Manage Human resources free essay sample

1. Outline the difference between strategic plans and operational plans Strategic plans are the long term plans and goals of an organisation, whereas operational plans are shorter term; more about detailing the day to day operations of the organisation. Operational plans need to keep the strategic goals in mind so that the organisation will reach their longer term goals. HR requirements are necessary both in strategic and operational plans. Within operational plans, the HR strategies are important to enable the employees and human sector of the organisation to function appropriately. The human element of an organisation must be aware of their roles, adequately trained and treated fairly to ensure they carry out operational tasks. This, is turn, enables the strategic plans to work. 2. Explain how performance management works Performance management is successful when the expectations and obligations of employees align with the strategic plan of the organisation. Performance management should ensure that employees’ behaviour and outputs are consistent with the long term goals of the organisation and that the two complement each other. We will write a custom essay sample on Manage Human resources or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page If an employee is not meeting the objectives set out by the strategic and operational plans, then it is up to the HR manager to performance manage the employee to fit into these plans or seek employment elsewhere. Therefore, performance management is not only a way to ensure that employees are supporting the organisation towards its strategic goals, but also a way in which an employee can develop skills and learn more about their own career goals. 3. Why do HR personnel need to be aware of relevant legislation? There is a lot of legislation which HR personnel need to be aware of and it is important that it is enforced and taken into account when making HR decisions. Employees need to be treated fairly and have confidence in the organisation that they work for. This can be ensured if the relevant employment and workplace legislation is followed. If this legislation is not followed, it can also be costly for the organisation in the form of fines and compensation. The legislation which applies to human resource operations are: Fairwork Act 2009 National Employment standards Long service leave act Superannuation legislation Taxation legislation and fringe benefits Workplace Health and Safety Anti-discrimination legislation Workers compensation The Fair Work Act 2009 establishes a safety net of employee entitlements with the National Employment Standards (NES) and modern awards. In some cases, an employee’s entitlements change to meet the minimum entitlements under the NES, which prevail over any instrument (including former State awards and State agreements) that is less beneficial than the entitlements under the NES. This means that if an employee is covered by an award, agreement, former State award or State agreement or contract of employment, it cannot provide less than the NES entitlements. Rules relating to other employment matters governed by the Fair Work Act 2009 also apply to those employers and employees new to the national system from 1 January 2010. This includes (but is not limited to): 1 termination of employment 2 enterprise bargaining 3 industrial action 4 right of entry 5 general protections 6 record-keeping requirements. 4. What is the aim of WHS legislation and what responsibilities does it place on employers? The Occupational Health and Safety Act 2004 is the legislative and administrative measures to improve occupational health and safety in Victoria. The Act sets out the key principles, duties and rights in relation to occupational health and safety. The general nature of the duties imposed by the Act means that they cover a very wide variety of circumstances, do not quickly become outdated and provide flexibility to determine what needs to be done to comply. As an employer you must provide a safe and healthy workplace for your workers and contractors. This includes: providing and maintaining safe plant(such as machinery and equipment) and safe systems of work (such as controlling entry to high risk areas, controlling work pace and frequency and providing systems to prevent falls from heights) implementing arrangements for the safe use, handling, storage and transport of chemicals (such as dangerous goods and other harmful materials) maintaining the workplace in a safe condition (such as ensuring fire exits are not blocked, emergency equipment is serviceable, and the worksite is generally tidy) providing workers and contractors with adequate facilities (such as clean toilets, cool and clean drinking water, and hygienic eating areas) making sure workers have adequate information, instruction, training and supervision to work in a safe and healthy manner. An employer must also: adequately monitor your workers health (such as providing hearing tests for workers exposed to high noise levels, providing blood tests for workers exposed to lead and monitoring fatigue levels of transport and other workers) keep information and records relevant to your workers health and safety (such as records of biological monitoring, asbestos assessments, first aid records and relevant medical information) employ or engage people with the necessary qualifications or expertise to advise you on health and safety issues affecting your workers Consult with employees on matters that may directly affect their health, safety or welfare. Where the employees are represented by a health and safety representative (HSR), the HSR must also be involved in the consultation nominate a senior management representative (or yourself) to deal with workers and their health and safety representatives in resolving health and safety issues at the workplace provide your workers with information in the appropriate languages about your workplace health and safety arrangements, including the names of those to whom the workers can make an inquiry or complaint. When hiring new employees you should inform them, in writing, of the nature of the work and ask if they have any pre-existing injury or illness that may be affected by the work. You should also inform them, in writing, that failing to notify or hiding a pre-existing injury or illness which might be affected by the nature of the proposed employment, could result in that injury or illness being ineligible for future compensation claims. Employers must ensure that other people (such as their customers, visitors and the general public) are not endangered by the conduct of your business (for example, by providing protection from falling debris around construction sites, controlling traffic access to your workplace and limiting public access within the workplace). Employers have additional specific obligations if their business involves the: manufacture, importation, transportation, supply, storage, handling or use of dangerous goods design, manufacture, importation, supply, erection or installation of plant manufacture, importation, or supply of substances. Employers also have obligations to: meet particular licensing, registration and certification requirements immediately notify WorkSafe of certain dangerous incidents co-operate with WorkSafe Inspectors  omply with Inspectors Notices and Written Directions issued by Worksafe inspectors Relevant legislation must be included in induction processes for new staff and H R must provide training within the specific areas. Employees should be made aware of their legal rights and responsibilities, as well as their employers. Policies and procedures must ensure to be in line with all relevant legislations, referring to the specific legislative requirements when needed. Policies and procedures must also take into account both emotional and physical health aspects when it comes to WHS legislation. Assessment 3 Project 1 1. I have chosen to undertake delivery of recruitment services for Cooinda Hill. The services which will be provided are: Development of position descriptions Advertising of vacant positions Interviewing process Induction process The aim of my services will be to recruit professionals as required to Cooinda Hill who fit the needs of the organisation and who can assist Cooinda Hill to reach its strategic goals. Client needs assessment form Client name: Services required (please tick): Development of position descriptions Advertising vacant positions Interview process Induction process Performance reviews Performance management Please answer the questions below relevant to your services required. Do you currently have position descriptions for all positions within the organisation? I will be creative in the advertising medium used to try to attract relevant possible appointees and promote the less tangible attributes of the positions, such as â€Å"tree change† or excellent community facilities and support for the organisation. Timelines Within the first two months all Position Descriptions will be reviewed and a gap analysis done on the current workforce. Succession plans will also be reviewed and considered in the process. A vacant position will be advertised within two weeks of the vacancy being identified. Closing date for applications will be three weeks from advertising date. First round interviews will be held within one week from closing date of applications. Applicants will be informed of outcome within one week. The second round interviews and reference checks will occur within one week of this. Successful applicants will be informed within one week of last interview. An appointment will be made approximately 4 weeks after closing date of applications. This may dependent on availability of applicant. If the process is to take longer than 4 weeks, this will be only considered in conjunction with Cooinda Hill. KPIs Adherence to the above timelines Consultation with Cooinda Hill at times indicated Successful appointment of people into vacant positions Adherence to legislative requirements Provision of services for 12 months Provision of services as outlined in this proposal

How to Write an Informative Speech

How to Write an Informative Speech Often students will need to learn how to write an informative speech sometime in the last couple of years of high school or first couple of years in college. Writing an informative speech has two primary considerations – length of the speech and flow. When first learning how to write an informative speech, students make the following two errors – length of speech is too short/too long or the wording selected is difficult to give due to the words being unnatural to the speaker. You may want to write your speech quickly and using the higher language and sentence structure that gets you the best grades in your writing classes; however, how to write an informative speech is completely different from how to write a professional paper. You will need the words on the page to flow naturally, and your question is: you may write that way, but do you speak that way. Read your paragraphs aloud slowly while you work on your paper. Single paragraphs where you will evaluate the sentences, structure, and terminology along the way using a criteria that finds a common ground between your normal speech patterns and the need to sound educated during your speech – do you normally speak in long sentences, or short sentences, can you pronounce all the words in the paragraph or are a few taking a little longer to come out correctly, and will you be able to maintain a strong flow or beat through the talking. Finally, check the time of your speech by reading through your paper quickly, because barring interruptions, if this is your first time giving a speech you may find yourself either stumbling or reading too quickly while in front of an audience. All the practice in the world will not make up the 30 seconds of silence while you wait for your time at the podium to end. You can also order a custom informative speech at our professional speech writing service which is committed to provide customers with high-quality custom written speeches.

