lang (2009) examined the impacts of cross-cultural training (CCT) on expatriate performance in Australian MNEs, concluded that short-term assignments had a stronger impact on expatriates in term of cross-cultural adjustment. According to the survey of GMAC, NFTC SHRM, 2004, most companies (60%) provide formal cross-cultural training before assignments began with 73% of expatriates indicating that these trainings had great value. Keeping good communications with home company Continuous and good communications between the home company in general and HR personnel in particular from one side and the expatriates from the other side are very healthy and productive. Through these communications, the expatriates are kept aware about what going on in their home organisations, their performances, strategic decisions, re-organisations and potential opportunities when they return home. They also facilitate and make the readjustment and post-employment easier and smother. The Return of Expatriates One of the reasons for international assignment is to gain international and cross-cultural experience and knowledge; therefore it is very important for the MNCs to retain the employee after the international assignment has been completed. One of the major risks, associated with high costs, is the difficulty to maintain the expatriates upon their returns to the home country (Downes Thomas 1999). Considering these difficulties, expatriates need assistance to settle back in their home country. As part of the overall IHRM policies and procedures, repatriation programs must have been developed to tackle two major issues (1) career planning and (2) reverse culture shock (Hammer, Hart Rogan 1998). The GMAC, NFTC SHRM 2004 survey confirmed that 8% of the expatriates have left the company during the assignment while 13% within one year of returning and additional 10% within 2 years. Repatriation Agreement and Career Planning Another important factor to retain the expatriates after their return is to have a repatriation planning, preferably before the international assignment began (Latta 1999). Such planning should include a repatriation agreement that includes provision of a specified period of the assignment and a return incentive with an assurance of an acceptable job. For example, the GMAC, NFTC SHRM survey indicated that 86% held repatriation/re-entry discussion with 44% of had these discussions before departure and 23% under 6 months before return. However, only 24% had guarantees of employment at home country, 11% had guarantees for employment at another location and 68% had no guarantees for post-employment. Job guarantee, with comparable position or a promotion, is very crucial for the repatriation program to be successful. Reverse Culture shock Assisting the employee and his family to re-adjust into their home country and culture is very important. They make the employees fell that the company had taken care of them and acted to their best interests. Definitely, this will enforce the employee commitments and loyalty to the home company and helps maintaining these experienced resources and their international knowledge within the organisation. Alternative Assignments As MNCs are more and more faced with pressures to reduce costs and shortage and resistance of employees to move abroad for long-term assignments, Collings (2007) and his colleagues argue that international assignments are unsustainable. For them, MNCs might need to consider alternative and standard forms of international assignment. Some of these alternatives could be short-term assignments, commuter assignments, international business travel and virtual assignments. It is also essential that IHRM incorporate these emerging alternatives assignments into their policies and procedures. Conclusion Expatriate failure, either premature return, performing below expectation or inability to retain the expatriate after repatriation, is very common whining MNCs and it could be very costly. There are many reasons for expatriate failure. Cross-cultural adjustments for the expatriates, their spouse of their children are one of the most reasons for premature return. Additionally, poor expatriate selection that only considers technical and managerial skills with interpersonal skills is another reason. Added to them is stress caused by increased responsibility and balancing between work and family (Shih, Chiang and Hsu, 2010). Inability to maintain the experienced employees after repatriation is another risk. Improper repatriation program that take in consideration career planning and job guarantee after coming back home and reverse culture shock that help the expatriates and their families to readjust in their home country are ones of the major reasons. Expatriate failure can be avoided or minimised by (1) proper expatriate selection taking in consideration the interpersonal skills of the expatriates, the motivation of the candidates and the willingness of their spouses and families to live in the host country; (2) pre-preparation departure through careers counselling and cultural adjustments and language training for the employees and their families and (3) maintaining good and continuous communications with the employees while there are aboard and (4) having, as an integral part of IHRM processes and procedures, an repatriation program that take care of the employees and their families when they return home. Finally, the key challenge on avoiding or minimising expatriate failures is to have adequate and proper IHRM policies and procedures that ensure proper support for international assignment as well as repatriation.

