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.
International Journal of Engineering Research and Applications (IJERA) is an open access online peer reviewed international journal that publishes research and review articles in the fields of Computer Science, Neural Networks, Electrical Engineering, Software Engineering, Information Technology, Mechanical Engineering, Chemical Engineering, Plastic Engineering, Food Technology, Textile Engineering, Nano Technology & science, Power Electronics, Electronics & Communication Engineering, Computational mathematics, Image processing, Civil Engineering, Structural Engineering, Environmental Engineering, VLSI Testing & Low Power VLSI Design etc.
Work-Family Factors and its Relationships Between Dispositional, Occupational...Waqas Tariq
This study was conducted to test the mediating effects of work-family factors on the relationships between dispositional and occupational characteristics as the independent variables and intention to stay as the dependent variable. By using self-administered research questionnaire, data was collected from 240 middle age single mother employees in Klang Valley, Malaysia. Samples were determined through simple random sampling method whereby six out of 24 single mother associations were selected to obtain research samples. Descriptive statistical analysis was conducted to describe the respondents. Pearson Product Moment Correlation was used to determine the relationships among variables and Structural Equation Modeling using AMOS version 16.0 was utilized for model testing and to verify the presence of mediation effects. Further, the Soble’s z-test was used to test whether the mediators carry the effect of the independent variables on the dependent variable. The findings indicated that there were positive relationships among variables. The results also established the presence of mediation effects between the independent and dependent variables. Organizations may utilize work-family factors as mechanism to promote longer retention among employees. Keywords: Intention to stay, work-family facilitation, family satisfaction, dispositional characteristics, occupational characteristics.
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.
International Journal of Engineering Research and Applications (IJERA) is an open access online peer reviewed international journal that publishes research and review articles in the fields of Computer Science, Neural Networks, Electrical Engineering, Software Engineering, Information Technology, Mechanical Engineering, Chemical Engineering, Plastic Engineering, Food Technology, Textile Engineering, Nano Technology & science, Power Electronics, Electronics & Communication Engineering, Computational mathematics, Image processing, Civil Engineering, Structural Engineering, Environmental Engineering, VLSI Testing & Low Power VLSI Design etc.
Work-Family Factors and its Relationships Between Dispositional, Occupational...Waqas Tariq
This study was conducted to test the mediating effects of work-family factors on the relationships between dispositional and occupational characteristics as the independent variables and intention to stay as the dependent variable. By using self-administered research questionnaire, data was collected from 240 middle age single mother employees in Klang Valley, Malaysia. Samples were determined through simple random sampling method whereby six out of 24 single mother associations were selected to obtain research samples. Descriptive statistical analysis was conducted to describe the respondents. Pearson Product Moment Correlation was used to determine the relationships among variables and Structural Equation Modeling using AMOS version 16.0 was utilized for model testing and to verify the presence of mediation effects. Further, the Soble’s z-test was used to test whether the mediators carry the effect of the independent variables on the dependent variable. The findings indicated that there were positive relationships among variables. The results also established the presence of mediation effects between the independent and dependent variables. Organizations may utilize work-family factors as mechanism to promote longer retention among employees. Keywords: Intention to stay, work-family facilitation, family satisfaction, dispositional characteristics, occupational characteristics.
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.
the relationship between normative commitment (one form of organizational commitment) and loyal boosterism (one construct of organizational citizenship behaviours)
Well Being, Fairness, and Supervisor’s Ability and Support IJSRP Journal
To maximize work outcomes and increase the opportunity for organizations to achieve their goals in today’s society, organizations must prioritize their employees’ well-being. Research suggests that several factors can impact employees including: affective well-being, employee perception of fairness, perception of supervisors’ skills and Family Supportive Supervisor Behaviors (FSSB). To investigate the relationship between employees' affective well-being, their perceptions of fairness, their perceived ability and FSSB, a study was conducted using a total of 395 participants, who were selected using convenience sampling. Participants completed a survey by answering three questionnaires, which measured the constructs, and the pertinent demographics. The instruments used were the Job-related Affective Well-being Scale (JAWS), the Equity/Fairness subscale from the International Personality Item Pool, the Ability subscale, and the Creative work-family management subscale from the Handbook of Management Scales, respectively. Results of this study found a moderate positive correlation between employees’ affective well-being and the following variables: perception of fairness (r=.301, p=.000), perceived supervisor’s ability (r=.401, p=.000), and FSSB (r=.377, p=.000), as well as between employees’ perception of fairness and managerial skills of their supervisors (r=.347, p=.000). Findings confirmed hypotheses and the relationship among variables. The study’s findings have implications for managers’ performance and for HR practices.
“Exploring the Relationship between Personality and Job Performance” "New App...inventionjournals
This paper investigates the relationship between personality and job performance of the fivefactor model with job performance. Personality psychology is concerned with the analysis and theories surrounded by the personality are related to the five factors. Conscientiousness and extraversion appear to be positively correlated with productivity and performance. Neuroticism and agreeableness are negatively correlated with leadership capabilities. Individuals make high performance on conscientiousness, while individuals missing conscientiousness and having neuroticism tend to perform poorly at work.
40 Public Administration Review • January February 2007 .docxgilbertkpeters11344
40 Public Administration Review • January | February 2007
In seeking to explain the antecedents of public service
motivation, James Perry focuses on the formative role
of sociohistorical context. Th is study tests Perry’s theory
and examines the role that organizational factors play
in shaping public service motivation, based on responses
from a national survey of state government health and
human service managers. Th e fi ndings support the role
of sociohistorical context, showing that public service
motivation is strongly and positively related to level of
education and membership in professional organiza-
tions. Th e results also underscore the signifi cant infl uence
of organizational institutions, indicating that red tape
and length of organizational membership are negatively
related to public service motivation, whereas hierarchical
authority and reform eff orts have a positive relationship.
Th erefore, public organizations have both an opportunity
and a responsibility to create an environment that allows
employees to feel they are contributing to the public good.
Although it is of recent vintage, the concept of public service motivation (PSM) represents a positive example of theory development in
public administration. Th is theory has signifi cant
practical relevance, as it deals with the relationship
between motivation and the public interest. Th e con-
struct of the public interest is central to traditional
public administration scholarship ( Appleby 1945 ;
Herring 1936). In recent years, this theoretical devel-
opment has been gradually joined by empirical work
as scholars have sought to operationalize what public
interest means for employees, why they develop a
strong sense of public service, and how that sense
infl uences their behavior (e.g., Alonso and Lewis
2001 ; Brewer and Selden 1998; Brewer, Selden, and
Facer 2000; Crewson 1997 , Houston 2000; Perry
1996, 1997 ).
Despite such research, there remains a need for more
empirical work to validate and test this theory, which
has continued to expand. Th us far, much of the
research has focused on establishing the existence
of PSM, usually by comparing employee motivations
across sectors. Th e relevance of much of these fi ndings
remains in dispute because of the use of diff erent or
indirect measures of PSM and incomplete theories of
how PSM occurs and the eff ects it generates. A series
of publications by James Perry removed a great deal of
ambiguity about the theoretical and empirical ap-
proaches that are appropriate for studying PSM. Perry
carefully devised a series of scales to measure PSM in
1996 and provided empirical evidence on the causes
of PSM in 1997. In 2000, he articulated the most
comprehensive theory of the causes of PSM thus far,
identifying sociohistorical context as a primary
infl uence.
Our model adds to the limited empirical research on
PSM by partially testing the theory prop.
Autonomy and Employee Job Satisfaction of Hotels in Port Harcourt, NigeriaAJHSSR Journal
Autonomy and employee job satisfaction of hotels in Port Harcourt. The population of this study was 1,764 from fifty (50) indigenous hotels in Port Harcourt metropolis. The sample size of 326 employees of hotels in Port Harcourt metropolis was obtained using the Taro Yamane‟s formula for sample size determination. The study adopted the cross-sectional survey in its investigation of the variables and applied both descriptive and inferential statistical techniques. The hypothesis was tested using the Spearman Rank Order Correlation Coefficient .The tests were carried out at a 95% confidence interval and a 0.05 level of significance. The reliability of the instrument was achieved through the Crombach Alpha coefficient with autonomy having 0.776 and organizational profitability having 0.891. The result of the findings revealed that autonomy has a significant positive relationship with employee job satisfaction of hotels in Port Harcourt. Based on empirical findings, the study concludes autonomy has a significantly influences organizational profitability. The study thus recommended that hotels should build on their distinctive competitive advantage so to sharpen their competitive aggression in the industry.
Leadership & Organization Development JournalEmployee justic.docxsmile790243
Leadership & Organization Development Journal
Employee justice perceptions and coworker relationships
Monica Forret Mary Sue Love
Article information:
To cite this document:
Monica Forret Mary Sue Love, (2008),"Employee justice perceptions and coworker relationships",
Leadership & Organization Development Journal, Vol. 29 Iss 3 pp. 248 - 260
Permanent link to this document:
http://dx.doi.org/10.1108/01437730810861308
Downloaded on: 20 March 2017, At: 10:38 (PT)
References: this document contains references to 45 other documents.
To copy this document: [email protected]
The fulltext of this document has been downloaded 5177 times since 2008*
Users who downloaded this article also downloaded:
(2011),"Organizational justice and employee satisfaction in performance appraisal", Journal of European
Industrial Training, Vol. 35 Iss 8 pp. 826-840 http://dx.doi.org/10.1108/03090591111168348
(2014),"Organizational justice and employee engagement: Exploring the linkage in public sector banks in
India", Personnel Review, Vol. 43 Iss 4 pp. 628-652 http://dx.doi.org/10.1108/PR-08-2013-0148
Access to this document was granted through an Emerald subscription provided by emerald-srm:444336 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for
Authors service information about how to choose which publication to write for and submission guidelines
are available for all. Please visit www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company
manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as
providing an extensive range of online products and additional customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee
on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive
preservation.
*Related content and download information correct at time of download.
D
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http://dx.doi.org/10.1108/01437730810861308
Employee justice perceptions and
coworker relationships
Monica Forret
Department of Managerial Studies, St Ambrose University,
Davenport, Iowa, USA, and
Mary Sue Love
Department of Management and Marketing,
Southern Illinois University Edwardsville, Edwardsville, Illinois, USA
Abstract
Purpose – The purpose of this investigation is to explore whether perceptions of organizational
justice are related to coworker trust and morale. As jobs have become more broadly defined and
collaboration with colleagues has become increasingly important for accomplishing work, coworker
relationships are especially critical to manage effectively.
Design/methodo ...
Relationship of Demographic Variables and Job Satisfaction among Married WomenIJLT EMAS
The purpose of this study was to study the relationship
between job satisfaction and demographic variables among
married women who are working in academics. The research
was descriptive and survey study. In this study, women working
in technical educational Institutes, from Indore were studied. for
this 300 working women(N=300) were chosen as per their work
in the Institutes, teaching or Non-teaching. A socio- demographic
questionnaire were used for the purpose. The findings revealed
that on the basis of the age and qualification , there is no relation
between factors studied (work environment, job security, roles &
responsibility etc.) and job satisfaction and on the basis of
designation, income and experience, researcher found the
relation between factors studied (work environment, job
security, roles & responsibility etc.) and job satisfaction.
· Present a discussion of what team is. What type(s) of team do .docxalinainglis
· Present a discussion of what team is. What type(s) of team do you have in your organization?
· What is meant by the “internal processes” of a team? Why is it important to manage both the internal processes and external opportunities/constraints of a team?
Note: It should contain 3 pages with citation included and References should be in APA format
.
