Employee Englightnment Sulphey and BasheerM M Sulphey
an enlightened employee is capable of radiating a positive energy among his peers and colleagues. He creates not only a better surrounding by keeping his actions at par with his words, but also better humans of tomorrow not just limiting to commitment or engagement.
Organizational Effectiveness as aFunction of Employee Engage.docxgerardkortney
Organizational Effectiveness as a
Function of Employee Engagement
Aakanksha Kataria*, Renu Rastogi** arú Pooja Garg***
The paper reviews the organizational paradigms of employee engagement in context of its
organizational outcomes and aims to unlock the relationship between engagement and perceived
organizational effectiveness. The study was designed to generate and test two hypothesized models
colligating between engagement and the constituents oforganizatiorud effectiveness. The results of
structural equation modeling suggest that engagement is significantly associated with perceived
organizational effectiveness in that it also entails a positive impact upon the organizational
effectiver\ess. The results encourage organizations to consider the potential signiftance of employee
engagement towards organization^ effectiveness and also exemplify the role ofHR managers in
delineating the psychological fabric of the organization and conditions for high engagement. The
paper adds useful insights while articulating that engagement is an expedient phenomenon that
drifts organizational effectiveness.
INTRODUCTION
The notion of employee engagement has marked its critical presence in organizational
sciences for more than over 20 years. The research on engagement is flourishing lately
and witnessing a remarkable increase in the number of empirical studies more frequently
than ever (Sonnetag, 2011 ; and Rurkkhum and Bartlett, 2012), while noting its positive
linkages to several bottom line organizational outcomes for instance, productivity, profits,
business growth, quality, customer satisfaction, employee retention, job performance,
and low absenteeism (Buckingham and Cofifiman, 1999; Coffinan and Gonzalez-Molina,
2002; Buchanan, 2004; Hewitt Associates LLC, 2005; Fleming and Asplund, 2007;
Lockwood, 2007; Bakker and Bal, 2010; Demerouti and Cropanzano, 2010;
Xanthopoulou et al, 2009; and Sundaray, 2011). In addition, it has also been observed
that engaged employees report less absenteeism, stay with the organization longer, and
are happier being proactive, and more productive (Harter et al, 2002; and Sonnentag,
2011). This might be due to the fact that engaged employees being enthusiastic (Pitt-
* Research Scbolar, Department of Humanities & Social Sciences, Indian Institute of Technology, Roorkee
(IITR), Roorkee. India. E-mail: [email protected]
** Professor, Department of Humanities & Social Sciences, Indian Institute of Technology, Roorkee (IITR),
Roorkee, India. E-mail: [email protected]
* * * Assistant Professor, Department of Humanities & Social Sciences, Indian Institute of Technology, Roorkee
(IITR), Roorkee, India. E-mail: [email protected]
ORGANIZATIONAL EFFECTIVENESS AS A FUNCTION OF EMPLOYEE ENGAGEMENT
Catsouphes and Matz-Costa, 2008), dedicated, and psychologically involved in their
work, are willing to invest their active physical strength and emotional energy towards
the fulfilment of organizational goals.
Accordingly.
“Identifying Key Engagement Drivers and level of Employee Engagement at Techn...IOSR Journals
An employee is said to be engaged when that employee uses discretionary effort. This means the employee works that extra mile without being asked. The engaged employee leads to better customer service, which leads to better customer satisfaction, which leads to increase in Revenue. This shows that to win the customer, we need to win the employee first. The key challenge lies in linking employee morale and bottom line, which means organizations not only have to retain employees but also engage them.
The study attempts to identify the Engagement drivers in a Technology Outsourcing firm at Hyderabad. The objective of the research is to identify key factors that contribute to Employee Engagement and analyze the level of Employee Engagement.
The Secondary Research was carried out by studying several research papers. A Questionnaire was designed with 25 Questions based on a revised model. A pilot study was conducted and findings were analyzed. The trends of the responses have been plotted and five factors that contribute to employee engagement have been derived. The categories of disagreement among the employees have been noted and recommendations have been made.
Managerial psychology is a sub-discipline of industrial and organizational psychology, which focuses on the efficacy of individuals, groups and organizations in the workplace. It's purpose is to specifically aid managers in gaining a better understanding of the psychological patterns common among individuals and groups within any given organisation. Managerial psychology can be used to predict and prevent harmful psychological patterns within the workplace and can also be implemented to control psychological patterns among individuals and groups in a way that will benefit the organisation long term.
Antecedents and consequences of employee engagement a literature reviewIJLT EMAS
An organization always focuses on getting success day
by day. And employees are the major resources of it. Manpower
is now no longer taken as resources , but the capital or asset to
the company . Therefore it is only possible to gain success if it is
having its employees engaged to the company. This study focuses
on various aspects of employee engagement. A descriptive study
is carried on to find out the key drivers to engagement and also
some outcomes of the concept were found out and accordingly a
model is proposed. Results demonstrate that Reward System ,
Job enrichment , Effective leadership ,Scope of advancement &
self-development, Employment security, Self-managed team &
decision making authority are the primary factors that brings
commitment towards the organization. The consequences can be
briefed as increased productivity , profitability and improved
employee turnover. The company where employee are engaged
and satisfied, gains a good perception and attention in the
market.
Employee Englightnment Sulphey and BasheerM M Sulphey
an enlightened employee is capable of radiating a positive energy among his peers and colleagues. He creates not only a better surrounding by keeping his actions at par with his words, but also better humans of tomorrow not just limiting to commitment or engagement.
Organizational Effectiveness as aFunction of Employee Engage.docxgerardkortney
Organizational Effectiveness as a
Function of Employee Engagement
Aakanksha Kataria*, Renu Rastogi** arú Pooja Garg***
The paper reviews the organizational paradigms of employee engagement in context of its
organizational outcomes and aims to unlock the relationship between engagement and perceived
organizational effectiveness. The study was designed to generate and test two hypothesized models
colligating between engagement and the constituents oforganizatiorud effectiveness. The results of
structural equation modeling suggest that engagement is significantly associated with perceived
organizational effectiveness in that it also entails a positive impact upon the organizational
effectiver\ess. The results encourage organizations to consider the potential signiftance of employee
engagement towards organization^ effectiveness and also exemplify the role ofHR managers in
delineating the psychological fabric of the organization and conditions for high engagement. The
paper adds useful insights while articulating that engagement is an expedient phenomenon that
drifts organizational effectiveness.
INTRODUCTION
The notion of employee engagement has marked its critical presence in organizational
sciences for more than over 20 years. The research on engagement is flourishing lately
and witnessing a remarkable increase in the number of empirical studies more frequently
than ever (Sonnetag, 2011 ; and Rurkkhum and Bartlett, 2012), while noting its positive
linkages to several bottom line organizational outcomes for instance, productivity, profits,
business growth, quality, customer satisfaction, employee retention, job performance,
and low absenteeism (Buckingham and Cofifiman, 1999; Coffinan and Gonzalez-Molina,
2002; Buchanan, 2004; Hewitt Associates LLC, 2005; Fleming and Asplund, 2007;
Lockwood, 2007; Bakker and Bal, 2010; Demerouti and Cropanzano, 2010;
Xanthopoulou et al, 2009; and Sundaray, 2011). In addition, it has also been observed
that engaged employees report less absenteeism, stay with the organization longer, and
are happier being proactive, and more productive (Harter et al, 2002; and Sonnentag,
2011). This might be due to the fact that engaged employees being enthusiastic (Pitt-
* Research Scbolar, Department of Humanities & Social Sciences, Indian Institute of Technology, Roorkee
(IITR), Roorkee. India. E-mail: [email protected]
** Professor, Department of Humanities & Social Sciences, Indian Institute of Technology, Roorkee (IITR),
Roorkee, India. E-mail: [email protected]
* * * Assistant Professor, Department of Humanities & Social Sciences, Indian Institute of Technology, Roorkee
(IITR), Roorkee, India. E-mail: [email protected]
ORGANIZATIONAL EFFECTIVENESS AS A FUNCTION OF EMPLOYEE ENGAGEMENT
Catsouphes and Matz-Costa, 2008), dedicated, and psychologically involved in their
work, are willing to invest their active physical strength and emotional energy towards
the fulfilment of organizational goals.
Accordingly.
“Identifying Key Engagement Drivers and level of Employee Engagement at Techn...IOSR Journals
An employee is said to be engaged when that employee uses discretionary effort. This means the employee works that extra mile without being asked. The engaged employee leads to better customer service, which leads to better customer satisfaction, which leads to increase in Revenue. This shows that to win the customer, we need to win the employee first. The key challenge lies in linking employee morale and bottom line, which means organizations not only have to retain employees but also engage them.
The study attempts to identify the Engagement drivers in a Technology Outsourcing firm at Hyderabad. The objective of the research is to identify key factors that contribute to Employee Engagement and analyze the level of Employee Engagement.