The Stone Angel Hagars objective moment Essay Example | Topics and Well Written Essays - 250 words

The Stone Angel Hagars objective moment - Essay Example On the one hand, her fighting spirit is a great attribute in her life, and on the other hand, her pride in her early years has been a problem for her while managing the changes that take place in course of a life time. Looking at the life of Hagar Shipley in this book, the most objective moment in her life was the one when a stubborn and proud Hagar is broken at the hands of poverty. The moment where she realizes that she is no more the all important wealthy person but just another woman who does not have any money, is the most objective moment. In this moment, Hagar who has been stubborn all her life and whose heart has been full of pride, has gone back to the â€Å"Curries† General store. This was the store once opened by her father and thus she was confident she can get a credit from this store. However, by the time she meets the manager, instead of requesting a credit, she just begs for a loaf, to feed her kids and herself. She was dressed poorly as she could not afford an ything fancier. The proud stubborn Hagar Shipley realizes her life has changed; she’s not the same fancy wealthy person she once was with her family. She finally sees herself for the lower class old lady she has become. References: Laurence, Margaret.

Labor Economics Research Paper Example | Topics and Well Written Essays - 750 words

Labor Economics - Research Paper Example No matter how effective the human resource managers are in the selection and recruitment process, it appears that they still have to invest in employee training to optimize employee productivity. The essence of this article is to carry out an analysis of the two sources of employee knowledge and to provide a fact-based reaction on the same. Employee training refers to the provision of extra education to employees after the recruitment process as a way of enhancing their productivity by equipping them with knowledge that is relevant to the organizational activities. On the other hand, on-school training refers to the kind of knowledge that potential employees gain in school depending on the subjects and the topics they pursue in part of their career specialization. Most economists have failed to reach a concession on which of the two is more effective or which would be more beneficial to the organization in terms of profit turnover. Dostie (2008) is one of the researchers who have eng aged in an empirical research to investigate the effectiveness of the two sources of employee knowledge. The findings of her research indicate that there is a particular advantage in obtaining employees with proper school training rather than investing on on-job-training. It is indisputable to appreciate that each of the two types of training has its pros and cons and as it seems both are important to the firm. In supporting school training, Dostie (2008) points out that the subjects provided in school are optimized and are best suited for diversified for job opportunities. Consequently, employees will have a good background that will enhance their productivity while in the employment sector. In addition, employees who have adequate training will require little adapting to various work environments much quicker and hence reach the expected production rate almost after they are assimilated in the company. However, the major weakness in school trained employees is that they have littl e diversified knowledge while companies have specific operational activities that may be unique from one organization to the other. In short, although school training outputs an effective labor force, they may have shortfalls in terms of specialization and work orientation. On the other hand, the on-job-training is efficient in orienting new employees to the specific tasks that they are supposed to undertake in an organization. The strength of worker training lies in its ability to model the employees to fit their job description more efficiently and quickly whose cumulative effect is to improve their productivity. However, Dostie (2008) points out that employee training consume a lot of company capital that cannot be recovered by the impact of the process on employee productivity. From this point of view, on-job-training may have a negative impact on the turnover value of the company, which is contrary to the company’s aim of effecting this strategy (Goux & Maurin 12). In es sence, employee productivity can only be measured from their net contribution to the revenue turnover of the firm at the end of the fiscal year rather than their gross production rate. The main goal of any organization is to achieve maximum profits by optimizing employee productivity and minimizing the expenditure in terms of either salary or other priced business operations. The graph below

Functional Magnetic Resonance Imaging Essay Example | Topics and Well Written Essays - 3000 words

Functional Magnetic Resonance Imaging - Essay Example fMRI measures brain activity indirectly, namely by measuring change in oxygen content; this is called the Blood Oxygenation Level Dependent (BOLD) contrast mechanism. However, fMRI has certain limitations. For instance, the fMRI signal reflects changes in oxygen content with high but insufficient spatial-time resolution. Hemodynamics in response to neuronal activity is revealed on a spatial-temporal scale far longer than the neuronal activity itself. Here, so-called temporal "blurring" of the fMRI signal is caused by both inertance and residual effects. In spite of such obstacles, changes in neural activity associated with individual trials or components of a trial in a task can be observed. Moreover, it is possible to capture brain activity associated with a single momentary cognitive act of mentally rotating a stimulus, without recourse to averaging over events (Buckner & Logan 2001, p. 31). Special fMRI experimental designs such as event-related fMRI designs are required in these cases. There are numerous difficulties in separating the processing roles of specific brain areas. Usually such separation is provided either by well matched task comparisons or through convergence across multiple studies. However, brain activity changes can be relative changes between pairs of tasks, gradual or even nonlinear changes across a series of tasks, or correlations between different tasks. How can tasks and trials within a task be constructed to separate brain cognitive operations This is a key problem of fMRI experimental design. There are several approaches for its solving. The basic approach is to have subjects engage in a target behavioural task for a period of time and then contrast that task period with periods where subjects perform a reference task. Here, the subject might perform a target task, and the measurement obtained during the performance of that task would be contrasted with a measurement obtained when the subject performed a matched reference task. How to substantiate this approach It is obvious that brain activity will change between the two task states and therefore will correlate selectively with the manipulated task demands. When using fMRI, images are taken of the brain repeatedly and in sequence. Brain areas of activation are identified by examining which specific regions change signal intensity as the task state changes from the reference condition to the target task. Then, statistical procedures ranging from direct comparisons between task states to more sophisticated estimations of correlations among task states can be employed to identify those regions whose activity change is unlikely to occur by chance. Unfortunately, tasks designed by such approach may cause differences in the processing strategies adopted by subjects during task performance by means of the blocking of trials, which may result in differential patterns of neural activity that do not have to do with the item-specific processes elicited by the individual trials. This issue can appear in delicate forms in cognitive paradigms where subject strategies may be