· Presentation of your project. Prepare a PowerPoint with 8 slid.docxalinainglis
· Presentation of your project. Prepare a PowerPoint with 8 slides illustrating the role in Interdisciplinary care for our aging population (Outcome 1,2,3,4,5) (6 hours).
Make sure it has nursing diagnosis
make sure it's a APA STYLE
make sure it has reference
.
More Related Content
Similar to 453CRIMINAL JUSTICE AND BEHAVIOR, Vol. 38 No. 5, May 2011 .docx
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.
the relationship between normative commitment (one form of organizational commitment) and loyal boosterism (one construct of organizational citizenship behaviours)
Well Being, Fairness, and Supervisor’s Ability and Support IJSRP Journal
To maximize work outcomes and increase the opportunity for organizations to achieve their goals in today’s society, organizations must prioritize their employees’ well-being. Research suggests that several factors can impact employees including: affective well-being, employee perception of fairness, perception of supervisors’ skills and Family Supportive Supervisor Behaviors (FSSB). To investigate the relationship between employees' affective well-being, their perceptions of fairness, their perceived ability and FSSB, a study was conducted using a total of 395 participants, who were selected using convenience sampling. Participants completed a survey by answering three questionnaires, which measured the constructs, and the pertinent demographics. The instruments used were the Job-related Affective Well-being Scale (JAWS), the Equity/Fairness subscale from the International Personality Item Pool, the Ability subscale, and the Creative work-family management subscale from the Handbook of Management Scales, respectively. Results of this study found a moderate positive correlation between employees’ affective well-being and the following variables: perception of fairness (r=.301, p=.000), perceived supervisor’s ability (r=.401, p=.000), and FSSB (r=.377, p=.000), as well as between employees’ perception of fairness and managerial skills of their supervisors (r=.347, p=.000). Findings confirmed hypotheses and the relationship among variables. The study’s findings have implications for managers’ performance and for HR practices.
“Exploring the Relationship between Personality and Job Performance” "New App...inventionjournals
This paper investigates the relationship between personality and job performance of the fivefactor model with job performance. Personality psychology is concerned with the analysis and theories surrounded by the personality are related to the five factors. Conscientiousness and extraversion appear to be positively correlated with productivity and performance. Neuroticism and agreeableness are negatively correlated with leadership capabilities. Individuals make high performance on conscientiousness, while individuals missing conscientiousness and having neuroticism tend to perform poorly at work.
40 Public Administration Review • January February 2007 .docxgilbertkpeters11344
40 Public Administration Review • January | February 2007
In seeking to explain the antecedents of public service
motivation, James Perry focuses on the formative role
of sociohistorical context. Th is study tests Perry’s theory
and examines the role that organizational factors play
in shaping public service motivation, based on responses
from a national survey of state government health and
human service managers. Th e fi ndings support the role
of sociohistorical context, showing that public service
motivation is strongly and positively related to level of
education and membership in professional organiza-
tions. Th e results also underscore the signifi cant infl uence
of organizational institutions, indicating that red tape
and length of organizational membership are negatively
related to public service motivation, whereas hierarchical
authority and reform eff orts have a positive relationship.
Th erefore, public organizations have both an opportunity
and a responsibility to create an environment that allows
employees to feel they are contributing to the public good.
Although it is of recent vintage, the concept of public service motivation (PSM) represents a positive example of theory development in
public administration. Th is theory has signifi cant
practical relevance, as it deals with the relationship
between motivation and the public interest. Th e con-
struct of the public interest is central to traditional
public administration scholarship ( Appleby 1945 ;
Herring 1936). In recent years, this theoretical devel-
opment has been gradually joined by empirical work
as scholars have sought to operationalize what public
interest means for employees, why they develop a
strong sense of public service, and how that sense
infl uences their behavior (e.g., Alonso and Lewis
2001 ; Brewer and Selden 1998; Brewer, Selden, and
Facer 2000; Crewson 1997 , Houston 2000; Perry
1996, 1997 ).
Despite such research, there remains a need for more
empirical work to validate and test this theory, which
has continued to expand. Th us far, much of the
research has focused on establishing the existence
of PSM, usually by comparing employee motivations
across sectors. Th e relevance of much of these fi ndings
remains in dispute because of the use of diff erent or
indirect measures of PSM and incomplete theories of
how PSM occurs and the eff ects it generates. A series
of publications by James Perry removed a great deal of
ambiguity about the theoretical and empirical ap-
proaches that are appropriate for studying PSM. Perry
carefully devised a series of scales to measure PSM in
1996 and provided empirical evidence on the causes
of PSM in 1997. In 2000, he articulated the most
comprehensive theory of the causes of PSM thus far,
identifying sociohistorical context as a primary
infl uence.
Our model adds to the limited empirical research on
PSM by partially testing the theory prop.
Autonomy and Employee Job Satisfaction of Hotels in Port Harcourt, NigeriaAJHSSR Journal
Autonomy and employee job satisfaction of hotels in Port Harcourt. The population of this study was 1,764 from fifty (50) indigenous hotels in Port Harcourt metropolis. The sample size of 326 employees of hotels in Port Harcourt metropolis was obtained using the Taro Yamane‟s formula for sample size determination. The study adopted the cross-sectional survey in its investigation of the variables and applied both descriptive and inferential statistical techniques. The hypothesis was tested using the Spearman Rank Order Correlation Coefficient .The tests were carried out at a 95% confidence interval and a 0.05 level of significance. The reliability of the instrument was achieved through the Crombach Alpha coefficient with autonomy having 0.776 and organizational profitability having 0.891. The result of the findings revealed that autonomy has a significant positive relationship with employee job satisfaction of hotels in Port Harcourt. Based on empirical findings, the study concludes autonomy has a significantly influences organizational profitability. The study thus recommended that hotels should build on their distinctive competitive advantage so to sharpen their competitive aggression in the industry.
Leadership & Organization Development JournalEmployee justic.docxsmile790243
Leadership & Organization Development Journal
Employee justice perceptions and coworker relationships
Monica Forret Mary Sue Love
Article information:
To cite this document:
Monica Forret Mary Sue Love, (2008),"Employee justice perceptions and coworker relationships",
Leadership & Organization Development Journal, Vol. 29 Iss 3 pp. 248 - 260
Permanent link to this document:
http://dx.doi.org/10.1108/01437730810861308
Downloaded on: 20 March 2017, At: 10:38 (PT)
References: this document contains references to 45 other documents.
To copy this document: [email protected]
The fulltext of this document has been downloaded 5177 times since 2008*
Users who downloaded this article also downloaded:
(2011),"Organizational justice and employee satisfaction in performance appraisal", Journal of European
Industrial Training, Vol. 35 Iss 8 pp. 826-840 http://dx.doi.org/10.1108/03090591111168348
(2014),"Organizational justice and employee engagement: Exploring the linkage in public sector banks in
India", Personnel Review, Vol. 43 Iss 4 pp. 628-652 http://dx.doi.org/10.1108/PR-08-2013-0148
Access to this document was granted through an Emerald subscription provided by emerald-srm:444336 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for
Authors service information about how to choose which publication to write for and submission guidelines
are available for all. Please visit www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company
manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as
providing an extensive range of online products and additional customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee
on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive
preservation.
*Related content and download information correct at time of download.
D
ow
nl
oa
de
d
by
U
ni
ve
rs
it
y
of
M
ar
yl
an
d
U
ni
ve
rs
it
y
C
ol
le
ge
U
M
U
C
A
t
10
:3
8
20
M
ar
ch
2
01
7
(P
T
)
http://dx.doi.org/10.1108/01437730810861308
Employee justice perceptions and
coworker relationships
Monica Forret
Department of Managerial Studies, St Ambrose University,
Davenport, Iowa, USA, and
Mary Sue Love
Department of Management and Marketing,
Southern Illinois University Edwardsville, Edwardsville, Illinois, USA
Abstract
Purpose – The purpose of this investigation is to explore whether perceptions of organizational
justice are related to coworker trust and morale. As jobs have become more broadly defined and
collaboration with colleagues has become increasingly important for accomplishing work, coworker
relationships are especially critical to manage effectively.
Design/methodo ...
Relationship of Demographic Variables and Job Satisfaction among Married WomenIJLT EMAS
The purpose of this study was to study the relationship
between job satisfaction and demographic variables among
married women who are working in academics. The research
was descriptive and survey study. In this study, women working
in technical educational Institutes, from Indore were studied. for
this 300 working women(N=300) were chosen as per their work
in the Institutes, teaching or Non-teaching. A socio- demographic
questionnaire were used for the purpose. The findings revealed
that on the basis of the age and qualification , there is no relation
between factors studied (work environment, job security, roles &
responsibility etc.) and job satisfaction and on the basis of
designation, income and experience, researcher found the
relation between factors studied (work environment, job
security, roles & responsibility etc.) and job satisfaction.
Similar to 453CRIMINAL JUSTICE AND BEHAVIOR, Vol. 38 No. 5, May 2011 .docx (20)
· Present a discussion of what team is. What type(s) of team do .docxalinainglis
· Present a discussion of what team is. What type(s) of team do you have in your organization?
· What is meant by the “internal processes” of a team? Why is it important to manage both the internal processes and external opportunities/constraints of a team?
Note: It should contain 3 pages with citation included and References should be in APA format
.
· Presentation of your project. Prepare a PowerPoint with 8 slid.docxalinainglis
· Presentation of your project. Prepare a PowerPoint with 8 slides illustrating the role in Interdisciplinary care for our aging population (Outcome 1,2,3,4,5) (6 hours).
Make sure it has nursing diagnosis
make sure it's a APA STYLE
make sure it has reference
.
· Prepare a research proposal, mentioning a specific researchabl.docxalinainglis
· Prepare a research proposal, mentioning a specific researchable title, background, Review of literature, research questions and objectives, methodology, resources and references.
· Prepare the Gant Chart to indicate the timescale for completing the proposal
RESEARCH PROPOSAL OUTLINE
1. Title
2. Background (introduction)
3. Review of literature
4. Research Questions & objectives
5. Methodology
4.1 Research Design
4.2 Participants
4.3 Techniques
4.4 Ethical Considerations
6. Time scale (Gantt chart)
7. Resources
8. References
.
· Previous professional experiences that have had a profound.docxalinainglis
· Previous professional experiences that have had a profound effect:
Before I started college, my parents wanted me to excel in healthcare knowing its high demand. The path to health care and eventual employment in a notable hospital setting seemed less risky than the one of Art and design. A few networking events and some LinkedIn leads later I came across an opportunity to start a Biomedical Engineering startup in South Florida with two investors willing to mentor me in a field I wasn’t familiar with. Luckily this new venture I was undertaking had a somewhat speculative risk. I made sure they were mostly in my favor thanks to the connections my investors had in the industry, and my background in health care. My hard work and diligence paid off slowly teaching myself the mechanics of the industry through the engineers we would hire. I remember watching how they would calibrate medical devices from pumps to life-saving equipment in awe. And with the same tenacity absorbing all the medical jargon in the Biomed world. I was adamant about doing my best and being the best even if that meant leaving my creative dreams behind. We started the business almost four years ago as a small minority women-owned business in the corner of a business complex. Five biomedical engineers and six technicians later we are still scaling and have since expanded our office from that small corner to the entire business building. Currently, we are a nationally recognized Biomed and medical supply company for some of the largest healthcare facilities in both the civilian and government sector. Yet through out all the achievement I felt the only sense of raw passion was when I collaborated with my engineers in delivering problem solving services to the hospital we served. Their job was to service devices in a hospital at a micro level and I would bridge that gap by identifying problems and finding opportunities in product service at a large-scale. Working hand in hand with the engineers in articulating the hospital need for turnover I would use design through projective process in creating a plan that would work in the most practical sense.