The Secondary Research was carried out by studying several research papers. A Questionnaire was designed with 25 Questions based on a revised model. A pilot study was conducted and findings were analyzed. The trends of the responses have been plotted and five factors that contribute to employee engagement have been derived. The categories of disagreement among the employees have been noted and recommendations have been made.
Managerial psychology is a sub-discipline of industrial and organizational psychology, which focuses on the efficacy of individuals, groups and organizations in the workplace. It's purpose is to specifically aid managers in gaining a better understanding of the psychological patterns common among individuals and groups within any given organisation. Managerial psychology can be used to predict and prevent harmful psychological patterns within the workplace and can also be implemented to control psychological patterns among individuals and groups in a way that will benefit the organisation long term.
Antecedents and consequences of employee engagement a literature reviewIJLT EMAS
An organization always focuses on getting success day
by day. And employees are the major resources of it. Manpower
is now no longer taken as resources , but the capital or asset to
the company . Therefore it is only possible to gain success if it is
having its employees engaged to the company. This study focuses
on various aspects of employee engagement. A descriptive study
is carried on to find out the key drivers to engagement and also
some outcomes of the concept were found out and accordingly a
model is proposed. Results demonstrate that Reward System ,
Job enrichment , Effective leadership ,Scope of advancement &
self-development, Employment security, Self-managed team &
decision making authority are the primary factors that brings
commitment towards the organization. The consequences can be
briefed as increased productivity , profitability and improved
employee turnover. The company where employee are engaged
and satisfied, gains a good perception and attention in the
market.
Workforce engagement: What it is, what drives it, and why it matters for orga...Andrea Kropp
Based on a review of the history of the employee engagement construct and its measurement, we define workforce engagement as the aggregate of the work engagement experiences of individual employees in an organization. In contrast to most research on employee engagement, we study
companies rather than individuals and the companies represent a diverse set of industries. We hypothesize and demonstrate on a sample of (up to) 102 publicly traded companies that
workforce engagement significantly predicts organizational financial (adjusting for industry: Return on Assets, Net Margin but not Tobin's q) and customer metrics (the American Customer Satisfaction Index and the Harris Reputation Quotient) 1 and 2 years after the workforce engagement
data were collected. In addition, using a split‐sample approach to avoid method bias, we hypothesize and show that (a) company organizational practices (the strongest correlate),
supervisory support, and work attributes are significant correlates of workforce engagement and (b) that workforce engagement mediates the relationship between these correlates of engagement and the organizational performance metrics. Implications of the findings for research and practice are discussed.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Engaged in what? So what? A role-based perspective for the future of employ...The University of Alabama
This report reviews the history of employee engagement and then moves forward to consider ways in which engagement work can be improved in the future. The authors argue that focusing on role-based behaviors as the link between engagement and performance can help companies understand exactly how their engagement programs are performing and then how to improve them.
Catherine GA values-based organization is comprised of emplo.docxcravennichole326
Catherine G
A values-based organization is comprised of employees that share the same core values of an organization. This form of structure operates under a different approach than the traditional structure which is more mechanical. A values-oriented organization structure is fashioned by a clear set of regulations and guidelines that assist in decision-making and generate a sense of togetherness. In a values-driven culture, workers find an alliance between their values and the organization’s values which produce a unified and motivated workforce (Tsa, 2011). Therefore values, attitudes, and personalities of employees play a significant role in work satisfaction and motivation.
According to Berg and Feij (2003), “Personality is not only relating to job performance criteria but is a determinant of attitudinal on effective job outcomes such as job satisfaction (p326).” It is crucial to hire applicants are the correct fit for a business (Berg & Feij, 2017). The idea that “happy workers are productive workers” was established in the 1930s and 1940s, mainly as an outcome of the Hawthorne studies at Western Electric. Based on those assumptions, managers concentrated on working conditions and the work environment to make employees happier. Then, in the 1980s, an analysis of the research proposed that the relationship between job satisfaction and job performance was not unusually high. A review of 16 studies that assessed job performance and satisfaction over time also linked job satisfaction to job performance and suggested the relationship mostly works one way: Satisfaction was a probable justification of better performance, but higher performance was not a factor of higher job satisfaction. It is not evident whether satisfaction causes productivity or productivity causes satisfaction. In other words, if an individual does a good job, they will by nature feel right about it. Also, higher productivity should increase your recognition, your pay level, and your likelihood of promotion. Cumulatively, these rewards, in turn, increase your level of satisfaction with the job. Satisfaction and commitment can lead to high levels of performance for some people, while for others, high performance is satisfying. When data were examined for satisfaction and productivity within organizations, it was discovered that organizations with more satisfied employees incline to be more efficient than organizations with less happy employees (Values, attitudes, and their effects in the workplace, n.d.).
Personality has an impact on all areas of a person's performance, even on reactions to situations at home as well as on the job. Not every personality is appropriate for every job position, so it's vital to identify personality traits and match employees with the tasks that relate to their characters. This can lead to higher productivity and job satisfaction while assisting the business to function more efficiently (Munroe, n.d.). It has been proven even when subordinate ...
Psychological Contract and Organization: A Review ArticleRHIMRJ Journal
The Psychological Contract emerged as a concept in the psychological literature almost fifty years ago, as a footnote
in Understanding Organizational Behavior. The Psychological Contract refers to implicit ideas about the employeeorganization
relationship. The perceived violation of Psychological Contract of employees reflects unfulfilled promises from
employer side. This perception of violation might lead to adverse effect on the organization. Psychological Contract in Indian
perspective is relatively neglected research area. The literature reflects potential opportunity for future research on
Psychological Contract in Indian perspective.
Context matters examining ‘soft’ and ‘hard’ approaches to emp.docxdickonsondorris
Context matters: examining ‘soft’ and ‘hard’ approaches to employee
engagement in two workplaces
Sarah Jenkins* and Rick Delbridge
Cardiff Business School, Cardiff University, Cardiff, UK
This paper reports different managerial approaches to engaging employees in two
contrasting organizations. We categorize these approaches to employee engagement as
‘hard’ and ‘soft’, and examine how these reflect the different external contexts in which
management operate and, in particular, their influence on management’s ability to
promote a supportive internal context. The paper extends the existing literature on the
antecedents of engagement by illustrating the importance of combining practitioner
concerns about the role and practice of managers with the insights derived from the
psychological literature relating to job features. We build from these two approaches to
include important features of organizational context to examine the tensions and
constraints management encounter in promoting engagement. Our analysis draws on
the critical organizational and HRM literature to make a contribution to understanding
different applications of employee engagement within organizations. In so doing, we
outline a situated and critical reading of organizations to better appreciate that
management practices are complex, contested, emergent, locally enacted and context
specific, and thereby provide new insights into the inherent challenges of delivering
engaged employees.
Keywords: contextual contingencies; critical HRM; drivers of engagement; employee
engagement; ‘hard’ and ‘soft’ management approaches to engagement
Introduction
This paper presents a qualitative study of two contrasting organizational cases to examine
and explain different management approaches to engaging employees. Our research
demonstrates how contextual contingencies enable or impede management’s ability to
deliver employee engagement. To assess this, we borrow from the early HRM research
(Storey 1989) to distinguish between ‘hard’ and ‘soft’ management approaches to
employee engagement. VoiceTel embodied a ‘soft approach’ to employee engagement –
this centred on promoting positive workplace conditions and relationships between
management and employees, designing work and forging a work environment which was
conducive to promoting employee engagement; enhanced individual employee
productivity was not the primary focus or purpose. In stark contrast, EnergyServ adopted
‘hard’ engagement – this refers to the explicit objective of gaining competitive advantage
through increased employee productivity wherein employee engagement aims to directly
increase employee effort to improve organizational performance. Employee responses
were also very different – VoiceTel’s employees reported high levels of engagement, in
contrast, at EnergyServ, despite senior management’s commitment to, and prioritizing of,
employee engagement, high levels of employee disengagement were evident. Therefore,.
Workforce engagement: What it is, what drives it, and why it matters for orga...Andrea Kropp
Based on a review of the history of the employee engagement construct and its measurement, we define workforce engagement as the aggregate of the work engagement experiences of individual employees in an organization. In contrast to most research on employee engagement, we study
companies rather than individuals and the companies represent a diverse set of industries. We hypothesize and demonstrate on a sample of (up to) 102 publicly traded companies that
workforce engagement significantly predicts organizational financial (adjusting for industry: Return on Assets, Net Margin but not Tobin's q) and customer metrics (the American Customer Satisfaction Index and the Harris Reputation Quotient) 1 and 2 years after the workforce engagement
data were collected. In addition, using a split‐sample approach to avoid method bias, we hypothesize and show that (a) company organizational practices (the strongest correlate),
supervisory support, and work attributes are significant correlates of workforce engagement and (b) that workforce engagement mediates the relationship between these correlates of engagement and the organizational performance metrics. Implications of the findings for research and practice are discussed.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Engaged in what? So what? A role-based perspective for the future of employ...The University of Alabama
This report reviews the history of employee engagement and then moves forward to consider ways in which engagement work can be improved in the future. The authors argue that focusing on role-based behaviors as the link between engagement and performance can help companies understand exactly how their engagement programs are performing and then how to improve them.