Bulk and Nanomaterials Synthesis Experiment

Bulk and Nanomaterials Synthesis Experiment Introduction In recent years, bulk and nano materials in several areas of pure and applied sciences have captivated a great interest amongst the researchers. Because of their fascinating and tremendous properties with great potential in many applications such as solid state lasers, lamp industry, colour displays, etc (Senthil et al, 2001; Tamrakar et al, 2013â€Å"a†; Tamrakar et al, 2013â€Å"b†; Tamrakar et al, 2014â€Å"a†; Tamrakar et al, 2014â€Å"b†) these bulk and nano materials having great interests of research. Experimental Section 2.1. Materials and Synthesis Samarium oxide (Sm2O3) and samarium nitrate (Sm(NO3)3.6H2O) were used as the rare earth sources of K3Gd(PO4)2:Sm3+ in the following synthesis methods. Urea (NH2CONH2) and citric acid monohydrate (C6H8O7.H2O) were used as fuels in combustion and citrate gel combustion methods. The raw materials in carbonate form were used in solid state method whereas in case of combustion and citrate gel method it could be used in nitrate form. 2.1.1. Synthesis of undoped K3Gd(PO4)2 and Sm3+ doped K3Gd(PO4)2 by solid state method The raw materials potassium carbonate (K2CO3), gadolinium oxide (Gd2O3), ammonium dihydrogen orthophosphate (NH4H2PO4) and samarium oxide (Sm2O3) of high purity were mixed and grounded together with the smallest possible amount of ethanol in an agate mortar for an hour to obtain a homogeneous mixture. The stoichometric amount of starting materials was weighed according to the balanced chemical reactions for the undoped K3Gd(PO4)2 (equation (1)) and Sm3+ doped K3Gd(PO4)2 (equation (2)) and are given as follows: The mixed powder was transferred to the alumina crucible and placed into the muffle furnace at 850  °C for 7 hours. The prepared phosphors were cooled to room temperature and grounded to obtain fine powder. 2.1.2. Synthesis of undoped K3Gd(PO4)2 and Sm3+ doped K3Gd(PO4)2 by combustion method with urea (NH2CONH2) Urea (NH2CONH2) as a fuel used for the preparation of the undoped K3Gd(PO4)2 and Sm3+ doped K3Gd(PO4)2 by combustion method. The reagents used were potassium nitrate (KNO3), gadolinium oxide (Gd2O3), ammonium dihydrogen orthophosphate (NH4H2 PO4), urea (NH2CONH2) and samarium nitrate (Sm(NO3)3.6H2O) of high purity. The materials were weighed according to the balanced chemical reactions (equations (3 4)) given below: The stoichometric ratio of reagents was kept at unity, so that the heat liberated during combustion be maximized for complete combustion. The weighed reagents were dissolved in a small amount of distilled water and thoroughly mixed in an agate mortar to obtain a paste. The obtained paste was transferred to the alumina crucible and inserted into the pre-heated muffle furnace sustained at 600. The combustion process occurs with the evolution of the large amount of gasses. The whole reaction takes 3-5 minutes to complete. The final white foamy product was cooled to room temperature and ground to obtain fine powder. The fine powder then further annealed at 850 for 3 h to get complete crystallanity. 2.1.3. Synthesis of undoped K3Gd(PO4)2 and Sm3+ doped K3Gd(PO4)2 by citrate-gel combustion method with citric acid (C6H8O7.H2O) Potassium nitrate (KNO3), gadolinium oxide (Gd2O3), ammonium dihydrogen orthophosphate (NH4H2 PO4), samarium nitrate (Sm (NO3)3.6H2O), citric acid monohydrate (C6H8O7.H2O) of high purity was used as the starting materials for the preparation of the undoped K3Gd(PO4)2 and Sm3+ doped K3Gd(PO4)2. The citrate gel was prepared according to the following chemical reactions: The reactants in stoichometric amounts were weighed according to equations (5 6) and dissolved together in 10 ml distilled water. The mixed solution was heated to 85 °C on a hot plate with continuous stirring for 2 hours to obtain a viscous gel. The obtained gel was placed into the pre-heated muffle furnace maintained at 600. After several minutes, the gel boiled followed by evolution of huge amounts of gases. Eventually, spontaneous ignition occurred and the gel underwent combustion. The whole process ended within a few minutes. The final products were cooled to room temperature and grounded to obtain fine powder. The fine powder, then further annealed at 850 for 3 h to ensure that all the unwanted impurities were evaporated and only the higher temperature pure monoclinic phase of K3Gd(PO4)2 remains as the final product. 2.2. Characterization The X-ray powder diffraction patterns of the synthesized powders were recorded by using Philips X’pert MPD system with Cu KÃŽ ± radiation (1.5406 Ã…) operated at 40 kV and 30 mA. The 2ÃŽ ¸ was varied in the range of 10 ° ≠¤ 2ÃŽ ¸ ≠¤ 60 ° with step size of 0.01 ° (2ÃŽ ¸) and count time of 18s /step. The lattice parameters were calculated using unit cell program [ †¦]. The diffuse reflectance spectra were recorded using a Shimadzu UV-VIS-2600 double beam spectrophotometer coupled with an ISR (integrating sphere assembly). The photoluminescence (PL) (excitation and emission spectra) and the lifetime measurements of the synthesized phosphors were recorded using a Cary-Eclipse Spectrofluorometer equipped with a 150W Xenon lamp as an excitation source with slit width 5 nm and 2.5 nm for excitation and emission monochromator. All the measurements were performed at room temperature. 3. Results and discussion 3.1. Phase formation The powder XRD patterns of the Sm3+ doped K3Gd(PO4)2 samples synthesized by solid state, combustion and citrate gel combustion methods were measured. The patterns are shown in figure 1 and compared with that of the JCPDS card 049-1085 (K3Gd(PO4)2). The XRD patterns of Sm3+ doped K3Gd(PO4)2 phosphor indicates a pure phase of the standard K3Gd(PO4)2 and all the peaks were in good agreement which belongs to the monoclinic phase with space group P21/m [20]. Also the XRD shows that the formed materials are in crystalline and homogeneous forms. The particle size of the prepared samples have been calculated from the full width half maximum (FWHM) of the intense peaks using Debye Scherer formula. Here, D is particle size, k is the Scherrer’s constant (0.89), ÃŽ ² is FWHM (full width half maximum), ÃŽ » = 1.54 A ° is the wavelength of X-ray source (Cu (KÃŽ ±) radiation), ÃŽ ¸ is Bragg angle of the X-ray diffraction peak. The average particle size of the Sm3+ doped K3Gd(PO4)2 phosphor prepared by solid state method was found approximately 39 nm, while those prepared by combustion and citrate gel methods were found to be 23 nm and 27 nm. The decrease in the particle size is due to increase in the FWHM of the XRD peaks for the phosphor synthesized by combustion method and citrate gel combustion method. The variation of particle size with FWHM is also tabulated in table {}. References

