Racism And Heterosexism Within African American Churches

The struggle that Black churches have on homosexuality has been an ongoing battle. The issue of homophobia and heterosexism within African-American churches is a difficult one. Regardless of the complexity of the matter, it is one that the black community must address. It is, to ensure, time for the black religious leaders to truly live into its justice asserting social, political, historical, and theological beliefs which would lead to eliminating any manifestation of the sin of homophobia from its very mindset. The denouncement of black LGBT individuals presents factors about why 49 percent feel suicidal or have attempted suicide. What some people fail to understand is that there is a certain privilege in being able to wake up every†¦show more content†¦Harris explains that theses exertions became a matter of life and death during the early 1980s when predominately male African-American male congregants, pastors and other church members became sick from an unknown illne ss which later became recognized as the autoimmune deficiency syndrome (AIDS). AIDS and the Human Immunodeficiency Virus (HIV) has a superfluous effect on the black community. African-Americans accumulate nearly half of most HIV and AIDS diagnoses. The delayed response of black leaders to the epidemic was another factor that incited the highly prevalent rates of HIV and AIDS cases within the African-American community. Along with affected gay men, prostitutes and intravenous drug users became infected as well; Harris further reports that those people were considered â€Å"degenerates† and â€Å"immoral† by black church leaders. Trailing back to the days of slavery, black religious leaders assisted as freedom fighters of social justice for oppressed African-Americans. Those affected with the disease looked to religious leadership for spiritual support and to bring the disease to light. However instead of the desired support, they were faced with disdain and denunc iation at the lifestyle as black leaders believed caused the individuals to be affected with the disease. Furthermore, Harris addresses that many gay men who died from the disease were restricted from being buried beside their home churches. ThisShow MoreRelatedRacism : A Social Construct1593 Words   |  7 Pagesway I am and have been oppressed. Albeit racism has an impact on all of our lives in the US, however; it’s the intersectionality of the other social identity forces that when they are interacting with racism, they manifest many forms of social oppression. My social identity is that of an African-American, married lesbian woman. Racism is a social construct that has serious impact on many people’s lives. Heterosexism, also a social construct and racism contribute to the ever widening inequalityRead MoreEssay on Black Theology1522 Words   |  7 Pagescould no longer be enslaved. So to appease their conscience they would not allow Blacks to take part in theology. Due to these issues Black Theology soon originated within the United States. The origination of Black Theology was only cracked open by the idea of slave theology. The origination of Black Theology first began when churches began to become segregated. Many could not understand how Whites could continue to behave this way in the Lords house. It was soon realized that this was becauseRead MoreEssay on Needs of Diverse Learners Final4267 Words   |  18 Pagesappropriateness of shaking hands, bowing, or kissing people is an example of the cultural manifestation of Nonverbal communication 18. Multicultural education supports and extends all of the following EXCEPT Racism 19. Socially transmitted ways of thinking, believing, feeling, and acting within a group is Culture 20. Assimilation of groups to the point that they share primary relationships, intermarry, and have equality with the dominant group is Structural assimilation Chapter 2

Prostitution Is The Oldest Profession - 922 Words

When looking into Prostitution women are usually thought to be the lowest form a part of the human species, people make assumptions as to why a women would even bother with the idea of subjecting herself to harsh treatment by others, people often correlate the idea of prostitution with human trafficking. That each of these categories are of association, prostitution is â€Å"the practice or occupation of engaging in sexual activity with someone for payment.† While human trafficking is â€Å"the illegal movement of people, typically for the purposes of forced labor or commercial sexual exploitation.† Each of these subjects demonstrates different meanings but express the same sense of ideas, which will be looked into too. Prostitution it is the oldest profession, in fact there is evidence that the exchange of sex for money goes back into our distant past. In a recent study chimpanzees were taught to use a rudimentary form of money. (Puiu, 2011) They were given puzzles to solve and then received colored discs and then they directed that in order to obtain treats they would need to exchange their colored discs. Soon later on in the experiment the mammals exhibited more advance behaviors and began buying and selling or trading sexual favors; it just seemed instinctive. Human females unlike most of our close animal relatives do not go into estrus but stay sexually receptive all the time. One reason for this is that human children require care for a long time. So, a female with child mustShow MoreRelatedProstitution : The Oldest Profession1754 Words   |  8 PagesIt has been said that prostitution is the oldest profession in the world. Where there is money there will be sex and where there is sex there w ill be prostitution. From Ancient Greece to the streets of North America, prostitution is woven into the fabric of most societies, past and present. Although controversial, prostitution and the laws that govern this line of work in Canada have recently made headlines across the country. Canada (Attorney General) v Bedford, 2013 SCC72, [2013] 3 S.C.R 1101 hasRead MoreProstitution : The Oldest Profession On Earth1107 Words   |  5 PagesProstitution Prostitution is considered as the oldest profession on Earth. Sexual service in return for payment is called the prostitution. Prostitution is a big issue effecting women, men, and children all over the world. This is a world-wide controversy and it is something that people are not comfortable talking about. The question is whether people who are involved in the sex industry are willingly or are forced to do it. Our society has different points of view on this issue. Some people agreeRead MoreProstitution Is The World Oldest Profession1657 Words   |  7 PagesProstitution is â€Å"the exchange of sexual acts for money, food, rent, drugs, or other material goods.† (WomensLaw). One who works in this field is then to be labeled a prostitute. Although the field of prostitution is the world’s oldest profession, it is a topic that is typically hushed down and not often studied. It is a part of our society and must be discussed for a better understanding. Going on to say, t he physical and psychological behavior that is associated within prostitution is derived fromRead MoreProstitution Is The World Oldest Profession1577 Words   |  7 Pages Prostitution is the world’s oldest profession, and a major motive for becoming a prostitute tends to be economic. (Rathus, Nevid, Fichner-Rathus, Herold Mckay, 2013) The sex industry tends to divide feminists and society, on whether prostitution is an coercion and commodification of women, or a women’s right and choice to sell her body. (Shannon, 2010) Prostitution, which is consensual sex between two adults for money or goods of value is legal in Canada although, most of the activities thatRead MoreProstitution Is The Worlds Oldest Profession1365 Words   |  6 PagesProstitution is known as â€Å"the world’s oldest profession.† It has been in practice since the beginning of time; whether it be legally or illegally. Prostitutes-typically women- are either accepted or shunned depen ding on the society they live in (Jenkins). At a point in time in Southern India, the Devadasi culture required girls to become prostitutes when they reached their puberty years in order to gather dowry money until it was outlawed in 1988 (Kelly). Despite the potential risks that prostitutionRead MoreProstitution : The Worlds Oldest Profession1906 Words   |  8 PagesProstitution is often regarded as the world’s oldest profession. As immoral and illegal as it may be regarded, it is still a profession that is utilized by people today. Commercial Sex, as it is sometimes called, is the business or practice of engaging in sexual relations in exchange for payment or some other benefit. Prostitution is just one of the many branches of the sex industry and is possibly the largest. Prostitution is primarily targeted towards male clientele but the profession ranges fromRead MoreProstitution : One Of The Oldest Professions2249 Words   |  9 Pages Prostitution: one of the oldest pr ofessions in the history of time. Prostitution developed as society developed; it grew with the increase in social structure, government and religion. Throughout many historic eras and civilizations, prostitution as an institution diversified and grew to become more complex. It took on different roles in the various sectors of society. Prostitution could be seen as having different roles in religious, government, and community sectors. These different roles in societyRead MoreProstitution And The Worlds Oldest Profession2225 Words   |  9 PagesWhen looking into Prostitution women are usually thought to be the lowest form a part of the human species, people make assumptions as to why a women would even bother with the idea of subjecting herself to harsh treatment by others, people often correlate the idea of prostitution with human trafficking. That each of these categories are of association, prostitution is â€Å"the practice or occupation of engaging in sexual activity with so meone for payment.† While human trafficking is â€Å"the illegal movementRead MoreProstitution : The Oldest Profession On Earth1352 Words   |  6 PagesProstitution is considered as the oldest profession on Earth. Sexual service in return for payment is called prostitution. Prostitution is a big issue effecting women, men, and children all over the world. This is a world-wide controversy and it is something that people are not comfortable talking about. The question is whether people who are involved in the sex industry are willing or are forced to do it. Our society has different points of view on this issue. Some people agree and want to legalizeRead MoreProstitution Is The World Oldest Profession1947 Words   |  8 Pages â€Å"Prostitution is the world’s oldest profession† is one of the most commonly used quotes when debating whether or not prostitution should be legal. Prostitution is not the oldest profession, but one of the oldest forms of violence towards women. It seems old because of its history which includes the sexual exploitation of women and children and the projected idea that men need sex whether by force or purchase. Prostitution isn’t natural or inescapable, but it is abuse and a form of exploitation

