Morality of Population Control of Bangladesh Essay -- Bangladesh World

Morality of Population Control of Bangladesh ABSTRACT: The rapid rate of population growth in the last half of the present century causes anxiety about the future of humanity because the amount of resources needed to satisfy basic necessities is extremely large. Correspondingly, the satisfaction of basic needs cannot be the sole criterion of the good life. Human beings have a right to live a life composed of things that make life go best. The case of Bangladesh shows that the majority of people live a life barely worth living, a life morally undesirable. One major reason is the rapid increase in population. Bangladesh covers an area slightly less than that of the state of Illinois, but has a population that is roughly half of the total population of the United States. The quality of life is inexorably linked to population growth. Further, human welfare and the quality of life are closely linked to the availability of resources. Rapid increases in population growth reduces resource availability and often degrades the environment . At some point, regulation is needed to limit population growth in Bangladesh in order to maximize opportunities for living worthwhile lives both by present as well as future generations. I develop a moral viewpoint that justifies population control in Bangladesh. Bangladesh is one of the least developed countries of the world. Rapid increase of population causes government to declare it as the number one problem and major impediment to economic development and progress. With an area of 1,47,570 sq km — a size little less than that of the state of Illinois, USA the country’s population has almost tripled to the present 125 million from the 1951 figure. In education, health and housing sectors, the ... ...tab, F.U. and Karim, Z, "Population and Agricultural Land Use: Towards a Sustainable Food Production System in Bangladesh" in Ambio Vol 21, No. 1, Feb 1990, p-50. (9) These rights are stated in the unofficial document of the Untied Nations Preparatory Committee for the International Conference on Population and Development, pp:11-12. (10) Cf. Hartmann, B, Reproductive Rights and Wrongs: The Global Policies of Population Control and Contraceptive Choice, Harper and Row; New York, 1987. (11) Parfit, D, "On Doing the Best for Our Children", in Ethics and Population ed. Bayles, M.D., Schenkman Publishing Co. Inc., Cambridge, Mass, 1976; pp:100-115. (12) Vide. Kavka, G.S., "The Paradox of Future Individuals", in Philosophy and Public Affairs, Vol 11, No-2., 1981; pp-93-113. (13) Parfit, "Overpopulation", pp-145-164. (14) Parfit, "Overpopulation", p:146.

The Manhattan Project :: Papers

The Manhattan Project The Manhattan Project was one of the most secretive projects in the history of the United States. It took place during World War II and its purpose was to create a bomb by splitting atoms apart. This project was a success and created one of the most devastating bombs ever used by mankind, the atomic bomb. The president at the time, Harry S. Truman, had to face the many factors that were involved in making the decision to drop the bomb. In this paper I will discuss those and the events leading up to The Manhattan Project. The factors in dropping the bomb can be put into three categories: military, moral and political. I will also go into the scientific means of developing such a weapon. Albert Einstein was living in Germany at the time Hitler came into power. Albert Einstein, Edward Teller, Leo Szilard and the rest of his colleagues wrote a letter in August 1939 to warn the United States that Germany was researching and developing nuclear weapons. They were afraid that once Germany finished building the bomb, they would use it on the United States. (Cayton, Perry, Winkler, 1995, pg. 786) When President Franklin Delano Roosevelt received the letter, he was both amazed and scared. He was amazed that science could make such a devastating weapon, a weapon that could destroy an entire city. President Roosevelt then quickly assembled the Manhattan Project so they could build the bomb before Germany. The Manhattan Project started in 1942 in Oak Ridge, Tennessee. The name "Manhattan Project" was secretly coded as a United States effort in an attempt to build an atom bomb during World War II. It was named after the Manhattan Engineer District of the US Army Corps of Engineers, because most of the research was done in New York City. In Oak Ridge there were tests for separating a rare Uranium-235 (U-235) an unstable isotope from Uranium-238 (U-238). General Leslie Groves was chosen by President Roosevelt to lead the project. Grove's major task was to build the huge industrial facilities needed to separate the small amounts of rare uranium-235, uranium-238 and plutonium needed for a bomb. He built the facilities on an isolated mesa at Los Alamos, New Mexico. The project employed nearly 129,000 people. But out of those couple of thousands of scientists, there were six scientists who contributed to the project the most: Neils Bohr, Joseph Carter, Glen Seaborg, Enrico Fermi, Richard Feynman, and Albert Einstein.