This moment of free creative problem solving was the highlight of my job. It gave me an opportunity to realize that although at times my approach was unconventional it would work. My systematic methodology I had adapted from working with engineers and my innate out of the box idea would come to together to solve some of the most challenging issues. Little did I know that this minor stroke of self-awareness would one day have me consider architecture.
Your current strengths and weaknesses in reaching your goal.
I realized my creative talents in design could not flourish under the pressures of work. I would constantly leave the office feeling drained in a profession my heart was not set on. In this I learned my weakness was how far I was willing to neglect the urge for creativity, and in exchange it jeopardized my sense of purpos.
· Please select ONE of the following questions and write a 200-wor.docxalinainglis
· Please select ONE of the following questions and write a 200-word discussion.
1. The Federal Reserve Board has enormous power over people's lives with its power to set and influence policy that determines monetary policy in the United States. Do you think this is proper for a democracy to provide the FED with so such power? How is the FED held accountable?
2. Do you believe that the roles of government should change from era to era, or should the US determine the proper role of government and try to maintain it through the ages?
3. Explain Executive Power in the US Constitution and briefly the process by which it developed over the years. Do you think the Framers should have been more specific about the powers of the presidency? Should the country try to make it more specific today?
· Please read the discussions below and write a 100 to 150 words respond for each discussion.
1. (question 1) I do believe that this is proper for a democracy to provided such power to FED. Without the FED the economy would face two problem, which are recessions that can lead into depressions, and inflation. The FED needs to have power to endures the country will not fall into economic trouble. In class professor McWeeney stated that the FED has the power to increase interest rates to control inflation, and the power to decrease interest rates so that theres more money in the economy to create more business and jobs so there wont be a recession. The FED needs these power to try to put the economy in a sweet spot. The FED is held accountable to the government and public. The FED does this by being transparent and giving and annual report to congress.
2. (question 2) I believe that the roles of the government should be changed from era to era. My main reason the roles should be changed is because major changes are constantly happening in the field of law. For example, the progressive era and modern era had several economic reforms that had taken place including increased regulation, anti-trust activity, application of an income tax, raise on social insurance programs, etc. Throughout this time, the government gave women the right to vote. I believe the economy is growing rapidly due to employment relationships, better technology, education, new polices, social and economic changes. This is the reason why the roles of the government should be changed from era to era.
Communicating professionally and ethically is one of the
essential skill sets we can teach you at Strayer. The following
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· Please use Firefox for access to cronometer.com16 ye.docxalinainglis
· Please use
Firefox
for access to
cronometer.com
16 years old Female. Born on 01/05/2005. Height 5’4, 115 lbs
· Menu Analysis
DAY 2
Quesadilla
Fiesta beans
Salsa
Sour cream
Corn
Fruit
· Submit Screen Shot for Nutrient report for assignment menu(s)
§ Right click to use “Take a screenshot” feature (Firefox only) on specific date you want to have screen shot to save/obtain.
Nutrient Report and Food Intake
· The paper must include all required elements including
each
Cronometer, Excess, Deficit, and
G
roup
Summary of your nutrient report and food intake
Excess
:
· List
ALL
Nutrients that are
Over 100% (Except Amino Acids)
on Cronometer Nutrient report
· List
Food Items
on menu that may reflect excess nutrients on Cronometer Nutrient report
Deficit
:
· List
ALL
Nutrients that are
Less than 50% (Except Amino Acids)
on Cronometer Nutrient report
· List
Food Items
on menu that may reflect deficit nutrients on Cronometer Nutrient report
Summary
:
§ Summarize your overall in 1-2 paragraph, evaluation and conclusion of nutrients and food items on the menu.
.
· Please share theoretical explanations based on social, cultural an.docxalinainglis
· Please share theoretical explanations based on social, cultural and environmental factors, which may contribute to victimization from criminal behavior
· Based on your personal or professional experience share your thoughts on what coping mechanism (internal and external), and support processes can be considered if becoming a crime victim?
.
· If we accept the fact that we may need to focus more on teaching.docxalinainglis
· If we accept the fact that we may need to focus more on teaching civic responsibility, how can this work with both "policies and people" in the school where you become principal?
In order to increase the focus on teaching civic responsibility, policy must be in place supporting this goal. A school leader must be willing to invest time and funds into planning, training, and implementing curriculum that emphasizes civics. Staff members may have different levels of interest, understanding, and comfort when it comes to incorporating civic responsibility into their teaching, so providing professional development in this area would be critical. The strategic plan for integrating civic responsibility and the expectations for each teacher’s involvement should be clearly communicated. In addition to establishing these policies regarding civics education, the school leader and teachers must work to model civic responsibility. In addition to sharing his or her vision for increased focus on civics with the school staff, the school leader should work to share his or her vision with school board members, other district personnel including the superintendent, and the greater community. Lastly, school leaders need to support their staff as they take risks and work to develop and implement new activities, discussions, and projects centered around teaching civic responsibility.
· How will you lead your staff in this part of the curriculum?
In leading my staff in this part of the curriculum, I would work to secure professional development related to civic responsibility, as this is not an area that I have expertise in, and work as a staff to develop our vision and implementation goals. I would also provide examples such as the work of the exemplar schools described in the article in integrating civic responsibility across all content areas, implementing service-learning programs, and creating partnerships between the school and community. I would also work within PLTs to develop ways that civic responsibility could be incorporated within their curriculum and remind them that they have my support as they embark on this endea
Required Resources
Text
Baack, D. (2017). Organizational behavior (2nd ed.). Retrieved from https://ashford.content.edu
· Chapter 8: Leadership
Articles
Austen, B. (2012, July 23). The story of Steve Jobs: An inspiration or a cautionary tale? (Links to an external site.)Links to an external site.Wired. Retrieved fom http://www.wired.com/2012/07/ff_stevejobs/all/
Charan, R. (2006). Home Depot’s blueprint for culture change. Harvard Business Review. 84(4), 60-70. Retrieved from EBSCOhost database
Grow, B., Foust, D., Thornton, E., Farzad, R., McGregor, J., & Zegal, S. (2007). Out at home depot (Links to an external site.)Links to an external site.. Business Week.
Retrieved from http://www.businessweek.com/stories/2007-01-14/out-at-home-depot
Stark, A. (1993). What's the matter with business ethics? Harvard Business Review, 71(3), 38-48. .
· How many employees are working for youtotal of 5 employees .docxalinainglis
· How many employees are working for you?
total of 5 employees
· How did you get your idea or concept for the business?
· CLEAR is a reflection by transparency, manifest and understood, our product is new in the market, and it follows the international fashion style that suits every lady,
· A bag represents you, bags are women priority, and its something women can't go outside without, our bags differ by other bags is that its clear, which is the new form of fashion style, we also made customization on bags so it is a remarkable tool that can lead to higher profit through increased customer satisfaction and loyalty, although it brings for our small factory a lot of work, the good work pays off, we entered these industry because there are no locals designer in it and we started in2016 and hope to reach a global position.
· What do you look for in an employee? (the most important things)
- helping customers on their choice
-stylist
- team work spirit
- deciplant & committed to work ethics
- Good Communication skills
- Ability to manage the conflict
- Is the company socially responsible?
Yes , we try our best to make some of sell go for the charity and especially to help poor people get new clothes , we donate 5% yearly in our total sales .
· What made you choose your current location?
Main criterias for selecting current location :
1- Close to the residence areas , meliha road, near the university of Sharjah
2- Easy access to the visiting customers
3- Its in a big avenue that has many designers and clothing brands
4- Easy to pick up from the shop
5- Serve a big segmentation
· What are your responsibilities as a business owner?
the main responsibility of the Business owner is to maintain the successful of the business, but in order to achieve this have to do so many tasks like:
1- Hire and manage the staff
2- Oversees the financial status , weekly and monthly .
3- Create marketing plans of how the business will be in a year
4- Update the website and chick the system
5- Rent fees
6- Make sure how customers are satisfied by the product
7- Make sure about product quality and chick up
8- Maintain a healthy work environment
9- Develop and fine tune the business according to the market situation
· How do you motivate your employees?
We follow different methods for motivations
1- Personal appreciation for individuals for hard work or personal achievements
2- Kind words
3- Flexible working hours
4- Daily bonus if achieved the daily sales targets
5- Giving the new collection bags as a gift before dropping it to the market , it makes them feel appreciated and special
· Can you give me an example of any challenges or problems that you faced with your shop and employees?
Hiring the right employee is always challenge, last Ramadan we had a huge unread massage for eid orders as well, our customer started to get angry and write under the inestgram comments that there was no respond for online shopping , we struggl.
· How should the risks be prioritized· Who should do the priori.docxalinainglis
· How should the risks be prioritized?
· Who should do the prioritization of the project risks?
· How should project risks be monitored and controlled?
· Who should develop risk responses and contingency plans?
· Who should own these responses and plans?
Introduction
This week, we will explore risk management. Risk management is one of those areas in project management that separates good project managers from great project managers. A good project manager makes risk management an integral part of every phase of project work. Risks are identified, prioritized, and understood. There are clear responsibilities within the team as to whose is responsible for implementing a risk response to reduce the impact should it occur. So let's get started.
What is Risk?
*Risk: An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.
Risks can be positive, meaning beneficial to the project, or they can be negative, meaning detrimental to the project.
Many students have a difficult time visualizing positive risks. A positive risk is an opportunity that may increase the probability of success, the return on investment, or the benefits of the project. They may also be ways to reduce project costs or ways to complete the project early. There may even be methods to improve project quality or overall performance. These are all examples of positive risks.
A negative risk can be easier to understand. It is the possibility that something will go wrong, a threat to the success of the project. It is important to remember that a risk is a possibility, not a fact. It is a potential problem. At GettaByte Software, there is the potential that a power outage would occur during data transfer. The potential exists that a key resource could become unavailable due to some unforeseen circumstance, like illness. Those are threats to the success of the project.
When buying a house to renovate, there are potential risks with respect to plumbing, wiring, the foundation, and so on.
A project manager needs to consider trying to make positive risks happen while trying to prevent negative ones from occurring. To do this, a project manager can take a proactive approach to risk management. This means he or she plans a risk response should it look as though the risk will become a reality. In this way, everyone knows exactly how to prepare and respond to the risk once it does become an issue.
The Risk Management Process
A project has both good and bad risks, which are referred to as positive and negative risks or opportunities and threats. For positive risks or opportunities, the project manager can choose from a range of risk responses. For threats, a project manager has a similar range of choices. The following, as described in the PMBOK® Guide, are the risk management processes.
Plan Risk Management:
· Risk Strategy
· Defines the general approach to managing risk on the project
· Methodology
· Defines the specific, tools, .
· How does the distribution mechanism control the issues address.docxalinainglis
· How does the distribution mechanism control the issues addressed in Music and TV, when in regards to race/ethnicity?
· Determine who controls the distribution of Music and TV, when in regards to race/ethnicity?
· In what ways does the controller of distribution affect the shared experience of the audience and community? Keep in mind that a community may be local, regional, national, or global. Be specific in your discussion.
.
· Helen Petrakis Identifying Data Helen Petrakis is a 5.docxalinainglis
·
Helen Petrakis Identifying Data: Helen Petrakis is a 52-year-old, Caucasian female of Greek descent living in a four-bedroom house in Tarpon Springs, FL. Her family consists of her husband, John (60), son, Alec (27), daughter, Dmitra (23), and daughter Althima (18). John and Helen have been married for 30 years. They married in the Greek Orthodox Church and attend services weekly.