The Hero And The Crown Part Two Chapter 13 Free Essays

WHEN SHE CAME to herself she was screaming, or she would have been screaming had her ravaged throat been capable of it. It hurt to breathe. She lay on the ground, a little distance from where the dragon lay crumpled up against the mountainside, its head and tail outflung and motionless. We will write a custom essay sample on The Hero And The Crown Part Two Chapter 13 or any similar topic only for you Order Now She thought, I must have killed it after all; but the thought did not please her particularly. She hurt too much. Water was her next thought. There was a stream †¦ . The thought of water made her wounds burn the more fiercely, and she fainted again. Somehow during that long afternoon she crawled to the stream; it was not until twilight that she finally put out her hand – her right hand, caked with dragon gore – and felt water running over it. She had been afraid that she had, in her desperate need, imagined the sound and smell of running water, and her periods of unconsciousness were full of dreams that told her she was crawling in the wrong direction. Two or three tears crept down her blackened face, and she pulled herself up on her right elbow again, and dragged herself forward, and fell full length into the water. It was shallow where she lay, and she feebly propped herself against a moderate-sized boulder where the water could run freely over her left arm and the left side of her face and yet let her breathe. She spent at least that night in the cool stream, moving only to drink, and then turning her face up again against the rock in that she might go on breathing; although she wondered, occasionally, as she wandered in and out of consciousness, why she cared. Dawn came; or perhaps it was the second dawn since she had pulled herself into the water; or the twelfth. She watched the sun rise and it occurred to her that she seemed to be spending more time conscious, and she was sorry for this. It would have been simpler if sometime during the night when she had wandered off, leaving her crippled body in the cold running water, she had not returned. But instead she found herself blinking at the light of morning, and then staring at a vaguely familiar pale hulk at the shore of the stream. Talat. â€Å"Talat,† she croaked, and discovered that her voice was not entirely gone after all. Talat raised his drooping head and looked at her; he had not recognized the thing in the stream as his beloved Aerin, and he whinnied eagerly but uncertainly. â€Å"If you’re still around,† Aerin whispered, â€Å"then perhaps I’d better stay too,† and she hunched herself painfully into a sitting position. Talat backed a step or two away from the thing in the stream as it rose up at him, but it croaked â€Å"Talat† at him again and he paused. The voice did not sound the way Aerin’s voice should sound, but he was quite sure it had something to do with his Aerin, and so he waited. Aerin found out that sitting up was as far as she could go in that direction, so she lay down again, rolled over on her belly, and hitched her way slowly up onto the shore of the stream, Talat lowered his head anxiously and blew, and the touch of his breath on her face made her grunt with pain. She worked her right hand out of its sodden gauntlet, and raised her good hand to her horse, and he lipped her fingers and then gave a great sigh – of relief, she thought; but she turned her face away from his warm breath, â€Å"A lot you know,† she whispered, but for the first time since they had fallen together before the dragon it occurred to her that she might not die. Her burns and her broken ankle throbbed more harshly once she was out of the water, and she thought, I could spend the rest of my life lying in streams. A very small thought added, That may be no very long time anyway. Then she thought: I have to find a way at least to stand up and get Talat’s saddle off before it galls him. Well, I still have one arm and one leg. It was very awkward, and Talat was unhappy at the way she pulled herself up his left foreleg till she could grab the girth and pitch her shoulders across the saddle and prop herself up that way; but he stood as still as the dead dragon, and only the stiffness of his neck and back told her he was worried. â€Å"I’m worried too, my friend,† she murmured. She managed to unbuckle the girth and let the saddle slide to the ground; there was a pink, almost raw spot behind his elbow where the sweaty girth had rubbed him for too long. There were also two long angry red weals, one across his croup and one other down his flank. Dragonfire. She slithered back to the ground again, landing on the saddle. She found herself staring at the buckles that had held the saddlebags. Food. Where did I leave my gear? It was near the stream here somewhere. Behind a rock. She looked around, but her sight was blurry, and she could not tell which smaller humps were rocks and which might be saddlebags. Her mouth and throat throbbed. I probably can’t eat anything but mush, she thought, and grimaced, but wrinkling her face for the grimace was so painful that she could think of nothing for a few minutes. It was Talat who found her saddlebags. He ambled away from her, snuffling along the ground by the edge of the stream; and he paused by one particular group of small dim hummocks and bumped them with his nose; and Aerin knew by the noise that they were not rocks. He moved away from them again, and one hoof in passing glanced off them, and again the noise was a faint rustle instead of the tunk of hoof against stone. It was another long afternoon before she dragged herself within reach of her saddlebags, for she had often to climb back into the water and soothe her burns and her throbbing ankle. She lay with one hand on their smooth leather, and then thought: A fire. If I could boil something to a pulp till I could swallow it †¦. She fumbled one of the flaps open; there was still bread, and she put it in her hand and held her hand in the water till she felt it begin to disintegrate, and then lapped it up slowly. She did build a fire; she found a way to wedge her tinder between stones so that she could strike it with her good hand; and fortunately there was plenty of fuel by the shores of the stream. Trees still grew here, for they were a little protected from the dragon’s valley by the long stone shoulder that had hidden Maur from Aerin’s campsite. She found the remains of her campfire, and it looked old and weathered; and she thought to notice that the stream was running clear again, and she wondered again how long she had lain in the stream. She found a flat rock for a lid, and began the long process of boiling dried meat in her tin till it was soft enough for her to eat. She didn’t dare make the fire very large, for she could not go far to fetch wood for it; nor could she bear the heat of it. She slept, or fainted again, often, drifting back and forth across the boundary of selfhood; it was no longer only oblivion that those periods of blank ness brought her, but the beginning of healing. She pried the boot off her right foot, gingerly felt the ankle, wrapped it in strips made from spare clothing, tying knots with one hand and her teeth; and hoped she was doing something useful. The wrappings reminded her, if they did no other good, to keep the foot quiet, and the ache of it ebbed away to a dull mutter. She had looked only once at her left arm, and had felt so sick at the sight that she did not look again. But not looking reminded her the same way as bandaging her foot reminded her; and the pain of the burns had subsided but little, and she had often to crawl back to the stream and soak herself in it. And how long before I get sick from the cold? she thought, shivering; for now that her body was trying to fight back it recognized that lying in cold water for long periods of time is not generally a good thing to do, and the unhurt bits of it shivered. She sneezed, and sneezed again. Great, she thought dully, and her eyes fell again on the saddlebags. It was hard to think because of the pain. Kenet, she thought. Kenet. It can’t hurt to try. Hope rose up and blocked her aching throat. She crept to the saddlebags and unrolled the long wallet that held the kenet; and twitched her left arm forward and let it lie in the thick yellow ointment. She closed her eyes, trying not to hope so desperately; she feared the pain might drive her mad soon, and she could not spare the strength to withstand too great a disappointment. But as she grappled with herself the pain in her arm dwindled and ebbed and finally died away to a vague queasy discomfort. I’m imagining this, she thought, holding perfectly still so as not to disrupt the beautiful unexpected dream of peace. She opened her eyes. Her arm was still black and horrible-looking. She lay down, very, very slowly, til her left cheek was cradled as well in the dragonfire ointment; and slowly her face, too, hurt less and less till it did not hurt at all. She fell into sleep, real sleep, the first real sleep she had had since the evening she had read Tor’s note. She dreamed that she woke up, lying with her left arm curled around her head, and her left cheek pressed to the ground. She rose up on both elbows and noticed without finding it remarkable that both arms were whole and strong. She sat up, hands falling easily and languorously into her lap. She rubbed her palms together and thought uncomfortably that she had had a most unpleasant dream about a very large dragon †¦. As she bent her head forward her hair fell forward too, and she noticed two things: first, that her hair was short, barely chin length. This disturbed her, for she knew that she would never cut her hair; Teka was adamant about this, and Aerin was secretly a little proud of the fact that her hair was even longer than Galanna’s, falling unbound almost to her ankles, the weight of it stretching the curls into long ripples. It was also nearly straight now; and when she was younger and her hair shorter, it had been mercilessly curly. But, worst of all, it was the wr ong color. It was still red, but it was the darker color of flaring embers, not the paler shade of the leaping flames. Panic seized her; she was not herself; she had died; or, worse, she, Aerin still existed, but the dream of the dragon had not been a dream at all, but real, and the real Aerin still lay somewhere with a burned face and a blackened arm and a broken ankle, and this healthy painless body she presently inhabited belonged to someone else; she would not be permitted to stay. â€Å"I will help you if I can,† said a voice; but she was dreaming, and could not be sure if the words were spoken aloud. She looked up from where she sat huddled on the ground; a tall blond man stood near her. He knelt beside her; his eyes were blue, and kind, and anxious. â€Å"Aerin-sol,† he said. â€Å"Remember me; you have need of me, and I will help you if I can.