Impact of Hrm Practices

ijcrb. webs. com MAY 2012 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 4, NO 1 Impact of HR Practices on Employee Job Satisfaction in Public Sector Organizations of Pakistan Muhammad Javed Faculty of Administrative Sciences Air University Islamabad, Pakistan Muhammad Rafiq (Corresponding Author) Faculty of Administrative Sciences Air University Islamabad, Pakistan Islamabad, 44000, Federal, Pakistan.Maqsood Ahmed Faculty of Administrative Sciences Air University Islamabad, Pakistan Mustajab Khan MS Scholar Muhammad Ali Jinnah University Islamabad, Pakistan Abstract A lot of research has been done on the relationship of HR Practices and employee job satisfaction but the main focus and theme behind those research studies has been the developed countries. The purpose of this study is to observe the relationship between three HR Practices i. e. (Training and Development, Rewards, Recognition) and the employee job satisfaction in the public sector organizations of a developing country, Pakistan.Data has been collected from the employees of various public sector organizations and then regression and correlation have been applied to check the relationship between the dependent and independent variables. Recognition and training and development are a key source of employee job satisfaction in Public sector organizations of Pakistan but rewards do not have any significant impact upon employee job satisfaction. Key Words: Training and development; Rewards; Recognition; Job satisfaction; Pakistan Introduction A lot of researchers have found that HR Practices are positively linked with employee job satisfaction (Wright et al. 2003; Spector, 1997; Huselid 1995); Petrescu & Simmons, 2008). The aim and main focus of these studies have been developed countries. The eyes did not COPY RIGHT  © 2012 Institute of Interdisciplinary Business Research 348 ijcrb. webs. com MAY 2012 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 4, NO 1 turn towards developing countries like Pakistan in a great deal. (Aycan et al. 2000) found that so far very little research has been conducted in the field of HR Practices i. e. Training and development, Rewards and Recognition in Pakistan which shows that this particular field still has a lot of space for further research.The main theme of this particular research is to observe the relationship between HR Practices (Training and development, Rewards, Recognition) and Employee Job Satisfaction in public sector organizations of Pakistan. These HR Practices are also known as key drivers of employee performance. Training and development is one of the key elements of employee job satisfaction because it reduces the discrepancies in job tasks and enhances the job skills which in result motivates the employees and lead towards job satisfaction.Employees get extremely motivated through rewards and recognition and these two factors lead towards employee motivation and research shows that highly motivated employees are the most satisfied employees and also the high performers. This study is extremely significant as it is a big insight for the public sector organizations of Pakistan. Normally managers don’t focus upon the relationship of rewards and job satisfaction, recognition and job satisfaction or training and development and job satisfaction.So this study will enable them to make a better strategy in terms of employee job satisfaction and to focus upon those HR practices which actually are the source of job satisfaction for employees. Every individual employee wants satisfaction at job but organization is wasting its resources by focusing on wrong HR practices for employee job satisfaction. This study could be an eye opener for many organizations and may well prove to be a very productive one. Pakistan is one of those countries where people working in the public sector organizations are often not sure about the job satisfaction level.The unsatisfied employees of public sector organizations, when switch to private sector i. e. MNE's, they have been observed to be much COPY RIGHT  © 2012 Institute of Interdisciplinary Business Research 349 ijcrb. webs. com MAY 2012 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 4, NO 1 more satisfied, therefore it is very important for the managers to know which HR Practices keep them satisfied and how much important role rewards, recognition and training and development have regarding employee job satisfaction.This study can be very fruitful for HR Managers of Public sector organizations in Pakistan as they would get a very clear