Presenting Problem: Helen reports feeling overwhelmed and “blue.” She was referred by a close friend who thought Helen would benefit from having a person who would listen. Although she is uncomfortable talking about her life with a stranger, Helen says that she decided to come for therapy because she worries about burdening friends with her troubles. John has been expressing his displeasure with meals at home, as Helen has been cooking less often and brings home takeout. Helen thinks she is inadequate as a wife. She states that she feels defeated; she describes an incident in which her son, Alec, expressed disappointment in her because she could not provide him with clean laundry. Helen reports feeling overwhelmed by her responsibilities and believes she can’t handle being a wife, mother, and caretaker any longer.
Family Dynamics: Helen describes her marriage as typical of a traditional Greek family. John, the breadwinner in the family, is successful in the souvenir shop in town. Helen voices a great deal of pride in her children. Dmitra is described as smart, beautiful, and hardworking. Althima is described as adorable and reliable. Helen shops, cooks, and cleans for the family, and John sees to yard care and maintaining the family’s cars. Helen believes the children are too busy to be expected to help around the house, knowing that is her role as wife and mother. John and Helen choose not to take money from their children for any room or board. The Petrakis family holds strong family bonds within a large and supportive Greek community.
Helen is the primary caretaker for Magda (John’s 81-year-old widowed mother), who lives in an apartment 30 minutes away. Until recently, Magda was self-sufficient, coming for weekly family dinners and driving herself shopping and to church. Six months ago, she fell and broke her hip and was also recently diagnosed with early signs of dementia. Helen and John hired a reliable and trusted woman temporarily to check in on Magda a couple of days each week. Helen would go and see Magda on the other days, sometimes twice in one day, depending on Magda’s needs. Helen would go food shopping for Magda, clean her home, pay her bills, and keep track of Magda’s medications. Since Helen thought she was unable to continue caretaking for both Magda and her husband and kids, she wanted the helper to come in more often, but John said they could not afford it. The money they now pay to the helper is coming out of the couple’s vacation savings. Caring for Magda makes Helen think she is failing as a wife and mother because she no longer ha.
· Global O365 Tenant Settings relevant to SPO, and recommended.docxalinainglis
· Global O365 Tenant Settings relevant to SPO, and recommended settings
Multi Factor Authentication
Sign In Page customization
External Sharing
· Global SPO settings and recommended settings
Manage External Sharing
Site Creation Settings
· Information Architecture and Hub Site Management
Site Structure
Create and manage Hub Site
· Site Administration
Create Sites
Delete Sites
Restored Deleted Sites
Manage Site Admins
Manage Site creation
Manage Site Storage limits
Change Site Address
· Managed Metadata (Term Store)
Introduction
Setup new term group sets
Create and manage Terms
Assign roles and permission to Manage term sets
· Search
Search Content
Search Center
Crawl Site content
Remove Search results
Search Results
Manage Search Query
Manage Query Rules
Manage Query Suggestion
Manage result sources
Manage search dictionaries
· Security (identity – internal / external, and authorization – management of platform level)
Control Access of Unmanaged devices
Control Access of Network location
Authentication
Safeguarding Data
Sign out inactive users
· Governance – e.g. labels, retention, etc.
Data Classification
Create and Manage labels
· Data loss prevention
· Create and Manage security policies
· Devices Security policies
· App permission policies
· Data Governance
· Retention Policies
· Monitoring and alerting
Create and Manage Alerts
Alert Policies
· SharePoint Migration Tool
Overview
· Operational tasks for managing the health of the environment, alerting, etc.
File Activity report
Site usage report
Message Center
Service Health
· Common issue resolution and FAQ
.
· Focus on the identified client within your chosen case.· Analy.docxalinainglis
· Focus on the identified client within your chosen case.
· Analyze the case using a systems approach, taking into consideration both family and community systems.
· Complete and submit the “Dissecting a Theory and Its Application to a Case Study” worksheet based on your analysis
Helen Petrakis Identifying Data: Helen Petrakis is a 52-year-old, Caucasian female of Greek descent living in a four-bedroom house in Tarpon Springs, FL. Her family consists of her husband, John (60), son, Alec (27), daughter, Dmitra (23), and daughter Althima (18). John and Helen have been married for 30 years. They married in the Greek Orthodox Church and attend services weekly.
Presenting Problem: Helen reports feeling overwhelmed and “blue.” She was referred by a close friend who thought Helen would benefit from having a person who would listen. Although she is uncomfortable talking about her life with a stranger, Helen says that she decided to come for therapy because she worries about burdening friends with her troubles. John has been expressing his displeasure with meals at home, as Helen has been cooking less often and brings home takeout. Helen thinks she is inadequate as a wife. She states that she feels defeated; she describes an incident in which her son, Alec, expressed disappointment in her because she could not provide him with clean laundry. Helen reports feeling overwhelmed by her responsibilities and believes she can’t handle being a wife, mother, and caretaker any longer.
Family Dynamics: Helen describes her marriage as typical of a traditional Greek family. John, the breadwinner in the family, is successful in the souvenir shop in town. Helen voices a great deal of pride in her children. Dmitra is described as smart, beautiful, and hardworking. Althima is described as adorable and reliable. Helen shops, cooks, and cleans for the family, and John sees to yard care and maintaining the family’s cars. Helen believes the children are too busy to be expected to help around the house, knowing that is her role as wife and mother. John and Helen choose not to take money from their children for any room or board. The Petrakis family holds strong family bonds within a large and supportive Greek community.
Helen is the primary caretaker for Magda (John’s 81-year-old widowed mother), who lives in an apartment 30 minutes away. Until recently, Magda was self-sufficient, coming for weekly family dinners and driving herself shopping and to church. Six months ago, she fell and broke her hip and was also recently diagnosed with early signs of dementia. Helen and John hired a reliable and trusted woman temporarily to check in on Magda a couple of days each week. Helen would go and see Magda on the other days, sometimes twice in one day, depending on Magda’s needs. Helen would go food shopping for Magda, clean her home, pay her bills, and keep track of Magda’s medications. Since Helen thought she was unable to continue caretaking for both Magda and her husba.
· Find current events regarding any issues in public health .docxalinainglis
·
Find current events
regarding any issues in public health Anything about infectious diseases ( Don not pick one disease, you have you dig more infectious diseases)
· These current events can be articles, news reports, outbreaks, videos.
· Type down brief 2 sentences describing the event (don’t copy paste title)
· You should have
at least 7 diseases in
total
· No Malaria disease events, please
.
· Explore and assess different remote access solutions.Assig.docxalinainglis
· Explore and assess different remote access solutions.
Assignment Requirements
Discuss with your peers which of the two remote access solutions, virtual private networks (VPNs) or hypertext transport protocol secure (HTTPS), you will rate as the best. You need to make a choice between the two remote access solutions based on the following features:
· Identification, authentication, and authorization
· Cost, scalability, reliability, and interoperability
.
· FASB ASC & GARS Login credentials LinkUser ID AAA51628Pas.docxalinainglis
· FASB ASC & GARS Login credentials
Link
User ID: AAA51628
Password: qc3A9WS
· FASB Codification Learning Guide
· COSO Login
User ID: aaa72751
Password: JhF3a2G
Copyright 2018 Governmental Accounting Standards Board
Foreword
This content collection contains all the original pronouncements that currently constitute the body of state and local governmental accounting and financial reporting standards and guidelines. Specifically, the content collection incorporates these pronouncements:
• Governmental Accounting Standards Board (GASB) Statements, Interpretations, Concepts Statements, Technical Bulletins, and Implementation Guides issued through December 31, 2018
• National Council on Governmental Accounting (NCGA) Statements and Interpretations currently in force and NCGA Concepts Statement 1
• American Institute of Certified Public Accountants (AICPA) 1974 Industry Audit Guide and related Statements of Position continued in force when the GASB began operations
• GASB Suggested Guidelines for Voluntary Reporting issued through December 31, 2018.
Unless otherwise noted, original pronouncements in this infobase are presented in their entirety, with the exception of appendices containing codification instructions, which have been omitted. Pronouncements may include one or more nonauthoritative sections. Authoritative guidance is presented in the main body of each pronouncement. Glossaries also are considered to be authoritative. All other appendices (for example, bases for conclusions and illustrations) and summaries are nonauthoritative. In addition, the entire Suggested Guidelines for Voluntary Reporting, SEA Performance Information, is nonauthoritative.
A status page at the beginning of each pronouncement identifies subsequent changes (amendments and supersessions) to the pronouncement as well as the source of those changes. The status page also identifies (a) other pronouncements affected by that pronouncement, (b) interpretive pronouncements clarifying that pronouncement, (c) the effective date, and (d) the principal sections of the GASB Codification of Governmental Accounting and Financial Reporting Standards in which the pronouncement is incorporated.
Within each pronouncement, a shading technique is used to identify amended or superseded standards. All terms, sentences, and paragraphs that have been deleted or superseded by subsequent pronouncements are shaded. Sentences or paragraphs that have been amended by the addition of terms, sentences, or new footnotes are marked with a vertical solid bar ( | ) in the left margin alongside the amended material. When standards are amended or superseded, relevant nonauthoritative appendices are also modified to reflect those changes.
Appendix A is a reproduction of GASB Codification Appendix F, "Finding List of Original Pronouncements." It shows where each paragraph of each original pronouncement may be found in the Codification, or whether the paragraph contains.
· Due Sat. Sep. · Format Typed, double-spaced, sub.docxalinainglis
·
Due:
Sat. Sep.
·
Format
: Typed, double-spaced, submitted as a word-processing document.
12 point, text-weight font, 1-inch margins.
·
·
Length
: 850 - 1000 words (approx. 3-4 pages)
·
·
Overview
: In Unit 1 and Unit 2, we focused on ways that writers build ideas from personal memories and experiences into interesting narratives that convey significance and meaning to new audiences. In Unit 3, we have been discussing how writers invent ideas by interacting with other communities through firsthand observation and description. These relationships and discoveries can give writers insight into larger concepts or ideas that are valuable to specific communities. For this writing project, you will use firsthand observations and discoveries to write about people and the issues that are important to them. Your evidence will come from the details you observe as you investigate other people, places, and events.
Assignment
Write an ethnography essay focused on a particular group of people and the routines or practices that best reveal their unique significance as a group.
An ethnography is a written description of a particular cultural group or community. For the ethnography essay, you can follow the guidelines in the CEL, p. 110-112. Your ethnography should:
· Begin with your observations of a particular group. Plan to observe this group 2-3 times, so that you can get a better sense of their routines, habits, and practices.
o
Note: if you cannot travel to observe a group or community, plan to observe that community digitally through website documents, social media, and/or emails exchanged with group members.
· Convey insight into the characteristics that give the group unique significance.
· Provide context and background, including location, values, beliefs, histories, rituals, dialogue, and any other details that help convey the group's significance.
· Follow a deliberate organizational pattern that focuses on one or more insights about the group while also providing details and information about the group's culture and routine
As you look back over your observations and notes, remember that your essay should do more than simply relate details without any larger significance. Ethnographies also draw out the unique, interesting, and special qualities of a group or culture that help readers connect to their values or motivations. Note: Please keep in mind that writing in this class is public, and anything you write about may be shared with other students and instructors. Please only write about details that you are comfortable making public within our classroom community.
Assignment Components
In order to finish this project, we will work on the following parts together over the next few weeks:
Draft
: Include at least one pre-revised draft of your essay. The draft needs to meet the word count of 850 words and must also apply formatting requirements for the project—in other words it must be complete. Make sure that your.