† A flicker came and went in the blue eyes. â€Å"And you shall again aid Damar, for I will tell you how.† â€Å"No,† she said, for she remembered Maur, and knew Maur was real, whether or not she was dreaming now; â€Å"no, I cannot. I cannot. Let me stay here,† she begged. â€Å"Don’t send me back.† A line formed between the blue eyes; he reached one hand toward her, but hesitated and did not touch her. â€Å"I cannot help it. I can barely keep you here for the space of a dream; you are being pulled back even now.† It was true. The smell of kenet was in her nostrils again, and the sound of running water in her ears. â€Å"But how will I find you?† she asked desperately; and then she was awake. Slowly she opened her eyes; but she lay where she was for a long time. Eventually she began walking again, leaning heavily on a thick branch she had found and laboriously trimmed to the proper length. She had to walk very slowly, not only for the sake of her ankle, but that her left arm not be shaken too gravely; and she still had trouble breathing. Even when she breathed in tiny shallow gasps it hurt, and when she forgot and sucked in too much air she coughed; and when she coughed, she coughed blood. But her face and arm were healing. She had also discovered that the hair on the left side of her head was gone, burnt by the same blast of dragonfire that had scarred her cheek. So she took her hunting knife, the same ill-used blade that had been forced to chop her a cane, and sawed off the rest of her hair till none of it was longer than hand’s width. Her neck felt rubbery with the sudden weightlessness, and the wind seemed to whistle in her ears and down her collar more than it used to. She might have wept a little for her hair, but she felt too old and grim and worn. She avoided wondering what her face looked like under her chopped-off hair. She thought fixedly of other things when she rubbed kenet into her cheek, and when she dressed and rebound her arm. She did not think at all about being willing to face other people again, except to cringe mentally away from the idea. She was not vain as Galanna was vain, but she who had always disliked being noticed was automatically conspicuous as the only pale-skinned redhead in a country of cinnamon-skinned brunettes; she could not bear that her wounds now should make her grotesque as well. It took strength to deal with people, strength to acknowledge herself as first sol, strength to be the public figure she could not help being; and she had no strength to spare. She tried to tell herself that her hurts were honorably won; even that she should be proud of them, that she had successfully done something heroic; but it did no good. Her instinct was to hide. She had briefly thought with terror that the villagers had sent the messenger to the king that morning so long ago might send another messenger to find out what had become of either sol or dragon; but then she realized that they would do no such thing. If the sol had killed the dragon (unlikely), she would doubtless come and tell them about it. If she didn’t, the dragon could be presumed to have killed her, and they would stay as far away as possible. At last she grew restless. â€Å"Perhaps we should go home,† she said to Talat. She wondered how it had gone with Arlbeth and Tor and the army; it could all be over now, or Damar could be at war, or – almost anything. She didn’t know how long she’d been in the dragon’s valley, and she began to want urgently to know what was happening outside. But she did not yet have the courage to venture out of Maur’s black grave-out where she would have to face people again. Meanwhile she walked a little farther and a little farther each day: and one day she finally left the steam bank, and hobbled around the high rock that separated the stream from the black valley where Maur lay. As the sound of the stream receded she kept her eyes on her feet; one booted and one wrapped in heavy tattered and grimy rags; and one of them stepping farther than the other. She watched their uneven progress till she passed the rock wall by, and a little gust of burnt-smelling breeze pressed her cheek, and the sound of her footsteps became the slide-crunch, slide-crunch of walking on ash and cinders. She looked up. Carrion beasts had not gotten far with the dead dragon. Its eyes were gone, but the heavy hide of the creature was too much for ordinary teeth and claws. Maur looked smaller to her, though; withered and shrunken, the thick skin more crumpled. Slowly she limped nearer, and the small breeze whipped around and stroked her other cheek. There was no smell of rotting flesh in the small valley, although the sun beat down overhead and made her cheek, despite the kenet on it, throb with the heat. The valley reeked, but of smoke and ash; small black flakes still hung in the air, and when the breeze struck her full in the face the cinders caught in her throat and she coughed. She coughed, and bent over her walking stick, and gasped, and coughed again; and then Talat, who had not wanted to follow her into the dragon’s valley but didn’t want to let her out of his sight either, blew down the back of her bare neck and touched his nose to her shoulder. She turned toward him and threw h er right arm over his withers and pressed the side of her face into his neck, breathing through the fine hairs of his mane till the coughing eased and she could stand by herself again. The dragon’s snaky neck lay stretched out along the ground, the long black snout looking like a ridge of black rock. Ash lay more heavily around the dragon than in the rest of the small valley, in spite of the breeze; but around the dragon the breeze lifted a cloud that eddied and lifted and swelled and diminished so that it was hard to tell – as it had been when she and Talat had first ridden to confront the monster – where Maur ended and the earth began. As she watched, another small brisk vagrant breeze swept down the body of the dragon, scouring its length from shoulder hump to the heavy tail; a great black wave of ash reared up in the breeze’s wake and crested, and misted out to drift over the rest of the valley. Aerin hid her face in Talat’s mane again. When she looked up she stared at Maur, waiting to think something, feel something at the sight of the thing that she had killed, that had so nearly killed her; but her mind was blank, and she had no hatred or bitterness nor any sense of victory left in her heart; it had all been burned away by the pain. Maur was only a great ugly black lump. As she stared, another small breeze kicked up a windspout, a small ashy cyclone, just beyond the end of the dragon’s nose. Something glittered there on the ground. Something red. She blinked. The wind-spout died away, and the ash fell into new ribs and whorls; but Aerin thought she could still see a small hummock in the ash, a small hummock that dimly gleamed red. She limped toward it, and Talat, his ears half back to show his disapproval, followed. She stood on one foot and dug with her stick; and she struck the small red thing, which with the impulsion of the blow sprang free of the black cinders, made a small fiery arc through the air, and fell to the earth again, and the ash spun upward in the air draught it made and fell in ripples around it, like a stone thrown into a pond. Aerin had some trouble kneeling down, but Talat, who had adjusted to his lady’s new slow ways, came and stood beside her and let her clutch her way one-handed down a foreleg. She picked the red thing up; it was hard and glittering and a deep translucent red, like a jewel. â€Å"Well,† she whispered. I can’t take the head away as a trophy this time; so I will take this. Whatever it is.† She tucked it into the front of her tunic, where her bound arm made a cradle for it, and pulled herself back up Talat’s foreleg again. He had gotten so good at being an invalid’s assistant that she could lean her stick against him and he would not move till she took it back in her hand, that she need not have to pick it up from the ground. A few days after she found the red dragon stone she looked around for something high enough to let her climb up onto Talat’s back, and low enough that she could climb up onto it in the first place. This took some doing. She finally persuaded him – he was willing to be persuaded once he could figure out what strange thing she next wanted of him – to stand in the stream while she edged out, balanced precariously on her buttocks and one hand, down a long heavy overhanging branch from a tree growing near the shallow bank; and lowered herself as slowly as possible onto his bare back. He gave a little whicker of pleasure to have her there again, and took steps as smooth as silk when he carried her; and she sat up a little straighter than she could stand on her own feet, and felt a tiny bit more like a king’s daughter than she had for a long time. She rode him up and down the bank of the stream that day, just for the pleasure of a motion that didn’t hurt h er right ankle; and the next day she saddled him and tried it again, and the day after that she saddled him and tied the remains of her belongings clumsily behind the saddle, and they left the stream and Maur’s valley forever. The red stone knocked gently against her ribs as her body swung back and forth in rhythm to Talat’s long gentle stride. How to cite The Hero And The Crown Part Two Chapter 13, Essay examples