Catherine GA values-based organization is comprised of emplo.docxcravennichole326
Catherine G
A values-based organization is comprised of employees that share the same core values of an organization. This form of structure operates under a different approach than the traditional structure which is more mechanical. A values-oriented organization structure is fashioned by a clear set of regulations and guidelines that assist in decision-making and generate a sense of togetherness. In a values-driven culture, workers find an alliance between their values and the organization’s values which produce a unified and motivated workforce (Tsa, 2011). Therefore values, attitudes, and personalities of employees play a significant role in work satisfaction and motivation.
According to Berg and Feij (2003), “Personality is not only relating to job performance criteria but is a determinant of attitudinal on effective job outcomes such as job satisfaction (p326).” It is crucial to hire applicants are the correct fit for a business (Berg & Feij, 2017). The idea that “happy workers are productive workers” was established in the 1930s and 1940s, mainly as an outcome of the Hawthorne studies at Western Electric. Based on those assumptions, managers concentrated on working conditions and the work environment to make employees happier. Then, in the 1980s, an analysis of the research proposed that the relationship between job satisfaction and job performance was not unusually high. A review of 16 studies that assessed job performance and satisfaction over time also linked job satisfaction to job performance and suggested the relationship mostly works one way: Satisfaction was a probable justification of better performance, but higher performance was not a factor of higher job satisfaction. It is not evident whether satisfaction causes productivity or productivity causes satisfaction. In other words, if an individual does a good job, they will by nature feel right about it. Also, higher productivity should increase your recognition, your pay level, and your likelihood of promotion. Cumulatively, these rewards, in turn, increase your level of satisfaction with the job. Satisfaction and commitment can lead to high levels of performance for some people, while for others, high performance is satisfying. When data were examined for satisfaction and productivity within organizations, it was discovered that organizations with more satisfied employees incline to be more efficient than organizations with less happy employees (Values, attitudes, and their effects in the workplace, n.d.).
Personality has an impact on all areas of a person's performance, even on reactions to situations at home as well as on the job. Not every personality is appropriate for every job position, so it's vital to identify personality traits and match employees with the tasks that relate to their characters. This can lead to higher productivity and job satisfaction while assisting the business to function more efficiently (Munroe, n.d.). It has been proven even when subordinate ...
Psychological Contract and Organization: A Review ArticleRHIMRJ Journal
The Psychological Contract emerged as a concept in the psychological literature almost fifty years ago, as a footnote
in Understanding Organizational Behavior. The Psychological Contract refers to implicit ideas about the employeeorganization
relationship. The perceived violation of Psychological Contract of employees reflects unfulfilled promises from
employer side. This perception of violation might lead to adverse effect on the organization. Psychological Contract in Indian
perspective is relatively neglected research area. The literature reflects potential opportunity for future research on
Psychological Contract in Indian perspective.
Context matters examining ‘soft’ and ‘hard’ approaches to emp.docxdickonsondorris
Context matters: examining ‘soft’ and ‘hard’ approaches to employee
engagement in two workplaces
Sarah Jenkins* and Rick Delbridge
Cardiff Business School, Cardiff University, Cardiff, UK
This paper reports different managerial approaches to engaging employees in two
contrasting organizations. We categorize these approaches to employee engagement as
‘hard’ and ‘soft’, and examine how these reflect the different external contexts in which
management operate and, in particular, their influence on management’s ability to
promote a supportive internal context. The paper extends the existing literature on the
antecedents of engagement by illustrating the importance of combining practitioner
concerns about the role and practice of managers with the insights derived from the
psychological literature relating to job features. We build from these two approaches to
include important features of organizational context to examine the tensions and
constraints management encounter in promoting engagement. Our analysis draws on
the critical organizational and HRM literature to make a contribution to understanding
different applications of employee engagement within organizations. In so doing, we
outline a situated and critical reading of organizations to better appreciate that
management practices are complex, contested, emergent, locally enacted and context
specific, and thereby provide new insights into the inherent challenges of delivering
engaged employees.
Keywords: contextual contingencies; critical HRM; drivers of engagement; employee
engagement; ‘hard’ and ‘soft’ management approaches to engagement
Introduction
This paper presents a qualitative study of two contrasting organizational cases to examine
and explain different management approaches to engaging employees. Our research
demonstrates how contextual contingencies enable or impede management’s ability to
deliver employee engagement. To assess this, we borrow from the early HRM research
(Storey 1989) to distinguish between ‘hard’ and ‘soft’ management approaches to
employee engagement. VoiceTel embodied a ‘soft approach’ to employee engagement –
this centred on promoting positive workplace conditions and relationships between
management and employees, designing work and forging a work environment which was
conducive to promoting employee engagement; enhanced individual employee
productivity was not the primary focus or purpose. In stark contrast, EnergyServ adopted
‘hard’ engagement – this refers to the explicit objective of gaining competitive advantage
through increased employee productivity wherein employee engagement aims to directly
increase employee effort to improve organizational performance. Employee responses
were also very different – VoiceTel’s employees reported high levels of engagement, in
contrast, at EnergyServ, despite senior management’s commitment to, and prioritizing of,
employee engagement, high levels of employee disengagement were evident. Therefore,.
‘ICHAPTER TWOChapter Objectives• To define stakeholdLesleyWhitesidefv
‘I
CHAPTER TWO
Chapter Objectives
• To define stakeholders and understand
their importance
• To distinguish between primary and
secondary stakeholders
To discuss the global nature of
stakeholder relationships
To consider the impact of reputation and
crisis situations on social responsibility
performance
To examine the development of
stakeholder relationships
To explore how stakeholder relationships
are integral to social responsibility
Chapter Outline
Stakeholders Defined
Stakeholder Identification and Importance
Performance with Stakeholders
Development of Stakeholder Relationships
Implementing a Stakeholder Perspective in
Social Responsibility
Link between Stakeholder Relationships and
Social Responsibility
Opening Vignette
The Fight against Childhood Obesity
America’s children are growing, not in height or intel
lectual capacity but in weight. Advertising of fast food
and highly processed, corn syrup—laced foods is at the
heart of the controversy. While TV advertising of food
and restaurants has dropped 34 percent from 1977 to
2004, the use of the internet, promotions, school adver
tising and vending machines, and sponsored sports sta
diums is on the rise. Childhood obesity has become such
a concern that First Lady Michelle Obama has created
the movement Let’s Movel to encourage the develop
ment of a healthier generation of children. Regulators,
parents, and our society in general are concerned about
the health of our children, It is estimated that medi
cal costs associated with childhood obesity will total
$19,000 over a person’s lifetime.
Studies conducted by the Kaiser Family Foundation
have found that the average child sees around 40,000
advertisements per year on television—most of these
encourage children to consume candy, cereal, fast food,
and soft drinks. What seems to be particularly prob
lematic is the use of popular licensed children’s cartoon
characters (e.g., SpongeBob SquarePants and Scooby
Doo) to advertise these unhealthy foods. Critics believe
food manufacturers are not being socially responsible
by encouraging children to eat food that is detrimental
to their health. Companies are choosing to do some
thing about this problem.
A study over a five-year period revealed that
16 major food and beverage companies—including
PepsiCo, Coca-Cola, and Bumble Bee Foods—have
reduced calories in foods amounting to an average of
78 calories a day from the American diet. For instance,
Nestlé used new technology to reduce fat by half and
calories by one-third in their “Slow Churned” Edy’s and
Dreyer’s ice cream. What is especially important is that
these 16 companies account for about 36 percent of
calories in packaged foods.
Changes are also being made in advertising. The
Walt Disney Company mandated that the company will
no longer allow sponsorships or advertisements on its
networks for foods that do not meet certain nutritional
criteria. It also pledged to reduce the calories in foods
sold at its theme parks. Coca- ...