· Expectations for Power Point Presentations in Units IV and V I.docxalinainglis
· Expectations for Power Point Presentations in Units IV and V
I would like to provide information about what needs to be included in presentations. Please review the rubric prior to submitting any assignment. If you don't know where to find this, please contact me.
1. You need a title slide.
2. You need an overview of the presentation slide (slide after the title slide). This is how you would organize a presentation if you were presenting it at work.
3. You need a summary slide (before the reference slide); same reason as above.
4. Please do not forget to cite on slides where you are writing about something related to what you have read. Please consider each slide a paragraph. You can cite on the slides or in the notes. If you do not cite, you will not get credit for the slide.
- Direct quotes should not be used in this presentation as they are not analysis.
5. Remember, all I can evaluate is what you submit, so please consider using notes to explain what you are writing in further detail. Bullets are great and you can use these but then provide more detail in the notes.
6. Graphics - Please include graphics/charts/graphs as this is evaluated in the rubric (quality of the presentation).
7. References - For all references, you need citations. For all citations, you need references. They must match. All must be formatted using APA requirements. Please review the Quick Reference Guide that was posted in the announcements.
Please never hesitate to email me with any questions. If you need further clarification about feedback or if you do not agree with any of the feedback, please contact me. My door is always open.
Learning Preferences of Millennials in a Knowledge-Based
Environment
Giora Hadar
University of Groningen (RuG), The Netherlands
[email protected]
Abstract: This paper discusses how understanding intergenerational knowledge transfer can improve knowledge transfer in
large organizations. The U.S. Federal Aviation Administration (FAA) risks significant loss of institutional human capital as huge
numbers of senior controllers retire. To perform their job, air traffic controllers must develop in-depth knowledge, including
tacit knowledge typically acquired over many years, so they can quickly make accurate decisions while dealing with the many
air traffic control (ATC) situations that arise. The only pool available to replace the retiring controllers is the Millennials. This
group, the best educated ever, has its own attitudes toward life, work, and training as well as technology use. Because
knowledge transfer and training involve both technology and human interaction, this paper explores not only the role of
technology but also that of intergenerational communications in both the training and operational environments of a highly
technical workplace.
Keywords: knowledge transfer, training, tacit knowledge, mentoring, mobile smart devices, communications
1. Introduction
Intergenerational knowledge transfe.
· Due Friday by 1159pmResearch Paper--IssueTopic Ce.docxalinainglis
·
Due
Friday by 11:59pm
Research Paper--
Issue/Topic:
Celebrity, Celebrity Culture and the effects on society
1500 or more words
MLA format
Must include research from
at least 4
scholarly sources (use HCC Library and GoogleScholar) I have attached 20 pdf with scholarly sources to choose from. 2 were provided from teacher Celebrity Culture Beneficial and The Culture of Celebrity. I have also attached a Word Document Research Paper Guide. Please read all the way to bottom more instructions at the bottom. Disregards Links and external cites those are the PDFs.
Celebrity
is a
popular cultural Links to an external site.
phenomenon surrounding a well-known person. Though many
celebritiesLinks to an external site.
became famous as a result of their achievements or experiences, a person who obtains celebrity status does not necessarily need to have accomplished anything significant beyond being widely recognized by the public. Some celebrities use their
fameLinks to an external site.
to reach the upper levels of social status. Popular celebrities can wield significant influence over their fans and followers. Cultural historian and film critic Neal Gabler has described the phenomenon of celebrity as a process similar to performance art in which the celebrity builds intrigue and allure by presenting a manufactured image to the public. This image is reinforced through
advertisingLinks to an external site.
endorsements, appearances at high-profile events, tabloid gossip, and
social mediaLinks to an external site.
presence.
In previous decades, celebrity status was mainly reserved for film stars,
televisionLinks to an external site.
personalities,
entertainersLinks to an external site.
, politicians, and
athletesLinks to an external site.
. Contemporary celebrities come from diverse fields ranging from astrophysics to auto mechanics, or they may simply be famous for their lifestyle or
InternetLinks to an external site.
antics. Social media platforms such as YouTube, Twitter, and Instagram provide the means for previously unknown individuals to cultivate a significant following.
Celebrification
is the process by which someone or something previously considered ordinary obtains stardom. Previously commonplace activities, such as practicing
vegetarianismLinks to an external site.
or wearing white t-shirts, can undergo celebrification when associated with a famous person or major event.
Celebrity culture
exists when stardom becomes a pervasive part of the social order,
commodified
as a commercial brand. Celebrities’ personal lives are recast as products for consumption, with a dedicated fan base demanding information and unlimited access to the celebrity’s thoughts and activities. A niche community such as a fan base can be monetized through effective marketing that links brand loyalty to the consumer’s identity. Fans may be more likely to purchase a product or attend an event if they feel that doing so strengthens their.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
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.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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2. This exploratory study examined several propositions of
person–environment fit theory in an adult midwestern
correctional
facility oriented toward treatment. Special attention was given
to the manner that person–organization fit influenced
correctional
staff outcomes. Drawing from the need–supply fit framework of
person–environment fit theory, the authors predicted that
correctional staff whose values and objectives were congruent
with those of the institution would experience better outcomes
than staff whose values and objectives were not congruent. The
results generally supported these propositions. Staff who sup-
ported punishment had higher levels of role stress and work–
family conflict, had lower levels of life satisfaction and moral
commitment, and were more likely to perceive the organization
as unfair. Conversely, correctional staff who were supportive
of treatment perceived higher levels of integration and had
higher moral commitment. These results suggest that efforts to
increase value congruence between staff and the institution will
improve outcomes among correctional staff.
Keywords: correctional staff; person–environment fit theory;
support for treatment; support for punishment; role stress;
organizational fairness; integration; life satisfaction; moral
commitment
At the end of 2008, the United States housed more than 1.6
million adults in more than 1,200 correctional facilities, which
collectively employed 350,000 people (Pastore &
Maguire, 2009; Sabol, West, & Cooper, 2009). The sheer
magnitude of these figures establishes
corrections as a major social institution. The government
allocates a sizable portion of its
budget to fund institutional corrections. Pastore and Maguire
(2009) estimated that the annual
cost of corrections was more than $35 billion, and Camp and
3. Gaes (2002) estimated that staff
expenditures accounted for 70% to 80% of a prison’s operating
budget. The labor-intensive
nature of corrections means that the success or failure of an
institution may well be based on
the quality of its staff.
454 CRIMINAL JUSTICE AND BEHAVIOR
Armstrong and Griffin (2004) were correct when they pointed
out that “correctional
institutions are unique work environments in both context and
purpose” (p. 577). Staff must
supervise and manage an unwilling group of adults who pose a
potential risk of violence.
The myriad tasks, duties, and responsibilities that staff perform
help ensure the detention of
offenders in a safe, secure, and humane environment.
Furthermore, the reciprocal nature of
the work (i.e., the staff affect the prison and the prison affects
the staff) highlights the need
to understand this relationship for the success of both staff and
the institution.
The person–environment fit (P-E fit) theory (Lewin, 1938;
Parsons, 1909) lays a founda-
tion for the relationship between a worker and the employing
organization and helps explain
the perceptions, attitudes, views, intentions, and behaviors of
correctional staff (Cable &
Edwards, 2004). Essentially, the P-E fit theory is defined as the
match between a person and
his or her environment (Edwards, Cable, Williamson, Lambert,
& Shipp, 2006). There needs
4. to be congruence between the attributes of the person and the
environment (Cable & Edwards,
2004). If there is congruence, there is fit; if not, there is misfit.
In this study, we examined
the relationship between support for punishment and support for
treatment with various
outcome areas with staff at a treatment-oriented prison. The
outcome areas observed were
role stress, organizational fairness, the impact of work-family
conflict (hereafter referred to
as work-on-family conflict), integration (i.e., perception of
group cohesion and cooperation
within an organization), life satisfaction, and moral
commitment.
LITERATURE REVIEW
P-E FIT THEORY
The P-E fit theory traces its roots back to the vocational
congruence idea proposed by
Parsons (1909), and it took shape with the work of Lewin
(1938). The P-E fit theory is,
therefore, based on an interactional perspective, which states
that an interaction between an
individual and his or her environment helps shape various
outcomes (Sekiguchi, 2004a,
2004b). Most of the research on this theory has focused on the
work environment (Cable &
Edwards, 2004). A good fit usually results in positive outcomes
for the employee and the
organization, whereas a poor fit generally results in negative
outcomes (Kristof, 1996).
There are four major aspects of the P-E fit theory (Judge &
Ferris, 1992; Kristof, 1996;
5. Schneider, Goldstein, & Smith, 1995). First, the person–
vocation or person–occupation fit
is the broadest aspect of the theory. This area focuses on the
vocational or occupational selec-
tions made by an individual and whether the selection fits the
person. Holland (1959)
proposed that people should obtain employment in fields that fit
them best; therefore, if a
person elects to work in a field that does not meet his or her
needs, the person will likely be
disappointed. The second aspect of the P-E fit theory, person–
group fit, focuses on how an
employee fits in with work teams and other groups of people,
including coworkers, and the
compatibility between individual employees and their work
groups, including skills, person-
alities, and personal relationships (Higgins & Sekiguchi, 2006;
Kristof, 1996). The third area
of the P-E fit theory, person–job fit, centers on the fit between
an individual with his or her
job, essentially the fit between what the person expects and
wants from the job and what
actually occurs (i.e., the demands placed on the worker and the
ability of the worker to man-
age these demands; Dawis, 1992; Edwards, 1991). The person–
job fit refers to the congruence
Lambert et al. / CORRELATES OF CORRECTIONAL
ORIENTATION 455
between an employee and his or her job and not the entire
organization; therefore, a person
can have a poor fit on one position but have a better fit in a
different job within the same
6. organization (Kristof, 1996). The person–organization fit, the
fourth area, refers to the com-
patibility between the employee and the organization, including
the fit between the individual’s
values and views with the culture, values, goals, and norms of
the organization (Kristof,
1996). This area deals with the extent to which the employee
and the organization share
similar values, views, and goals (Kristof, 1996). The current
study is derived from this last
aspect of the P-E theory, that there needs to be a fit between the
personal values of the
employee and the goals and objectives of the organization
(Adkins, Russell, & Werbel, 1994).
Additionally, the P-E fit theory has two major frameworks: the
demand–abilities fit and
the needs–supply fit. The demand–abilities fit focuses on the
demands of the job and the orga-
nization as compared to the abilities of the worker (Sekiguchi,
2004a, 2004b). The needs–supply
fit focuses on the needs of the worker versus what is provided
by the organization (Kristof,
1996; Sekiguchi, 2004b). That is, needs–supply fit is the fit
between the needs, preferences,
and wants of the employee with the structure and function of the
organization (Cable & Judge,
1994). The current study used the needs–supply framework.
CORRECTIONAL STAFF RESEARCH
Even without realizing it, many correctional researchers have
either directly or indirectly
tested the P-E fit theory, with many focusing on the person–job
fit aspect. For example, role
conflict, role ambiguity, and role overload all cause too many
7. demands, eventually resulting
in reduced job satisfaction and increased job stress (Triplett,
Mullings, & Scarborough, 1996;
Van Voorhis, Cullen, Link, & Wolfe, 1991). In the end,
imbalanced job demands lead to poor
fit between the worker and the job, which ultimately results in
negative outcomes for the
employee and possibly the organization as well. When there is a
better fit between the
employee and his or her job, positive outcomes are more likely.