The Character of Blanche DuBois in Tennessee Williams A Streetcar Named Desire :: A Streetcar Named Desire Essays

The Character of Blanche in A Streetcar Named Desire  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Blanche, Stella's older sister, until recently a high school English teacher in Laurel, Mississippi. She arrives in New Orleans a loquacious, witty, arrogant, fragile, and ultimately crumbling figure. Blanche once was married to and passionately in love with a tortured young man. He killed himself after she discovered his homosexuality, and she has suffered from guilt and regret ever since. Blanche watched parents and relatives, all the old guard, die off, and then had to endure foreclosure on the family estate. Cracking under the strain, or perhaps yielding to urges so long suppressed that they now could no longer be contained, Blanche engages in a series of sexual escapades that trigger an expulsion from her community. In New Orleans she puts on the airs of a woman who has never known indignity, but Stanley sees through her. Her past catches up with her and destroys her relationship with Mitch. Stanley, as she fears he might, destroys what's left of her. At the end of the play she is led away to an insane asylum. This is indeed the story of what happened to Blanche in the play but what flaws in her own character were to blame for her subsequent tragedy. Blanche is by far the most complex character of the play. An intelligent and sensitive woman who values literature and the creativity of the human imagination, she is also emotionally traumatised and repressed. This gives license for her own imagination to become a haven for her pain. One senses that Blanches own view of her real self as opposed to her ideal self has been increasingly blurred over the years until it is sometimes difficult for her to tell the difference. It is a challenge to find the key to Blanche's melancholy but perhaps the roots of her trauma lie in her early marriage. She was haunted by her inability to help or understand her young, troubled husband and that she has tortured herself for it ever since. Her drive to lose herself in the "kindness of strangers" might also be understood from th is period in that her sense of confidence in her own feminine attraction was shaken by the knowledge of her husband's homosexuality and she is driven to use her sexual charms to attract men over and over. Yet, beneath all this, there is a desire to find a companion, to find fulfilment in love.

Management Report Project on Work Performance

Abstract The objective of this research is to find out if there is any correlation between work performance and job satisfaction through a sample study of sales personnel working in different banks. Additionally, this research sought to understand whether job satisfaction is linked to both work motivation and employee’s perceived style of leadership by Managers. With the help of surveys and interviews conducted with the participants, it was established that job satisfaction was positively related with work productivity. Similar essay: Argyles Communication CycleWork motivation and employee’s perceived style of leadership were also established as positively related with employee job satisfaction. These findings suggest that to increase work productivity, managers may be required to elevate the level of job satisfaction in employees, which may be potentially accomplished via a participative approach to leadership and effective motivation of employees. However, as the study is correlational in nature, the limitations of the current research are indicated under Discussion. Literature ReviewRelationship between Job Satisfaction and Productivity The most-used research definition of job satisfaction is by Locke (1976), who defined it as â€Å"a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences†. There are other researchers and studies that support this notion of relationship between job satisfaction and productivity indicating that org anizations increasing job satisfaction is not only to benefit its employee but also for the organization financial advantages.As cited by Edward E. Lawler, job satisfaction is related to productivity as this comes from a path goal theory of motivation that has been stated by Georgopoulos, Mahoney and Jones, Vroom, Lawler and Porter. According to them, people are motivated to do things which lead to rewards that they value. In this case, a path-goal theory would predict that high satisfaction will lead to low turnover and absenteeism because the satisfied individual is motivated to go to work where his needs are being satisfied.As quoted by Dailey and Kirk, 1992, job satisfaction and organisational commitment share an inverse relationship with absenteeism and turnover intention, factors that can sharply cut bottom line. Adverse consequences include lower productivity and morale, and higher cost of hiring, retention and training. Thus, the reverse holds true whereby lower frequencies of absenteeism and turnover could lead to potentially higher contribution to organisational economic productive gains.In a research done by National Research Institute for one of the largest Food Services providers in the United States, it was suspected that employee satisfaction was the cause for high employee absenteeism, ruling out other tangible factors. Findings showed that low job satisfaction was evident; the National Business Research Institute (NBRI) Root Cause Analysis indicated that a gap existed between employees and the organization's short and long term goals, vision, and mission.Proposed recommendations from NBRI included several measures to relay management's strategic plans to the lowest-ranked employee and