– 272 –
C H A P T E R T E N
k Introduction
k Albert Ellis’s Rational Emotive
Behavior Therapy
k Key Concepts
View of Human Nature
View of Emotional Disturbance
A-B-C Framework
k The Therapeutic Process
Therapeutic Goals
Therapist ’s Function and Role
Client ’s Experience in Therapy
Relationship Between Therapist and Client
k Application: Therapeutic
Techniques and Procedures
The Practice of Rational Emotive Behavior
Therapy
Applications of REBT to Client Populations
REBT as a Brief Therapy
Application to Group Counseling
k Aaron Beck ’s Cognitive Therapy
Introduction
Basic Principles of Cognitive Therapy
The Client–Therapist Relationship
Applications of Cognitive Therapy
k Donald Meichenbaum’s Cognitive
Behavior Modifi cation
Introduction
How Behavior Changes
Coping Skills Programs
The Constructivist Approach to Cognitive
Behavior Therapy
k Cognitive Behavior Therapy
From a Multicultural Perspective
Strengths From a Diversit y Perspective
Shortcomings From a Diversit y Perspective
k Cognitive Behavior Therapy
Applied to the Case of Stan
k Summary and Evaluation
Contributions of the Cognitive Behavioral
Approaches
Limitations and Criticisms of the Cognitive
Behavioral Approaches
k Where to Go From Here
Recommended Supplementary Readings
References and Suggested Readings
Cognitive Behavior Therapy
– 273 –
A L B E R T E L L I S
ALBERT ELLIS (1913–2007)
was born in Pittsburgh but
escaped to the wilds of New
York at the age of 4 and lived
there (except for a year in New
Jersey) for the rest of his life. He
was hospitalized nine times as
a child, mainly with nephritis,
and developed renal glycosuria
at the age of 19 and diabetes at the age of 40. By rigor-
ously taking care of his health and stubbornly refusing
to make himself miserable about it, he lived an unusually
robust and energetic life, until his death at age 93.
Realizing that he could counsel people skillfully and
that he greatly enjoyed doing so, Ellis decided to become
a psychologist. Believing psychoanalysis to be the
deepest form of psychotherapy, Ellis was analyzed and
supervised by a training analyst. He then practiced psy-
choanalytically oriented psychotherapy, but eventually
he became disillusioned with the slow progress of his cli-
ents. He observed that they improved more quickly once
they changed their ways of thinking about themselves
and their problems. Early in 1955 he developed rational
emotive behavior therapy (REBT). Ellis has rightly been
called the “grandfather of cognitive behavior therapy.”
Until his illness during the last two years of his life, he
generally worked 16 hours a day, seeing many clients for
individual therapy, making time each day for professional
writing, and giving numerous talks and workshops in
many parts of the world.
To some extent Ellis developed his approach as a
method of dealing with his own problems during his
youth. At one point in his life, for example, he had exag-
ge ...
‘Jm So when was the first time you realised you were using everydLesleyWhitesidefv
‘Jm: So when was the first time you realised you were using everyday
P: First tiem I used every day, I’d met a girl, she was ten years older than me, I was twenty, she was thirty
Jm: so that’s eight years ago was it?
P: yeah yeah, met her, what happened, she had had a previous two year heroin addiction, and up to that period I had tried it but I’d never smoked it everyday, but she had obviously, and for six weeks, after meeting her we were smoking it everyday, and I’d said to her I don’t understand how people get addicted to this stuff, people must be weak, I mean I don’t understand how they’re getting addicted to this stuff, and after six weeks, what happened is I woke up and realised I’d lost all this weight, I hadn’t been to the toilet for six weeks, and also, I really really needed to go to the toilet, and I didn’t know what the feeling of clucking was, if you see what I mean, what the sensations and that felt like, and you know I can remember that very first day vividly, /just feeling that pain and the want for heroin like, erm it’s hard to explain what it feels like, erm it’s like a rushing on your mind, you can’t stop thinking about it, I want it, I want it, I want it, so obviously we had to go and score then, but that was when I had my first real feeling of it washing over me, it was actually making me feel better than normal, before previously I was getting a good buzz off it, it was giving me a good buzz like, but fromthat point on it would wash over me where I just used to feel normal again, as in, whereas before, so then my tolerance built up, then my use went up even more, I was smoking like sixty pounds worth a day, and I was committing crimes to like supply that,’
Jm: So you said there was this one day you’d woken up with a habit, had you already realised you’d been using everyday by this point?
P: yeah, yeah,
Jm: can you remember the first time you realised you were using heroin every day?
P: yeah
Jm: can you remember where you were at this time?
P: lying in bed
Jm: and do you remember exactly what you thought when you realised this?
P: I thought I gotta go and buy heroin, I gotta go and get some heroin
Jm: you said there were other times you were using every day
P: I was using every day, and I thought it was addictive, I thought it wasn’t physically addictive, I thought must have been a mentally addictive drug, and then all of a sudden I had the physical withdrawals, I realised that I was physically addicted to it,
Jm: so you woke up and felt you needed to go and get some, did you have any other thoughts about it? Like fuck I need to sort myself out?
P: yeah, basically
Jm: and when you woke up with that runny nose, was it first of all what’s wrong with me, or was it I know exactly what I need?
P: I knew what was wrong straight away. I just knew, I dunno how, I just knew it would make me feel better, I just knew it would like, I dunno why, it just did, it’s strange
Jm: About this time did you have any conversations w ...
•2To begin with a definition Self-esteem is the dispLesleyWhitesidefv
•2
“To begin with a definition: Self-esteem is the disposition to experience oneself as
being competent to cope with the basic challenges of life and of being worthy of
happiness.” (“What Self-Esteem Is and Is Not” by Dr. Nathaniel Branden, 1997,
article adapted from The Art of Living Consciously, Simon & Schuster, 1997).
•3
“Self-esteem is an experience. It is a particular way of experiencing the self. It is a
good deal more than a mere feeling — this must be stressed. It involves emotional,
evaluative, and cognitive components. It also entails certain action dispositions: to
move toward life rather than away from it; to move toward consciousness rather
than away from it; to treat facts with respect rather than denial; to operate self-
responsibly rather than the opposite.” (“What Self-Esteem Is and Is Not” by Dr.
Nathaniel Branden, 1997, article adapted from The Art of Living Consciously,
Simon & Schuster, 1997).
•4
“Self-esteem is an experience. It is a particular way of experiencing the self. It is a
good deal more than a mere feeling — this must be stressed. It involves emotional,
evaluative, and cognitive components. It also entails certain action dispositions: to
move toward life rather than away from it; to move toward consciousness rather
than away from it; to treat facts with respect rather than denial; to operate self-
responsibly rather than the opposite.” (“What Self-Esteem Is and Is Not” by Dr.
Nathaniel Branden, 1997, article adapted from The Art of Living Consciously,
Simon & Schuster, 1997).
•5
“Self-esteem is an experience. It is a particular way of experiencing the self. It is a
good deal more than a mere feeling — this must be stressed. It involves emotional,
evaluative, and cognitive components. It also entails certain action dispositions: to
move toward life rather than away from it; to move toward consciousness rather
than away from it; to treat facts with respect rather than denial; to operate self-
responsibly rather than the opposite.” (“What Self-Esteem Is and Is Not” by Dr.
Nathaniel Branden, 1997, article adapted from The Art of Living Consciously,
Simon & Schuster, 1997).
•6
“Self-esteem is an experience. It is a particular way of experiencing the self. It is a
good deal more than a mere feeling — this must be stressed. It involves emotional,
evaluative, and cognitive components. It also entails certain action dispositions: to
move toward life rather than away from it; to move toward consciousness rather
than away from it; to treat facts with respect rather than denial; to operate self-
responsibly rather than the opposite.” (“What Self-Esteem Is and Is Not” by Dr.
Nathaniel Branden, 1997, article adapted from The Art of Living Consciously,
Simon & Schuster, 1997).
“One does not need to be a trained psychologist to know that some people with low
self-esteem strive to compensate for their deficit by boasting, arrogance, and
conceited behavior.” (“What Self-Esteem ...
•2Notes for the professorMuch of the content on theseLesleyWhitesidefv
•2
Notes for the professor:
Much of the content on these slides are based on Robbins & Judge (2012)
(“Essentials of Organizational Behavior” textbook, edition 11, chapter 2: attitudes
and job satisfaction)
•3
Attitudes are evaluative statements and these statements can be favorable or
unfavorable. Individuals’ attitudes at work such as their satisfaction with their jobs
or their commitment to the organization are important because factors like job
satisfaction and organizational commitment can relate to one’s performance at
work.
According to the single component definition, attitudes constitute of only “affect”
or, in other words, of feelings we have about objects, people, or events. This single
component view simplifies things for us as it only refers to “affect” or feelings. We
tend to have complex views about the world but at the same time we want to predict
behavior. We can predict behavior by looking at one’s attitudes through identifying
one’s affect about objects, people, or events.
According to the tri-component view, which represents a more complicated view of
attitudes, attitudes consist of affect, behavior, and cognition. These are the ABC’s of
attitudes. According to this view or definition, affect includes how you feel,
behavior includes how you behave (how you behave is considered as part of your
attitude), and cognition includes your thoughts, your rationalizations. According to
the tri-component view of attitudes, one’s attitudes include one’s affect, behaviors,
and cognitions about objects, people, or events. For example, you may hate your job
(negative affect), but you may show up at work (behavior) not to get fired. You
might also have these cognitions that say “I should be happy to get this job…”. As you see in
this example, the components (affect, cognition, and behavior) may not be consistent.