There is indirect evidence
to support the contention that the person–group fit is important
in the field of institutional
corrections. The job characteristics of job variety and job
autonomy have been positively
linked with job satisfaction among correctional staff (Jurik &
Winn, 1987; Wright, Saylor,
Gilman, & Camp, 1997). Supervisory support has been
positively associated with job satis-
faction and inversely related to job stress (Lambert, 2004; Van
Voorhis et al., 1991). Positive
relations with coworkers were observed to be positively related
to job satisfaction and
inversely related to job stress (Paoline, Lambert, & Hogan,
2006).
Other research has provided indirect support for the needs–
supply part of the person–job
fit aspect of the P-E fit theory. The research to date strongly
suggests that organizational
fairness, instrumental communication, and participation in
decision making lead to decreased
job stress and increased job satisfaction (Dowden & Tellier,
2004; Lambert, Barton, Hogan,
& Clarke, 2002; Lambert, Hogan, & Allen, 2006; Wright et al.,
1997). These studies suggest
8. that if the needs of employees are met, there are positive
outcomes for the employee and the
organization as well.
As part of the attraction-selection-attrition framework proposed
by Schneider (1987),
turnover is a function of P-E fit (Sekiguchi, 2004b). Those who
fit tend to stay with the orga-
nization, and those who do not fit tend to leave. Research has
found support for this aspect
of the P-E fit theory among correctional staff. Among prison
staff, perceptions of the various
dimensions of the work environment were linked to job
satisfaction and organizational
456 CRIMINAL JUSTICE AND BEHAVIOR
commitment, and in turn, job satisfaction and organizational
commitment were significant
predictors of turnover intent (Lambert & Hogan, 2009b; Stohr,
Self, & Lovrich, 1992).
RESEARCH FOCUS
Overall, the correctional staff literature supports P-E fit theory;
however, not all the aspects
of this theory have been explored. Most of the research to date
has focused on the person–job
fit. There has been little research on the person–organization
part of the P-E fit theory among
correctional staff; therefore, this exploratory study examined
the relationship between cor-
rectional orientation with various outcome areas among staff at
a treatment-oriented state
9. prison, which included correctional officers, counselors, case
managers, medical staff, edu-
cational staff, food service workers, and so forth.
The state had designated the surveyed prison as one that should
focus on treatment inter-
ventions for offenders and had assigned it a warden who
strongly supported treatment. The
warden and top administrators at the prison indicated that the
facility was treatment oriented
and that it was a testing ground for new treatment programs in
the state. For the 5 years prior
to data collection, financial resources had been provided to the
prison to fund many different
treatment interventions. During this time, new treatment
interventions were implemented,
which resulted in new treatment positions being created,
including the voluntary and invol-
untary cognitive self-change programs based on the model
developed by Bush and Bilodeau
(1993). Housing correctional officers, case managers,
counselors, and educational staff were
offered training for various treatment interventions.
Furthermore, the warden stated that
the treatment efforts operated on the best-practices and
evidence-based principles. In fact, the
data from this study came from a larger study examining the
effectiveness of several of the
treatment programs at the prison. Several of the authors had the
opportunity to examine
the cognitive treatment programs for a year and half. It
appeared that the importance of
providing treatment programs to inmates was stressed by the
administration to the staff of
the prison, and efforts were made to ensure that quality
treatment efforts were undertaken
10. (Goggin & Gendreau, 2006). Organizational values represent
the goals of the organization
and dictate how resources are allocated (Cable & Edwards,
2004).
Correctional orientation refers to the views of individual staff
on the functions of prisons.
The two major dimensions of correctional orientation are
support for punishment and support
for treatment (Robinson, Porporino, & Simourd, 1993).
Correctional orientation is an individual
value. Individual values are what a person views as important
and influence the person’s deci-
sions, behaviors, and other outcomes. They are general views
that transcend specific situations
(Cable & Edwards, 2004).
According to the person–organization fit aspect of the P-E fit
theory, the fit between
personal views and organizational goals is important (Adkins,
Ravlin, & Meglino, 1996).
According to Kristof (1996), optimum fit occurs when the
employee and the employing
organization meet each other’s needs and share fundamental
values in terms of the purpose
of the organization. The value fit is theoretically important in
influencing various outcomes
for both the employee and the employing organization
(Chatman, 1991; Kristof, 1996). Cor-
rectional staff members should find it more positive to work for
an organization that shares
their views. Conversely, incongruence between the views of the
worker and the value of the
organization can lead to dissonance for the worker (O’Reilly,
Chatman, & Caldwell, 1991).
11. Lambert et al. / CORRELATES OF CORRECTIONAL
ORIENTATION 457
RESEARCH QUESTIONS AND HYPOTHESES
This study examined the relationship between correctional
orientation and the outcome areas
of role stress, organizational fairness, work-on-family conflict,
integration (i.e., perception of
group cohesion and cooperation within an organization), life
satisfaction, and moral commit-
ment. Role stress refers to the degree that work roles cause
problems for an employee (Kahn,
Wolfe, Quinn, Snoek, & Rosenthal, 1964). Furthermore, role
stress occurs when the individual’s
role causes strain and conflict, which can arise for a variety of
reasons, including role conflict
and role ambiguity (Hepburn & Knepper, 1993). Strain and
conflict can arise if an individual
feels that his or her role is to ensure the control and punishment
of inmates when the organiza-
tion feels that the role of the employee is to support treatment
interventions. In a study of southern
correctional officers, role stress and support for treatment were
inversely related to one another
(Cullen, Link, Wolfe, & Frank, 1985). Support for punishment
was hypothesized, therefore, to
be negatively associated with role stress and support for
treatment positively associated.
Organizational fairness refers to employee perceptions that
organizational decisions are
fair and that the process by which the decisions are made is fair
(Greenberg, 1990). In a study
12. of private correctional staff at a facility housing youthful
offenders (i.e., younger than 20 years
old), support for treatment was positively associated with
organizational fairness (Lambert,
Hogan, & Barton-Bellessa, 2010). Support for punishment was
hypothesized to be negatively
associated with perceptions of organizational fairness and
support for treatment positively
related.
There are two dimensions of work–family conflict, work-on-
family conflict and family-
on-work conflict. Work-on-family conflict occurs when work
conflict spills over and affects
the quality of home life (Greenhaus & Beutell, 1985). In a study
of staff working with juvenile
offenders, support for treatment and work-on-family conflict
were negatively related with
one another (Lambert, Hogan, & Cheeseman Dial, 2010). If
there is a poor fit in correctional
orientation between an employee and the correctional
organization, there is a good chance
that the employee will experience problems at work. In turn,
these problems can follow the
employee home and disrupt his or her home life. On the other
hand, if there is a good fit,
then the chances of work problems decrease, as well as the
likelihood that these problems
will cause strain at home. Thus, support for punishment was
hypothesized to be positively
associated with work-on-family conflict and support for
treatment negatively related.
Integration deals with employee perceptions of the degree that
there is group cohesion and
cooperation within an organization (Miller & Droge, 1986).
13. Integration may be less successful
for those staff members who do not share the vision of the
major efforts of the organization.
They could be left outside the communication network and may
not be invited to be active
members of meetings and task forces to meet the goals and
objectives of the organization
(Schneider, 1987). Integration and support for treatment were
positively related among staff
at a private correctional facility housing juvenile inmates
(Lambert & Hogan, 2009a). Hence,
support for treatment was hypothesized to be positively
associated with perceptions of inte-
gration and support for punishment negatively associated.
Organizational commitment is the bond between the employee
and the organization. There
are three different types of organizational commitment bonds
that are theorized to occur (Jaros,
Jermier, Koehler, & Sincich, 1993). The first is continuance
commitment. This form of com-
mitment refers to the bond that is formed by the investments an
employee has made with the
458 CRIMINAL JUSTICE AND BEHAVIOR
organization (e.g., pension, friendships, etc.), and these
investments tie the employee with
the organization (Allen & Meyer, 1990). The second type is
affective commitment, which is
the psychological attachment to an organization (Mowday,
Porter, & Steers, 1982). With this
type of commitment, a psychological desire to belong to the
organization develops and ties
14. the worker to the organization (Allen & Meyer, 1990; Mowday
et al., 1982). Affective organi-
zational commitment has been positively associated with
support for treatment (Lambert, Hogan,
Barton, Jiang, & Baker, 2008). The third type of organizational
commitment is moral commit-
ment. Moral commitment is the acceptance of the norms of the
organization and a moral sense
to be loyal to employers (Allen & Meyer, 1990). It derives from
a sense of duty or obligation
(Jaros et al., 1993). According to Weiner (1982), “committed
individuals may exhibit certain
behaviors not because they have figured that doing so is to their
personal benefit, but because
they believe that it is the ‘right’ and moral thing to do” (p.
421). Moral commitment was used
in the current study. When the employee and organization share
common values, it is easier for
the staff member to bond with the organization. When there is
incongruence between the worker’s
views and one of the goals of the organization, it is less likely
that a bond will form between
the two. Staff members who support treatment express moral
commitment because they prob-
ably view the prison more favorably, given the importance of
rehabilitation that is shared between
the two entities. Conversely, staff members who support
punishment are less likely to express
moral commitment for the prison because they do not agree on
the approach in dealing with
inmates. Thus, support for punishment was hypothesized to be
inversely linked with moral
commitment, whereas support for treatment would be positively
related.
METHOD
15. PARTICIPANTS
The survey site was a state high-security prison that had been in
operation for many decades
and housed approximately 1,000 male offenders, who were
typically serving sentences of 12
or more years. All prison staff were provided a survey and were
informed that participation was
strictly voluntary and responses would remain anonymous. A
total of 400 staff members received
the survey, and 272 returned a completed survey (i.e., 68%
response rate). The demographic
characteristics of those who responded are presented in Table 1.
Of the overall staff population
(i.e., all the staff at the prison), approximately 77% were male,
86% were White, and 53% were
correctional officers. As presented in Table 1, among the
participants, 76% were male, 81%
were White, and 50% were correctional officers. Thus in terms
of the demographic character-
istics of gender, race, and position, the participants were similar
to the overall staff at the prison.
MEASURES
Criterion variables. Summed indexes for role stress,
organizational fairness, work-on-
family conflict, perceptions of integration, life satisfaction, and
moral organizational com-
mitment were the criterion variables. Nine items from
Ivancevich and Matteson (1980) were
used to measure role stress (Cronbach’s α = .79; see appendix
for the items). An index for
organizational fairness was created using 5 items from Lambert
(2003; α = .79; see appendix).
16. Work-on-family conflict was measured using 12 items adapted
from studies of work–family
conflict outside the field of corrections (Bohen & Viveros-
Long, 1981; Higgins & Duxbury,
Lambert et al. / CORRELATES OF CORRECTIONAL
ORIENTATION 459
1992) and were reworded to reflect that the respondent was
working in a correctional facility
(α = .81; see appendix). Perceptions of integration at work were
measured by 5 items from
Miller and Droge (1986; α = .73; see appendix). Life
satisfaction was measured using two
questions from Quinn and Staines (1979; α = .87; see appendix).
Moral commitment was
measured using 3 items from Jaros et al. (1993; α = .65; see
appendix).
Predictor variables. The two predictor variables of interest in
this study were support for
treatment and support for punishment. Adapted from Cullen et
al. (1985), support for reha-
bilitation was measured by summing eight items (α = .84; see
appendix). An additive index
measuring support for punishment was created using nine items
from Cullen et al. (α = .84;
see appendix).
The personal characteristics of gender, age, position, tenure,
educational level, and race
were included, as the literature indicates that these
characteristics can shape the perceptions
of the work environment and attitudes of correctional staff (e.g.,
17. Armstrong & Griffin, 2004;
Cullen et al., 1985; Triplett et al., 1996; Van Voorhis et al.,
1991). As these personal charac-
teristics have been found to be predictors on the outcomes of
role stress, organizational
fairness, work-on-family conflict, integration, life satisfaction,
and moral commitment, they
were included in the analyses to determine the relationship
correctional orientation had with
the outcome areas independent of the personal characteristics.