ensuring each and every employee’s daily activities were aligned according to such plans. Thereafter, subsequent employee survey results showed significant increases on employee satisfaction, enhancing Total Company Employee Satisfaction dramatically.Emplo yee Satisfaction Scores took a turn for the better, from a Weakness (below the 50th percentile of the NBRI Normative Database) to being Strength (above the 75th percentile of the NBRI Normative Database) in only six months. What’s more, employee absenteeism was reduced by more than 60%. With this correlation, Organ (1988) found that the job performance and job satisfaction relationship follows the social exchange theory in which employees’ performance constitute a giving back to the organization from which they get their satisfaction.Recognising the fact that low job satisfaction leads to low productivity, in turn aggravating organisational performance, it is imperative organizations assess the strength of the relationship between employee job satisfaction and productivity level because of underlying implications on redesigning certain aspects of work. A study was conducted by Shanu and Gole (2008) on the satisfaction level of 100 managers from 15 private manufacturing firms. A job satisfaction instrument assessing areas such as recognition, monetary remuneration, working conditions, nature of job, and future advancement was used.Then, these survey findings were compared with performance evaluations done by executives of assorted companies. In the wake of this, it was discovered that performance levels are consistent with high satisfaction scores. This is congruent with a review of 301 studies, revealing that job satisfaction bolsters up work performance, with a higher inclination towards professional jobs, compared to less complex jobs (see Saari & Judge, 2004). While there are studies to show this correlation, the present study was concerned with whether job satisfaction is significantly associated with performance in the economic aspect.In a study conducted on 42 manufacturing companies, Patterson, Warr, and West (2004) found that- holding other factors like company size, previous productivity, and industrial sector constant- productivity (fin ancial value of net sales per employee) is positively correlated to job satisfaction In another study, Herzberg et al. (1959) stated that (positive) satisfaction is due to good experiences, and that these are due to `motivators' – achievement, recognition, the work itself, responsibility and advancement.Dissatisfaction is due to bad experiences caused by `hygiene' factors – supervisors, fellow workers, company policy, working conditions, and personal life (Herzberg et al. , 1959). Therefore, it is unable to ascertain if job satisfaction is positively correlated with economic productivity or whether an inverse relationship exists. The present study seeks to reaffirm findings from the bulk of research in favour of the notion that satisfied employees are more labour productive. Relationship between Motivation and Job SatisfactionThe level of performance of employees relies not only on their actual skills but also on the level of motivation each person exhibits (Burney et al. , 2007). A motivational framework, built on the premise of how employees should be managed, affects job satisfaction. Herzberg's (1959) two-factor theory of motivation attributes ‘pay and benefits' to one of the hygiene factors, in that the exclusion of this causes job dissatisfaction (Hugh Greenway & Tim Runacre, 2008). As Argyle (1989) explains, positive job atisfaction is due to motivators such as achievement, recognition, the work itself, responsibility, and advancement, while dissatisfaction is due to bad experiences caused by hygiene factors such as salary, supervision, company policy, relations with fellow workers, and conditions of work. Lawler (1973) has a theory known as discrepancy theory which states that workers measure job satisfaction based on what they receive versus what they expect to receive, and a comparison in which an actual outcome level is lower than an expected outcome level would lead to dissatisfaction (Castillo & Cano, 2004).However, in another theory of motivation known as equity theory, it states that motivation is affected by workers’ perception of how fairly they are being treated, with employees evaluating their inputs/outcomes by comparing them with the inputs/outcomes of others (Castillo & Cano, 2004; Luthans & Doh, 2009). If the ratio of inputs to outcomes is similar to the inputs and outcomes of others, equity exists. Inequity exists when the ratio of inputs to outcomes is unequal to the inputs and outcomes of others (Castillo & Cano, 2004; Luthans & Doh, 2009).Job satisfaction is then associated with the perception of equity, while perceptions of inequity will result in dissatisfaction with this belief having a negative effect on job performance (Castillo & Cano, 2004; Luthans & Doh, 2009). The common factors shared by the different theories of motivation are the implication of a need for effective motivation in order to make employees satisfied with their jobs. Castillo and Cano (2004) examining in an ear lier study on 148 faculty members reported that all of the job motivator factors identified by Herzberg (1959) were moderately or substantially related to overall job satisfaction.Such findings shed light on how organisations can enhance productivity by considering provision of motivators such as recognition or improving on such motivators so as to heighten job satisfaction. In order to attain optimal profits, it is necessary to ascertain the link between motivation and job satisfaction through extensive foraging for substantial evidence. Most