Motivation Of Employees Samples for Students †MyAssignmenthelp.com

Question: Discuss about the Motivation Of Employees. Answer: Introduction: Motivational theories Employees forever need motivation. Whether it is initially or at later stage motivation always helps the firm to retain staffs for longer time. Staffs require motivation when it is about working for any firm. Behavior practitioners generally use motivational theories for benefiting the staffs of any organization (Bentley, 2013). Employees who are unsatisfied tend to carry lower level of job satisfaction. Few common motivators that are utilized to affect the job satisfaction within a very positive manner in reality are achievement and recognition, responsibility, advancement and work itself as well as growth. The theories for motivation are Maslows need hierarchy, Alderfers ERG theory and McClellands acquired needs theory and also Herzbergs two-factor theory. Maslows need hierarchy ranges the needs of staffs from highest till the lowest. The theory properly focuses on convinced needs first as well as then focuses on some other needs like safety and security but in some particular orde r. ERG theory by Alderfers uses Maslows five needs that are namely physiological, safety, esteem, self-actualization as well as social and also puts them in three needs which can comprise of more than single need into sole category (Carter, 1979). ERG needs actually are existence, growth and lastly is the relatedness. McClellands theory focuses upon needs of staffs for achievement, power and also affiliation that could be acquired via experience as well as training. Herzbergs dual factor theory also is last theory that actually links the job satisfaction with the motivating factors. Needs theories even are beneficial to needs of staffs (DiPlacido, 1976). A psychological behavioral process which motivates any individual to react in a specific way is actually referred as the process theories for motivation. In core, these theories also examine the way in which an entitys needs would affect his actual behavior for achievement of a goal regarding those needs. Such theories are generally used in any workplace context as well as there are many other theories that also examine the way in which staffs within any firm can get motivated (Fargus, 2000). The behavioral loom to place of work motivation is also known as the organizational behavioral modification. Such loom applies tenets of the behaviorism developed by scholar B.F. Skinner to properly promote staff behaviors which an employer thinks beneficial as well as discourage those which are not. Any stimulus which increases likelihood of the behavior is a reinforcing element. An effective use of the positive reinforcement will also be recurrent praise while some employee is actually learning a novel task (Gawel, 1997). Any staffs behavior could also be shaped at the time of learning process only if approximations of ideal behavior get praised otherwise rewarded. Frequency of the reinforcement is also a vital consideration. While common praise during learning procedure can be also beneficial, it could be difficult to sustain indefinitely. There Are Some Basic Characteristics And Features Of A Positive Workplace And Some Of Them Are Mentioned Below: Transparent as well as open communication In reality, a transparent as well as open type of communication actually addresses the staffs need to sense that the firm values their ideas and thinking. It is also what makes staffs sense that they actually belong to the firm and are a part and parcel of the organization. Work of these staffs then becomes very meaningful as the staffs know that their performance will be valued and also praised (Gruneberg, 1979). Work-Life Balance A positive workplace always has a good balance between work life and personal life of staffs. There exists some type of balance amid the work and the personal life of the employees. In common, having this sense of the balance improves the job satisfaction amongst the employees because then staffs start feeling that theyre actually not overlooking any other area of lives like family, and enjoyment and relaxation etc (Hackman, Oldham, Janson Purdy, 1975). Training plus development-focused Good work ecology also emphasizes on training as well as development of staffs and focuses as well as cares about the employees growth and development. This makes staffs feel belongingness towards the firm. Also good appraisal and timely evaluations are done and staffs are trained on routine basis. Recognition for the hard work Proper workplace recognizes the hard work and good results given by its staffs and even timely rewards them for their performances as well. Such facts encourage behaviors in the people working in the firm. This is even known as the positive reinforcement beneath operant conditioning in area of psychology. A mere reward here does not is monetary in the nature; at times even a very simple and verbal recognition by supervisor is one necessary to spur staffs motivation. Strong and tough team Spirit Being a social animal, people naturally seek proper support from their peers as well as seek to properly belong to any group. Good workplace having all positive ecology all around carries good teams and effective and tough team spirit in its ecology so that people feel totally supportive and dependent on each other while working in a team. In tough times, teams in such workplaces come together and deal with things and problems that arrive (Harris, Hackman Oldham, 1981). Positive Values Positive ecology in workplace also comprises of a positive values and good ethics as well as morale in the staff members. A supportive and ethical culture in the firm supports such ecology to be maintained. Such firms mission statement also reveals its basic philosophy toward the employees as well as shareholders. Employment website of such companies also advises that the mission statement could define behaviors which a firm finds exemplary at each level of themanagement plus staff. How Hr Designs Jobs To Motivate Employees An employer might incorrectly suppose that money only is the motivator for its staffs. For several people, the job design actually is equally important and plays the same role what fair remuneration plays in their motivation and tends to make them more effective and efficient (Kapoor, 2005). Job design actually has a vast influence upon staff motivation, job satisfaction as well as commitment towards their firm, and all of these have a very significant impact upon efficiency of the business. Jobs also are generally designed in that way which encourages the specialization. Work is even divided into some specific tasks, along with employee allotted to every task becoming extra skilled, accurate as well as efficient at carrying out and performing it. Moreover, a generally overlooked issue with work specialization is that it normally has negative effect on staff motivation. A staff might also become extra efficient as well as skilled at concluding a repetitive work. They sense that as lo ng as they finish their job adequately, there is actually no need for them to be worried with some other facet of business. A probable solution to such issue involves providing staffs with extra variety within the work. One method and technique to perform such plan is introducing the task of job rotation, where staffs move amid different jobs occasionally. Not merely this reduces repetitiveness of their task, but it even helps to develop a good team with very wider variety of skills (Korzynski, 2013). Another method to enhance employee motivation also is via job enlargement. Through this staffs are gradually provided more challenging and risky works and ones with greater responsibility and danger. Whilst one might think this could have opposite effect, several staffs enjoy learning and doing new things with each passing day as this helps them learn novel things and attain good and new knowledge every time. Job enrichment could be another tool and technique for motivation of staffs by the HR while designing jobs. It also involves providing staffs with extra control over work that they do. This develops a feeling of responsibility in them. By providing the staffs with extra authority as well as responsibility, an HR might encourage them for seeking out better as well as extra efficient ways for accomplishment of their task, which would also lead to very potential increase within productivity. Job enrichment enhances the capability of staffs and makes them extra effective and efficient in their tasks (Mok Yeung, 2005). Synthesis Of Hackman And Oldhams The idea and concept of the job characteristics replica focuses upon designing any job in a way that it properly motivates any person. Based upon job diagnostic and survey, Hackman Oldham developed such loom. Job characteristics also are objective and aim characteristics of the jobs, particularly extent to which jobs get designed in order to enhance internal motivation of work and job satisfaction of the job incumbents. Five core and basic job features, that are the task significance, autonomy, task variety and task identity as well as feedback, thought to be positively correlated with the job satisfaction as well as performance (Hackman Oldham, 1976). Skill variety is also ostensible variety as well as intricacy of the skills plus talents needed by any job to get performed. There are many facts that are related with this theory and some of them are as follows: Work Outcomes- a good mix of basic characteristics with all the psychological states actually influences the work outcomes like Job satisfaction and absenteeism as well as work motivation. This theory influences work outcomes as it deals with enhancement of skill sets of staffs, emphasizes on their growth plus development and also puts light on training of the staffs and their career development as well. Intrinsic work motivation- Job characteristic replica expects that if afore said job elements are present within a job, job incumbent would be extra likely to carry high interior work motivation, and high quality as well as performance, great satisfaction along with work as well as low absenteeism plus less turnover (Oldham Hackman, 1981). High quality performance of work is possible with this theory as the theory deals with elements that result in undertakings like encouragement without offering any monetary otherwise tangible incentive can also be done via this theory as it deals with many intangible elements of motivation like growth and development, career enhancement etc. Relation Amid Maslows Components Plus Job Characteristics Maslows hierarchy of need actually is a very sequential pact of needs, while, Hackman Oldhams theory does not carry any hierarchical arrangement. But both are literally interrelated. Maslows theory that talks about the needs and wants of staffs that if fulfilled can actually motivate them, are practically fulfilled and all the sets of tasks that can be done to motivate them and fulfill their needs in Maslows hierarchy are underlined in the Hackman Oldham theory. Maslow thought that any type of unsatisfied need, irrespective of the level of the hierarchy, could be a possible motivation. And same was the concept of job characteristic theory as well. Richard Hackman Greg Oldham in the year 1975 built and developed the Job Characteristic replica on basis of Herzbergs dual-Factor Theory, demonstrating how any proper job design could lead towards internal motivation of staffs and contribute towards better and extraordinary job performance. This theory also postulates that the five job characteristics actually lead towards three forms of psychological states that affect motivation as well as satisfaction of staffs (Thomas, 2009). Skill diversity is extent otherwise range of all the skills, abilities as well as talents of staffs. The extra they are capable to utilize these skills in job, the extra is their level towards job satisfaction. Thus, jobs always must be designed in proper way that would ensure utilization of very wide variety of the skills of people. An optimistic significance of any job gives the psychological satisfaction and happiness to. Autonomy is extent of the freedom supplied for any job. The extent of autonomy also depends on extent of the independence supplied to the staffs in taking decisions about the job scheduling, formulating of the procedures, and making of decision without any interference from others (Walsh, 1968). Skill variety and task identity as well as task significance also provide experienced and proper meaningfulness. Autonomy supplies experienced responsibility, while; feedback actually ensures the experienced knowledge of the results. In a nutshell, it is, it was and will forever remain a fact that motivation is a vital and foremost part of strategic human resource management. It is thus vital to identify organizational practices which can be actually used to promote cognitive, emotional as well as behavioral qualities which would positively affect employees as well as enhance their level of motivation (Whiteley, 2002). References Bentley, P. (2013). Job satisfaction around the academic world. Dordrecht: Springer. Carter, L. (1979). Motivation and preaching. DiPlacido, P. (1976). Employee motivation. Columbus: Ohio Distributive Education Materials Lab. Fargus, P. (2000). Measuring and improving employee motivation. London: Financial Times Prentice Hall. Gawel, J. (1997). Herzberg's theory of motivation and Maslow's hierarchy of needs. [Washington, DC]: [ERIC Clearinghouse on Assessment and Evaluation]. Gruneberg, M. (1979). Understanding job satisfaction. New York: Wiley. Hackman, J., Oldham, G. (1976). Motivation through the design of work: test of a theory. Organizational Behavior And Human Performance, 16(2), 250-279. doi:10.1016/0030-5073(76)90016-7 Hackman, J., Oldham, G., Janson, R., Purdy, K. (1975). A New Strategy for Job Enrichment. CaliforniaManagement Review, 17(4), 57-71. doi:10.2307/41164610 Harris, R., Hackman, J., Oldham, G. (1981). Work Redesign. Industrial And Labor Relations Review, 34(4), 629. doi:10.2307/2522500 Kapoor, P. (2005). Book Review: Dealing With The Employee From Hell (A Guide To Coaching and Motivation). Asia-Pacific Journal OfManagement Research And Innovation, 1(2), 161-162. doi:10.1177/097324700500100218 Korzynski, P. (2013). Employee motivation in new working environment. International Journal Of Academic Research, 5(5), 184-188. doi:10.7813/2075-4124.2013/5-5/b.28 Mok, V., Yeung, G. (2005). Employee motivation, external orientation and the technical efficiency of foreign-financed firms in China: a stochastic frontier analysis. Manage. Decis. Econ., 26(3), 175-190. doi:10.1002/mde.1203 Oldham, G., Hackman, J. (1981). Relationships Between Organizational Structure and Employee Reactions: Comparing Alternative Frameworks. Administrative Science Quarterly, 26(1), 66. doi:10.2307/2392600 Thomas, K. (2009). Intrinsic motivation at work. San Francisco: Berrett-Koehler Publishers. Walsh, T. (1968). Maslow's theory of motivation: a method for testing the constructs. Whiteley, P. (2002). Motivation. Oxford, U.K.: Capstone Pub.

