DefinitionofHate

A good example of this is when students say they hate school. Not only is school academic, but it is also social. School is where friends associate, and most students enjoy this. Most students have a favorite class, so they certainly don't hate that time. So what part of school do they actually â€Å"hate? † Then when asked if they would want to quit school they say â€Å"Of course! † But when one thinks about it, school is what builds up the rest of our lives to success.One cannot possibly hate something that asses happiness in a well educated life. Other examples include saying â€Å"l hate her,† which causes questions like why and who, and statements like â€Å"l hate my parents† cause judgment, in that bystanders will stereotype one as a rebel. If one said â€Å"l hate her because she betrayed me,† it would be more accurate and powerful; however, society is to lazy to add detail, just as they are too lazy to say â€Å"dislike?' instead of â₠¬Å"hate. † Hate is a powerful word used against a specific person or object. Hate, when used frivolously in common conversation, can be extremely hurtful.Hate is carelessly used to describe people one dislikes. If the disliked person overhears, finds out, or takes the usage in an offensive manner, they can be extremely hurt by the statement This often causes unwanted drama and conflict. If one had avoiding using such harsh language in the first place, that person wouldn't have had to deal with this drama. Hate is used towards friends as a joke, but if the word was being used correctly, there would be no friends. â€Å"Hate† isolates friendships and starts fights that should've never been started.If used in this frivolous, airless, way, the word hate can be extremely offensive in situations where it was not meant to be. One can never be sure how the person he or she is talking to takes the use Of the word â€Å"hate,† so to be safe, it should only be reserved for extreme situations. Hate is an emotion reserved for people that have the right to use it. Only people who have had traumatic or horrible life experiences have the right to hate certain people or items. Hating your parents because they don't let you go out is pathetic, unlike hating your parents because they abandoned you, which is understandable and tragic.Students hating school because of a bad grade is very different from students hating school because they are bullied. What about kids hating cars because they aren't old enough to drive versus hating cars because of a serious accident? There is never black and white in these situations, it all depends on circumstances. Hate can only be used in truly loathly situations. Hate is an intense word that should only be used in the most extreme of situations, and should not be used frivolously. Hate is used too broadly on everyday subjects, and is a very offensive word that destroys relationships when used incorrectly.

US Federal Government Employee Benefits

US Federal Government Employee Benefits According to data from US Bureau of Labor Statistics (BLS), the federal government employs over 2 million civilian workers. That’s about 1.5 percent of the nearly 133 million workers BLS counted in all industries in the United States. Along with salaries or wages, employee compensation in the federal government includes benefits  such as subsidized health insurance and many more. Federal government employees enjoy a wide range of family-friendly benefits that go far beyond insurance and retirement. Each agency is free to offer its own benefits package. The following is a sample of federal government employee benefits. Federal Employees Retirement System (FERS):  Benefits based on the amount of service and salary history.Thrift Savings Plan (TSP):  In addition to the defined or basic benefits provided by the FERS plan, current federal employees can boost their retirement savings by participating in the Thrift Savings Plan (TSP). The TSP offers the same types of savings and tax benefits as a 401(k) plan.Social Security:  Credit earned while working with the Government. Retirement benefits, disability protection, and survivor protection.  All federal employees hired after 1983 pay Social Security taxes, including the President of the United States, the Vice President, members of Congress, sitting federal judges, certain legislative branch employees, and most political appointees. The government collects these taxes in the same amounts as they would if these employees worked in the private sector at the same salary level.Medicare - Part A:  Available to you at no cost at age 65.Federal Emplo yees Health Benefits Program (FEHB):  No waiting periods, required medical exam, or age/physical condition restrictions. Federal Employees Group Life Insurance (FEGLI):  Group term life insurance - Basic life insurance and three options (Standard, Additional, and Family).Leave and Holidays:  13 days sick leave each year; 13, 20, or 26 days of vacation leave each year, depending on years of service; 10 days paid holiday each year.Family Friendly Leave Flexibilities:  Flexible Work Schedules; Telecommuting; Family Friendly Leave Policies; Employee Assistance Program (EAP); Part-Time Job Sharing Positions; Child Elder Care Resources Adoption Information/Incentives; Child Support Services.Work/Life Programs:  Every Federal agency has an Employee Assistance Program (EAP), which has a goal to restore employees to full productivity. More specifically, the EAP provides free, confidential short-term counseling to identify the employees problem and, when appropriate, make a referral to an outside organization, facility, or program that can assist the employee in resolving his or her problem.Recruitment Bonus:  Lump-sum bonus to newly appointed employees for difficult-to-fill positions. Up to 25 percent  of basic pay may be paid prior to the employee entering on duty. A service agreement with repayment plan if service time not fulfilled. Relocation Bonus:  Lump-sum bonus for difficult-to-fill position in a different commuting area; up to 25 percent  of basic pay. A service agreement with repayment plan if service time not fulfilled.Retention Allowance:  Continuing payment to retain departing employees; up to 25% of basic pay.Employee Development:  Career Resource Centers; Training OpportunitiesStudent Loan Repayment: Permits agencies to repay the student loans of Federal employees; used at the discretion of the agency.Long Term Care Insurance Program: John Hancock and MetLife formed Long Term Care Partners, a jointly owned new company exclusively dedicated to serving the long-term care insurance needs of the Federal Family.Child Care Subsidy Program: Federal agencies, at their own discretion, can use appropriated funds, including revolving funds otherwise available for salaries, to assist lower income federal employees with the costs of childcare.