importantly, the present study will illustrate that existence of motivators to propel employees to reach for organisational goals has a favourable impact on labour productivity via enhancement of job satisfaction.Leadership Style and Job Satisfaction In an organisation, the performance of staff is not only affected by motivation and job satisfaction but it is also affected by the leadership style adopted by the organisation. Leadership is defi ned as a process through which others are influenced to channel their efforts in the direction of attaining their goals (Luthans & Doh, 2009). Organizational leadership sets the tone in the effectiveness of organizations, as well as plays a vital role in job satisfaction.Positive interactions among organisational leaders and members give rise to mutual respect, trust, and the ability to generate a sense of hope for the future- a much needed ingredient for job satisfaction to blossom from such relationships (Ackfeldt& Coote, 2005; Farh, Podsakoff, & Organ, 1990). Moreover, there is research that shows the existence of the relationship between leadership style and job satisfaction. The National Business Research Institute (2007), examining factors of job satisfaction, surveyed more than 15,000 employees, largely white collar, from all levels of participating organizations in the United States.Leadership is identified as the prominent factor contributing to job satisfaction, a phenomen on evident in organizations. There is a relationship between managers’ leadership styles and employees’ job satisfaction, illustrated in a sample of 814 employees of a national hospital. According to Rad and Yarmohammadian (2006), a strong correlation between leadership behaviours and job satisfaction prevails, citing that employee job satisfaction depends upon the style of leadership of managers.It was realised that a trend emerged from studying the sample group; a participative leadership style of managers dominates where this is a style of leadership in which subordinates are led through a reliance on task-oriented and people-oriented approaches. In Luthans and Doh (2009) findings, participative leaders adopt a non-authoritative tone, empowering employees, together with consulting with them, delegating responsibilities, and enabling mutual decision-making. As well, another study on the influence of leadership style on job satisfaction included 220 individuals coming from diverse industries like manufacturing, education, and overnment. Research findings showed a consistency with the earlier sample study, denoting that task and relational leadership style were positively associated with subordinate job satisfaction (Madlock, 2008). In all, it is essential to bear in mind that participative approach to leadership comprising task and relational behaviours may not be the best â€Å"one style fits all† style of management due to the vast differences among organization’s cultures, leaving one to engage in other styles of leadership where appropriate. (Yarmohammadian, 2006).Among other things, participative leadership is more popular in technologically advanced nations and may increasingly abound as countries mature economically (Luthans & Doh, 2009). Therefore, it is vital to further justify through the current study if job satisfaction increases via participative leadership style. If such a relationship is confirmed, it is assumed that job satisfaction shares a positive association with productivity; participative leadership by managers could potentially boost employee productivity. The Current StudyThe present study examined the relationship between job satisfaction and productivity where respondents are seventy-three employees working in 2 local and 2 foreign banks based in Singapore. The intent is to affirm if employees’ level of work motivation and managerial leadership style gives rise to varying levels of job satisfaction. The participants in the study were Relationship Managers recruited from the sales departments of the local banks, namely United Overseas Bank (UOB) and Post Office Savings Bank (POSB), as well as from the foreign banks Standard Chartered and Citibank N.A. The scope of work required by the employees across the different organizations was similar, with the Relationship Managers being responsible for revenue generation by selling financial products. These organizations were selected f or the present study to ascertain whether job satisfaction relates to employee economic performance in terms of labour productivity. In the banking sales sector, where productivity is measured in terms of financial value of net sales per employee, this provides a pecific measure of the construct and permit correlational analysis with job satisfaction scores, precisely the reason for the choice of the banking sales sector being the main subject of this present research. Three instruments assessing work motivation, leadership style of managers, and job satisfaction were given to the participants. Participants could respond freely to the survey questions according to their own perceptions. Every participant’s labour productivity figures were provided by the respective managers of the four sales departments.Lastly, the Method furnished additional details regarding the assessment instruments. Hypotheses It was anticipated that labour productivity would be positively associated wit h job satisfaction. It was also predicted that both work motivation and employees’ perceived use by managers of participative leadership would be positively related to job satisfaction. Method Participants One Hundred working adults, out of which 50 were females and 50 were males, aged from 21 to 40 (M= 30. 9 years, SD= 5. 