RESULTS
See Table 1 for the descriptive statistics of the variables and
how they were coded. The median
and mean were similar to one another for the variables,
suggesting that the variables were
TABLE 1: Descriptive Statistics of Variables in Study
Variable Statistics
Predictor/Control variables
Gender (0 = female, 1 = male) 24% female, 76% male
Position (0 = noncustody, 1 = custody) 50% noncustody, 50%
custody
Educational level (0 = no college
degree, 1 = college degree)
59% had no college degree, 41% had some type of college
degree
Race (0 = non-White, 1 = White) 19% non-White, 81% White
Min. Max. Median M SD
18. Age (in years) 20 61 44 42.54 8.32
Tenure (years at the prison) 0 26 9 9.64 6.82
Predictor variables of interest
Support for treatment (α = .84) 8 36 25 24.39 5.64
Support for punishment (α = .84) 10 45 27 27.26 6.49
Criterion variables of interest
Role stress (α = .79) 9 40 22 22.92 5.00
Organizational fairness (α = .79) 5 25 15 15.10 3.89
Work-on-family conflict (α = .81) 14 49 30 30.47 6.623
Integration (α = .73) 5 22 14 13.44 3.04
Life satisfaction (α = .87) 2 6 4 4.11 1.09
Moral commitment (α = .65) 3 15 10 9.23 2.41
Note. N = 272.
460 CRIMINAL JUSTICE AND BEHAVIOR
normally distributed. The Kolmogorov-Smirnov test was also
run, indicating that the variables
were normally distributed. The skewness and kurtosis statistics
indicated no problems with
the distribution of the variables. Except for the index for moral
commitment, the Cronbach’s
alpha values for the indexes were above .70. For the moral
commitment index, the Cronbach’s
alpha was .65. Overall, the Cronbach’s alpha values are similar
to those found in past studies and
indicate that the indexes had acceptable internal reliability. A
principal component factor
analysis was conducted for each latent variable (i.e., support for
treatment, support for punish-
ment, role stress, organizational fairness, work-on-family
19. conflict, integration, life satisfaction,
and moral commitment). Specifically, the items for each index
were entered into factor analysis
with no rotation to determine whether they would load on the
predicted factor. From the
eigenvalues and the scree plot, a single factor was extracted for
each latent index. All the items
for a particular latent concept had factor loadings above .40.
The results from factor analysis
indicated the items loaded on the predicted factors, which
indicated that each of the latent
variables was unidimensional and the items had convergent
validity.
The correlations between the variables are presented in Table 2.
As hypothesized, support
for treatment had a statistically significant positive correlation
with organizational fairness,
integration, and moral commitment and a negative correlation
with role stress and work-on-
family conflict. Contrary to our hypothesis, support for
treatment had a nonsignificant cor-
relation with the life satisfaction variable. All the hypotheses
for support for punishment
were supported by the correlations. Support for punishment had
statistically significant nega-
tive correlations with organizational fairness, integration, life
satisfaction, and moral com-
mitment and significant positive correlations with role stress
and work-on-family conflict.
Ordinary least squares (OLS) regression equations were
estimated with role stress, orga-
nizational fairness, work-on-family conflict, integration, life
satisfaction, and moral com-
mitment as the criterion variables. The predictor variables were
20. support for treatment, support
for punishment, and the personal characteristic variables (i.e.,
gender, age, position, tenure,
educational level, and race). None of the correlations presented
in Table 2 were above .80,
which suggested that there was no issue with collinearity. For
each of the OLS regression
equations, the tolerance values ranged from .49 to .98, and the
variance inflation factor scores
ranged from 1.01 to 2.05. On the basis of the variation inflation
factor statistics and the toler-
ance statistics, there appeared to be no issue with
multicollinearity. In addition, the issues of
outliers, influential cases, normality, linearity and
homoscedasticity of residuals, and indepen-
dence of errors in the regression analyses were tested. The OLS
regression results are pre-
sented in Table 3. The predictor variables accounted for 22%,
16%, 23%, 16%, 8%, and 23%
of the observed variances of the criterion variables of role
stress, organizational fairness, work-
on-family conflict, integration, life satisfaction, and moral
commitment, respectively.
For the role stress equation, the hypothesis that support for
punishment would be positively
related to role stress was supported, whereas the hypothesis that
support for treatment would
be negatively associated to role stress was not. Among the
personal characteristics, only tenure
had a significant association with role stress. As tenure
increased, so did the level of reported
role stress. The surprising finding that role stress increased as
tenure increased suggested that
as the roles of staff became more complex as a result of the
prison’s focus both on custody and
21. treatment, this produced heightened levels of role confusion.
Staff who had been at the prison
for a significant period of time probably experienced the
transformation from a more control-
oriented facility to one that increased emphasize on treatment of
inmates. This can lead to role
stress among staff who had adapted to the previous roles but not
to the new ones.
461
TA
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78. Lambert et al. / CORRELATES OF CORRECTIONAL
ORIENTATION 463
For the organizational fairness equation, support for punishment
had a negative association
as predicted, whereas contrary to our prediction, support for
treatment had no significant rela-
tionship with organizational fairness. For the work-on-family-
conflict equation, only one of
the two hypotheses was supported. Support for punishment had
a significant positive associa-
tion with work-on-family conflict, whereas support for
treatment had a nonsignificant relation-
ship. The results from the regression equation with integration
as the criterion variable only
supported the hypothesis that support for treatment would be
positively related; support for
punishment had no significant association. Likewise, the results
only partially supported the
hypotheses for life satisfaction. As postulated, increases in the
support-for-punishment variable
were negatively related to overall satisfaction with life, but
there was no significant association
between support for treatment and life satisfaction, as was
originally predicted. Finally, for the
moral commitment regression equation, both hypotheses were
supported. Increases in support
for treatment were associated with increased levels of moral
commitment, whereas increases
in support for punishment were associated with decreased levels
of moral commitment.
Thus, in summary, increases in support for punishment were
associated with increased role
stress, decreased perceptions of organizational fairness,
79. increased work-on-family conflict,
and decreased satisfaction with life. Conversely, increases in
support for treatment were asso-
ciated with increased perceptions of integration. Finally, both
support for treatment and support
for punishment had significant relationships with moral
commitment. An increase in support
for treatment was associated with an increase in the moral
commitment measure, whereas
increases in support for punishment were associated with a
decrease in moral commitment.
As correctional officers compose the largest occupational group
in most prisons, the
multivariate analyses were repeated using only respondents who
were correctional officers
(n = 136). Although not reported in tabular format, similar
results were observed in terms of
statistical significance of the associations of support for
treatment and support for punish-
ment with the criterion variables. For example, support of
punishment, but not support for
treatment, had a significant positive relationship with role
stress. Similarly, support for treat-
ment had a significant positive relationship with moral
commitment, and support for punish-
ment had a significant negative association.
Finally, it should be noted that in general, correctional officers
were higher in their support
for punishment than noncustody staff (mean = 22.29 vs. 25.27, t
= -5.30, p ≤ .01). Likewise,
correctional officers were on average lower in their support for
treatment than were their
noncustody counterparts (mean = 22.99 vs. 25.79, t = 4.23, p ≤
.01).
80. DISCUSSION AND CONCLUSION
This study examined the relationship between person–
organization fit and outcomes for
correctional staff in a midwestern adult correctional facility.
Relationships between the person-
organization fit and role stress, organizational fairness, work–
family conflict, integration,
life satisfaction, and moral commitment were examined. The
underlying theme of the study
was that correctional staff supportive of punishment would find
their values and attitudes
incongruent with the culture of the prison under study and
would therefore experience nega-
tive outcomes. Conversely, because the facility was oriented
toward treatment, staff supportive
of treatment would see their values as congruent with those of
the organization and, as a result,
fit well with the institution.
464 CRIMINAL JUSTICE AND BEHAVIOR
The analyses performed in this study largely provided support
to the propositions offered
above, including when a subset of only correctional officers was
examined. Support for
punishment was significantly associated with five of the six
outcomes tested here. Addition-
ally, all of the relationships were in the expected directions.
Less support was provided for
the proposition that support for treatment influenced
correctional staff outcomes, but two of
the six relationships tested were statistically significant and in
81. the expected directions. Taken
together, the findings reported here suggest that employees
whose values and views are
incongruent with those of the organization have negative
outcomes. Correctional staff who
were supportive of punishment experienced higher levels of role
stress and work-on-family
conflict while also reporting lower levels of life satisfaction,
moral commitment, and orga-
nizational fairness. For respondents supportive of punishment,
the thought that convicted
felons were receiving treatment may have been perceived as
unfair and unjust. Importantly,
this value incongruence between correctional staff values and
organizational values also
increased the likelihood that employees would experience
conflict at home.
Correctional staff who were supportive of treatment appeared to
perceive more integration
within the prison and also reported more moral commitment to
the organization. Perhaps cor-
rectional staff who share values similar to those of the
organization are more likely to approve
of the objectives of the organization and more likely to be
included in those activities designed
to meet those goals and objectives. It could be that these
employees find the job to be in line
with their values, which accounts for the strong commitment
and integration experienced by
these employees.
One question that emerges from the findings reported here is
why was support for punish-
ment associated with more of the correctional staff outcomes
than support for treatment?
82. One possible explanation for this is provided by Resick, Baltes,
and Shantz (2007), who
argued that person–job fit is more important in explaining
employee outcomes than person–
organization fit when the person feels that the job is a good fit
for him or her. Thus, for those
workers in our sample who were supportive of treatment, levels
of role stress, work–family
conflict, and integration, as well as perceptions of
organizational fairness, were likely dictated
by the nature of their job duties and their satisfaction with those
duties. Another possible
explanation for these results concerns the methodology of the
study. Participants were not
asked how important it was that their correctional orientation
matched the objectives of the
prison. It is plausible that this issue could matter more for some
employees than others.
These findings suggest that efforts should be made to increase
the likelihood that employee
values and objectives are congruent with those of the
organization. Perhaps more effort should
be made to recruit, select, and socialize new employees to
ensure that the fit will be good in the
long run. Consideration of such issues during the recruitment
and selection process may benefit
both the employee and the correctional organization. This may
prove difficult, however, because
many correctional facilities experience substantial correctional
staff turnover, and adding more
selective recruitment criteria may complicate attempts to
maintain adequate staffing levels. An
alternative option would be to provide training to existing
correctional staff. For the sample
83. examined here, this would mean resocializing correctional staff
supportive of punishment. This
resocialization process might involve activities that apprise
correctional staff of the value and
efficacy of correctional interventions. This, of course, assumes
that correctional staff are ame-
nable to such change. Additionally, attempts to resocialize
correctional staff may be undermined
by inmate attitudes or behaviors that substantiate the idea that
they are undeserving of treatment.
Lambert et al. / CORRELATES OF CORRECTIONAL
ORIENTATION 465
The findings from this study suggest only that such training
would be useful for correctional
staff who support punishment but work in treatment-oriented
facilities. It is unclear whether
similar results would be found with correctional staff who
support treatment but work in facili-
ties that focus on punishment. It is interesting to note that
support for treatment was the highest
among those who occupied positions aimed at providing
treatment interventions to inmates,
such as case managers, counselors, vocational instructors,
teachers, medical staff, and mental
health staff. Conversely, support for treatment was the lowest
among those who were correctional
officers. Similarly, support for punishment was greatest among
correctional officers and the
lowest among counselors, case managers, teachers, vocational
instructors, medical staff, and
mental health employees. This suggests that the correctional
orientation is not uniform across
84. a prison and may vary by the roles held by the staff members.