Relationship Between Rewards and Employees Motivation

Relationship Between Rewards and Employees Motivation Literature review Employees are among the fundamental stakeholders in almost all organisations and their wellbeing is normally paramount if an organisation wants to succeed in the vibrant business world.Advertising We will write a custom research paper sample on Relationship Between Rewards and Employee’s Motivation specifically for you for only $16.05 $11/page Learn More As the commerce world and its management grow towards a more complicated business and organisational environment, which has been a challenge to thrive through, a continuum of challenges is gradually becoming eminent. Hence, keeping employees on board is essential for corporate growth (McCooey, 173). Organisational management together with its competence and its strategies towards managing human capital coupled with how it maintains the paramount rapport amongst workforces has been forming numerous global businesses controversies (Zingheim, Schuster, and Dertien 3). A culminating numb er of researches like studies by Elton and Gostick (56-98), Gordon (84-112), and Kaye (106-139) have actively engaged on common approaches that organisations employ to recruit, retain, and retrench their employees with substantial evidence indicating that these factors have been invariable core controversies in numerous organisations. The willingness of an employee to remain loyal and dedicated to his or her organisation depends on reasonably several factors and most of them have always remained underrated and miscalculated by organisations and governments. On global synopsis, surveys and studies conducted within developed nations, especially the United States of America have indicated that despite the audacious unemployment rates that are constantly becoming pandemonium to economic growth, there is considerably an acute talent shortage in these countries. The U.S. Bureau of Labour Statistics (BLS) â€Å"reports an increasing trend in voluntary terminations, and the rate of unemplo yment for people with college degrees is about half of the national unemployment rate and is decreasing† (Scott, Mullen, and Royal 2).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More From this statement, one would then understand that retention of critical talents especially the skilled and experienced employees who are active performers is paramount during economic recoveries particularly in the recent decades where aggressive market competition is eminent. As stated by Scott, Mullen, and Royal, key talent normally contributes to current and future organisational performance since they become reliable movers of firm success (2). A continuum of studies demonstrating a positive correlation between employee reward strategies and employee Retention is growing exponentially. Employee retention and its status in ME Any organisation determined towards achieving its missio n, vision, and objectives or even gaining a competitive edge in the market, has to understand the imperativeness of respecting and bearing in mind the significance of having potential employees, customers and other stakeholders. The quest to improve performance in organisations is driving the business world into understanding aspects concerning employee attraction and retention, and successive years may rip much from the current interventions (Philips and Connell 93). In its most straightforward manner, employee retention may refer to management strategies placed by organisations to maintain their personnel, workforce, or labour force. Naris and Ukpere assert, â€Å"Qualified employees are scares and therefore institutions should be proactive when developing retention strategies and that retention should start with the job descriptions, orientation program, recruitment and selection† (1078). Human resources retained and respected by their organisations, while provided with di verse professional and economic expansion opportunities including empowerment and rewards on their substantial performance, feel motivated and in turn reward their firms through positive working (Hafisa, Shah, and Jamsheed 327).Advertising We will write a custom research paper sample on Relationship Between Rewards and Employee’s Motivation specifically for you for only $16.05 $11/page Learn More Employers employ reward strategies for employee retention. Employee retention in companies operating within the Middle East countries where market for both human capital and industrial products is growing significantly has been an affair of great socio-economic concern. Drawing lessons from their counterparts in most developed nations including Germany, The United States, the United Kingdom, Japan, and China, companies in the Middle East have slightly began noticing the significance of utilising reward strategies in retaining their workforce. However, it is still a paradox. According to a recently concluded 2012 survey conducted by Deloitte, â€Å"employee morale has been dwindling in Europe, Middle East and Africa (EMEA) as Europe struggles with debt crises, the future of the euro, and increased borrowing costs† (11). In this same survey, of all industrial workforce, interviewed, approximately half of EMEA that accounts to 47 per cent reported decreased levels of morale for the past year, as contrasted to 38 per cent in American companies and only 33 per cent Asian Pacific zones (Deloitte 11). For the successful companies with these nations, reward strategies were eminent. Common Forms of reward strategies As a way of appreciating and recognising the imperativeness of rewarding key talents and skilled workforce that are core features of firm’s growth, some companies have been using a variety of rewards strategies. Typically, two forms of reward strategies are employed by organisation in compensating their workforce and t hey include financial and non-financial rewards (Hafisa, Shah, and Jamsheed 332).