Personal values and the market Essay -- business ethics research paper

Business is a game, which requires and demands both special strategy and an understanding special ethics. It gives main part to the profit but in the same way the ethics also plays a very important role in business because without ladder we cannot reach the high building like that without ethical thinking business cannot be done. Private morality is a respect for truth and that the closer a businessman comes to the truth he deserves more respect. According to Henry Taylor’s Statement he says that Ethics of a business are game ethics, different from the ethics of religion so he means that ethics related to business are like games and they are different from religion. Ethics means dealing with moral and in that truth plays the important role so he quoted and pointed that â€Å"Falsehood ceases to be falsehood when it is understood on all sides that the truth is not expected to be spoken†. In a business many businessman feel forced every day to say yes to their bosses whe n they furtively believe no and that this is generally accepted as permissible strategy when the alternative might be of losing the job. Entering into a business may be like forced into a game situation because business is a game in which there are many problems and many solutions. It is fair to say that if the individual refuses to bluff from time to time and if he feels forced to tell the truth the whole truth is nothing but it is one type of heavy weakness to the business opportunities in his business dealings. It is very difficult for each and every businessman to reconcile to the trick in which he plays a part. Before any individual can make a profitable use to strategy he should understand that in this bluffing he will not lose his self-respect and will not be emotionally disturbed. If he wants to reconcile his personal identity and high standards of honesty in business he must be ethically justified by his feeling of bluff. Business is a game that is played at all levels of corporate life, from the highest to the lowest. No one should think worse of business because its standards of right and wrong differ from the current traditions of morality in our society. Now a days there are many competitors that if we do business with morality i.e. like always telling the truth and do which is good for business because sometimes which is good for business is not right for us but then also we have t... ...f justice are structurally identical distributions are equally just. The very good example of the time slice principle is the welfare of economics. Example: if some persons are in prison for the murder or war crimes, we do not say that to assess the justice of the distribution in the society we must look only at what this person has, and that person has, and that person has†¦. at the current time. Justice is historical and the historical principles of justice hold that past situation or actions of the people can create differential entitlements or different deserts to things. Another very good example is given by Nozick is of the basketball teams of chamberlain. He tells us that people go on crazy and has given their twenty five cents to the Chamberlain instead of using that money for their own like watching movies and many more. This happens because they care about things other than needs. The general point is any favored pattern would be transformed into one unfavored by the principle, by people choosing to act in various ways like people exchanging goods and services with other people. And to stop this one should stop people by transferring resources as they wish to.