Levels of Child Punishment Essays - Parenting, Childhood

Eisenbeis 1 Courtney Eisenbeis Eng 10291 Professor Otto 15 November 2015 Levels of Child Punishment Parents should physically punish their children in times of need. Whether it is because of doing something they were told not to do, or doing something that could put them in danger, disciplinary actions need to be taken in order to teach children. Teaching children will make them learn what is and is not acceptable. Parents do have the right to punish their children however, the severity of the punishment is relative to the parent. Spanking, and any other kind of punishment is a form of discipline and is a tool used to teach anyone from right and wrong. To all the parents who cannot decide how to punish their children, spanking is a reasonable punishment in necessary times. There have been various amounts of research done to decipher whether spanking is acceptable or not. Most research describes spanking as an effective punishment and that it should be used in times of need, but infrequently. Most of the time you also see that spanking punishments are used because of traditional times and what has been popular from previous generations. The sources provided can vouch for both sides of the argument, but most agrees with spanking at necessary times. In the end, the information provided explains why spanking is a logical punishment. Punishments among children can be debatable, which makes this research a controversial topic because some that involve even the slightest pat on the body can lead to severe abuse. Eisenbeis 2 It is said from the opposing perspective of spanking that it can lead to abuse or violence. It is a main argument of why physical punishments are frowned upon. Abuse could happen at any time and from anyone it is unexpected unless it is actively committed. But, spanking is not the only thing that can lead to abuse. Since is it a physical punishment, it is looked upon for signs of abuse by child safety agencies, but the parents who are disciplining their children correctly are the ones that do not come close to being accused of abuse. Parents who spank their kids to the extreme can pose serious risks to their children. Sheree Toth is the director of a leading research center on child abuse she studies what is, and is not, abuse to children. She stated in an article, I have seen all too often that what a parent considers legitimate discipline can quickly deteriorate into violence fueled by anger (Toth). Spanking is an example of what Toth discusses, but it is more likely thought of as an acceptable punishment because parents do not use it as a severe punishment. There is just a possibility of it becoming a violent action. There are many parenting classes and books parents should read before becoming parents in order to know what kind of actions should be punishable ones. Even though every parent has a different parenting style, each parent can still be able to refrain from punishments leading to abuse. There are ways to prevent abuse, but sometimes it just happens when parents slack on teaching their children right from wrong, and get angry easily with their children. However, spanking children in necessary times are vital when trying to teach your children. Otherwise, if you just scold them, they may not learn as well. Spanking is not abuse. It is not considered abuse because it is not a corporal punishment. Corporal punishment can be understood in numerous ways. The definition of corporal punishment according to Educate, dont punish! Awareness Campaign, is the use of physical Eisenbeis 3 force causing pain, but not wounds, as a means of discipline (Goicoechea). On the other hand, spanking, rapping on the head and slapping are forms of corporal punishment, but we [Save the Children Committee] do not classify as abuse (Goicoechea). In other words, it is punishment administered by an adult to the body of a child, ranging from a slap to a spanking. Therefore, corporal punishment is more severe than a spank on the bottom.There are two factors, said by Save the Children Committee, when distinguishing between corporal punishments and physical abuse: intensity the extent to which injuries have resulted from the use of violence, and intention the extent to which the intention is to teach/discipline (Goicoechea). The intention is the reason spanking is lawful and a good parenting style. If spanking was considered a corporal punishment, it can also damage the parentchild relationship, as the parent becomes a source of both nurturing