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Financial rewards are monetary endowments that employers offer to their workforce depending on different organisational rewarding protocols principally to enhance motivation. According to studies by Podmoroff (72-108) and Thomas (63-127), rewards that do not involve monetary payoffs form part of the critical reward strategies that employers use to motivate employees. This form of intrinsic motivation is the best form of motivation and it applies socio-psychological approaches. Not surprisingly, â€Å"financial incentives help drive employee satisfaction, with nearly seven in ten (68 per cent) highly satisfied employees†¦reporting good pay package, but the quality of a company’s non-financial incentives s also a strong indicator of overall satisfaction† (Deloitte 5). This aspect means that both of these rewarding employee schemes have always been significant in ensuring employee job satisfaction, motivation and more importantly, organisational success or aims accom plishment. Reward strategies and high employee turnover While trying to understand the significance of reward strategies as approaches towards employee retention, one must understand the unforeseen challenges resulting from employee turnover. Since employee turnover simply implies to the rate at which an organisation depending on its employment policies lose or acquire its workforce, a subject of interest from current research is rising from this angle (McCooey 172; Silverstein 84). An auspicious relationship linking lack of reward strategies and the continually growing challenges regarding controlling high employee turnover is diverse and convincing. Employer’s lack of commitment to improve their rapport with their workforce is raising questions about the high labour turnovers experienced recently within the contemporary global employment realm. Rewarding dedicated, competent, and skilled critical professionals in a given organisation have associated with greater possibiliti es of reducing high employee turnover and enhancing productivity as well (Naris and Ukpere 1081). With organisations blindfolded and incapable of seeing the direct cost relating to high turnover resulting from tyrannical leadership ignorance studies reveal that constant lose and gain of workforce results in organisational ineffectiveness since production becomes inconsistent. High labour turnover influenced by highly qualified and experienced employees, coupled by poor management in organisations normally results to loss of morale among workers. Reward strategies on retention As prospective affirmative correlation exists between reward strategies and employee satisfaction, motivation, empowerment and finally retention, much has protracted on the levels of labour turnover that is becoming difficult to manage. Labour turnover has been on regular debates in companies operating within Europe, Middle East, and Africa, with evidence revealing that high turn is becoming unmanageable due to lack of strategic management approaches that involve employee retention measures (Shields 130). From the same investigation by Shields (130), failure to provide favourable working conditions, coupled with minimal or non-existence of employee motivation-centred initiatives is creating unimaginable paradox in maintaining human resources in organisations, as organisations are overwhelmed to succeed with high staff turnover than keeping miniature, but skilled workforce. Most successful organisations have recorded paranormal perseverance in economic adversities by ensuring that they have engaged in employee comfort and motivation. Both financial and non-financial rewards have been key actors on motivating employees across broad business spectrums, with researchers and philosophers linking firm’s success to comprehensive utilisation of reward strategies. For employers to understand the significance of rewarding employees to maintain their rapport and retain them, one thing they ha ve never noticed is that hiring momentary workers with skills and professionalism becomes much expensive as they bargain for soaring payments on unreasonable contracts. Naris and Ukpere assert, â€Å"Implementing an innovative retention strategy will motivate staff members and commit them towards improving their qualifications† (1083). To understand well how rewards can or have been movers towards employee recruitment, or most importantly employee retention, literature has provided numerous cases in which awards contribute to employee retention. Prior literature from researchers has been crucial in explaining the correlation between reward strategies and employee retention. Some of the probable ways through which individuals can understand this aspect is first by examining the prevailing association