idea about the relationship of three important HR Practices and employee job satisfaction and as a result can have much more productive employees and a decreased turn over rate in their organizations. Literature Review HR Practices HR Practices are linked with the management of human resources, activities necessary for staffing the organization and sustaining high employee performance (Mahmood, 2004).The most common HR Practices are recruitment, selection, training and development, compensation, rewards and recognition (Yeganeh & Su, 2008). Six HR practices selective hiring, compensation policy, rewards, recognition, training and development and information sharing have been studied with relation to employee job satisfaction (Dessler, 2007). The present study examines the relationship between three HR Practices i. e training and development, rewards, recognition and employee job satisfaction. Job Satisfaction Job satisfaction means what are the feelings of different employees about the different dimensions of their jobs (Robbins, 2003).The level of satisfaction and dissatisfaction is another aspect which is related to employee job satisfaction (Spector, 1997). Job satisfaction may be the general behavior emerged due to different happenings at the work place; it may be supervisor’s behavior, relationship with peers or the work envi ronment (Janet, 1987) . Various factors such as an employee needs and desires, social relationships, job design, compensation, developmental opportunities and aspects of work-life balance are 350 COPY RIGHT  © 2012 Institute of Interdisciplinary Business Research ijcrb. webs. com MAY 2012INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 4, NO 1 considered to be some of the key factors of job satisfaction (Byars & Rue, 1997; Moorhead & Griffin, 1999). According to (Robbins 1999), a satisfied workforce can increase organizational productivity through less distraction caused by absenteeism or turnover, few incidences of destructive behavior, and low medical costs. Training and Development Training is focusing on fixing a specific issue (Doyle, 1997). Training often answers the question â€Å"what happens if† Development on the other hand takes a more global approach.Training is related with current performance and progress of an employee while development is r elated with the future performance and progress (Miller, 2006). Training is anything offering learning experience (Paul & Anantharaman, 2003) Training helps employees is more specific with their job and organization and as a result increases employee job satisfaction and makes them work better. H1: Training and development is significantly and positively related with employee job satisfaction. Recognition Recognition is appreciation of employee’s performance in formal or an informal way.Recognition is one of the driving force towards motivating employees, it also highlights how much an employee’s performance is appreciated in an organization for the amount of work he/she has put in (Miller & Lawson, 1999). Recognition maintains a strong bond between motivation and performance and as a result the level of motivation of employee’s stays very high almost all the time (Flynn, 1998). Recognition increases level of job satisfaction and satisfied employees are a valuab le asset for any organization (Entwistle, 1997). Recognition is often considered to be of two major types, cash and non-cash awards.Different sectors need different ways of recognition to be applied, some sectors or segments of population may like cash and prizes to be a easy and better way of motivation while others may like non-cash COPY RIGHT  © 2012 Institute of Interdisciplinary Business Research 351 ijcrb. webs. com MAY 2012 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 4, NO 1 awards because they feel that if cash is to be given as recognition than they already have salaries and other bonuses which get consumed very quickly (Holmes, 1994) . H2: Recognition is significantly and positively related with employee job satisfaction.Rewards Rewards are usually referred to as intangible returns including cash compensation and benefits. Reward system is set of mechanisms for distributing both tangible and intangible returns as part of an employment relationship (Rue & Byars, 1992). Rewards are also termed as the need of an employee because when reward will be linked with the employee’s desire it will motivate him/her to a very high level (Kalleberg, 1977). It certainly shows that what an employee wants after performing a certain task. It has been revealed in the