Efforts to ensure that correctional staff values are congruent
with organizational objec-
tives must also take into consideration that good P-E fit may not
always be good for an
organization. One such scenario where good P-E fit could be a
detriment is in a punishment-
oriented prison transitioning to a more rehabilitative or
treatment approach. Under such cir-
cumstances, good P-E fit could lead to homogeneity among
employees and thus limit the
innovation within an organization necessary to adapt to changes
and new demands (Chatman,
1989). On the other hand, high P-E fit in an organization can
lead to greater efforts by
employees to ensure the success and survival of the
organization (Ryan & Kristof-Brown,
2003; Sekiguchi, 2004b).
Although this study contributes to the existing body of
literature on this topic, it also has
limitations. The representativeness of participants is always an
issue when there is less than
100% participation in the study and when there is no means to
determine why some employees
participated and others declined. This may be an issue, on the
basis of the fact that 32% of the
surveyed prison staff did not respond. In a related fashion, it is
important to point out that the
data were cross-sectional. Although it was theorized that
correctional orientation would cause
the various criterion outcomes, this cannot be empirically
demonstrated. Subjective measures
of P-E fit were used in this study. P-E fit can be measured
objectively or subjectively (Caplan,
85. 1987; Roberts & Robins, 2004). Previous research has noted the
merits and limitations of both
objective and subjective indicators of fit (Cable & DeRue,
2002; Cable & Parsons, 2001; Resick
et al., 2007). The results could change if objective P-E fit
measures were used. The study did
not measure the importance of correctional orientation among
correctional staff or whether
employees desired a match between their correctional
orientation and the correctional orienta-
tion of the facility. As a result, there is no way to ascertain the
extent to which its importance
varies among staff and the implications that this has for the
results. Moreover, P-E fit was
measured indirectly and the organizational goal of treatment
was accepted on the basis of fund-
ing at the prison and from statements from the warden and other
administrators that treatment
was a highly salient goal in the prison. Employee perceptions of
organizational goals were not
measured to determine whether staff agreed that the primary
goals and objectives of the cor-
rectional facility were treatment. The importance of value
congruence for correctional staff
and the extent to which its associations for correctional staff
vary were not tested in this study.
Additional research is needed. Given that this was a single
study of staff at a single treatment-
oriented correctional facility, further studies are needed to
determine whether the results can be
replicated. Furthermore, this study examined the issue of
limited fit only in a treatment-oriented
prison. Results may differ by the type of correctional facility
examined. It is especially unclear
86. 466 CRIMINAL JUSTICE AND BEHAVIOR
whether the relationships found in this study would also apply
to correctional staff who work
in strictly custody-oriented facilities, such as super-maximum-
security prisons. It is important
to note that support for punishment may not be the opposite of
support for treatment. Additional
studies are needed across a wide array of treatment- and
punishment-oriented institutions to
comprehend how the focus of the correctional facility affects
staff. As previously indicated,
the premise that this was a treatment-oriented facility was based
on the state-funded programs
started at the facility on a trial basis and discussions with top
correctional administrators. It is
unknown whether the staff actually perceived the facility to be
treatment oriented. The issue of
how staff perceive the focus of the facility needs to be
addressed in future research. Furthermore,
it is unclear how the staff perceived the quality of the treatment
being offered at the facility. It
could be that staff could have perceived the treatment being
provided as being of poor quality,
not effectively delivered, or meaningless to the problems
concerning inmates.
Future research should examine whether P-E fit varies across
different dimensions of the
work environment. The dominant approach taken by research on
this topic has been to examine
the fit between an individual and a single aspect of the work
environment. In reality, however,
people do not interact with only one part of their environment.
87. Rather, they are simultaneously
nested in multiple dimensions of the environment (Granovetter,
1985; Mitchell, Holtom, Lee,
Sablynski, & Erez, 2001). Likewise, steps must be taken to
explore the issues of selection and
socialization on P-E fit among correctional staff and whether
these factors influence the per-
ceptions that ultimately affect the P-E fit for correctional staff.
There is also a need to explore
the P-E fit both over time and in multiple correctional
institutions. Such dynamic, multisite
models would give insight into question about the stability of P-
E fit across space and time.
It could be that P-E fit is dynamic (i.e., both the views of
employees and goals of the organiza-
tion change over time); thus, what may be a good fit today may
be a poor fit many years down
the road. Moreover, longitudinal research is needed to explore
the causal ordering of the rela-
tionships observed in this study. Future research needs to
expand the scope of focus and explore
areas of fit other than those used in this study. Finally, studies
are needed to establish whether
supplementary fit or complementary fit is more important in the
field of institutional correc-
tions. Supplementary fit holds that the person brings similar
skills and needs that others in the
organization have and, as a result, supplements these in the
work environment. Here, employees
feel they fit because they share these common skills, needs, and
values with the other members
of the organization (Kristof, 1996; Sekiguchi, 2004a).
Muchinsky and Monahan (1987) referred
to this as the person–person fit. Complementary fit holds that
the employee brings character-
istics that are missing from the organization or that make the
88. organization complete (Kristof,
1996; Sekiguchi, 2004a). In the current study, the focus was on
supplementary fit. It is unclear
whether one type of fit is more beneficial to the employee or the
correctional organization.
Only future research can answer these and the other issues
raised by this study.
In closing, the P-E fit is a complex and multidimensional theory
(Sekiguchi, 2004a, 2004b),
and in this study, the fit between the person and the
organization was examined. Specifically, a
single dimension of fit perception (i.e., the compatibility
between an individual and specific
aspects of the work environment) was studied. It was found that
correctional orientations
are associated with the perceptions and attitudes of correctional
staff. There are many other
dimensions of the P-E fit theory that need to be explored among
correctional staff. It is hoped
that this study will spark interest in exploring the full spectrum
of the P-E fit theory within
the field of institutional corrections.
Lambert et al. / CORRELATES OF CORRECTIONAL
ORIENTATION 467
APPENDIX
Except for the life satisfaction items, the items below were
answered using a 5-point Likert-
type scale ranging from strongly disagree to strongly agree.
CRITERION VARIABLES
89. Role stress. (a) The rules and regulations are clear enough here
that I know specifically
what I can and cannot do on my job (reverse coded). (b) I
regularly receive conflicting requests
at work from two or more people. (c) When a problem comes up
here, people seldom agree
on how it should be handled. (d) The rules that we’re supposed
to follow seem to be very
clear (reverse coded). (e) There are clear, planned objectives
and goals for my job (reverse
coded). (f) I clearly know what my work responsibilities are
(reverse coded). (g) I am unclear
to whom I report and/or who reports to me. (h) I lack the
authority necessary for me to fully
carry out my job responsibilities. (i) I know what is exactly
expected of me (reverse coded).
Cronbach’s alpha = .79.
Organizational fairness. (a) My last annual performance rating
presented a fair and accu-
rate picture of my actual job performance. (b) The evaluation of
my performance at this
prison has been fair and objective. (c) Promotions are more
related to who [sic] you know
rather than the quality of work (reverse coded). (d) There is a
fair opportunity to be promoted
at this agency. (e) In this agency, promotions are seldom related
to employee performance
(reverse coded). Cronbach’s alpha = .79.
Work-on-family conflict. (a) Work makes me too tired or
irritable to fully enjoy my family
and/or social life. (b) I frequently argue with my spouse/family
members about my job.
(c) I find that I frequently bring home problems from work. (d)
90. I find that my job has nega-
tively affected my home life. (e) My time off from work does
not really match other family
members schedules and/or my social needs. (f) I am frequently
required to work overtime
when I don’t want to. (g) The uncertainty of my work schedule
interferes with my family and/
or social life. (h) I have a good balance between my job and
family time (reverse coded). (i) My
job keeps me away from my family too much. (j) In my life, I
feel that I have more to do than
I can comfortably handle. (k) I feel that I need to work less and
spend more time at home.
(l) I wish that I had more time to do things in my personal life.
Cronbach’s alpha = .81.
Integration. (a) At this prison, interdepartmental committees are
frequently setup to allow
for joint decision making. (b) At this prison, task forces are
frequently set up to help inter-
departmental collaboration on specific projects. (c) At this
prison, there is generally bargaining
among different department heads rather than competition. (d)
At this prison, there is a great
deal of departmental interaction on most decisions. (e) There is
bickering between the vari-
ous departments (reverse coded for the index). Cronbach’s alpha
= .73.
Life satisfaction. (a) Taking all things together, how happy
would you say you are with your
life? (response: 1 = very happy, 2 = happy, 3 = not too happy)
(b) In general, how satisfying
do you find the ways you’re spending your life these days?
(response: 1 = very satisfying, 2 =
satisfying, 3 = not too satisfying). Cronbach’s alpha = .87.
91. (continued)
468 CRIMINAL JUSTICE AND BEHAVIOR
APPENDIX (continued)
Moral commitment. (a) It is my duty to support this prison. (b) I
get upset when people
say negative things about this prison. (c) If you work for a
prison, you should be loyal that
prison. Cronbach’s alpha = .65.
PREDICTOR VARIABLES
Support for treatment. (a) Rehabilitating a criminal is just as
important as making a
criminal pay for his or her crime. (b) Inmates at this prison
should receive treatment and
rehabilitative services. (c) One of the reasons why rehabilitation
programs often fail with
prisoners is because they are underfunded. If enough money
were available, these pro-
grams would work. (d) I would support expanding offender
rehabilitation programs that
are currently in place in our prisons. (e) Treatment programs for
inmates are a good idea.
(f) The way to get respect and cooperation from inmates is to
take an interest in them.
(g) We need more educational and vocational programs for
inmates in prisons. (h) It is
important for prison staff to have compassion for inmates.
Cronbach’s alpha = .84.
92. Support for punishment. (a) A criminal will only go straight
when he finds prison life
is hard. (b) All rehabilitation programs have done is allow
criminals who deserve to be
punished to get off. (c) Improving the life for inmates generally
makes it worse for staff.
(d) Counseling inmates is a job for counselors, not for general
prison staff. (e) My job
isn’t to help rehabilitate inmates; it’s only to keep them orderly
so that they don’t hurt
anyone in here or tear this place apart. (f) Many people don’t
realize it, but prisons today
are too soft on inmates. (g) If a staff member is lenient with
inmates, the inmates will
take advantage of that staff member. (h) So long as the inmates
I supervise stay quiet
and don’t cause trouble, I really don’t care if they are getting
rehabilitated while they are
in here. (i) We should stop viewing criminals as victims of
society who deserve to be
rehabilitated and start paying more attention to the victims of
these criminals. Cronbach’s
alpha = .84.
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Eric G. Lambert is a professor of criminal justice at the Wayne
State University. His research interests include organizational
issues, the evaluation of correctional interventions, and death
penalty attitudes.
Irshad Altheimer is an assistant professor in the Department of
Criminal Justice at Wayne State University. His research
interests
include macrolevel theories of violence, correctional staff,
offender interventions, comparative criminology, and
neighborhood
processes and crime.
Nancy L. Hogan is a professor and graduate program
coordinator in the School of Criminal Justice at Ferris State
University.
Her research interests include health issues of inmates,
correctional staff, and the effectiveness of cognitive
correctional
interventions.
Shannon M. Barton-Bellessa is an associate professor in the
Department of Criminology at Indiana State University. Her
research interests include evaluative research, delinquency
prevention, and school violence.