between reward strategies and motivation, reward strategies and employee-satisfaction reward strategies and cooperation as well as reward strategies and productivity. The aforemen tioned elements, according to Breaugh and Starke (367), are pointers that underscore how rewards contribute to employee retention. Reward strategies and motivation Motivation comes from the word motive, which may refer to a force or intention that pushes individuals towards undertaking activities or performing certain duties. Reward schemes or programs are essential since any form of compensation, incentive, or remuneration given to promote talent or as recognition towards job well done creates substantial employee motivation (Randall 45). Both financial and non-financial rewarding strategies have a significant impact on employee motivation. Employees are normally willing to continue serving their organisations competently and diligently and dedicatedly, if they notice that there leaders trust them, respect them, and feel concerned about their wellbeing (Randall 41). A motivated worker usually possesses a self-driven motive towards performing specific organisational duties including voluntary ones, feels secure, appreciated and in turn respects his or her employer, and hence a reciprocated relationship subsists. It is only in organisations where workers have motivation, created through financial and non-financial incentives that constancy, trustworthiness and competence become part of organisational culture. Labour turnover is becoming a controversial matter in numerous organisations and empowering a little, but competent workforce is paramount for success of an organisation. According to Scott, McMullen, and Royal, labour turnover is always costly in its management and it usually affects business performance directly, especially during economic hardship moment (3). Therefore, retention of key employees and skilled labour force becomes the most appropriate way of ensuring that organisations are in a position to control labour turnover, and subsequently enhances trustworthiness. A survey undertaken by Scott, McMullen, and Royal reveal that major issues that lea d to employees having a sense of job insecurity is lack of organisational appreciation, towards employees, lack of motivation and unawareness of their performance abilities (5). When reward strategies, policies and programs are in place, organisational workforce remains loyal to its company even when there is a significant downturn in the economy. In their study, Naris and Ukpere noticed that financial rewards, job contentment, and short of career opportunities motivate employees to relinquish (1082). Reward strategies and employee satisfaction Job satisfaction has been a critical matter in the contemporary organisation management paradigm and its pursuit is rising. Akin to issues pertaining motivation at work, rewards are focal in determining employee satisfaction in the sense that material and psychological wellbeing are crucial in employee performance and subsistence in a company as noted by research (Brown 211; Brown and Armstrong 90). After having a deep sense of motivation, wh ich is brought about by recognition where organisations compensate workers efforts through reward schemes, job satisfaction thereby becomes evident (Zingheim et al. 10). Poor working environment, unconcerned employers, coupled with challenging socio-economic issues in persistence, motivate workers to turn down their jobs. A substantial number of studies have revealed a significant correlation between availability of reward strategies in organisations and job satisfaction, which in turn results to high employee retention (Hafisa, Shah, and Jamsheed 329). By organisations dedicated their resources to improve employee’s welfare by offering rewards as employee compensation techniques, cases of misconduct especially relating to material and financial swindling, impunity and cheat reduce and thereby enhancing trustworthiness. Human satisfaction depends on material wellbeing and psychological comfort, and the two are paramount to social success and potency in undertaking duties. Dra wing empirical evidence from studies undertaken by Hafisa, Shah, and Jamsheed, external or extrinsic rewards including good pay package or simply comfortable salary, incentives, bonuses, job security, fringe benefits and job promotions are part of job satisfaction which results to employee’s willingness to stay in an organisation (327). Reward strategies that involve the provision of bonuses, fringe benefits, and incentives by organisations normally enhance the employee’s commitment and dedication towards their job and subsequently increase their possibility of staying within their organisations. Every employee seeks for jobs that provide favourable working atmosphere including excellent salaries, bonuses and other incentives (Zingheim et al. 8). Rewards involving on-job promotion gives an employee a sense of greater job security, confidence, and comfortability knowing very well that their organisation trusts them. Given the vibrantly growing competitive markets, manag ers in HR must consider rewards to improve workforce retention. Reward strategies and Cooperation Reward strategies have been much imperative in developing and maintaining cohesion and teamwork among workers, with research insisting that collaboration