past researches that rewards are very strongly correlated with job satisfaction.Rewards are positively linked to employee job satisfaction (Gerald & Dorothee, 2004). Their research extracted one important element that employees are more satisfied with those rewards that they actually perceive. (Clifford, 1985) argues that employee Job satisfaction may be determined through job rewards. There are a lot of differences between different authors related to the dimensions of rewards and employee job satisfaction but one thing upon which almost all agree upon is the element of rewards that are perceived by employees (Kalleberg, 1997). H3: Rewards are significantly and positively r elated to employee job satisfaction.COPY RIGHT  © 2012 Institute of Interdisciplinary Business Research 352 ijcrb. webs. com MAY 2012 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS Theoretical Model of the Study VOL 4, NO 1 INDEPENDENT VARIABLES DEPENDANT VARIABLE Training and Development Recognition Employee Job Satisfaction Rewards Methodology The population for this study was public sector organizations of Pakistan, (ZTBL, NDC, SME Bank ltd). 180 questionnaires were distributed to get response of employees while 140 useful responses were received back (77%). Convenient sampling had been used to gather data.The scale used for this research is highly reliable as it has been related to scales of many past researches. This questionnaire checks the impact of HR Practices (Training and development, rewards, recognition) on employee’s job satisfaction. Relationship of HR Practices and job satisfaction has been tested on a 17 items scale. All the items of scale h ave been taken from renowned past researche studies (Clifford, 1985) job satisfaction, (Rogg, Schmidt, Shull & Schmitt, 2001) training and development (beer, 1987) recognition, (Spector, 1995) rewards. COPY RIGHT  © 2012 Institute of Interdisciplinary Business Research 53 ijcrb. webs. com MAY 2012 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 4, NO 1 Job satisfaction has been measured through a 3 item scale, training and development has been measured through 6 items scale, and 4 items have measured recognition while another 4 items have measured rewards. Questionnaires were filled under our personal supervision. The statistical tests were applied upon the data through statistical software SPSS. Degree of association was measured by using Pearson coefficient. Causal relationship between HR Practices and job satisfaction was estimated by using Regression analysis.According to the data collected the respondent’s average age for 25 or below segment is 31. 4 , for 26-35 is 26. 4, for 36-45 is 30. 0 and 46 or above segment is 12. 1; 55. 7% of the respondents are male while 44. 3% are female. The detail description of demographics is given in table 1. Table: 1 Demographic profile of respondents Sr # No 1 Age Indicators Categories 25 or below 26-35 36-45 46 or above 2 Gender Male Female 3 Nature of Job Permanent Temporary Contract 4 Income level 25,000 or below 26,000-35,000 36,000-45,000 46,000 or above Frequency 44 61 17 18 78 62 68 63 09 44 37 42 17 Percentage 31. 43. 6 12. 1 12. 9 55. 7 44. 3 48. 6 45. 0 6. 40 31. 4 26. 4 30. 0 12. 1 COPY RIGHT  © 2012 Institute of Interdisciplinary Business Research 354 ijcrb. webs. com MAY 2012 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS Data Analysis and Results Reliability Analysis VOL 4, NO 1 Cronbach alpha is the tool used to check the reliability of any scale. According to the statistical analysis the value of cronbach alpha ranges between 0. 698-0. 847. Normally 0. 6 is the minimum acceptable range for cronbach alpha. The overall reliability of scale items is found to be 0. 92. the detailed description of the value of cronbach alpha is given in table 2. Table: 2 Cronbach Alpha of Scale Items Construct/variable Job satisfaction Training and development Recognition Rewards Number of items 3 6 4 4 Cronbach alpha 0. 698 0. 824 0. 760 0. 847 Correlation Correlation analysis has been carried out to check the extent to which two quantitative variables vary together, including the strength and direction of their relationship. The strength of the relationship refers to the extent, to which one variable predicts the other; it can be observed in table 3.Table: 3 Correlations Satisfaction Job Satisfaction Training & dev Recognition Reward Correlation Correlation Correlation Correlation 1 . 469(**) . 650(**) . 684(**) 1 . 550(**) . 615(**) 1 . 