An example where the components (affect, cognition, and behavior) are consistent is the
following: “I like my job (affect), I show up at work (behavior), and work is good for me
because it keeps my mind sharp and allows me to learn new skills, travel, make friends, be a
part of a social community, pay for my bills, pay for the things I want to do in my life, and
keeps me active and in the work force. Also, I should be very happy and grateful to have this
job because so many of my friends have been looking for a great job for a long time now.” In
another example, you may like smoking (affect), you may smoke a pack a day (behavior), and
you may have a cognition that says “smoking is good for me because I don’t get overweight”
or “it increases brain activity” (cognition). In both of these examples, the components (affect,
cognition, behavior) are consistent and, therefore, individuals do not experience dissonance.
However, to the extent that these components are not consistent, individuals experience
dissonance, in others words, an aversive mental state (which will be discussed in later s ...
· You must respond to at least two of your peers by extending, refLesleyWhitesidefv
· You must respond to at least two of your peers by extending, refuting/correcting, or adding additional nuance to their posts and supporting your opinion with a reference. Response posts must be at least 150 words. Your response (reply) posts are worth 2 points (1 point per response). Your post will include a salutation, response (150 words), and a reference.
· Quotes “…” cannot be used at a higher learning level for your assignments, so sentences need to be paraphrased and referenced.
· Acceptable references include scholarly journal articles or primary legal sources (statutes, court opinions), journal articles, and books published in the last five years—no websites or videos to be referenced without prior approval.
Discussion and responses must be posted in APA format for Canvas to receive full grades. Automatic deduction of 10% if not completed
Culturally Competent
Vixony Vixamar
St. Thomas University
Prof. Kathleen Price
NUR 417
October 28, 2021
Culturally Competent
The COVID-19 has affected over 45 million in the United States and has led to over seven hundred and forty thousand deaths across the United States. The pandemic has increasingly affected all individuals and has led to various economic as well as social changes. However, there have been some health disparities identified with people of color being among the most affected individuals (Reyes, 2020). Nurses are at the frontline of providing health care services to individuals that have been infected by the virus. Therefore, as a nurse, I have come across various COVID-19 cases where the patient needed to be observed or there was a need to manage the condition.
One case was that of a middle-aged pregnant woman that had contracted the virus. The symptoms started as headaches and feeling tired. She stated that she initially assumed these symptoms as normal pregnancy symptoms as she had earlier on in the week engaged in some intensive exercises as she went shopping with some family members. However, one evening she had some challenges breathing and her family members rushed her to the hospital. She had to be put on oxygen as she needed support breathing. She was given a PCR test that turned out to be negative. However, the fact that she needed to be on oxygen necessitated another test which also read negative. At this point, it was crucial that a chest scan be done to help with the diagnosis. Upon the scan, the physician diagnosed the patient with COVID-19. Her condition quickly deteriorated and she had to be put in intensive care. It was especially challenging caring for her given that she was seven months pregnant at the time. At one point, the family had contemplated terminating the pregnancy to increase her chances of surviving given that fetal movements had subsided for a while. However, after a few weeks in the intensive care unit, she made a full recovery and was able to deliver her baby full-term. She remained on oxygen and under observation until ...
· You have choices. You should answer three of the four available LesleyWhitesidefv
· You have choices. You should answer three of the four available short answer questions and one of the two essay questions. Please label each response (e.g., Short Answer 3) to indicate what question you are responding to. Please also sort your short answer responses in numerical order (so 1,2,4 if those are the three questions you answer – even if you prepared them in 4,1,2 order).
PART ONE: Answer three of the following four short answer questions. Be sure to label your answers with the question number and arrange them in question order number. A target range for responses to these questions is approximately 250 words.
Short Answer 1
History depends on the choice to narrate certain facts and omit others. All histories are incomplete, which makes the act of writing history both powerful and creative. Why does the distinction between “what happened” and “what is said to have happened” matter?
Short Answer 2
What is the “Great Man Myth” and how does that lens shape what histories get told? What histories get omitted when we focus on the Great Man Myth? Incorporate examples from at least one media technology to help support your answer.
Short Answer 3
In “The Case of the Telegraph,” James Carey argued, “The simplest and most important point about the telegraph is that it marked the decisive separation of ‘transportation’ and ‘communication.’” Describe two ideologies that were ushered in by the telegraph and how they changed society. Your answer should consider both the dominant history and also an alternative or counter history for each development.
Short Answer 4
While mainstream history celebrates photography as the first visual medium for objectivity and evidence, counter histories claim that it actually muddied the distinction between objective and subjective knowledge. Explain how photography blurred the distinction between objectivity and subjectivity and how that transmitted and influenced cultural and social ideologies. Provide specific examples to support your argument.
PART TWO: Answer one of the following two essay questions. Be sure to label your answers with the question number and arrange them in question order number.
Your answers should engage these questions at the conceptual level and use specific examples from the media histories we have covered this semester to support your arguments. A target range for this essay response is probably in the 1,200-2,000 word range.
Essay 1
In the first part of the Media Histories course, we have repeatedly turned to Benedict Anderson’s argument about imagined communities:
I propose the following definition of the nation: it is an imagined political community – and imagined as both inherently limited and sovereign.
It is imagined because the members of even the smallest nation will never know most of their fellow-members, meet them, or even hear of them, yet in the minds of each lives the image of their communication…
Communities are to be distinguished not by their ...
· You may choose one or more chapters from E.G. Whites, The MinistLesleyWhitesidefv
· You may choose one or more chapters from E.G. Whites, The Ministry of Healing. You will then write a reflection paper regarding your thoughts, meaningful ideas, feelings, and/or reactions, and the application of these to nursing practice or your own spiritual growth and self-care.
· Readings from E.G. White; The Ministry of Healing
· Chapter 19 In Contact with Nature
· Chapter 29 The Builders of the Home
· Chapter 31 The Mother
· Chapter 34 True Education, a Missionary Training
Grading Criteria
Points Possible
Points Earned/Comments
1. Paper is typed in at least 3 pages, double spaced, and turned in on time via D2L, with title page in APA format
10 Points
2. Introductory paragraph is attention-getting
10 Points
3. Spelling, grammar, mechanics, and usage are correct throughout the paper
10 Points
4. Thoughts are expressed in a coherent and logical manner.
20 Points
5. Viewpoints and interpretations are insightful, demonstrating an in-depth reflection.
20 Points
6. Concluding paragraph sums up information, reiterates ideas and opinions, and leaves the reader with a call to action or something meaningful to remember
10 Points
7. Pertinent reference sources are skillfully woven throughout paper without overuse of quotations but, rather, attempt to paraphrase
10 Points
8. References are properly cited in APA format with no plagiarism.
5 Points
9. At least 3 references are cited, including a reference from current class assigned chapter readings in White, and two journal articles of your own choice (one may be the Bible).
5 Points
Total
100 Possible Points
Actual Points =
References: White, E. G. (2011). The Ministry of healing. Guildford, UK: White Crow Books.
APA format reference that you may use for free:
https://owl.english.purdue.edu/owl/resource/560/01/
Technology in Education - Research Article
Educational data mining using cluster
analysis and decision tree technique:
A case study
Snježana Križanić
1
Abstract
Data mining refers to the application of data analysis techniques with the aim of extracting hidden knowledge from data by
performing the tasks of pattern recognition and predictive modeling. This article describes the application of data mining
techniques on educational data of a higher education institution in Croatia. Data used for the analysis are event logs
downloaded from an e-learning environment of a real e-course. Data mining techniques applied for the research are
cluster analysis and decision tree. The cluster analysis was performed by organizing collections of patterns into groups
based on student behavior similarity in using course materials. Decision tree was the method of interest for generating a
representation of decision-making that allowed defining classes of objects for the purpose of deeper analysis about how
students learned.
Keywords
Educational data mining, cluster analysis, decision trees, case study, log file
Date received: 30 September 2019; accepted: 18 ...
· · Prepare a 2-page interprofessional staff update on HIPAA andLesleyWhitesidefv
·
· Prepare a 2-page interprofessional staff update on HIPAA and appropriate social media use in health care.
Introduction
As you begin to consider the assessment, it would be an excellent choice to complete the Breach of Protected Health Information (PHI) activity. The will support your success with the assessment by creating the opportunity for you to test your knowledge of potential privacy, security, and confidentiality violations of protected health information. The activity is not graded and counts towards course engagement.
Health professionals today are increasingly accountable for the use of protected health information (PHI). Various government and regulatory agencies promote and support privacy and security through a variety of activities. Examples include:
· Meaningful use of electronic health records (EHR).
· Provision of EHR incentive programs through Medicare and Medicaid.