37) constitute the respondents for this study.These respondents, each having worked in these banks from 1 to 10 years (M= 5. 41, SD= 2. 58), were chosen from the sales acquisition departments within the main branches of 2 local banks and 2 foreign banks based in Singapore. Materials The tools required for the purposes of the present study come in three different assessments. Firstly, using The Leadership Style Questionnaire by Northouse (2001) measures task and relational leadership style to collate a general leadership profile representative of the participative approach to leadership.According to Anderson, Madlock & Hoffman, 2006 (cited in Madlock 2008), this instrument has reported scale reliabilities ranging from 0. 92 to 0. 95, and comprises 20 items measuring task and relational leadership styles on a 5-point Likert scale (1= strongly disagree to 5= strongly agree). The second instrument, adapted from the Work Motivation Behavior Scale of the Akinboye’s 2001 Executive Behavior Battery, is a 15-item questionnaire incorporating a 4-point Likert scale (1= strongly agree to 4= strongly disagree).The third item measuring job satisfaction was rated by the 8-item Abridged Job in General scale (Russell, Spitzmtiller, Lin, Stanton, Smith & Ironson 2004, cited in Madlock 2008) that was based on a 5-point Likert scale response (1= strongly disagree to 5= strongly agree). The Abridged Job in General scale was reportedly said to have a reliability of 0. 87 (Russell et al. 2004, cited in Madlock 2008). Attached in Appendix 1, 2, and 3 respectively is a copy of the Leadership Style Questionnaire, the Work Motivation Instrument, and the Abridged Job in General scale.Apart from these data obtained from the research instruments, branch department mangers provided the labour productivity of each employee based on the financial value of the nets sales revenue per month per employee for the past 12 months. Procedure A telephone discussion with each of the four banks’ main branch’s sales acquisition departments’ managers on the possibility of conducting a study investigating the links between leadership style, employee motivation, and job satisfaction which in turn predicts productivity was done.After consenting to the terms of the research, the researcher scheduled a half hour for the employees of each of the four banks at a time convenient to them. Meanwhile, delivery of the informed consent form and instructions for the three assessments, packed in an envelope, was arranged to each participant. All participants were given an explanation regarding the nature of the research, including clearing any doubts they might have, pertaining to the research. Sealed envelopes containing the questionnaires completed and handed by the participants to the respective manager would be collected from the latter in a week’s time.On the same day of collection, the month-end financial net sales figures of each employee for the duration of the past 12 months were obtained from the managers in order to compute monthly mean sales revenue figures as an index of labour productivity for each participant Results A computation of statistics for each assessment tool was done. The mean of job satisfaction was 23. 88 (N= 100, SD= 2. 46), the mean work motivation score was 38. 76 (N= 100, SD= 3. 94), while the mean score of employees’ perception of leadership style was 83. 98 (N= 100, SD= 6. 10).Monthly financial net sales figures for the past 12 months of each participant were to yield mean monthly sales revenue figures after which the mean of the averaged monthly sales revenue figures of all participants was found to be 14,265. 62 (N= 100, SD= 2,653. 47). Simple regression regressed productivity on job satisfaction. Results show that job satisfaction was positively associated with productivity, accounting for 20. 04% of the variance in productivity (R= 0. 66, p; . 001). Through multiple regression analysis, it was found that motivation and perceived leadership style affected the varying levels in job satisfaction scores.Work motivation and perceived leadership style were both positively correlated with job satisfaction, accounting for 19. 5% (R= 0. 66, p; . 001) and 16. 26% (R= 0. 24, p; . 001) of the variance in job satisfaction respectively. Discussion The present study, conducted on a pool of white collar professionals, looked into the relationship between labour productivity and job satisfaction, as well as examined whether job satisfaction was associated with work motivation and employees’ perceptions of managerial leadership style.Results tabulated from th e survey which was measured utilizing self, peers or supervisor assessment indicate that job satisfaction was moderately correlated with labour productivity, a finding that lends support to the body of research suggesting that greater job satisfaction is indicative of higher work performance (Argyle, 1989; Saari & Judge, 2004; Shahu & Gole, 2008).However, even when the economic aspect of performance, or more specifically, of labour productivity was examined, average job satisfaction still indicates to be correlated significantly with performance, as consistent with Patterson M, 2004 study of 42 manufacturing companies indicating that company mean overall job satisfaction was significantly associated with and predictive of economic performance.However, even with the result that accounts for such relationship between work productivity and job satisfaction, it is difficult to infer that job satisfaction is the direct cause to that outcome. As it is widely known that correlation does no t equate to causation, it cannot be concluded with certainty that satisfied employees evidence greater productivity as a consequence of their being satisfied with their jobs, as the reverse could