952(**) 1 Training Recognition Reward As shown in the above table, training and development, recognition and rewards all a re found to be positively correlated with dependent variable job satisfaction. The value (r= . 469) suggests that training and development is positively correlated with job satisfaction, (r= . 650) COPY RIGHT  © 2012 Institute of Interdisciplinary Business Research 355 ijcrb. webs. comMAY 2012 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 4, NO 1 shows that recognition is also positively correlated with job satisfaction and (r= . 684) shows that rewards are also positively correlated with job satisfaction. Correlation analysis showed that there is positive relationship between job satisfaction and independent variables. Table: 4 Regression Analyses Model 1 R . 710(a) R Square . 504 Adjusted R Square . 493 Std. Error of the Estimate . 26238 Table: 5 Coefficients (a) Standardized Variables Unstandardized Coefficients B (Constant) Training Recognition Reward . 25 . 266 . 088 . 443 Std. Error . 343 . 085 . 205 . 206 . 243 . 086 . 453 Coefficients Beta 2. 696 3. 14 5 . 430 2. 147 . 008 . 002 . 668 . 034 t Sig. As shown in the above table of coefficients (a), training and development is positively affecting the dependent variable job satisfaction as the beta value is (. 266). It is shown in the table that recognition also has a positive effect on the job satisfaction, represented by beta value (. 088) and rewards also have positive effect on the job satisfaction, represented by beta value (. 443).Independent variables, training and development and rewards are having a positive and significant relationship with the dependent variable but recognition is not having a significant relationship. The value of R square is . 504 which means that 50. 4% variation in dependent variable can be explained by independent variables. On the basis of above analysis, hypotheses 1 and 3 are accepted but hypothesis 2 has been rejected. Previous researches had shown the same results. COPY RIGHT  © 2012 Institute of Interdisciplinary Business Research 356 ijcrb. we bs. com MAY 2012INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS Table: 6 Hypotheses Testing Hypotheses H1: Training and development is significantly and positively related with employee job satisfaction. H2: Recognition is significantly and positively related with employee job satisfaction. VOL 4, NO 1 Result Accepted Rejected H3: Rewards are significantly and positively related to employee job satisfaction Accepted Conclusion and Future Recommendations The findings of this research can be implemented in different ways in public sector organizations of Pakistan.First of all training and development has a weak correlation with employee job satisfaction which clearly indicates that training and development is not a strong driver of job satisfaction in public sector organizations of Pakistan. Therefore serious amount of consideration should be given to this aspect. Before allocating any sort of training activities to employees training need analysis should be conducted s o that managers should exactly know that which kind of training should be given to employee.If employee will feel training to be interesting and is according to the need of an employee than employees will actively participate in trainings and that training will be much more productive and source of satisfaction for employees. Employees will not only learn more but they will also exhibit the learned skills at the workplace as well which will enhance the employee performance and that will lead towards enhancement of organizational performance and then organizations will have satisfied employees.Rewards and recognition are both strongly correlated with employee job satisfaction which is an indication that how important employees perceive rewards and recognition for them in the public sector organizations of Pakistan. Rewards and recognition are both very useful and recognized tool of employee job satisfaction but both these variables act other way around if COPY RIGHT  © 2012 Institu te of Interdisciplinary Business Research 357 ijcrb. webs. com MAY 2012 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 4, NO 1 here is no equity. So it is very important for managers in public sector organizations to eliminate discrimination while giving rewards or recognition. Pakistan is a developing country and employees of public sector organizations love to get rewards as compared to recognition, monitory rewards are of great importance because past researches show that monitory benefits for employees of public sector organizations of developing countries have great significance towards