· Enforcement of the Health Insurance Portability and Accountability Act (HIPAA) rules.
· Release of educational resources and tools to help providers and hospitals address privacy, security, and confidentiality risks in their practices.
Technological advances, such as the use of social media platforms and applications for patient progress tracking and communication, have provided more access to health information and improved communication between care providers and patients.
At the same time, advances such as these have resulted in more risk for protecting PHI. Nurses typically receive annual training on protecting patient information in their everyday practice. This training usually emphasizes privacy, security, and confidentiality best practices such as:
· Keeping passwords secure.
· Logging out of public computers.
· Sharing patient information only with those directly providing care or who have been granted permission to receive this information.
Today, one of the major risks associated with privacy and confidentiality of patient identity and data relates to social media. Many nurses and other health care providers place themselves at risk when they use social media or other electronic communication systems inappropriately. For example, a Texas nurse was recently terminated for posting patient vaccination information on Facebook. In another case, a New York nurse was terminated for posting an insensitive emergency department photo on her Instagram account.
Health care providers today must develop their skills in mitigating risks to their patients and themselves related to patient information. At the same time, they need to be able distinguish between effective and ineffective uses of social media in health care.
This assessment will require you to develop a staff update for the interprofessional team to encourage team members to protect the privacy, confidentiality, and security of patient information.
Preparation
To successfully prepare to complete this assessment, complete the following:
· Review the infographics on protecting PHI provided in the res ...
· · Introduction· What is hyperpituitarism and hypopituitariLesleyWhitesidefv
·
· Introduction
· What is hyperpituitarism and hypopituitarism?
· Signs and symptoms
· Include all necessary physiology and/or pathophysiology in your explanation.
· How do you treat the disorder?
· Which population is at risk of developing this disorder and why
· Use appropriate master’s level terminology.
· Reference a minimum of three sources; you may cite your etext as a source. Use APA format to style your visual aids and cite your sources.
explain the processes or concepts in your using references to support your explanations.
...
· · Write a 3 page paper in which you analyze why regulatory ageLesleyWhitesidefv
·
· Write a 3 page paper in which you analyze why regulatory agencies began monitoring quality in health care, explain how regulatory agencies have impacted quality of care, and provide an evaluation of quality.
Introduction
Early attempts at quality efforts were limited to the resources, knowledge, and environment in which health care services and treatment were rendered. As medical education and research advanced so did the knowledge of and focus on quality improvement efforts. Basic functions including handwashing and sterile environments were two of the many simple advancements resulting in dramatic improvements in outcomes and overall quality.
Regulatory agencies have directly impacted health care organizations' focus on, and attention to, quality improvement. Founded in 1951, The Joint Commission offers accreditation to various health care organizations who demonstrate compliance with established regulatory standards. Combined with various government agencies, initiatives have been implemented that require health care organizations to report on quality measures, thereby making their quality performance transparent throughout the industry.
As a leader in the health care industry, understanding historical perspectives of quality, regulatory oversight, and medical malpractice will allow you to effectively lead your organization to meet or exceed its strategic goals related to improved outcomes, increased reimbursements, and reduced cost.
Demonstration of Proficiency
By successfully completing this assessment, you will demonstrate your proficiency in the course competencies through the following assessment scoring guide criteria:
· Competency 2: Explain the development of health regulation and the evolution of medical malpractice.
1. Explain the evolution of medical malpractice.
1. Analyze the development of health regulation and regulatory agencies.
1. Analyze how regulatory agencies have impacted the quality of care.
1. Evaluate ways in which quality has improved or not improved since the 1800s.
. Competency 4: Communicate in a manner that is scholarly, professional, and respectful of the diversity, dignity, and integrity of others.
2. Produce writing that conveys understanding of the topic, its context, and its relevance.
2. Use academic writing conventions such as APA formatting and citation style, or others as required.
2. Produce writing that includes minimal grammar, usage, and mechanical errors, including spelling.
Instructions
For this assessment, you will write a 3 page paper in which you:
. Explain the evolution of medical malpractice.
. Analyze why regulatory agencies began monitoring quality in health care.
. Explain how organizations like the Agency for Healthcare Research and Quality (AHRQ), the Joint Commission, and other regulatory agencies have impacted quality of care.
. Explain what is meant by "deemed status."
. Describe how current attempts at quality compare to efforts on quality in the 1800s.
. Evaluate ways in whic ...
· Write a response as directed to each of the three case studies aLesleyWhitesidefv
· Write a response as directed to each of the three case studies and save the document.
1- Analyze the ethical implications of a community health initiative to decrease the rate of teenage pregnancy by means of health education in the public schools. This community takes pride in its schools and is comprised of multiple ethnic, immigrant, religious and social groups. Use the following ethical principles in your analysis: autonomy, beneficence, nonmaleficence and justice.
Egalitarian
• The view that everyone is entitled to equal rights and equal treatment. Ideally, each person has an equal share of the goods of society, and it is the role of government to ensure that this happens. The government has the authority to redistribute wealth if necessary to ensure equal treatment. Thus egalitarians support welfare rights—that is, the right to receive certain social goods necessary to satisfy basic needs. These include adequate food, housing, education, and police and fire protection. Both practical and theoretical weaknesses are inherent in egalitarianism.
Libertarian
• The libertarian view of justice advocates for social and economic liberty. While egalitarianism lacks incentives for individuals, libertarianism emphasizes the contribution and merit of individuals (Beauchamp & Childress, 2013).
• Limited role of government
Liberal democratic
Attempts to develop a theory that values both liberty and equality
• Based on Rawl’s Theory of Justice and the “veil of ignorance.” Behind this veil, people (or their representatives) are unaware of social position, race, culture, doctrine, sex, endowments, or any other distinguishing circumstances (Rawls, 2001). This is known as the original position and is an exercise to address the inequalities and bargaining advantages that result from birth, natural endowments, and historical circumstances. Without these inequalities, all people are free and equal and can work together as citizens to decide what is fair and therefore just. Once impartiality is guaranteed, Rawls suggests all rational people will choose a system of justice containing the following two principles:
• Each person has the same claim to a fully adequate scheme of equal basic liberties, and this scheme is compatible with the same scheme of liberties for all.
• Social and economic inequalities are to satisfy two conditions: first, they are to be attached to offices and positions open all under conditions of fair equality of opportunity; and second, they are to be to the greatest benefit to the least advantaged members of society (the difference principle).
Box 7.2
Ethical Principles
Respect for autonomy: Based on human dignity and respect for individuals, autonomy requires that individuals be permitted to choose those actions and goals that fulfill their life plans unless those choices result in harm to another.
Nonmaleficence: Nonmaleficence requires that we do no harm. It is impossible to avoid harm entirely, but t ...
· Write a brief (one paragraph) summary for each reading.· · RLesleyWhitesidefv
· Write a brief (one paragraph) summary for each reading.
·
· Respond to any one of the following reflective prompts and respond.
· McLaughlin et al. (2013) discuss ways in which to summatively assess student learning using performance-based assessment tasks. When students are tasked with designing and building simple machines, what is actually being assessed during these tasks? As you consider using performance-based assessment tasks in your future instruction, what are some advantages compared to traditional assessments (e.g., paper and pencil tests)? What are some disadvantages of using performance-based assessments? Describe how you might use a summative performance-based assessment in Field Assignment 2, being specific about what you are assessing (e.g., science topic, science skill).
· Castaneda and Bautista (2011) address growing concerns of assessment surrounding ELLs, focusing on the need to evaluate students based on their level of language proficiency. This is rooted in the need to differentiate not only our instruction, but our assessments. In order to do this, the authors propose four strategies. Consider your future teaching and describe how you plan to address each of these four strategies to assess your ELL students based on their level of language proficiency. To contextualize your response, focus on your upcoming Field Assignment 2 - describe your assessment plan for ELLs for that particular lesson.
3 PARAGRAPHS TOTAL
1 page
A fourth-grade
lesson on simple
machines integrates
performance
assessment tasks.
More and more science teachers are integrating perfor-mance assessment tasks into their lessons. These tasks are a means of assessing conceptual understanding while
providing students with various opportunities to demonstrate
learning outcomes. Performance assessment tasks typically
engage students in authentic, real-world, hands-on learning
situations and impose high cognitive demands resulting in
meaningful learning (Darling-Hammond 2004). Information
gleaned from performance assessments not only support sci-
ence teachers’ understandings of the strengths and weaknesses
of the students but also guide their instruction in ways that will
develop the knowledge and mental skills required to construct
appropriate mental models for authentic performance situa-
tions. Performance assessment tasks comprise a performance
that may be observed and/or a tangible product that may be
examined (Bass, Contant, and Carin 2009). Examples include
oral presentations, debates, exhibits, written products, con-
struction of models, and solutions to problems. In creating ef-
fective performance tasks, science teachers should consider the
following factors: the focus of the task, the context of the task,
directions provided for the students and the rubric used for as-
sessment. The focus of the assessment task should be closely
aligned with the learning objectives and the context should
provide a background and a que ...