Hemolysis Lab Report Essays

Hemolysis Lab Report Essays Hemolysis Lab Report Paper Hemolysis Lab Report Paper Organisms also have white blood cells, also referred to as leukocytes, which mamba foreign antibodies in the immune system. White blood cells are complex in structure, and in contrast to red blood cells, have a nucleus. They include such cells as lymphocytes, monocots, sinkholes, interruptions and basophilic. While some cells such as lymphocytes make antibodies, others attack foreign objects, such as leukocytes, and others have several support jobs that help the immune system perform more efficiently. The immune system also consists of platelets. They are produced in the bone marrow of animals by mastectomys (bone marrow cells) which continuously go into the blood system and help clot blood (Barbarically 2012). Cell membranes are composed of a phosphoric bilateral, making them hydrophobic. Membranes have many functions, most importantly holding the cytoplasm and organelles. Cell membranes often contain protein channels that allow substances to enter the cell (Oboe et al. , 1997). Cell membranes are selectively permeable, meaning that some substances and chemicals can enter the cell, but not others. Most often, hydrophobic and size determines permeability rates (Barbarically 2012). If too much of a substance rushes into the cell, then they create an osmotic imbalance, meaning that the pressure inside the cell compared to outside the ell differs so much that the cell membrane bursts. This process is called hemolytic (Vivian 1999). Hemolytic is the process in which red blood cells are disrupted. The cells then release their cytoplasm and organelles. Since the cells are microscopic, we cannot view one cell undergoing hemolytic by the naked eye, however we can view a solution of them undergoing hemolytic without any specific equipment. However you can also view a specific number of cells using a phase contrast microscope, which will not only magnify the cells, but also shows depth and contrast We can also measure hemolytic by a spectrophotometer. A spectrophotometer measures how much light is absorbed by the solution. If a solution is more turbid (cloudy) then it will have a higher absorbency. Throughout this experiment, we wanted to test the membrane permeability of mammalian red blood cells by using hemolytic. We would view it under phase contrast microscopes, spectrophotometers and our eyes. We dont know what the exact partition coefficients are yet of all the chemicals we will be testing. We will test the membrane permeability of 12 different chemicals, and our hypothesis is that they will differ by their molecular composition, structure, size ND whether or not they are ionic. Barbarically, A. (2012). Cells and Heredity Laboratory Manual. (up. 90). New Orleans, LA: Loyola University. Oboe, C. L. , Mainstreamed, L. , Ventilates, P. , Baby, S. , Exalted, H. R. , Sofia, M. J. , Karakul, R. , Chain T. Y. , Kim, J. W. , Lee, H. J. Maiden, G. L. Echo, S. Y. , Walker, S. , Kahn, D. (1997). Design of Compounds that Increase the Absorption of Polar Molecules. Proceedings of the National Academy of Sciences of the United States of America, 94, 2218-12223. Vivian, l. T. (1999). Low pH-launched hemolytic of erythrocytes is related to the entry of the acid into systole and oxidative stress on cellular membranes. Biochemical et Biophysics Acta-Boomerangs, 1415, 349-360. Erect, J. B. , URI, L. A, Cain, M. L. , Wassermann, S. A. , Minority, P. V. , Jackson, R. B. (2011). Membrane Structure and Function. Wilbur, B, (9th De. ) Campbell Biology (up. 125-142). San Francisco, CA: Pearson Education. Materials and Methods: Spectrophotometer: After setting the Genomes spectrophotometer to measure the absorbency of light, we set the wave length to 540 manometers. We pipettes 1. 2 ml of . MM glycerol into a cavetti and blanked the machine. We then mixed 3 ml of . MM lechery and 10 LU of whole blood [1] in a test tube, covered it with paraffin and then inverted the tube to mix the solution adequately. We then pipettes 1. Ml of the blood/glycerol solution into a new cavetti, put it in the spectrophotometer and recorded the absorbency for a time of zero. We then repeated these steps with . MM Niacin. We blanked 1. 2 ml of a . MM solution, and then mixed ml of the . MM solution and 10 LU of horse blood in a test tube. We covered the test tube with paraffin and inverted the mixture, we then pipettes 1. 2 ml of the mixture out and into a new cavetti. We measured the absorbency for a time of zero. We then simultaneously measured the absorbency of the glycerol/blood mixture and the Nasal/blood mixture every minute for 30 minutes. Basic Contrast Microscopy: We cleaned two glass slides with alcohol and put them aside. We then combined 1 ml of . MM Nasal and 1 OLL of whole horse blood in a microelectronic and immediately transferred 10 ml of the mixture to the clean glass slide, added a cover slip, recorded the start time and watched the cells under xx bright field microscopy and recorded what we observed. We then switched to xx phase contrast microscopy and also recorded what we saw periodically and tote any change. We then repeated the same procedure for . MM glycerol. We added 1 ml of a . M glycerol solution and 1 OLL of horse blood into a separate microelectronic and instantly pipettes 10 LU of the mixture onto another clean glass slide, covered with a coveralls, recorded the start time and viewed under XX phase contrast microscopy. We watched the slide for 14 minutes and recorded and drew how many cells were in our viewing area. We stopped recording what we saw when cells were no longer visible. Turbidity: We predicted which chemicals would take a long time (longer than an hour) to urn clear, so we tested those chemicals first. We put ml of each chemical in a separate test tube, mixed it with 10 LU of whole horse blood, and documented how much time passed until the mixture turned clear. We then rated it on our own scale of one through five of how turbid it was at time zero. We started with putting Nasal in a test tube and then KICK in another test tube, and then so on ammonium chloride, ammonium acetate, sodium acetate, glucose, sucrose, ethylene glycol, ethanol, glycerol, glycogen, and then methanol. After each test tube was labeled with which chemical was inside, we added the horse blood and corded how long it took the mixture to turn clear. We repeated some of the mixtures, such as ammonium acetate and ammonium chloride because we documented the time incorrectly. We then put the chemicals on a chart in order of how long it took (in minutes) for the turbid mixtures to clear up. Results: Hemolytic: In our results of our spectrophotometer, we recorded the absorbency of each mixture and discovered that our . MM Glycerol and blood mixture level of absorption initially increased insignificantly and then flattened out for the duration of the experiment at . 355 manometers. Simultaneously, we recorded the Nasal/blood mixture and it decreased extremely gradually, with the exception of one discrepancy in the middle of the experiment (Figure 1). Phase Contrast: We observed roughly 100 red blood cells using XX bright field microscopy at the commencement of our experiment for . 1 MM Nasal/whole blood (Figure 2). We then viewed the red blood cell/Niacin mixture using phase contrast and viewed the same amount of cells, except this time they were mainly small black dots clustered around each other (Figure 3). We switched from using the bright field microscopy to phase contrast microscopy because phase entrant shows depth and has a clearer picture. We then did the same procedure with a . MM glycerol/blood solution. The start time was 4:45. We observed the first slide using XX phase contrast microscopy. The start image and it indicates that there were roughly 1 00 cells (Figure 4). Figure 5 shows what was happening at 4:50; there were roughly 50 cells left and the ghosts of the cells were clearly visible. Figure 6 shows at 4:51 that approximately 30 cells were left, and they were disappearing at an extremely quickly. Figure 7 shows that at 4:55 10 cells were left. Almost all the cells were one. Figure 8 shows that all the cells have disappeared and only ghosts were left at 4:59 P. M. After the experiment was concluded, figure 9 compared the number of red blood cell mixtures over time. Also, if this experiment was done again, and water was substituted for . MM Nasal, then the red blood cell would swell and burst because the water is a hypotonic solution compared to the red blood cell. Membrane Permeability: Turbidity: Some chemicals, such as ethylene glycol, glycerol and methanol changed instantaneously from turbid to clear. Others such as Nasal, KICK, sodium acetate, glucose, sucrose and glycogen did not change from turbid. Table 10 shows that chemicals reacted differently with the 10 LU horse blood in both how turbid it was at the start of the experiment, and how long it took each chemical to turn completely clear. Figure 11 demonstrates the relationship of time-to-turbidity loss (based on our relative scale of 1-4 we determined at the beginning of each chemical experiment) to each chemical that did change turbidity. Discussion: During this experiment, we fulfilled the objectives in which we wanted to test membrane permeability and test chemicals and whether or not they cause employees. We discovered that Nasal, KICK, sodium acetate, glucose, sucrose and glycogen do not cause hemolytic because they are not hypotonic solutions; however, ammonium chloride, ammonium acetate, ethylene glycol, ethanol, glycerol and methanol are hypotonic solutions. In which case the red blood cell has lower pressure than the outside of the red blood cell, so the solution rushes in causes the red blood cell to lose its cytoplasm inside. Some chemicals and solutions cause hemolytic quicker because they are much smaller in atomic size and mass compared to large molecules that cannot eremite the red blood cell membrane as easily, which slows down hemolytic (Oboe et al. , 1997). Our control (. MM Nasal) are consistent throughout our experiment. They didnt cause hemolytic in the spectrophotometer, phase contrast, and with the test tubes. With every one of our other chemicals, we could use Nasal as baseline to refer to, and to see whether or not that chemical was causing hemolytic or if it was an isotonic solution. There were a few issues in the data gathering category; we had to repeat the turbidity test tube experiment for two chemicals because we marked down the wrong start time. We also had trouble viewing . MM glucose and blood solution under phase contrast, because our microscope was not set up correctly initially, so we had to keep adjusting. We had to gather the data from another group. Every method we used to view hemolytic, whether it be the spectrophotometer, microscope, or our eyes, each had its benefits and downfalls. The spectrophotometer allowed for absorption to be measured better than our eyes and microscope. However, we couldnt actually see it unless we took the cavetti out of the spectrophotometer. Our eyes were a good way to actually view turbidity without an additional object. It was helpful to actually see the experiment going on in front of you, it allows an additional perspective of envisioning the experiment later on, because its easier to actually think about what is happening in the experiment. The microscopes are the best at actually viewing the hemolytic on an extremely small scale. Overall, it was important to view hemolytic with each data collecting instrument, whether it be the spectrophotometer, microscope or eyes. Each had a separate purpose and each came in handy when interpreting the results. It was a great experiment and I thoroughly enjoyed getting hands on training, and also it was vital to view hemolytic and the chemicals that cause hemolytic. Our hypothesis is accepted because the smaller the molecular composition, the quicker the red blood cell membrane was permeated. Also, other scientific articles such as Design Compounds That Increase the Absorption of Polar Molecules and Low pH is Related to the Entry of the Acid Into Systole and Oxidative Stress on Cellular Membranes support our hypothesis. For future experiments, we could substitute other mammalian red blood cells, such as monkey or rabbit, compared to horse red blood cells, to see if their red blood ells react differently with the 12 chemicals we tested. We could also change the concentration or temperature of the 12 chemicals we used in the turbidity experiment.