job satisfaction and this study also supports this particular argument.This is why the analysis of data shows that rewards are extremely significant but recognition is not. Future researchers need to study the relationship of job satisfaction and other HR practices in relation with public sector organizations of Pakistan. When other HR practices will also be investigated that will provide a very clear and broader picture to managers and it will be very easy for them to decide that which factors lead towards job satisfaction and which do not in public sector organizations of Pakistan.The in-depth analysis of compensation, promotion and performance evaluation practices can be very fruitful for the managers of public sector organizations and those studies will certainly increase the profitability and level of job satisfaction of employees. COPY RIGHT  © 2012 Institute of Interdisciplinary Business Research 358 ijcrb. webs. com MAY 2012 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS References: VOL 4, NO 1 Ahmad , I. , Khalil , M. I. , (2007). Human resource planning in the banking sector of Bangladesh: A comparative study between public & private bank.Journal of Business Administration, 33, (3). 23-42. Ali, R. , & Ahmed, M. S. (2009). The impact of reward and recognition programs on employee’s motivation and satisfaction: an empiri cal study. International Review of Business Research Papers, 5(4), 270-279. AmbaRao, S. C. , Petrick, J. A. , Gupta, N. D. , & Von der Embse, T. J. (2000). Comparative performance appraisal practices and management values among foreign and domestic firms in India. International Journal of Human Resource Management, 11 (1), 60-89. Aycan, Z. (2006). Human resource management in Turkey. In P. Budhwar & K.Mellahi (Eds. ). Managing human resources in the Middle East 12(1), 160-180. Aycan, Z. , Kanungo, R. N. , Mendonca, M. , Yu, K. , Deller, J. , Stahl, G. and Kurshid, A. (2000). Impact of Culture on Human Resource Management Practices. An International Review, 49(1), 192-221. Blum, M. L, and Naylor, J. C (1968), Industrial Psychology: Its Theoretical and Social Foundation, Harper & Row, New Yark NK. COPY RIGHT  © 2012 Institute of Interdisciplinary Business Research 359 ijcrb. webs. com MAY 2012 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 4, NO 1 Carmen C, Jose GM (2008).The role of technological and organizational innovation in the relation between market orientation and performance in cultural organizations. Europ. J. Inn. Manage. 11(3), 413-434. Clifford JM (1985). The Relative Importance of Intrinsic and Extrinsic Rewards as Determinants of Work Satisfaction, Soc. Quart. , 26(3): 365-385. Clifford JM (1985). The relative importance of intrinsic and extrinsic rewards as determinants of work satisfaction, Journal of Sociology, 26(3), 365-385. Dessler , G. , Human resource management. New Delhi: Prentice Hall of India Private Limited, 2007. Doyle, M. , (1997). Management development, in Beardwell, I. nd Holden, L. eds Human Resource Management: A Contemporary Perspective,. London: Pitman. Garcia, M. , (2005). Training and business performance: The Spanish case. International Journal of Human Resource Management, 16, 1691-1710. Gould-Williams, J. (2003). The importance of HR practices and workplace trust in achieving superior performance: a study of public-sector organizations, International Journal of Human Resource Management, 14(1), 28-54. COPY RIGHT  © 2012 Institute of Interdisciplinary Business Research 360 ijcrb. webs. com MAY 2012 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 4, NO 1Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity and corporate financial performance, Academy of Management Journal, 38(3), 635-672. Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity and corporate financial performance, Academy of Management Journal, 38(3), 635-672. Janet L, Bokemeier JL, Bokeimer WBL, (1987). Job values, rewards, and work conditions as factors in job satisfaction among men and women, Soc. Quart. , 28(2): 189-204. Kalleberg A, L, (1977). Work values and job rewards: a theory of job satisfaction, Am. Sociol.Rev. , 42: 124-143. Mahmood , M. H. , The institutional context of human resource managem ent: Case studies of multinational subsidiaries in Bangladesh. Unpublished doctoral thesis, University of Manchester, Miller, D. , 2006. Strategic human resource management in department stores: An historical perspective, Journal of Retailing and Consumer Services, forthcoming. Petrescu , A. I. , Simmons , R. , Human resource management practices and workers’ job satisfaction. International Journal of Manpower, Vol. 29, No. 7, pp. 651-667, 2008. COPY RIGHT  © 2012 Institute of Interdisciplinary Business Research 361 ijcrb. webs. comMAY 2012 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 4, NO 1 Robbins, S. P. (2003). Essentials of organizational behavior 7 ed. Upper Saddle River,New Jersey: Pearson Education, Inc. Rogg, K. L. , Schmidt, D. B. , Shull, C. & Schmitt, N. (2001). Human resources practices, organizational climate and customer satisfaction. Journal of Management, 27, 431–449. Rue, L. W. , & Byars, L. L. (1992). Management skills and app lication 6 ed. New Jersey: Prentice-Hall International. Skinner, B. F. (1953). Science and Human Behavior. New York: Free Press. Herzberg, F. , Mausner, B. , & Snyderman, B. B. (1959).The motivation to work. New York: John Wiley & Sons. 14(1), 20-32. Spector, P. (1997), Job Satisfaction: Application, Assessment, Cause and Consequences, Sage Publications, London, Spector, P. E, (1995), Job Satisfaction: Application, Assessment, Causes and Consequences, Sage, Thousand Oaks, CA. UK, 2004. Vansteenkiste, M. , & Deci, E. L. (2003). Competitively contingent rewards and intrinsic motivation: Can losers remain motivated?. Psychological Review, 14. 370-396. Wright, P. M. , Garden, T. M. and Moynihan, L. M. (2003). The impact of HR practices on the performance of business units, Human Resource Management Journal, 13(3), 21-36.COPY RIGHT  © 2012 Institute of Interdisciplinary Business Research 362 ijcrb. webs. com MAY 2012 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 4, NO 1 Wright, P. M. , Gardner, T. M. , & Moynihan, L. M. (2003). The impact of HR practices on the performance of business units. Human Resource Management Journal, 13(1), 21–36. Yeganeh , H. , S , Z. , An Examination of human resource management practices in Iranian public sector. Personnel Review, Vol. 37, No. 2, pp. 203-221, 2008 COPY RIGHT  © 2012 Institute of Interdisciplinary Business Research 363

Learning Essay

Learning something new it’s no easy. I have learned a lot of things in my life like cooking, surfing and horse riding, and I’ve always known that to be pessimistic is not a good choice. That’s why I decided to put a good face to the idea of learn how to dance salsa. A few months ago, I decided to sign up for salsa classes, everything began when we were celebrating the birthday of a friend and suddenly they all got up of their seats to dance salsa, everyone, except for me. Not knowing how to dance salsa is not something special but that day, at that moment, in that birthday, it meant a lot to me because my father was a professional salsa dancer and I am supposed to have that gene in my veins. The first few weeks were the hardest in the dance studio. I was scared, I felt that I had two left feet and for my bad luck always touched me dance with the most awkward of the boys. His name was Marcos. A very friendly guy, handsome and gentlemanly, but dancing was not his best skill. The first steps that we learned were basic but the most painful, I was not used to dance that type of music because it is a very fast dance and every song seemed endless. â€Å"The Salsa is very spontaneous, involves a lot of movement of the hips and feet† always said our instructor, he was a very funny man but what we most love about him was his patience and commitment to us. He showed us that we must first overcome the fear and shame that involves dancing in from of a group of people so we can show all the confidence that we have. And that’s exactly what I did, with time and practice I became the best in my class. Salsa dancing became my obsession I could not stop thinking about it, especially knowing, that the last session was a competition dance. The prize was a medal and that medal was my goal. I practiced day and night, in every spare moment, until the day of competition. I confess I was very nervous but I still succeed in overcoming all my fears and given the best of me on that dance floor. And you know what? I won, I won the medal and became the best in my class, I am very proud of myself because I showed that it is never late to learn something new and that everything in life involves patience, effort, practice and above all dedication . All these aspects made ​​me the person that I am now. A person more confident of itself and of what can be achieved in life. So if you still do not know how to dance salsa, what are you waiting for? It’s never too late, because now I’m sure that for the next birthday of one of my friends, I’ll be ready for dance Salsa until dawn.