be true that productivity actually accounts for job satisfaction or a third variable could influence the outcome of the relationship between both.As for the third variable there is some evidence to suggest that redesigning jobs to enhance job features such as task identity, task significance, skill variety, autonomy, and feedback may increase job satisfaction (Argyle, 1989), as it has been proposed that such features provide job satisfaction (Hackman & Oldham, 1980, cited in Argyle, 1989). What can be extrapolated from the findings of the current study is that job satisfaction makes up a proportion of the variance in employee productivity.This implies that a focus on improving employees’ level of satisfaction with their jobs may elevate labour productivity figures. Motivation and Job Satisfaction The findings obtained from the present study suggest that work motivation is positively associated with job satisfaction. Most research has indicated moderate to substantial correlations between Herzberg’s (1959) job motivator factors and overall job satisfaction (Castillo & Cano, 2004) which is no surprise that there is a positive correlation between both.If motivators such as recognition, achievement, nature of the work, advancement and responsibility determine job satisfaction as purported by Herzberg (1959), then motivating employees via a focus on improving such aspects of a job may serve to make individuals more satisfied with their jobs. Castillo and Cano (2004) found that amongst the job motivator factors that were associated with job satisfaction amongst college faculty members, recognition best explained the variance among faculty members’ overall level of job satisfaction.Interestingly, Herzberg’s (1959) assumption that hygiene factors r elate to or determine dissatisfaction was supported, as it was found that the factor of working conditions was the least motivating aspect of faculty members’ jobs, implying that employees were least satisfied with the context in which their job was performed (Castillo & Cano, 2004).Management may thus need to seek out creative methods to motivate workers by providing opportunities for advancement, achievement, and through the cultivation of a sense of responsibility and autonomy as individuals are motivated to excel because of intrinsic needs such as achievement, recognition, self-development, and meaning derived from performing work. More importantly, what Castillo and Cano’s (2004) findings suggest is that work should provide recognition through acts of notice or praise by colleagues, superiors, and management to increase job satisfaction.In the studies that have reported relationships between job satisfaction and work performance, it has been noted by Argyle (1989) that the correlations are greater for employees in supervisory or professional jobs. Also, job satisfaction predicts performance, with the relationship being even stronger for professional jobs could be due to the possibility that in such jobs, job performance is less contingent on external pressures such as task speed or wage incentives and more on motivation (Argyle, 1989).To the degree therefore that work performance or productivity depends upon employees’ level of job satisfaction, motivation at work holds an indispensable role particularly with respect to white-collar professional jobs in terms of its potential influence on job satisfaction. To conclude if motivation directly determines job performance are well beyond the scope of the current study.Further research is thus warranted in this area that will permit inferences about whether work motivation causes job satisfaction or work performance, or whether job satisfaction instead influences motivation. Leadership Styl e and Job Satisfaction In the present study, leadership style was indicated to be positively related to employee job satisfaction. This finding is of value because it supports the research findings that indicate that leadership behaviour of managers has an important influence on subordinate job satisfaction (Madlock, 2008).It appears from the current findings that as the perceived use by employees of a participative style of leadership in which task-centered and people-centered approaches are combined to lead subordinates, employees are more satisfied with their jobs. Such a finding is of direct relevance to organizations because the present research has also indicated a link between employee job satisfaction and work productivity in such a manner that increased levels of job satisfaction are associated with increased labour productivity.Thus, the extension of the current research by investigating the link between employees’ perceived leadership style of managers and job sati sfaction provides organizations with a further area of focus to potentially maximize job satisfaction and thus to enhance performance of employees. Conclusion The organizational goal of helping employees find satisfaction in their work should be one of paramount importance, as it may be to the mutual benefit of the employer and employee. The present study suggests that employees tend to perform more productively when they are satisfied with their jobs.In order to capitalize on employee job satisfaction to potentially increase performance of employees, ways of maximizing job satisfaction may encompass managing workers by selecting a participative style of leadership, as well as by motivating employees by ensuring that relevant intrinsic needs such as recognition are fulfilled though appropriate restructuring of the job. Such endeavours may then be advantageous for organizations in terms of productivity gains in the likelihood that job satisfaction is improved upon. Appendix 1 LEADERS HIP STYLE AND WORKPLACE QUESTIONNAIREDirections: Think about how often your immediate supervisor engages in the described behaviour. For each item, select the number that best represents the behaviour that your immediate supervisor is most likely to exhibit. 