Job Enrichment

Organizational Behavior Concept: Job Enrichment Jared Stern Introduction The concept of Job Enrichment is a very broad theory within the field of organizational behavior that is applicable within all sectors of organization. Used synonymously with â€Å"job enlargement†, the term job enrichment refers to different methods that are aimed at increasing employee’s job motivation, satisfaction, self-worth, in an attempt to ultimately increase the overall employee productivity within the organization.Research studies conducted on Job Enrichment and its influence on employee productivity date back to the 1950s and 1960s and throughout those years a wide variety of methods have emerged. Most commonly job enrichment is attributed to the process of job redesign in order to reverse the negative effects monotony of employee tasks, which will include boredom, lack of autonomy and dissatisfaction. Other variances of job enrichment include providing worker incentives by involving the employee in the decision making process, the implementation of quality work groups and team building, and job independence as an incentive to increase productivity.Evolution of the concept of Job Enrichment Beginning in the middle of the 20th century up until present day, the theory of job enrichment has offered many compelling concepts to increase employee productivity while simultaneously enriching the employees work experience, all of which remain applicable today. The early works which established Job enrichment among organizational behavior theorists was Frederick Herzberg’s â€Å"Hygiene Theory† and Hackman and Oldham’s â€Å"Job Characteristic Model†.The Hygiene Theory The central figure in developing the theory of job enrichment within the framework of organizational behavior was Frederick Herzberg who’s pivotal â€Å"Hygiene Theory† has contributed a solid basis and foundation for subsequent generations to expand upon. According to Herzberg, for a worker to be happy and therefore productive the environmental factors of his workplace must not cause him discomfort. Herzberg further asserts that although providing employees with a more comfortable environment may in turn make them more productive, this does not necessarily mean they will be motivated to perform their duties.Simonds & Orife, 1975) Herzberg believed that the process of motivating workers is by enhancing their feeling of responsibility and connection to their work. In this case, Herzberg proclaims that it is the work itself that is rewarding. Managers can help the employees connect to their work by giving them more authority over the job, as well as offering direct and individual feedback. The Job Characteristics Model In 1975 Hackman and Oldham advanced the ideas of Herzberg by introducing what they called â€Å"The Job Characteristics Model†. This model is formulated on the assumption that if five core job characteristics are present, thre e psychological states critical to motivation are produced, resulting in positive outcomes. † (Griffin, Patterson, & West, 2001) The five core job characteristics consist of skill variety, task identity, task significance, autonomy, and feedback. Hackman and Oldham state that the three psychological states that motivation is dependent upon are experienced meaningfulness of work, responsibility for work outcomes, and knowledge of results. Hackman andOldham then proclaim that to the degree that these psychological states are present, high personal employee work motivation will result. Relevance of Job Enrichment in 2007 The early works of Herzberg and Hackman & Oldham have provided a feasible and effective framework for increasing employee productivity through job enrichment that is just as applicable today as it was when their research was first conducted. Within the past half century there have been numerous researches conducted that provides useful empirical evidence to illus trate the rewards and benefits of job enrichment.We will further discuss each method that an organization can implement in an attempt to improve worker productivity through job implementation. Employee autonomy In a study analyzing job independence as an incentive device to increase employee productivity, Kay Mitusch emphasizes that when employee autonomy is present it can compensate for an organization lacking an extrinsic reward program yet still remain productive. â€Å"This is pivotal for explaining why workers in independent, responsible jobs are willing to invest in their jobs even if there is no reliable, formalized system of rewarding them. (Mitusch, 2000) To provide further evidence of the success of employee autonomy as a method of job enrichment Griffin, Patterson, and West explored the relationship between teams and satisfaction using data from a large research project in the U. K. that investigated management practices and employee attitudes in manufacturing companies. The researchers conducted this study by distributing a questionnaire survey which asked them to rank their preferred working conditions in response to hypothetical situations which were designed to relate to their actual work duties.The study showed that â€Å"job enrichment was positively related to job autonomy but was not significantly related to perceptions of supervisory support. † (Griffin, Patterson, and West, 2001) The researchers also concluded that â€Å"while both autonomy and supervisory support were important positive influences on job satisfaction, the positive association of teamwork on job autonomy was explained by job enrichment that accompanied teamwork and could not be attributed to teamwork itself. (Griffin, Patterson, and West, 2001) This data shows that by simply trusting an employee’s expertise at his or her job and allowing them to operate more independently an employee will develop an increased level of job satisfaction and in turn increase t he productive output of that worker. Skill Variety Another technique to enrich an employee’s work experience is to utilize employees with a wide range of skills so they can apply them to their daily work routine.In his article White Collar Job Enrichment: The Pay Board Experience, Tim McNamar explored the Pay Board’s experience with job enrichment. By replacing a traditional method of processing cases with an approach built around work groups performing interrelated tasks, it increased productivity, provided better motivation, and vastly improved opportunities for individual self-actualization and esteem. † (McNamar, 1973) By changing the previous operational procedures and by allowing employees to engage in more of a shared task structure, the Pay Board experienced increased productivity across the spectrum. The decision to adopt a team concept for case management was not due to any of the traditional reasons given for blue collar job enrichment – high ab senteeism, low morale, and the like. Rather, it was instituted in hopes that it would drastically increase productivity. Nevertheless, the approach turned out to provide a variety of benefits, many of which directly related to the question of job enrichment. † (McNamar, 1973) Also, the inclusion of employees in critical decisions that will effect the organization as a whole, shows improvement in the employee’s orale regarding their importance within the organization and in turn increase their motivation.â€Å"In general, research on participative decision making has found that participation improves employees’ attitudes and increases their organizational commitment and job satisfaction. † (DeLancer Julnes, 2001) Job Feedback Another key aspect of job enrichment can be achieved through the simple process of providing employees with useful feedback concerning the work performance along with clearly established expectations. Job enrichment focuses on creating individual tasks that give people feedback, increase their influence how work is done, require them to use a variety of skills, and give them a whole piece of work. † (Mohrman, Lawler, Mohrman, 1992) Task significance and task identity The installation of job enrichment by way of task significance is the extent to which an employee’s work has a meaningful impact on other jobs in the same workplace.This can be accomplished with the installation of teams within the employee work population. Teamwork typically involves groups of interdependent employees who work cooperatively to achieve group outcomes. Effective team implementation can enhance the motivational properties of work and increase job satisfaction. † (Griffin, Patterson, and West, 2001) A direct correlation between task significance and task identity can be seen by the use of teams and specific job duties. The idea of task identity is the measure to which the job requires completion of a number of whole a nd identifiable pieces of work. Theoretically, the choice between teams and individual job enrichment should be made based upon the technology of the workplace. Teams are more complicated to build and to maintain, but may be necessary if the work is such that no one individual can do a whole part of it and get feedback about it. Teams are often appropriate, for example, in process production facilities such as a chemical plants and oil refineries and in complex service organizations such as banks and airlines.Where the technology allows an individual to do a whole task or offer a whole service, individual designs are preferred because they are simpler to install and give the individual more direct feedback. † (Mohrman, Lawler, Mohrman , 1992) The city of Rockville, MD conducted an experiment where managers and line staff collaborated in the decision making process and the result was astonishing, including cost savings, improvement of morale and the appreciation of the need for productivity within the organization increased. The key ingredients in the program’s success was the consultation with supervisors and employees and their involvement in selecting the projects. † (Hobbs, 1976) Counter argument of job enrichment Despite all of the overwhelming evidence of the success that is attributed in implementing job enrichment programs there is a minority of speculators that job enrichment is not always the best option when an organization’s sole objective is to reduce costs. The possible increase in the satisfaction of the employees is probably not a sufficient reason for managers to support job enrichment programs. A survey by Reif and Schoderbek showed that the main objective of top management in companies introducing job enrichment programs was to reduce costs. Hence, management support for a new job design approach has to be gained through a cost-benefit treatment to job design. † (Globerson, 1977) If a company’s sole aim is to reduce costs then investing in your current work force might not be the preferable avenue.However, if an organization or company is interested in fully utilizing its talented workforce and provide increased worker motivation and in turn increase worker productivity, then adopting a job enrichment program is the most effective option. Conclusion Throughout the last few decades, the implementation of a job enrichment program has successfully shown to increase employee’s job motivation, satisfaction, self-worth, in an attempt to ultimately increase the overall employee productivity within the organization.No matter what the function or sector of an organization whether it be a government agency, non-profit organization, or company operating within the private sector, the implementation of job enrichment into your organization will result in the key areas of employee production and worker motivation. It is obvious through years of conducted research that a happy and motivat ed workforce coupled with an effective and flexible management will ultimately result in a highly productive organization.Works Cited Albers Mohrman, Susan, Lawler III, Edward E. , Mohrman, Allan M. 992. â€Å"Applying Employee Involvement in Schools. † Educational Evaluation and Policy Analysis DeLancer Julnes, Patria. 