· Write a 2-page single spaced (12 font Times New Roman) book repoLesleyWhitesidefv
· Write a 2-page single spaced (12 font Times New Roman) book report on the key highlights. Mentioned five major topics that you liked and how you plan to use them to develop yourself and your career.
BOOK SUMMARY: (key highlights)
Techniques in Handling People :
-Don’t criticize, condemn or complain.
-Give honest and sincere appreciation.
-Arouse in the other person an eager want.
Six ways to Make People Like You :
-Become genuinely interested in other people.
-Smile.
-Remember that a person’s name is to that person the sweetest and most important sound in any language.
-Be a good listener. Encourage others to talk about themselves.
-Talk in terms of the other person’s interests.
-Make the other person feel important – and do it sincerely.
Win People to Your Way of Thinking:
-The only way to get the best of an argument is to avoid it.
-Show respect for the other person’s opinions. Never say, “You’re wrong.”
-If you are wrong, admit it quickly and emphatically.
-Begin in a friendly way.
-Get the other person saying “yes, yes” immediately.
-Let the other person do a great deal of the talking.
-Let the other person feel that the idea is his or hers.
-Try honestly to see things from the other person’s point of view.
-Be sympathetic with the other person’s ideas and desires.
-Appeal to the nobler motives.
-Dramatize your ideas.
-Throw down a challenge.
Be a Leader: How to Change People Without Giving Offense or Arousing Resentment:
-Begin with praise and honest appreciation.
-Call attention to people’s mistakes indirectly.
-Talk about your own mistakes before criticizing the other person.
-Ask questions instead of giving direct orders.
-Let the other person save face.
-Praise the slightest improvement and praise every improvement. Be “hearty in your approbation and lavish in your praise.”
-Give the other person a fine reputation to live up to.
-Use encouragement. Make the fault seem easy to correct.
-Make the other person happy about doing the thing you suggest.
Criticism
“Criticism is futile because it puts a person on the defensive and usually makes him strive to justify himself. Criticism is dangerous, because it wounds a person’s precious pride, hurts his sense of importance, and arouses resentment. …. Any fool can criticize, condemn and complain—and most fools do. But it takes character and self-control to be understanding and forgiving.”
People are Emotional
“When dealing with people, let us remember we are not dealing with creatures of logic. We are dealing with creatures of emotion, creatures bristling with prejudices and motivated by pride and vanity.”
The Key to Influencing Others
“The only way on earth to influence other people is to talk about what they want and show them how to get it.”
The Secret of Success
“If there is any one secret of success, it lies in the ability to get the other person’s point of view and see things from that person’s angle as well as from your own.”
FMM 325
Milestone Three
Megan Georg ...
· Weight 11 of course gradeInstructionsData Instrument and DLesleyWhitesidefv
· Weight: 11% of course grade
Instructions
Data Instrument and Data Collection Tool
For this assignment, you will complete another portion of the research paper, which will be included in your final paper in Unit VII. In part one of this assignment, you will describe your data instrument. In part two, you will provide the data collection tool that will be used in your research study (remember this is a hypothetical research study that you will not conduct).
For part one, Data Instrument, provide the following:
· What type of research will be conducted (qualitative, quantitative)?
· Is this a questionnaire with open-ended or close-ended questions or an interview?
· Will there be a questionnaire, face-to-face interviews, or the use of the telephone or mail?
· Will there be an interview (one-on-one or group)?
· Who is the study population?
For part two, Data Collection Tool, provide the following:
· Give a short introduction on your research; provide the purpose of your study and why you chose to conduct it.
· Explain how long participation will take.
· Explain how you will avoid sampling bias.
· Provide a minimum of ten (10) questions for your questionnaire.
Submit a two to three-page paper (page count does not include title and references pages). Please adhere to APA Style when creating citations and references for this assignment. APA formatting, however, is not necessary.
Resources
10/5/2021 Assignment Print View
https://ezto.mheducation.com/hm.tpx?todo=c15SinglePrintView&singleQuestionNo=2.&postSubmissionView=13252714224874008,13252714225034381&wid=13252717358425567&role=student&pid=34975829_51290… 1/4
Problem-Solving Application Case—
Incentives Gone Wrong, then Wrong
Again, and Wrong Again
The Wells Fargo scandal demonstrates how a company’s choice and implementation of performance management incentives can have
disastrous side effects. This activity is important because it illustrates why managers must never implement an incentive scheme without
considering as much as possible any and all effects that it may have on employees’ behavior.
The goal of this activity is for you to understand the link between the details of Wells Fargo’s incentive scheme and the employee behaviors that
resulted from it.
Read about how performance incentives led to scandal at Wells Fargo. Then, using the three-step problem-solving approach, answer the
questions that follow.
Money is an important tool for both attracting and motivating talent. If you owned a company or were its CEO, you would likely agree and
choose performance management practices to deliver such outcomes. It also is possible you’d use incentives to help align your employees’
interests, behaviors, and performance with those of the company. After all, countless companies have used incentives very successfully, but not
all. The incentives used by Wells Fargo had disastrous consequences for employees, customers, and the company itself.
The Scenario and Behaviors
A client enters a ...
· Week 3 Crime Analysis BurglaryRobbery· ReadCozens, P. M.LesleyWhitesidefv
· Week 3: Crime Analysis: Burglary/Robbery
· Read:
Cozens, P. M., Saville, G., & Hillier, D. (2005). Crime prevention through environmental design (CPTED): A review and modern bibliography. Property Management, 23(5), 328-356. Retrieved from https://search-proquest-com.ezproxy1.apus.edu/docview/213402232?accountid=8289
Famega, C. N., Frank, J., & Mazerolle, L. (2005). Managing police patrol time: The role of supervisor directives. Justice Quarterly : JQ, 22(4), 540-559. Retrieved from https://search-proquest-com.ezproxy1.apus.edu/docview/228177475?accountid=8289
Zhang, C., Gholami, S., Kar, D., Sinha, A., Jain, M., Goyal, R., & Tambe, M. (2016). Keeping pace with criminals: An extended study of designing patrol allocation against adaptive opportunistic criminals. Games, 7(3), 15. doi:http://dx.doi.org.ezproxy1.apus.edu/10.3390/g7030015
Lesson Introduction
After reading this week’s materials, you will be able to define the role of police patrol and its importance as applied to law enforcement intelligence.
Lesson Objectives
● Outline and discuss early police and patrol procedures
● Evaluate modern patrol allocations
Course Objectives that apply to this lesson:
CO: (3) Demonstrate an understanding of the history of police patrol procedures from the days of early policing to modern day policing allocations.
Patrol
There are many ways to determine the best way to allocate patrol resources in a community. Some of them are covered in our studies but that is not the whole story. Keep in mind that it is more likely to be a combination of models as well as a sensitivity to specific to regional and demographic considerations.
It is important to take many variables into consideration when determining how best to utilize patrols. At the same time, we must remember to expect the unexpected and be as prepared as possible to respond. No two situations, weeks, months, or years will ever be exactly the same. This is part of what makes a career in criminal justice such a challenge and also so rewarding.
In the early 1900’s and before the work of August Vollmer, there was not much information concerning police allocation. Vollmer created a list of police functions such as crime prevention, criminal investigation, traffic control, and patrol. In the early deployment allocation models, the police were distributed based on calls for service and officer workloads. Although what appeared to be effective at the time, more research began to see potential issues with this model such as police saturation may cause a higher number of arrests. Other departments in this time frame distributed patrol units evenly without taking into account other factors such as crimes, population, distance, or number of personnel.
Preventative Patrol
As police operations moved forward, other methods of deployment emerged. In the 1960’s, law enforcement professional started to shift focus on preventative patrol methods. As discussed in previous lessons, t ...
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
2. “self” elicited from the
employees who play those roles. Job design was hypothesized to
be instrumental in
determining whether an employee will use an engaged or
disengaged self in role. He
defined the two opposite types of engagement as follows:
“Personal engagement [is]
the harnessing of organization members' selves to their work
roles; in engagement,
people employ and express themselves physically, cognitively,
and emotionally during
role performances. . . . Personal disengagement [is] the
uncoupling of selves from work
roles; in disengagement, people withdraw and defend
themselves physically,
cognitively, or emotionally during role performances” (1990, p.
694). Thus, according to
Kahn, engagement is a psychological reaction to the job role
people are required to play
in their work, and it comprises three aspects of such a reaction:
cognitive, affective, and
behavioral.