1 Strongly disagree2Disagree 3Neutral 4Agree 5Strongly agree My immediate supervisor†¦ 1. Tells group members what they are supposed to do. 1 2 3 4 5 2. Acts friendly with members of the group. 1 2 3 4 5 3. Sets standards of performance for group members. 1 2 3 4 5 4. Helps others feel comfortable in the group. 1 2 3 4 5 5.Makes suggestions on how to solve problems. 1 2 3 4 5 6. Responds favorably to suggestions made by others. 1 2 3 4 5 7. Makes his or her perspective clear to others. 1 2 3 4 5 8. Treats others fairly. 1 2 3 4 5 9. Develops a plan of action for the group. 1 2 3 4 5 10. Behaves in a predictable manner toward group members. 1 2 3 4 5 11. Defines role responsibilities for each group member. 1 2 3 4 5 12. Comm unicates actively with group members. 1 2 3 4 5 13. Clarifies his or her own role within the group. 1 2 3 4 5 14.Shows concern for the personal well-being of others. 1 2 3 4 5 15. Provides a plan for how the work is to be done. 1 2 3 4 5 16. Shows flexibility in making decisions. 1 2 3 4 5 17. Provides criteria for what is expected of the group. 1 2 3 4 5 18. Discloses thoughts and feelings to group members. 1 2 3 4 5 19. Encourages group members to do quality work. 1 2 3 4 5 20. Helps group members get along. 1 2 3 4 5 Appendix 2 HOW MOTIVATED ARE YOU IN DOING YOUR JOB The following questions ask you how motivated you are in completing your job.Please indicate your response based on the following scale. (1 Strongly Agree to 4 Strongly Disagree) 1. You always put in your best effort in the things you do. 1 2 3 4 2. You exceed what you are suppose to accomplished 1 2 3 4 3. Your environment affects your mood in performing your task 1 2 3 4 4. You have a group of helpful colleagues th at make your work pleasant 1 2 3 4 5. Your pay is low so you perform at the minimum. 1 2 3 4 6. You work just to satisfy your basic needs 1 2 3 4 7. To have career advancement is important to you. 1 2 3 4 8.If you are lowly paid but given recognition for you work, you feel good. 1 2 3 4 9. You feel you are part of the organisation. 1 2 3 4 10. Do you feel enthusiastic about your current job. 1 2 3 4 11. Do you feel enthusiastic if you are given a new job scope 1 2 3 4 12. Are you looking forward to achieve the organisation goal. 1 2 3 4 13. You feel discourage when you are asked to perform a new task 1 2 3 4 14. You feel that you are important to the organisation 1 2 3 4 15. Overall, you feel the organisation plans for your future. 1 2 3 4Appendix 3 HOW SATISFIED ARE YOU WITH YOUR JOB QUESTIONNAIRE The following questions ask you about how you feel about your job at work everyday and how satisfied are you. Please indicate your agreement or disagreement on the following statements by indicating your appropriate response based on the following scale. 1 Strongly disagree2Disagree 3Neutral 4Agree 5Strongly agree 1. At this very moment, I am very enthusiastic about my work. 1 2 3 4 5 2. Right now, I feel fairly satisfied with my present job. 1 2 3 4 5 3. At present, each moment at work seems like it will never end. 1 2 3 4 5 4.At this moment, I am finding enjoyment in my work. 1 2 3 4 5 5. Right now, I consider my job rather unpleasant. 1 2 3 4 5 6. My job gives me a sense of achievement. 1 2 3 4 5 7. The amount of support and guidance I receive from my supervisor. 1 2 3 4 5 8. The overall quality of the supervision I receive in my work. 1 2 3 4 5 References FACTORS EXPLAINING JOB SATISFACTION AMONG FACULTY Jaime X. Castillo, Extension Specialist New Mexico State University Jamie Cano, Associate Professor The Ohio State University Journal of Agricultural Education 1) Locke, E. A. (1976). The nature and causes of job atisfaction. In M. D. Dunnette (Ed. ), Handbook o f industrial and organizational psychology (pp. 1304). Chicago: Rand McNally. 2) Organ, D. W. (1988). Organizational Citizenship Behavior – The Good Soldier Syndrome. (1st ed. ). Lexington, Massachusetts/Toronto: D. C. Heath and Company. 3) Herzberg, F. , Mausner, B. and Snyderman, B. B. (1959), The Motivation to Work. New York: Wiley. 4) Fred Luthans and Jonathan P. Doh, (2009), ‘International Management, Culture, Strategy, and Behavior 7th edition’, Mcgraw Hill, New York 5) http://www. nbrii. com/Employee_Surveys/Satisfaction. html 6) Dailey, R.C. and Kirk, D. J. (1992), â€Å"Distributive and procedural justice as antecedents of job satisfaction and intent to turnover†, Human Relations, Vol. 45, pp. 305-17. 7) West, M. and Patterson, M. (1998), â€Å"Profitable personnel†, People Management, Vol. 4, pp. 28-31. 8) Grant, L. (1998), â€Å"Happy workers, high returns†, Fortune, p. 81. 9) Hian Chye Koh, El'fred H Y Boo feb 2001. The link betwe en organizational ethics and job satisfaction: A study of managers in Singapore, Vol. 29, Iss. 4; p. 309 10) Ackfeldt, A. , & Coote, L. V. (2005). A study of organizational citizenship behaviors in a retail setting.Journal of Business Research, 58(2), 151-159 11) Farh, J. , Podsakoff, P. M. & Organ, D. W. (1990). Accounting for organizational citizenship behavior: Leader fairness and task scope versus satisfaction. Journal of Management, 16(4), 705-721. http://proquest. umi. com. eproxy. ucd. ie/pqdweb? index=5&did=1674096061&SrchMode=1&sid=3&Fmt=6&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1277568831&clientId=13279 12) Ali Mohammad Mosadegh Rad, Mohammad Hossein Yarmohammadian, (2006) â€Å"A study of relationship between managers' leadership style and employees' job satisfaction†, Leadership in Health Services, Vol. 9 Iss: 2, pp. 11 – 28 13) Paul E Madlock. The Journal of Business Communication. Urbana: Jan 2008. Vol. 45, Iss. 1; p. 61 Fishing for the right people Hug h Greenway, Tim Runacre. Training Journal. Ely: Mar 2008. pg. 41, 4 pgs Burney, L. and S. K. Widener. 2007. Strategic performance measurement systems, job- relevant information, and managerial behavioral responses – Role stress and performance. Behavioral Research In Accounting (19): 43-69. Shadare Oluseyi . A, Hammed, T. Ayo 2009 â€Å"Influence of Work Motivation,