Ego Psychology Essay Example | Topics and Well Written Essays - 500 words

Ego Psychology - Essay Example Expert counseling and bringing these memories to the fore from the sub conscious by hypnosis can make the disorder disappear in such patients. Freud developed his ideas about the unconscious and psychoanalysis on the basis of these ideas and concluded that interpretation leads to change and healing. Initially Freud theorized about a physiological basis for psychogenic processes (www.alliant.edu) but eventually abandoned that theory keeping the belief that psychological activity was based on biological drives. These drives are â€Å"instinctive processes that energize the mind and impel it to activity†. The psychodynamic theories evolved with early presumptions which were later rejected and modified by Freud ultimately to give certain accepted models of psychoanalytical theories (www.alliant.edu). One such model, the ‘Topographic Model’ is divided into three categories viz. ‘Affect Trauma, Topographical and Structural Models’. The Structural Model was proposed by Freud in 1923 (www.alliant.edu). According to this model, there are three processes involved in the mind i.e. the id, ego and the superego. ID is the entire psychic apparatus at the time of birth of an individual. Eventually ID is replaced by the ego and the superego with the chronological development of the individual. The ID still remains after the development of ego/superego, as the psychic representative of the ‘drives’ which operate by the ‘pleasure principle’ and have no connection to the world outside. ID is driven by the feeling of receiving total and immediate gr atification and avoiding pain. The infant, according to Freud is the prime example of ID as its prime focus is gratification of immediate needs such as hunger and defecation. ID is further sub divided into two processes; ‘reflex actions’ such as blinking and ‘primary process thought’ such as the ‘baby imagining the mother’s nipple’ (www.alliant.edu). As early as at the age of one

Preparedness of Intensive Care Unit Nurses Case Study

Preparedness of Intensive Care Unit Nurses - Case Study Example Just by the looks of it, not only are researchers in agreement as to what good palliative care is; there is also a tall task that is assigned to nurses in palliative care. Amidst constant cry for better training and preparation, palliative care nurses are expected to perform these tasks that entail not only academic inputs but psychological and emotional preparedness as well. As we have seen above, even oncology nurses find themselves still wanting when it comes to providing quality end-of-life care, though, no one can deny that palliative nurses are supposed to be the model for end-of-life care. Given these demands of palliative care, and given the fact that even the conference cites palliative care as the guide for quality end-of-life care in the ICU, let us now turn to examine the present situation of UK ICU nurses. After which, we shall see whether they are prepared for end-of-life care, as discussed above, or if they are still wanting. Let us first look at some facts about UK IC U Nurses. We will do the assessment as to their preparedness or unpreparedness after.   ICU nurses may receive training for advanced life support skills.   That nurses may undergo training to be able to provide the following: manual defibrillation, shock advisory defibrillation, intravenous cannulation, intravenous adrenaline administration, laryngeal mask airway insertion, and tracheal intubation (O’Higgins et al. 2001: 46-47). This is an improvement in line with an earlier survey which states that only â€Å"12 percent of British nurses regularly performed arterial puncture† compared to 75 percent of Swedish nurses that regularly do such a procedure (Depasse et al. 1998: 939). Within the same report, it was also stated that British nurses are less involved in invasive procedures, in spite of higher levels of staffing (1998: 944). In the magazine, Nursing (2000: 32 cc6), it was reported that aside from ICU nurses being overworked which may result in increased mortality rate, other factors exist that may contribute to higher mortality rates during peak hours.

Work Now trends (complete part one) Essay Example | Topics and Well Written Essays - 250 words

Work Now trends (complete part one) - Essay Example On the other hand, this gives the temporary employees a chance to determine their level of interest in that company. Working as a temporary employee gives the employees an advantage over the external applicants in times of a vacancy announcement. In the recent research, about 58% of the employers will prefer to pick the temporary workers in the next five or so years to external applicants (Jim, 2006). People working as temporary employers have a chance to associate with employees who may help them gain the permanent position or at times provide them with leads, and end up getting better positions elsewhere. Other than the above-mentioned impacts of temp-to-fulltime to the employer, the costs associated with hiring permanent workers is higher compared to that of the temporary employees. As the main aim of any business is maximization of profits, this strategy saves on costs; hence, more profit. People go for temporary jobs for experience, extra cash or if they have no other source of income. However, temp-to-fulltime strategy has its own shortcomings. With this kind of employment, nothing is guaranteed. Sometimes a company genuinely needs a temporary employee for just a specified time for various reasons. It gets frustrating for a person who took up that job with expectations of ever having that position permanently. One has to try to be perfect in everything, as the slightest mistake would mean immediate dismissal. This is not fair for everyone makes mistakes. These employees enjoy lesser benefits and lower income compared to their counterpart. This is despite the fact that they often do most of the work. The best secret to make any temporary job a permanent one is to perform excellently and assimilate into the company and its culture in the shortest time possible. Coming in early, offering to stay late in the office, complete the given assignment, and presenting it in time and having the right mindset are