2001. â€Å"Does Participation Increase Perceptions of Usefulness? † Public Performance & Management Review Globerson, Shlomo. 1977. â€Å"The Just Noticeable Difference in Complexity of Jobs. † Management Science Griffin, Mark A. , Patterson, Malcolm G. , and West, Michael A. 2001. â€Å"Job Satisfaction and Teamwork: The Role of Supervisor Support† Journal of Organizational Behavior Hobbs, Daniel D. â€Å"Productivity Through Worker Incentive and Satisfaction. Public Productivity Review King, Albert S. 1974. â€Å"Expectation Effects in Organizational Change. † Administrative Science Quarterly McNamar, Tim. 1973. â€Å"White Col lar Job Enrichment: The Pay Board Experience. † Public Administration Review Mitusch, Kay. 2000. â€Å"Job Independence as an Incentive Device. † Economica Simonds, Rollin H. and Orife, John N. 1975. â€Å"Worker Behavior Versus Enrichment Theory. † Administrative Science Quarterly Staudohar, Paul D. 1975. â€Å"An Experiment in Increasing Productivity of Police Service Employees† Public Administration Review Job Enrichment Based on a major study of High Performance Work Practices (HPWPs) in North America by Appelbaum et al. (2000) found that new forms of job design provided production line employees with the opportunity to contribute increased discretionary effort and to participate in workplace problem-solving. These researchers provided empirical evidence that conscious efforts by employers to increase employee discretion and job autonomy resulted in improved job satisfaction for employees and higher levels of organizational performance (Appelbaum et al. 000). Workforce involvement in decision-making may also be consistent with job enrichment practices (Spence Laschinger et al. 2004). Job enrichment involves providing increased levels of responsibility to lower level employees, including the delegation of work tasks previously undertaken by supervisors, and the provision of increasingly skilled tasks to line employees.The theoretical basis for enrichment efforts is Hackman and Oldham's (1975) ‘ job characteristics' model, which explores how a combination of specific job characteristics such as skill variety and task significance affect the individual's experience of meaningful work and their sense of responsibility for work outcomes. These characteristics have, in turn, been linked to improvements in work motivation, job satisfaction and work quality, reduced absenteeism and lower labour turnover (Ford 1969; Hackman et al. 1975).However, job enrichment has received wide publicity but has not always produced favourable results in the workplace. A great deal of debate exists over the benefits and limitations of job enrichment: it clearly is not for everyone. Ralph Brown (2004) summed it up very nicely: Some people are very resistant to more responsibilities or to opportunities for personal growth. Researchers report that some people they expected to resist seized the opportunity. Enriching jobs is a particularly effective way to develop employees provided the jobs are truly enriched, not just more work for them to do.The disadvantages are that job enrichment may lead to greater work pressure and that employees have to start performing tasks which were not originally required of them. Job design: Job design is the specification of the content of a job, the material and equipment required to do the job, and the relation of the job to other jobs. A well-designed job promotes the achievement of the organization’s strategic business objectives by structuring work so it integrates management requirements for efficiency and employee needs for satisfaction.Thus, effective job design presents a major challenge for the HR manager. And job enrichment is one of the methods of job design. Job enrichment is an attempt to motivate employees by giving them the opportunity to use the range of their abilities. It is an idea that was developed by the American psychologist Frederick Hertzberg in the 1950s. It can be contrasted to job enlargement which simply increa ses the number of tasks without changing the challenge. As such job enrichment has been described as ‘vertical loading' increases the complexity of work to promote interest.Thus, job enrichment builds motivating factors into the job content by: combing tasks, establishing client relationships, creating natural work units, expanding jobs vertically and opening feedback channels. Supporter: Patterson, West and Wail (2004) found that firms providing lower level employees with job enrichment and skill enhancement experienced a significant boost in productivity and profitability. A Sri Lankan study of the impact of introducing self managed teams in a large textile mill reported increased productivity, higher product quality, lower reject rates and higher employee satisfaction.The process of delegating increased decision-making responsibility to workplace teams changed the organization’s structures, decision making processes and job design at workplace level, with increased l evels of empowerment and training being provided to team members (Jayawardana and Fonseka 1996). Nevertheless, the potential for improved performance outcomes to follow the provision of increased employee input into workplace decision-making relies on employee acceptance of the relevance of these practices and on the existence of a climate of involvement.One means of creating this climate is to appoint work group leaders who will model the behaviours valued by the organisation, and who are also able to motivate employees to mirror these behaviours (Richards and Vandenberg 2005). In Sri Lanka's Garment Industry, the manager introduced process controllers into the three production lines from January to April 2002; line employees underwent a series of training programs. The training focused on the company's customers and products, the production process and techniques related to increasing quality and problem-solving.The sessions were conducted by the plant manager, the quality assuran ce manager and the work study manager. Each session was followed by a discussion with production line members. The training programs lasted for two hours after work, with all line employees paid for their participation. At production meetings, held once a week, line employees were given feedback on their performance, in particular in relation to line efficiency and end-line rejects. During the initial training, production line employees were given a briefing on market conditions in the industry and customer requirements.They were also provided with an opportunity to study their line's performance for the previous three months in relation to on-time delivery, total rejects and customer returns. The training provided encouraged employees to take responsibility for performance outcomes such as product reject rates and on-standard efficiency levels. The training manager provided feedback to line employees where the performance of one production line lagged that of the organisation as a whole. The training also addressed skill development, the organisation of work and the use of computer-aided information systems and quality control systems.Each machine was equipped with a computer terminal, which gave details of efficiency standards, losses, stoppages and earnings based on incentive payments. The case explored the impact of a job enrichment initiative to devolve increased responsibility for monitoring workplace productivity, product quality and workforce attendance to line employees. We found that the introduction of process controllers generated substantial improvements in LM Collection's performance over this period.Efficiency levels rose from 41 per cent to 61 per cent and product rejects declined from 10 per cent to 2 per cent, while absenteeism levels declined from almost 10 per cent to 2. 4 per cent by March 2003. On the whole, productivity levels improved, product quality increased and workforce absence and turnover episodes declined over the period of this study. Critiques: In the other hand, there are drawbacks of job enrichment when the HR managers do not think about the matters from employees, and no one seems to mention the costs.In some employees eyes, the job enrichment is merely an enforce change to jobs in order for the organisation to obtain higher productivity from its workers. With the pressure of more responsibilities and tasks, the employees may not have enough time to give the feedback of performance. Either actually the workers do not want enriched their jobs or the job is not that easy to enrich. . Job enrichment is a type of job redesign intended to reverse the effects of tasks that are repetitive requiring little autonomy.Some of these effects are boredom, lack of flexibility, and employee dissatisfaction (Leach & Wall, 2004). The underlying principle is to expand the scope of the job with a greater variety of tasks, vertical in nature, that require self-sufficiency. Since the goal is to give the individual exposure to tasks normally reserved for differently focused or higher positions, merely adding more of the same responsibilities related to an employee's current position are not considered job enrichment.Job enrichment can only be truly successful if planning includes support for all phases of the initiative. Ohio State University Extension began a job enrichment program in 1992 and surveyed the participants five years later. The results, broken down into 3 sub-buckets of data beyond the main grouping of advantages/disadvantages as shown in Table 1, indicate the University had not fully considered the planning and administrative aspects of the program (Fourman and Jones, 1997).While the benefits are seemingly obvious, programs fail not because of a lack of benefits, but rather due to implementation problems. These problems can include a perception of too great a cost, lack of long-term commitment of resources, and potential job classification changes (Cunningham and Eberle, 1990). In order for a job enrichment program to produce positive results, worker needs and organizational needs must be analyzed and acted upon. According to Cunningham and Eberle (1990), before an enrichment program is begun, the following questions should be asked: 1.Do employees need jobs that involve responsibility, variety, feedback, challenge, accountability, significance, and opportunities to learn? 