Rothbard (2001) had a more focused take on the issue of
employee engagement and
proposed two critical components that distinguish an engaged
from a disengaged
employee: attention and absorption. Specifically, attention was
defined as “cognitive
availability and the amount of time one spends thinking about a
role”; while absorption
“means being engrossed in a role and refers to the intensity of
one’s focus on a role” (p.
656). This perspective lays more emphasis on the cognitive
component of engagement
and is more akin to the concept of psychological presence,
4. elicited (engaged versus
disengaged). The state of engagement or burnout is pretty
diffuse and long lasting
(pervasive and not targeted) according to Schaufeli et al.
(2002). However, they agree
on the belief that bad job design may be the contributing factor
for disengagement
(according to Kahn) or burnout (according to Maslach et al.,
2001).
To compound the problem, various definitions of engagement
do not take enough care
to distinguish the concept from other similar constructs such as
job involvement, job
commitment, and organizational citizenship behavior (OCB).
There are questions
regarding whether engagement is an attitude (having three
components of cognition,
affect, and behavior and similar to the concept of job
satisfaction) or whether it is more
akin to motivation (a heightened state of goal-directed behavior
as in vigor).
Practitioners do not have too much problem with the issue as
long as the construct can
be reliably used to predict and manage team or organizational
performance. In the
following section, we will see how some of the practitioners in
this field have defined
and used the construct of engagement.
Employee Engagement: Practitioners’ Perspective
When it comes to measuring and defining engagement, the
foremost name in the
practitioners’ world is Gallup, Inc., which developed the Gallup
5. Workplace Audit (GWA,
popularly known as the Q12), a questionnaire used to measure
employee engagement.
It comprises 12 questions, plus an overall satisfaction question
making it a 13-item
questionnaire. The questionnaire items were found to have a
highly significant relation
to unit-level measures of a company’s performance (Harter,
Schmidt, & Hayes, 2002).
Thus, rather than being driven by theory, Gallup’s approach has
been more empirical.
The items in the questionnaire are a measure of attitudinal
outcomes (satisfaction,
loyalty, pride, customer service intent, and intent to stay with
the company) and
measure issues that are within the remit of a supervisor in
charge of a given business
unit. Gallup compiled rich data of employee surveys for over 30
years, and based on
their understanding of employee behavior that had maximal
impact on a firm’s
performance, they defined engagement as “the individual’s
involvement and satisfaction
with as well as enthusiasm for work” (2002, p. 269).
Based on their national survey of U.S. workers using their
engagement questionnaire,
Gallup put forward three types of employees (Krueger &
Killham, 2006):
connection to their
company. They drive innovation and move the company
forward.
7. organization (also known as the “Act” sector)
Perrin’s view of employee engagement is similar to that of
Gallup in one major way:
aspects of employee characteristics (cognitive, affective, or
behavioral) that have been
found to enhance the performance of a given business unit.
Some other well-known research and consultancy organizations
too have defined
engagement along similar lines and emphasized the importance
of discretionary effort
as the key outcome or distinguishing feature of an engaged
employee. The Institute of
Employment Studies defined engagement as follows:
A positive attitude held by the employee toward the
organization and its values.
An engaged employee is aware of business context, and works
with colleagues
to improve performance within the job for the benefit of the
organization. The
organization must work to develop and nurture engagement,
which requires a
two-way relationship between employer and employee.
(Robinson, Perryman, &
Hayday, 2004, p. 2)
The Conference Board offers a synthesized definition that sees
employee engagement
as "a heightened emotional connection that an employee feels
for his or her
organization that influences him or her to exert greater
discretionary effort to his or her
9. 1. Most of these survey-based research tend to infer causality
from their survey
data in a way that their engagement items are presumed to
“cause” performance,
not merely correlated with it. However, there is very little in
their research design
to make such a strong assertion.
2. There is little “construct validity” behind these items being
clubbed under a single
name of engagement as the scale items are not embedded in
theory in the first
place. So, though all the above-mentioned consultancies use
slightly different
items in their measures, they all label it as “engagement.”
Performance Management
Performance management has been regarded for several years
now as a core
management best practice (Osterman, 1994; Pfeffer, 1998). Den
Hartog, Boselie, and
Paauwe (2004) define it thus, making clear the relevance of an
integrated approach to
performance:
“Performance management” has come to signify more than a list
of singular
practices aimed at measuring and adapting employee
performance. Rather, it is
seen as an integrated process in which managers work with their
employees to
set expectations, measure and review results, and reward
10. performance, in order
to improve employee performance, with the ultimate aim of
positively affecting
organizational success. (p. 556)
It is remarkable, however, how little is still known of the
effects of performance
management techniques on the individual employee (Farndale &
Kelliher, 2013). This
has been a space often referred to in the literature over the years
as the “black box” of
the HR/organization performance relationship (Legge, 2001).
One reason for this
relative dearth of information is the limited amount of research
directed at understanding
implementation of performance management techniques (Guest,
2011). Boselie, Dietz,
and Boon (2005) argued that most studies of the impact of
performance management
practice orient toward the macro, or “managerialist,”
perspective, with a dearth of
studies of the role of the immediate line manager or supervisor
“in the enactment
process” (p. 74). They recommended research oriented
increasingly toward micro
analyses which seek to understand in much greater depth
“employees’ actual
experiences of performance management” (2005, p. 82).
It has also become increasingly recognized that the role of the
first-line manager is
crucial in successful implementati on of performance
management practices (Nehles et
12. this case study, Craig will present a real-world leadership
challenge based on his
professional experience that will allow you to place yourself in
the same situation and to
explore in-depth some of the questions that inevitably arise:
Would you have made the
same decisions? What does the case tell you about the nature of
the modern
organization and its opportunities for value creation, as well as
its limits? And what are
the questions it raises for both senior and frontline leadership in
the 21st century?
The Case
Five years ago, I took over a business unit that consisted almost
entirely of people
working virtually. I had nearly 500 people working for me who
lived all over the world
and worked remotely. They were all directly customer facing,
and—most significantly—
they were not employed directly by my organization, but were
contracted to us, mostly
on a part-time basis.
To provide some context, our organization had grown rapidly
over the previous 4–5
years and was confronting a classic consequence of that
growth—a start-up culture now
requiring scalable structures and processes to ensure that
growth and service
standards were maintained consistently. As a leader, I inherited
very little structure,
other than some early attempts at putting in place performance
indicators and quality
standards, as well as established central units for monitoring
15. between administrative performance appraisal practices and
organizational
commitment. International Journal of Human Resource
Management, 25(8),
1131–1148.
Den Hartog, D. N., Boselie, P., & Paauwe, J. (2004).
Performance management: A
model and research agenda. Applied Psychology, 53(4), 556–
569.
Dusterhoff, C., Cunningham, J. B., & MacGregor, J. N. (2014).
The effects of
performance rating, leader–member exchange, perceived utility,
and
organizational justice on performance appraisal satisfaction:
Applying a moral
judgment perspective. Journal of Business Ethics, 119(2), 265–
273.
Farndale, E., & Kelliher, C. (2013). Implementing performance
appraisal: Exploring the
employee experience. Human Resource Management, 52(6),
879–897.
Gibbons, J. M. (2006). Employee engagement: A review of
current research and its
implications. New York, NY: The Conference Board.
17. Kahn, W. A. (1990). Psychological conditions of personal
engagement and
disengagement at work. Academy of Management Journal,
33(4), 692–724.
Krueger, J., & Killham, E. (2006). Why Dilbert is right. Gallup
Management Journal, 9.
Legge, K. (2001). Silver bullet or spent round? Assessing the
meaning of the high
commitment management/performance relationship. Human
Resource
Management: A Critical Text, 2.
Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job
burnout. Annual Review of
Psychology, 52(1), 397–422.
Nehles, A. C., van Riemsdijk, M., Kok, I., & Looise, J. K.
(2006). Implementing human
resource management successfully: A first-line management
challenge. Management Revue, 256–273.
Osterman, P. (1994). How common is workplace transformation
and who adopts
it? Industrial & Labor Relations Review, 47(2), 173–188.
Perrin, T. (2007). Confronting myths: What really matters in
18. attracting, engaging and
retaining your workforce. Global Workforce Study.
Pfeffer, J. (1998). The human equation: Building profits by
putting people first. Boston,
MA: Harvard Business Press.
Purcell, J., & Hutchinson, S. (2007). Front‐ line managers as
agents in the HRM‐
performance causal chain: theory, analysis and evidence.
Human Resource
Management Journal, 17(1), 3–20.
Robinson, D., Perryman, S., & Hayday, S. (2004). The drivers
of employee
engagement. Institute of Employment Studies, Report 408, p. 2.
Rothbard, N. P. (2001). Enriching or depleting? The dynamics
of engagement in work
and family roles. Administrative Science Quarterly, 46(4), 655–
684.
doi:10.2307/3094827
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker,
A. B. (2002). The
measurement of engagement and burnout: A two sample
confirmatory factor