results in a positive working environment and changed attitude among workers, hence high possibilities of employee retention (Scott, McMullen, and Royal 9). Employees usually are willing to continue offering their services to an organisation where aspects of cooperation, teamwork, collaboration, assistance and mutual aid prevail that allows them to share ideas, engage in decision making and interactively build working alliances in an organisation. Using a contingency model of pay system design, Boyd and Salamin (780) noted that, coupled with high levels of motivation that rewards provide to workers, psychological and physical comfort, employees create positive feelings about their work and working environment and thereby enhancing rete ntion. Employees manage to share their skills and talents when they engage in autonomous groups that result from cooperation and any feeling of misused abilities may lead to resignations. A company survey by Deloitte revealed that a â€Å"majority (42 per cent) of respondents seek new employment for their organisations make diminutive use of their skills and abilities† (12). Moreover, in the same survey, â€Å"a considerable number of respondents (employees) cited their willingness to switch jobs and companies following lack of career progress (37 per cent) and insufficient job challenges (27 per cent)† (Deloitte 17). These are core factors that generally influence their career decisions, whereby if maximum cooperation triggered by rewards and motivation are capable of minimising their influence. Drawing lessons from a survey undertaken by Scott, McMullen, and Royal, who surveyed finance, insurance, real estate, manufacturing, utilities, oil and gas companies among oth ers, the aspect of interactive working in relation to employee retention eminently appears (9). Of all the respondents interviewed in this study (approximating to 38 per cent in total) strongly agreed and agreed that lack of organisation cultures such as trust, work cohesion, teamwork, and collaboration are core motivators of employee acquiescence from their jobs. A strong intuition is that the existence of reward strategies increases competence, especially with the presence of teamwork and this aspect makes employees become competitive and focus on their present jobs. Reward strategies and productivity The primary objective of any organisation is to prove productive within its market share (Boyd and Salamin 780). The gradual development of the above-mentioned factors fuelled by rewarding employees in an organisation is what brings about the achievement of company’s stated targets, aims, missions and its anticipations. Given the growing number of empirical evidences from stud ies that are constantly culminating on these issues, denoting a greater positive correlation between rewards and high employee retention, productivity is what concludes the entire argument. Employee’s willingness to make decisions to continue offering services to an organisation principally hinges on the levels of personal productivity and organisational reputation. According to Ramlall, all organisations normally like affiliating with highly productive workforce and workers, in turn, feel attracted to organisations with a good public reputation that may be high productivity, good corporate social responsibility, among other related issues (66). It is with no concession or any compromise whatsoever, that very few managers would prefer hiring unproductive workers (Schuster 183). On the same note, as noted by Smith (119), the productivity of any given workforce hinges on the administrative techniques that the management team adopts. Numerous prior studies have concluded that th e chances of managers frustrating or disbanding an industrious workforce are minimal and the mutual understanding between management and workers is what determines the productivity of an organisation and retention of workers. It is only through rewarding and appreciation strategies aimed at motivating workers that make them to feel safe and trusted by their management. A study conducted by Ramlall noted that a good number of the respondents, accounting to 22 per cent believe that employees feel motivated, rejuvenated and advanced when they associate with competitive organisations, something which improves their productivity as they reciprocate through hard work and thus increase their chances of continuity with an organisation (66). Deloitte argues, â€Å"Rewards can reap the benefits of greater employee productivity and engagement by improving their talent strategies, developing leadership opportunities, and tailoring their retention practices† (14). Therefore, reward strate gies as postulated earlier are possible movers to successful organisations as they enhance employee productivity that in return triggers corporate efficiency. Research Methodology In a bid to examine the effects of reward strategies on employee retention, this study will employ a first study to ascertain the presumptions protracting from different prior studies over this topic. The primary purpose of this study is to examine the effects of reward strategies in employee retention, employee turnover and its impact in Air Arabia international Company. Certain principles and approaches will lead this study into achieving desirable finding over the argument inherent in this research. Reward