Case Study - Reading Example | Topics and Well Written Essays - 1000 words

- Reading - Case Study Example The world mostly looks upon the kindergarten teacher to ensure kids have acquired the rightful skills in each stage of development. Failure to achieve this development milestone in learning calls for intervention by the teacher to assist in ensuring the student catches up with the rest (Paulsen, 2010). As a kindergarten teacher in charge of Jeff, aged 5.9 years in grade K, I realized he was a quit a hardworking boy though he was lagging behind in reading skills compared to his peers. Jeff participated in all class activities and mastered most kindergarten skills involving math skills, art and hand-on activities. I identified his strengths as being able to identify and matching lower and upper case letters, understanding the meaning print convey, plus being able to listen and participate in reading sessions. After meeting with the parents and discussing his problem with them, I had to come up with goals and strategies that might be beneficial to being Jeff improve his reading skills ( Paulsen, 2010). The following four goals were the ones I managed to come with to ensure Jeff catches up on his reading skills. Given a book, Jeff will read fluently In reading books and print, Jeff will understand concepts in them After reading books and print, Jeff will engage in talk about them Jeff will pretend to read while using the book’s language. ... This strategy is often advantageous for a student like Jeff who has reading difficulties (Paulsen, 2010). The teacher is always present to ensure the student achieves the given goal. The teacher here will point on certain words and sentences and until Jeff is able to read fluently. This strategy allows for constant repetition until when Jeff improves on his reading skills (Paulsen, 2010). Repeated reading is another strategy that can be employed to ensure Jeff develops his reading skills. In repeated strategy, the student is made to repeat sentences, and certain words in order to achieve fluency. The student is made to repeat the same sentences and words so as to become more familiar with them and remove the reading difficulties he had (Paulsen, 2010). This could be achieved through partner reading. This is when classmates are paired so as to practice reading in pairs. Another way when repeated reading could be initiated is through group reading. Here, a group of students is made to read a given sentence or story collectively (Paulsen, 2010). Another strategy that could be employed to help Jeff improve is peer tutoring. Here, Jeff could be encouraged to practice reading with other students who are good in reading (Paulsen, 2010). Jeff could be placed with his peers and left alone to practice reading. In peer tutoring, a student is able to receive encouragement from his peers and try to achieve the reading level the other students had attained. Jeff on seeing his peers, will most likely feel more encourage since he can interact with them too, and help him build his confidence in reading (Paulsen, 2010). This could be done through cross-age peer tutoring that entails older students tutoring young students. Young students often

Case study - Franchising Example | Topics and Well Written Essays - 1000 words

- Franchising - Case Study Example The description will seek to apprehend four business ventures that John indulged in, and how they were substantial in building his career. The discussion will provide the merits and demerits of each particular venture; as well as, providing substantive recommendation that John could have opted at each business venture. Background One: Radiator Repair Based on the information presented in this extract, it is good to acknowledge that the radiator business has significant impact on John life. Firstly, John through the business got accustomed to running a service business. On this account, it is good to understand that the radiator business has significant challenges. The knowledge that the business has multi-customers with diverse needs hardens John, equipping him with the ability to handle different customer needs differently. Again, the knowledge that John conducted a family business has significant impact on how he could handle future business. Primarily, family businesses are challe nged by a plethora of factors, the concept of trust and authenticity often dominates different segments of the business. John was hardened to understand the essentiality having a manly figure in the business. This will later be reflected in his future business indulgence alongside different companies. However, there are categorical limitations of this business venture. Firstly, the consideration that radiator repair is a technical job which in any case have limited compensation is not a great idea for an employee. Again, his step-father never encouraged John to take over the franchise and in this case, John was relegated to the concept of a mere employee. In fact, the decision to leave the franchise is whole bestowed on the knowledge that his salary at the radiator business was not sufficient enough to manage his life. John had a family along the way and the radiator venture was not a substantive investment opportunity. In my opinion, John Leaving the radiator repair business owned by his father was a resounding move since it would enable him to look into a broader concept in learning new challenges of building a business from scratch. Background Two: Automotive paint touch-up A prominent character in John is his will to learn new things and his optimism. The idea to enter the automotive paint touch-up business was a bold step considered between John and Joan. The family reallocation to Colorado to build up the franchise was a realistic concept. According to the extract John and Joan did build the business for several years. The advantages of this business are the reallocation and consequently, building the business from scratch in an area which John and Joan lacked market. This was a logical step since it hardened John business concept making John understand the ideal reality of operating a business in a foreign environment. However, this strategy attracts criticism in some sense. Firstly, the knowledge that John and Joan left a prevailing market, in this cas e, John has start-up customers in the automotive industry is a dominion factor of consideration. John and Joan could have done successfully better if they continued with this alternative in Texas. Again, the consideration that this business was a blue-collar type of technical investment was not advisable venture considering John had deep dreams in

Critically discuss the proposition; ''organisational culture cannot be Essay

Critically discuss the proposition; ''organisational culture cannot be managed'' - Essay Example The move raises the question of how easy it is to manage or to change organisational cultures. There is widespread criticism of the common culture management approaches by various scholars; in recent studies, it is evidenced that managers are continually engaging themselves in planned cultural interventions (Griffin & Moorhead 2011). Their main concerns are that organisational cultures determine the image and the performances of organisations and failure to address the issue would signify failure in organisational goals. The studies indicate that managing organisational cultures is the most common and popular form of managerial interventions. Organisational atmospheres usually change and organisational cultures evolve with time and generations in an organisation (Alvesson, 2002). Organisations emerge because of a group of people having a common goal of working together to achieve a common goal. For a single person, the tasks would be challenging or impossible. The process it takes for organisational culture formation starts creation of small groups of individuals with a common idea or notion in organisational operations. These finally generate long-lasting organisational cultures that pass from one generation to another. In the past two decades, the issues of organisational culture have had much attention especially in the health sector. The Health sector is a critical area where cultures determine various aspects in the services and operations (Scott et al., 2003). In the UK, for example, the central governments have been actively promoting structural change in the UK National Health Services (NHS). It is in an effort to secure sufficient gains in the health care performance (Davies et al., 2000). The main goal of the central government policies lies on the development of cultural changes in view of structural change.