2. What techniques can be implemented without changing the job classification plan? 3. What techniques would require changes in the job classification plan? A job enrichment program can be a very effective intervention in some situations where a Performance Technician is faced with a request for motivational training. Conclusion:In my opinion, job enrichment can bring about improvement in both job performance and job satisfaction. A survey of almost 100 research studies found job enrichment resulted in greater productivity, improved product quality, fewer employee grievances, improved worker att itudes; reduce absenteeism and labour turnover, and lower costs. Therefore, improved quality of working life brought about by job enrichment has not only social benefits but also bottom-line benefits to the organization. Job Enrichment Organizational Behavior Concept: Job Enrichment Jared Stern Introduction The concept of Job Enrichment is a very broad theory within the field of organizational behavior that is applicable within all sectors of organization. Used synonymously with â€Å"job enlargement†, the term job enrichment refers to different methods that are aimed at increasing employee’s job motivation, satisfaction, self-worth, in an attempt to ultimately increase the overall employee productivity within the organization.Research studies conducted on Job Enrichment and its influence on employee productivity date back to the 1950s and 1960s and throughout those years a wide variety of methods have emerged. Most commonly job enrichment is attributed to the process of job redesign in order to reverse the negative effects monotony of employee tasks, which will include boredom, lack of autonomy and dissatisfaction. Other variances of job enrichment include providing worker incentives by involving the employee in the decision making process, the implementation of quality work groups and team building, and job independence as an incentive to increase productivity.Evolution of the concept of Job Enrichment Beginning in the middle of the 20th century up until present day, the theory of job enrichment has offered many compelling concepts to increase employee productivity while simultaneously enriching the employees work experience, all of which remain applicable today. The early works which established Job enrichment among organizational behavior theorists was Frederick Herzberg’s â€Å"Hygiene Theory† and Hackman and Oldham’s â€Å"Job Characteristic Model†.The Hygiene Theory The central figure in developing the theory of job enrichment within the framework of organizational behavior was Frederick Herzberg who’s pivotal â€Å"Hygiene Theory† has contributed a solid basis and foundation for subsequent generations to expand upon. According to Herzberg, for a worker to be happy and therefore productive the environmental factors of his workplace must not cause him discomfort. Herzberg further asserts that although providing employees with a more comfortable environment may in turn make them more productive, this does not necessarily mean they will be motivated to perform their duties.Simonds & Orife, 1975) Herzberg believed that the process of motivating workers is by enhancing their feeling of responsibility and connection to their work. In this case, Herzberg proclaims that it is the work itself that is rewarding. Managers can help the employees connect to their work by giving them more authority over the job, as well as offering direct and individual feedback. The Job Characteristics Model In 1975 Hackman and Oldham advanced the ideas of Herzberg by introducing what they called â€Å"The Job Characteristics Model†. This model is formulated on the assumption that if five core job characteristics are present, thre e psychological states critical to motivation are produced, resulting in positive outcomes. † (Griffin, Patterson, & West, 2001) The five core job characteristics consist of skill variety, task identity, task significance, autonomy, and feedback. Hackman and Oldham state that the three psychological states that motivation is dependent upon are experienced meaningfulness of work, responsibility for work outcomes, and knowledge of results. Hackman andOldham then proclaim that to the degree that these psychological states are present, high personal employee work motivation will result. Relevance of Job Enrichment in 2007 The early works of Herzberg and Hackman & Oldham have provided a feasible and effective framework for increasing employee productivity through job enrichment that is just as applicable today as it was when their research was first conducted. Within the past half century there have been numerous researches conducted that provides useful empirical evidence to illus trate the rewards and benefits of job enrichment.We will further discuss each method that an organization can implement in an attempt to improve worker productivity through job implementation. Employee autonomy In a study analyzing job independence as an incentive device to increase employee productivity, Kay Mitusch emphasizes that when employee autonomy is present it can compensate for an organization lacking an extrinsic reward program yet still remain productive. â€Å"This is pivotal for explaining why workers in independent, responsible jobs are willing to invest in their jobs even if there is no reliable, formalized system of rewarding them. (Mitusch, 2000) To provide further evidence of the success of employee autonomy as a method of job enrichment Griffin, Patterson, and West explored the relationship between teams and satisfaction using data from a large research project in the U. K. that investigated management practices and employee attitudes in manufacturing companies. The researchers conducted this study by distributing a questionnaire survey which asked them to rank their preferred working conditions in response to hypothetical situations which were designed to relate to their actual work duties.The study showed that â€Å"job enrichment was positively related to job autonomy but was not significantly related to perceptions of supervisory support. † (Griffin, Patterson, and West, 2001) The researchers also concluded that â€Å"while both autonomy and supervisory support were important positive influences on job satisfaction, the positive association of teamwork on job autonomy was explained by job enrichment that accompanied teamwork and could not be attributed to teamwork itself. (Griffin, Patterson, and West, 2001) This data shows that by simply trusting an employee’s expertise at his or her job and allowing them to operate more independently an employee will develop an increased level of job satisfaction and in turn increase t he productive output of that worker. Skill Variety Another technique to enrich an employee’s work experience is to utilize employees with a wide range of skills so they can apply them to their daily work routine.In his article White Collar Job Enrichment: The Pay Board Experience, Tim McNamar explored the Pay Board’s experience with job enrichment. By replacing a traditional method of processing cases with an approach built around work groups performing interrelated tasks, it increased productivity, provided better motivation, and vastly improved opportunities for individual self-actualization and esteem. † (McNamar, 1973) By changing the previous operational procedures and by allowing employees to engage in more of a shared task structure, the Pay Board experienced increased productivity across the spectrum. The decision to adopt a team concept for case management was not due to any of the traditional reasons given for blue collar job enrichment – high ab senteeism, low morale, and the like. Rather, it was instituted in hopes that it would drastically increase productivity. Nevertheless, the approach turned out to provide a variety of benefits, many of which directly related to the question of job enrichment. † (McNamar, 1973) Also, the inclusion of employees in critical decisions that will effect the organization as a whole, shows improvement in the employee’s orale regarding their importance within the organization and in turn increase their motivation.â€Å"In general, research on participative decision making has found that participation improves employees’ attitudes and increases their organizational commitment and job satisfaction. † (DeLancer Julnes, 2001) Job Feedback Another key aspect of job enrichment can be achieved through the simple process of providing employees with useful feedback concerning the work performance along with clearly established expectations. Job enrichment focuses on creating individual tasks that give people feedback, increase their influence how work is done, require them to use a variety of skills, and give them a whole piece of work. † (Mohrman, Lawler, Mohrman, 1992) Task significance and task identity The installation of job enrichment by way of task significance is the extent to which an employee’s work has a meaningful impact on other jobs in the same workplace.This can be accomplished with the installation of teams within the employee work population. Teamwork typically involves groups of interdependent employees who work cooperatively to achieve group outcomes. Effective team implementation can enhance the motivational properties of work and increase job satisfaction. † (Griffin, Patterson, and West, 2001) A direct correlation between task significance and task identity can be seen by the use of teams and specific job duties. The idea of task identity is the measure to which the job requires completion of a number of whole a nd identifiable pieces of work. Theoretically, the choice between teams and individual job enrichment should be made based upon the technology of the workplace. Teams are more complicated to build and to maintain, but may be necessary if the work is such that no one individual can do a whole part of it and get feedback about it. Teams are often appropriate, for example, in process production facilities such as a chemical plants and oil refineries and in complex service organizations such as banks and airlines.Where the technology allows an individual to do a whole task or offer a whole service, individual designs are preferred because they are simpler to install and give the individual more direct feedback. † (Mohrman, Lawler, Mohrman , 1992) The city of Rockville, MD conducted an experiment where managers and line staff collaborated in the decision making process and the result was astonishing, including cost savings, improvement of morale and the appreciation of the need for productivity within the organization increased. The key ingredients in the program’s success was the consultation with supervisors and employees and their involvement in selecting the projects. † (Hobbs, 1976) Counter argument of job enrichment Despite all of the overwhelming evidence of the success that is attributed in implementing job enrichment programs there is a minority of speculators that job enrichment is not always the best option when an organization’s sole objective is to reduce costs. The possible increase in the satisfaction of the employees is probably not a sufficient reason for managers to support job enrichment programs. A survey by Reif and Schoderbek showed that the main objective of top management in companies introducing job enrichment programs was to reduce costs. Hence, management support for a new job design approach has to be gained through a cost-benefit treatment to job design. † (Globerson, 1977) If a company’s sole aim is to reduce costs then investing in your current work force might not be the preferable avenue.However, if an organization or company is interested in fully utilizing its talented workforce and provide increased worker motivation and in turn increase worker productivity, then adopting a job enrichment program is the most effective option. Conclusion Throughout the last few decades, the implementation of a job enrichment program has successfully shown to increase employee’s job motivation, satisfaction, self-worth, in an attempt to ultimately increase the overall employee productivity within the organization.No matter what the function or sector of an organization whether it be a government agency, non-profit organization, or company operating within the private sector, the implementation of job enrichment into your organization will result in the key areas of employee production and worker motivation. It is obvious through years of conducted research that a happy and motivat ed workforce coupled with an effective and flexible management will ultimately result in a highly productive organization.Works Cited Albers Mohrman, Susan, Lawler III, Edward E. , Mohrman, Allan M. 992. â€Å"Applying Employee Involvement in Schools. † Educational Evaluation and Policy Analysis DeLancer Julnes, Patria. 2001. â€Å"Does Participation Increase Perceptions of Usefulness? † Public Performance & Management Review Globerson, Shlomo. 1977. â€Å"The Just Noticeable Difference in Complexity of Jobs. † Management Science Griffin, Mark A. , Patterson, Malcolm G. , and West, Michael A. 2001. â€Å"Job Satisfaction and Teamwork: The Role of Supervisor Support† Journal of Organizational Behavior Hobbs, Daniel D. â€Å"Productivity Through Worker Incentive and Satisfaction. Public Productivity Review King, Albert S. 1974. â€Å"Expectation Effects in Organizational Change. † Administrative Science Quarterly McNamar, Tim. 1973. â€Å"White Col lar Job Enrichment: The Pay Board Experience. † Public Administration Review Mitusch, Kay. 2000. â€Å"Job Independence as an Incentive Device. † Economica Simonds, Rollin H. and Orife, John N. 1975. â€Å"Worker Behavior Versus Enrichment Theory. † Administrative Science Quarterly Staudohar, Paul D. 1975. â€Å"An Experiment in Increasing Productivity of Police Service Employees† Public Administration Review