strategies and employee retention are two distinct and independent variables in this study. This research will be a case study research design where only Air Arabia international Company will be the primary respondent to this study, with a large number of employees involved in enriching data to this a rgument. The study will utilise a triangulation method to collect data pertaining to the status of reward strategies and retention from different working departments in Air Arabia international Company. Research design In this case study research design, the study will include both qualitative and quantitative approaches to ensure that all the necessary information is in place for a thorough analysis to yield data that will result in knowledgeable conclusions. There will be a review of available literature on reward systems backed by the findings of this study. Research has revealed that much of the industrial and organisational research studies have always been successful when researchers employ a combination of qualitative and quantitative approaches (Borrego, Douglas, and Amelink 54). A combination of qualitative and quantitative research design as postulated by researchers and as per the aim of this study will aid in enriching the argument since descriptive data and prescriptive data are always imperative in industrial research. The study will combine figures and facts achieved from the collected data to solidity its argument in relation to the two variables identified in this case. Targeted Respondents and selection technique In determining the effects of rewards on employee retention in Air Arabia international Company, identifying specific respondents to participate in the study will be significant since perception may differ from different levels of working in this company. There is a possibility that a manager may provide information in favour of their justification towards the related subject, and employees likewise. To avoid capriciousness of data collected from the study, the study will involve all employees in Air Arabia international Company, especially lower management and subordinates who may have no personal interests in the company, since top management may fail to confide essential data. In selecting respondents, this study will use random s electing method where any employee may be capable of providing substantial facts about the prevailing situation. Purposive selection will only apply in managers since there are normally few and distinctive managers in organisations. Stratified sampling will be useful in assisting workers to discuss important responses before coming up with informed data. About 150 respondents from Air Arabia international Company will participate. Variables, data instruments, and collection methods Reward strategies and employee retention are the two main variables that will remain significant in gathering information in this study. Self-designed questionnaires and interactive face-to-face verbal interview will be so useful in ensuring achievement of reliable data to comprehend this argument. Questionnaires have been the most common utilisable data instruments that are simple to design, easy to interpret and undemanding in analysis data incorporated using simple questions (Lietz 250). The study will administer questionnaires to all respondents targeted in this study acquire quantitative data while face-to-face interviews will yield qualitative data. The study will conduct a piloting study in some few departments in Air Arabia international Company, which is always an essential approach in familiarising with the study area and useful in validating the reliability of research instruments. Before the collection of data from the company, the researcher will avoid breaching valuable company and intuitional regulations by ensuring that both sides provide convincing permission. Borrego, Maura, Elliot Douglas, and Catherine Amelink. â€Å"Quantitative, Qualitative, and Mixed Research Methods in Engineering Education.† Journal of Engineering Education 98.1 (2009): 53-63. Print. Boyd, Brian, and Alain Salamin. â€Å"Strategic reward systems: a contingency model of pay system design.† Strategic Management Journal 22.8 (2001): 777-792. Print. Breaugh, James, and Mary Starke . Research on Employee Recruitment: So Many Studies, So Many Remaining Questions. Journal of Management 2.1(2000): 305-434. Print. Brown, Duncan, and Michael Armstrong. Strategic Reward: Implementing More Effective Reward Management, London: Kogan Page Publisher, 2006. Print. Brown, Duncan. Reward Strategies: From Intent to Impact, London: Chartered Institute of Personnel and Development, 2001. Print. Deloitte. Surveying the talent paradox from the employee perspective, 2012. Web. Elton, Chester, and Adrian Gostick. Managing with carrots: using recognition to attract and retain the best people, Utah: Gibbs Smith, 2001. Print. Gordon, Gil. â€Å"Managing for improved employee retention.† Employment Relations Today 17.4(2011): 285-290. Print. Hafisa, Nadia, Syed Shah, and Humera Jamsheed. â€Å"Relationship between rewards and employee’s motivation in the non-profit organisations of Pakistan.† Business Intelligence Journal 4.2 (2011): 327-334. Print. Kaye, Beverly . Love em or Lose em: Getting Good People to Stay, San Francisco: Berret-Koehler, 2002. Print. Lietz, Petra. â€Å"Research into questionnaire design.