Hypnosis Essays - Hypnosis, Hypnotherapy, Trance, Animal Magnetism

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Controlling Extraneous Variables in Research - Coursework Example They do it based on the rational analysis and past occurrence. After spotting the extraneous variables, they can be regulated through grasping a variable steady. Another way of controlling the extraneous variables is through building a consistent environment and system to ensure that all variables are equal in every condition. Researchers have also embarked on random assignments where a group of researchers takes part in the same research. In random research, different researchers or groups are assigned to perform the task where a mathematical theory is applied to conduct the research. Â  In the article, a hypothetical construct has been identified as an extraneous variable, it is not seen directly. However, there are dimensions that have been formed to help learn hypothetical constructs in a more systematic way. Researchers use different techniques to address the issues related to the extraneous variables such as standardization that is mostly used in survey analysis. Researchers also ensure those extraneous variables are kept the same for all the research parts. It also requires the researchers to be aware of the extraneous variable especially throughout the design phase and be able to control it. Balancing the variable across the research stages also reduce the chances for the influence of the research by an extraneous variable. The balancing enables comparison between the research groups and stages.

A Review of Immidration Policy Research Paper Example | Topics and Well Written Essays - 1750 words

A Review of Immidration Policy - Research Paper Example America is affected by immigration and is the state with the largest number of immigrants. The government is working in outlining guiding principles that will control the immigration in the country. Immigration has both negatively and positively affected the country. America’s immigration policies are created to control the number of individuals coming in and out of the country. Immigration Preemption, Federal Plenary Power, Employer sanctions on Immigration and E-Verify are four subjects that highlight immigration policy in America. Immigration Preemption The problems regarding America’s immigration policy engage in criminalizing of immigration laws to dispirit the illegal passage of the boundary without the states permission. Immigrants in America that are unlawfully staying will face judgment for unlawfully existing in the country. The creation of the acts and laws are to discourage the individuals who are not documented and to stay in the country. It is predicted th at few states and local immigration policies will be preempted by INA. The state governments are allowed to determine whether a person is lawfully or unlawfully allowed in the country by the second provision of SB 1070. Exclusionary immigration laws were difficult to find the unlawful settler in America. Arizona laws use state and local officials such as local police administrator to search and hunt down the illegal immigrants. The state laws are using discriminatory way of making laws aim at the immigrants crossing the border. The conflict between the federal and state law is because of the effectiveness it has in regulating the undocumented settler. The state and localities are given the ability to suspend and arrest employers that employ the immigrant workers. The increasing problem that exists between the federal and state laws is because of nationalization clause and states. Laws that interfere and conflict with the federal immigration regulations and policies are under preempt ion doctrine. Hence, the challenges facing the two authoritative groups are caused on the effectiveness it has in controlling the illegal immigration. The constitution does not go into detail in distinguishing the federal and state laws in defining the laws. Immigration in America has raised many debates that concern the security and populace of the country (McKanders, 2011). State law that interferes with the constitution is not imposed in regulating illegal migration in the country. Federal law is capable to preempt the state law when it is necessary by the following steps; through obscuring clash preemption, articulating preemption, and obscuring turf preemption. Federal immigration and state laws find it difficult in defining the immigrant’s employment. The state of law has the responsibility in ruling the housing and service for the aliens. The government and the constitution explain and try to solve the conflicts between the federal and state laws. There are policies th at are formed to guide immigration of people across the border in America. The problems faced by the state, and the immigrants are watched out and solved by the federal. State laws are faced with the threat of being preempt. Immigration emphasizes also in overturning the state and federal laws. The congress was not allowed to replace and remove the state law from issuing out guidelines for immigrants in the city. Federal Plenary Power Federal law has matured from a foreign policy into