How to Write a Definition Essay on Material Culture

How to Write a Definition Essay on Material Culture Your professor has asked you to write a definition essay on material culture and you think you are ready to write because you are armed with the 10 facts on material culture for a definition essay and 20 definition essay topics on material culture. Though you do have a lot of information through our guides, it is important to note that writing a definition essay can sometimes be technical. Contrary to writing a common, garden-variety essay, a definition essay requires you to understand the term perfectly so you can explain it to others. Because we know that you are short on time and need instant answers, we have composed a short guide which will help you write a definition essay on material culture. So without further delay, here are a couple of things you need to keep note of when writing the essay on material culture. Understand What a Definition Essay Is The feature which sets a definition essay apart from other essays is that instead of talking about a broad topic, you will be explaining the meaning of a term. The definition essay you are preparing for will explain what a term means and how it can be used in different instances. For example, while words like glass, concrete or book have a set meaning, terms like honesty, lie, and love are abstract in nature. These words don’t have one right meaning and their interpretation depends on the person’s outlook. These are also the words which will have different meaning at different times and it is your responsibility to discuss their vastness during the definition essay. Choose a Definition You Understand When you are writing a definition essay on material culture, it is imperative that you understand what the term means. Before you can even begin to explain it to others, you need to make sure that you know it yourself through and through. Understanding or defining the term doesn’t necessarily mean copying from the dictionary because unless you understand perfectly, you won’t be able to deliver the message forward. Moreover, when you are writing about a term which has more than one meaning, it is best to stick to and limit the term so everything can be covered. So if you are talking about material culture, stick to its features but don’t go into anthropology because that is a different area. Create a Thesis Statement When you are writing a definition essay, it is important that you write a thesis statement which talks about the term which is being defined briefly. This will help the reader understand what your main goal is and if he really can find information on material culture in your essay. Writing a Definition Essay When you are writing a definition essay, your main objective should be to present information in a clear and understandable manner so nothing can be confused. Here is a pattern which you can follow to write an effective essay. Begin writing your essay on material culture by creating the term’s definition by its function, structure or analysis. Next, tell the readers about what the term doesn’t mean. This difference can sometimes help clarify the definition and will help the reader in understanding. The best definition essays are those which use facts, examples and real life stories to explain. Examples and stories help the reader connect with the characters and this in turn will assist them in understanding the term’s meaning. When writing a definition essay on material culture, it is important that you write in a clear and concise manner. As long as you are fully aware of the term and its meaning yourself, you will also be able to explain it to others.

Divided Attention essays

Divided Attention essays Do all of our cognitive processes withdraw from the same cognitive bank? How is it that we are able to drive a car, chew gum, talk on the phone and listen to music all at once? Is it possible that our mental resources are somehow specialized in such a way so that different tasked are allocated different resources at different strengths? Our brain is unfathomable in it's ability distribute responsibility to different regions and the storage of it's memory will and can never be known. With technology many questions are being answered and with regards to divided attention. Brain imaging techniques such as the PET scan uses 2-deoxyglucose, which is injected into the patient's carotid artery. Because of its similarity to glucose (brain fuel) it is absorbed by active energy consuming neurons. Fortunately this form of glucose derivative does not become metabolized hence giving us the researcher the ability to tell where the activity is located with a precision of a few millimeters. The PET scan was at on time the only tool used to find the location of neurological processes but now they have fMRI, which is less time consuming and less messy. With these imaging tools, the use of the computerized tachistoscope and the educated inferences by highly educated individuals we are getting closer to understanding the brain and the complex web of processes present in divided attention. There are two theories that try to explain the phenomena of divided attention. The first states that all tasks are basically the same in regards to where they obtain their resources. The second calls for a more complex task-specific resource pool. General resource theory states no matter what the nature of the tasks are they all compete for the same limited pool of resources. With this theory in mind all we need to be concerned with is the resource demand, the combined cost of all the individual tasks at hand. If the combined demand for the tasks is greater than the...

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The great gatsby - Movie Review Example The important credits of the American Dream as presented in the novel are hope and perseverance and aspiration for success facing all difficult challenges. To be ambitious and work hard with an unquenchable thirst about adventurous life! Jay Gatsby is supposed to pursue all these qualities and he is the main character in the novel representing American Dream. He is fired by the everlasting hope and craves to win Daisy’s love in tandem with the spirit of the American Dream. A pre-decided goal and the relentless pursuit of that goal! His introduction in the novel is dramatic and the author describes it thus: "†¦[with] his hands in his pockets†¦ out to determine what share was his of our local heavens †¦.he [Gatsby] stretched out his arms toward the dark water in a curious way,†¦ he was trembling. Involuntarily I glanced seaward-and distinguished nothing except a single green light, minute and far away, that might have been the end of a dock" (Fitzgerald 21). The restless spirit of Gatsby is evident in this description. The green light is the symbol for his intense desire to possess Daisy, craze for money and he is not satisfied with his present possessions; he craves to achieve and accumulate more. But what is the reality? Nick describes it and argues that the green light is the symbol for success that he is anticipating in the future, by further accelerating the efforts. Undoubtedly, Gatsby’s goal provides him with a direction in life, but in his aggression to move forward he has no time to pause, review or look backward. He chases his dream of securing eternal company with Daisy and, subsequently, he waits patiently for a long time near her house but she has abandoned him. In his effort to emulate the modern face of the American Dream, he has lost touch with the pure, original American Dream. Loss of ethical values is the cause for the shattering of the

The Delvoye Standard Essay Example | Topics and Well Written Essays - 750 words

The Delvoye Standard - Essay Example However, it is an imperfect answer as neither states nor foreign countries trust in the convention. Keywords: custody, jurisdiction, paternity, place of residence, Discussion It is true that only 49 out of 50 United States have ratified the UCCAIA. But among them, there are some State courts that do not trust another country to abide by it either. Such was the case in In re Sigmar, found at No. 10-08-00328-CV (Tex. App.--Waco 2008, orig. proceeding). In this case the family court judge found there was sufficient reason to issue an injunction to prevent the father removing the child to Mexico because the court did not believe a court in Mexico would adhere to the HCCAIA. The Texas Court of Appeals did not believe the court had abused its discretion in doing so. It should be noted that the Court of Appeals was also upholding the lower courts’ though there was nothing entered into the evidentiary record to support the holding. Other U.S. Courts have upheld the UCCAIA, such as App ellate Court of Florida in the much-publicized case of Elian Gonzalez. Though that case was largely decided on Administrative Law through the (then) Immigration and Naturalization Services, in a statement of January 5, 2000, they relied on the basic international laws of residential placement when deciding the status of the boy from Cuba who had washed into U.S Waters (para. 2). Though Commissioner Doris Meissner does not specifically mention the HCCAIA, she uses much of the same logical analysis as does the Hague Convention, namely that the boy had a principle place of residence in Cuba with his father (para. 5). Though there is much case law around the primary residence of the infant and older child, the case law around the neonate is scant and varied. Discussions of habitual... It is true that only 49 out of 50 United States have ratified the UCCAIA. But among them, there are some State courts that do not trust another country to abide by it either. Other U.S. Courts have upheld the UCCAIA, such as Appellate Court of Florida in the much-publicized case of Elian Gonzalez. Though there is much case law around the primary residence of the infant and older child, the case law around the neonate is scant and varied. Discussions of habitual residence obscures the reality of the neonate. It is at those moments when the HACAIA becomes of paramount importance, beyond the high regard for habitual residence. Indeed a newborn to sixth-month old infant can hardly be said to have a habitual place of residence. Where lies the venue for the newborn? Schwartz (2004) provides list upon list of international custody cases. Here, however, it is appropriate to understand what happens within State courts when they fail to follow the UCCAIA. HCCAIA and the UCCEA presume that there is a custody order or some valid authority to express parental rights. Therefore they skip over that part on move on the venue. I would happily provide a citation here but its very absence from case law suggests there is a dearth of such cases at the appellate level and the UCCAIA holds no sway with the United States Courts in light of the UCCJEA, at a time when the international guidelines would be at their highest use.