† International Journal of Market research 52.2 (2010): 249-272. Print. McCooey, Dawn. Keeping Good Employees On Board: Employee Retention Strategies to Navigate Any Economic Storm, New York: Morgan James Publishing, 2010. Print. Naris, Sylvia, and Wilfred Ukpere. â€Å"Developing a retention strategy for qualified staff at the Polytechnic of Namibia.† African Journal of Business Management 4.6 (2010): 1078-1084. Print. Philips, Jack, and Adele Connell. Managing employee retention: a strategic accountability approach, Burlington: Butterworth-Heinemann, 2003. Print. Podmoroff, Dianna. 365 ways to motivate and reward your employees every day: With little or no money, Florida: Atlantic Publishing Group, 2005. Print. Ramlall, Sunil. â€Å"Managing Employee Retention as a Strategy for Increasing Organisational Competitiveness .† Applied H.R.M. Research 8.2 (2003): 63-72. Print. Randall, Stacey. â€Å"Understanding Employee Attraction and Retention as Drivers in a Down Economy.† World at Work Journal 2.1 (2009): 41-47. Print. Schuster, Jay. Pay People Right! Breakthrough Reward Strategies to Create Great Companies, San Francisco: Jossey-Bass Publishers, 2000. Print. Scott, Dow, Tom McMullen, and Mark Royal. â€Å"Retention of Key Talent and the Role of Rewards.† World at Work Journal 2.1 (2012): 1-11. Print. Shields, John. Managing Employee Performance and Reward: Concepts, Practices, Strategies, New York: Cambridge University Press, 2007. Print. Silverstein, Barry. Best Practices: Motivating Employees: Bringing Out the Best in Your People, New York: Harper Business, 2007. Print. Smith, Gregory. Here today, here tomorrow: transforming your workforce from high turnover to high-retention, Chicago: Dearborn Trade Publishing, 2001. Print. Thomas, Kenneth. Intrinsic Motivation at Work: What Really Drives Employee Engagement, San Francisco: Berret-Koehler, 2002. Print. Zingheim, Patricia, Jay Schuster, and Marvin Dertien. â€Å"Compensation, Reward, and Retention Practices in Fast-Growth Companies.† World at Work Journal 18.2 (2009): 22-39. Print.

Three Perspectives on a Current Issue from the Three Paradigms Being Research Paper

Three Perspectives on a Current Issue from the Three Paradigms Being Covered in Class - Research Paper Example Rent paid by entrepreneurs basically constitutes the land resource, which is used to produce other economic goods and services. Human resource is an active factor of production, which constitutes human labor as a service provision for the production of goods and services that is paid through wages and salaries. Man-made goods that are used for further production of goods and services are referred to as capital goods and include buildings and machinery that are paid as interests. Land, labor, and capital are exploited for production of goods and services in the economy to constitute the national income. Factors of production that can be shifted are capital and labor while land cannot be shifted, since it is a limited factor of production. Labor organizes capital for production although entrepreneurs must maintain an effective ratio of capital goods and labor with a production firm. The decision-making process needs to put into consideration that excess labor per unit of capital and vi ce versa may lead to losses due to inefficiency. Therefore, labor and Capital must be applied in effective ratios for realization of the highest possible economic value (Sagar 50). Organization of Factors of Production Enterprises should be organized by combining labor, land, and capital effectively through a business plan so as to start and run the business. Organization of factors of production does not only constitute planning and running a business, but also absorbing loss for continued production. Enterprise organization as Production process is complex and essential, since there exists small situations in and outside a country that influence organization, thus the necessity of proper planning and operation of an enterprises. Land, as a factor of production, is controlled by land owners, while capital goods are controlled by capitalist and labor as a human resource with respect to occupation skills and salaries. These factors of production are scattered within the economy and t hus the need for organization of these factors of production. Social Institutions The economic interactions of technology, capital goods and social institutions contribute significantly to economic growth through effective production. Social, political, economic and legal institutions in a country affect the economic growth both positively and negatively. Normally, countries seek to redesign their social, political and legal institutions to alter their impact for the improvement of the economy. Institutions that are known to be beneficial in contribution to economic growth should lead to importation of the institutional structures of another country that has benefited from economic growth. Examples of countries that have imported institutional countries include Dubai, which imported London’s commercial law that helps the government in city regulations. However, in many countries, the complete overhaul of institutional structure may not be possible due to political and social disagreements. Political, legal and social institutions go beyond the aspects of basic institutional entities such as the judiciary and parliament.

Big Issues Research Paper Example | Topics and Well Written Essays - 250 words

Big Issues - Research Paper Example conditions surrounding their medical situation will involve the kind of medical attention required, and the capability of the caregiver to administer the requirements. Does the primary medical professional have the right to decide? William Coch believes so. Firstly, if an elderly has no relative, he should be in a nursing home. However, when there are relatives involved, a lengthier and more complex decision-making process takes place. Based on Coch’s experience, most of his patients look to him for the final decision. He positions it as â€Å"doctor’s orders.† If such is the paradigm, it takes away the emotions involved from the point-of-view of abandonment vs. capability to care. It objectifies the decision, and makes it a part of the elderly patient management (Frontline, 2006). Does the immediate relative have the right to decide? If the presence of a relative is available, then by all means should be consulted. However, the primary medical professional still gets involved with the conversation, if at a minimum to provide a professional prognosis of the elderly’s medical condition, and if requested, can provide a professional medical opinion as an advocate (Frontline, 2006). In conclusion, the best decision will be made by the three players: the sensible elderly, the primary health provider and the primary caregiver relative. It should be a decision based on consensus, where all parties will agree to an objective – the level of quality for end-of-life. US Bureau of Census (2010). Persons 65 Years Old and Over--Living Arrangements and Disability Status: 2007. Retrieved on May 2, 2010 from

What Special Educators Need to Know about Students with Learning Research Paper - 1

What Special Educators Need to Know about Students with Learning Disabilities - Research Paper Example With regards to the special education of the students with learning disabilities, some of these district policies usually find themselves in conflict with the CEC code of ethics. This creates a dilemma for both the teachers and the students under these policies. An example of such a conflict comes in with regards to the code of ethics outlining the disciplinary measures to be taken against students when they break the laws laid down by the institutions. According to the district policies, in the event of a discipline case, all the students are meant to receive the same kind of punishment without any form of biasness (Council for exceptional children, 2012). However, the code of ethics dictates that special consideration should be given to the students with learning disabilities. Their involvement in the disciplinary cases may not have been entirely their fault. This scenario presents a point of conflict between the district policies and the code of ethics. Another example is the evaluation of the students academically. This presents a conflict with the district policies, all the students are supposed to be evaluated on their merit based on the same rubric. However, the code of ethics clearly stated that these students with learning disabilities are supposed to be evaluated individually (Council for exceptional children, 2012). Their condition does not allow them to be evaluated on the same basis as other students. This presents a conflict in this issue. While looking at the characteristics of students with learning disabilities, it is very important that we do not overlook the fact that some of these students actually possess more than one of these characteristics. However, not all of the characteristics are commonly shared by the students.  

Education Essay Example for Free

Education Essay In United Kingdom and Europe, the adults and volunteers working around the school, paid or not, have various names: learning support assistant, classroom assistant, special needs assistant, but the most common term is the one of teaching assistant. The teaching assistants are very important in primary schools, so much that at the moment it is nearly impossible to imagine things running as efficiently as they do, without the help of the teaching assistants. In the present there is a big deficit in the number of teachers available in primary schools, especially in the number of men working close to children of a young age. Skilled teaching assistants bring a very valuable contribution to pupils achievements within the learning environment, but their main purpose states from their name, as the term of teaching assistant indicates their role of supporting the teacher and working under his guidance. This is done by supporting pupils during the teaching of the curriculum . Teacher assistants support the pupils by understanding their learning support needs. In order to do that, the teaching assistant needs to listen to the children, respect and value them. They will gain the sense of independence, with the help of the school staff, especially those working close to them, such as teacher or teaching assistant. The teaching assistant has to enable the pupils access to the curriculum at all times and to encourage them by using plenty of praise and rewards. Also, every pupil must participate fully in every lesson, and the teaching assistant must ensure that, by reminding pupils of teaching points made by the teacher, and also by organising them in appropriate play activities or games. Younger pupils should be encouraged to take turns and speak and to follow simple written instructions. The teaching assistant has to encourage the children to use the school library at all the time and also to use spelling aids, when necessary. All of these will encourage the pupils to gain the sense of independence and to develop their independent learning. The teaching assistant needs to ensure that the children knows, understands and applies class and school rules. The younger pupils should be able to make choices on their own about the books and to be able to select resources independently. Older pupils should be encouraged to develop their skills and to work independently when the case, to manage own reading book and help keeping reading record up to date. The teaching assistant must help the pupils work cooperatively and encourage them to use the library independently. Children should learn to use information from various sources and include references and to complete all tasks set in a given time. The teaching assistant must make sure that all the pupils have access to information from artefacts, charts, diagrams, and that they are able to organise and keep tidy their own work. The teaching assistant must provide support for the teacher, as stated from the term itself. The teacher takes full responsibility for the interactions that take place between pupils and the helping staff. The teaching assistant needs to provide general classroom help, including preparations of rooms, materials and equipment. The pupils need to be supervised by the teaching assistant and by the teacher, working together, as a team. Also, the teaching assistant needs to assist in monitoring the pupils progress as required by the school and in the production of teaching aids and preparation of work for pupils.