Human Behavior Is Unpredictable Management Essay

Human Behavior Is Unpredictable Management Essay This research sought to find out the gaps that exist in the Karatina University Colleges performance management system and to come up with recommendations for adjustments that will put the institution on a path towards continuous performance improvement. The objective of the study was to determine how the institution conducts performance appraisal, the main challenges faced in the appraisal process, and the best practices that it can adopt for the process. Literature review was conducted on the subject touching on the various aspect of performance management. The study was conducted using a survey research design. Primary data was collected using self-administered questionnaires with supplements of secondary data used to add efficacy to the results. The questionnaires were administered on randomly chosen members of faculty in the common School of Business Staff room. Descriptive statistics were used including percentages and frequencies. The results were presented in tables in the an alysis for each objective. Human behavior is unpredictable and differs among individuals or even on the same individual at different points in time (Hunt, 2007). Human beings also differ in their abilities, background, training and experience. At the same time, Dr. Nigel Hunt notes that many problems facing most organizations today are social rather than technical or economic. It therefore goes that human resource at work is the most important component of the undertaking. It is therefore very important for organizations to measure performance of this critical resource as doing so ensures organisational success. 10 Performance Management (PM) has recently dominated the Human Resource Management (HR) as a profession owing to the realization that HR is the one of the most potent source of competitiveness in todays operating environment. Insights into performance management by leading thinkers in the recent past (Armstrong, 2009) point to the emergence of Performance Management as the most viable solution to address the productivity lag in most industries. Performance Management is a branch of human resource management whose objective is to support employees in their struggle to attain their goals as well as those of the organisation (Bhattacharyya, 2006). Bhattacharyya explains that PM gained prominence in the 1960s when competition in the operating environment led firms to reexamine their internal operating efficiencies to survive. A difficult operating environment coupled with a desire for productivity led firms to emphasize on productivity of not only their machines but also their human resource. Armstrong (2009) explains that Performance management as a term emerged in the 1970s and was later gained prominence in the 1980s as a distinct discipline within human resource management. Presently, most organizations have embraced performance management as a pillar of productivity in the organisation. As Abbey (2007) describes, performance management has taken prominence in organizations as a vehicle to deliver on organisational and indi vidual performance objectives. Abbey emphasizes that the incorporation of individual objectives into the performance management paradigm made performance management distinct from mere performance appraisal. Performance appraisal emphasized the degree of accomplishment of a given individual by supervisors without seeking the active involvement of the employee in the process (Management Study Guide, 2012). Measuring employee performance therefore goes beyond staff appraisal to include other aspects of performance such as learning and development, talent management and culture change as key contributors to organisational productivity (Armstrong, 2009). Performance management provides the only tool with which the management can evaluate departmental/sectional contributions to the overall organizational performance as well as determine the best options for intervention. For effective achievement of organizational objectives, employees must know what needs to be done and the overall objectives of the organisation (Dransfield, 2000). Besides the knowledge of the overall organizational objectives, individual employees must have knowledge of their particular role within the broader organisational setting. This way, and as Dransfield (2000) notes, all the players in the organizational production chain share a common objective and pull towards the same direction. This is particularly important in that it harnesses organisational synergies in pursuit of a common goal and aligns daily activities within an organization to the overall strategic objectives. Performance management is done to compare relative variations in performance over time for organizations. Output from performance management process is also used for comparison with similar industries or benchmarks and establishing basis for corrective action (Management Study Guide, 2012). The nature of organizational power structure means that senior management cannot keep a direct watch over the performance of the subordinates and therefore a self-corrective process has to be initiates to assess their performance against objectives of the organizations. Performance management also inculcates the culture of sticking to organisational objectives and ignoring the activities that do not add value to the organisational value chain (Management Study Guide, 2012). Though it is impossible to forestall all management challenges, performance management helps the management take steps in advance to improve organizational capacity to deal with unexpected situations The Management Study Guide website details the evolution of performance management as a discipline within the wider human resource management in four phases. The first phase involved filling of annual confidential reports to control employee behavior. Career development was pegged on positive evaluation in the annual confidential report. The second phase entailed communication of the contents of annual report to the employees to correct the identified failings. The last phase involved replacement of the annual confidential reports by performance appraisal process where employees could rate their accomplishment annually. Today, performance appraisals have given way to performance management. The process entails performing continuous reviews based on mutually agreed objectives. The focus of performance appraisal is quantifiable objectives behaviors and values as opposed to employee traits (Management Study Guide, 2012). Appraisal processes are more of directive than participative thus stifling team effort (Leung and White, 2004). The output from performance appraisal is not directly linked to pay as was for the performance appraisals process. Guest, D E et al, (1996) aptly described performance management process as concerned with assumptions, expectations, mutual obligations and promises of employees and the organization. With the continuous change in operating environment, businesses have leveraged on human resource as their basis of obtaining and maintaining competitive advantage (Bhattacharyya, 2006). However, appraisal processes misses the crucial aspects that sustain a firms competitiveness as earlier describes including the wider strategic framework within which the organization operates. A system that emphasizes on employee mentorship and development as opposed to remuneration and disciplinary action enhances organizational output (Tripathi Reddy, 2008). Performance Management requires continuous output by in time for action to be taken. Panagar (2009) explains that employees are disappointed when annual appraisals bring negative feedback and do not point to the areas of improvements that an employee needs to focus on. He offers that participative evaluation in performance management contextualize the management to the working environment and challenges them to facilitate positive change for achievement of objectives. Continuous and balanced feedback enhances coordination and cooperation in organizations (Heskett, 2006). Besides, Heskett cites that employees achievements should be emphasized as opposed to dwelling on areas of improvement to encourage them to do more. Human behavior is unpredictable and differs among individuals or even on the same individual at different points in time (Hunt, 2007). Human beings also differ in their abilities, background, training and experience. At the same time, Dr. Nigel Hunt notes that many problems facing most organizations today are social rather than technical or economic. It therefore goes that human resource at work is the most important component of the undertaking. It is therefore very important for organizations to measure performance of this critical resource as doing so ensures organisational success. 1.2 Statement of the Problem Upon appraising employees and provision of feedback, most organizations wait until the next planned appraisal exercise (Hunt, 2007). Hunt offers that performance management in most organisation stops at the employee evaluation process and mostly after there is sufficient evidence pointing to non-performance. However, this defeats the main objective of the performance management process as an undertaking in aligning employees goals to goals to those of the organisation. This keeps the whole organization focus on its strategic objectives by harnessing collective efforts of its workers. Hunt states four issues that need to be taken into consideration in the performance management process namely following up to ensure achievement of targets, evaluating the entire process to ensure that it is appropriate and fair and do not foster conflict in the organisation. Observance of these four standpoints guarantees employee job satisfaction and continuous improvement in the organization. In most organizations, employees harbor qualms on the appraisal process (Shaddock, 2010). Shaddock attributes the negative perception to the use of appraisal results as evidence of poor performance instead of discussing performance with the employees to find common ground. The infrequent manner in which appraisal process is conducted adds to the subjectivity of the results as managers are more prone to conduct the exercise when performance is deteriorating (Tripathi Reddy, 2008). Tripathi and Reddy explain that the effect of these appraisal processes leave employees disillusioned and afraid to take risks leave alone accepting the fact that continuous improvement can enhance their success and by extension that of the organizational. As a result, employees lose their sense of control over the situation and resign to the directives of the management without their own insights. This contrasts with the new human resource management paradigm that emphasizes on mentorship, coaching and emp owerment (Dacri, 2006). 1.3 Purpose of the Study This research sought to find out the gaps that exist in the KUCs performance management system and to come up with recommendations for adjustments that will put the institution on a path towards continuous performance improvement. 1.4 Research Questions 1.4.1 How does KUC conduct performance appraisal? 1.4.2 What are the main challenges faced in the appraisal process? 1.4.3 What are the best practices that KUC can adopt for performance appraisals? 1.5 Significance of the Study 1.5.1 Human Resource Managers and Practitioners The head of human resource at the institution as well as others will get insights into the performance of their organizations and the best practices they can employ to achieve the best output from the human resource. The research will reveal insights on the frequency of performance appraisal and how best to achieve the desired results. Besides, the research will reveal the benefits of communication between the managers and employees. It will lead to clear understanding of job descriptions by the employees and better performance measurement. This will go a long way in boosting efficiency and effectiveness at the workplace. 1.5.2 Organizations The research will emphasize the role of performance management process in the achievement of strategic objectives of the organization. It will also enlighten the employees on their role in the organisation as well as the opportunities they have to advance boost their performance and by extension their careers. The research will particularly emphasize on the role of the performance management process on continuous improvements within the organization. This will position organization on a path to responsive change needed for survival in todays operating environment (Management Study Guide, 2012). 1.5.2 Employees The research will provide employees with an opportunity to evaluate their performance appraisal system and to suggest adjustments to align it with the organisational objectives. The employees will have an opportunity to express their desired outcomes of the performance management process that best serves the interests of both them and the organizations. Besides, the research will expose new areas that employees need training. Lastly, the employees will feel that the organisation is concerned about their welfare just as much as it is concerned about the performance of the organisation. 1.6 Scope of the Study The study was performed on a group of workers at Karatina University College. Data was collected on the month of February and March to reflect the current operational context of the organization. a review of literature was performed as well as secondary data on performance management concepts, the challenges faced and benefits that can accrues in evaluating an organizations performance. 1.7 Definition of Terms 1.7.1 Performance Appraisal Performance Management is an ongoing communication process, undertaken in partnership, between an employee and his or her immediate supervisor that involves establishing clear expectations and understanding of the functions expected of the employee and their contribution towards the achievement of the organizational goals (Robert Basal, 1999). 1.7.2 Performance Management Performance management refers to the proactive system of evaluating and providing feedback on employee output in line with the desired results. It aims at harmonizing employee and organisational objectives to achieve operational excellence (Management Study Guide, 2012). 1.7.3 Benchmarking Benchmarking is adopting best practices in the industry to guide organizational effort. It involves leaning from success of others (Peters, 2006). 1.7.4 Key performance Indicators These are performance measurement for key values necessary to achieve success in an undertaking (Reh, 2010). 1.8 Chapter Summary This chapter puts into perspective the concept of performance management and its application in modern day operating environment. The chapter defines the concept and differentiates it from performance appraisal as more elaborate and supportive of firms strategic objectives. The chapter also detailed the purpose of the study that was to find out the gaps that exist in the KUCs performance management system and to come up with recommendations for adjustments that will put the institution on a path towards continuous performance improvement. In this pursuit, the three research questions to be answered were identified and the population from which the sample was drawn. Lastly, the research lists the beneficiaries of the research including employees, human resource managers and organizations keen to gain competitiveness from their human resource. CHAPTER TWO 2.0 LITERATURE REVIEW 2.1 Introduction Chapter 2 is a discussion on the various publications on the subject of performance management in line with the objectives of this research. The objectives of this research was to find out how performance appraisal is conducted, establish the main challenges faced in the appraisal process and identification of the best practices that KUC can adopt for performance appraisals. 2.2 The process of Performance Appraisal 2.2.1 Performance Appraisal explained Performance appraisal is a periodic assessment of employee performance and productivity line with the objectives of the organization (Manasa Reddy, 2009). Results of the process are used to gauge employees accomplishments as well as their potential for future improvements. Performance appraisal is done annually with the feedback used to counsel and develop employees, identify their training needs and align the compensation structures within the organisation (Manasa Reddy, 2009). Performance appraisal differs from performance management in that the earlier is carried out on a top-down basis with the supervisor acting as the judge with minimal employee involvement (Management Study Guide, 2012). Grote (2002) rightfully stated that the objective of the performance appraisal was to value each employees contribution against his rewards and take corrective action if the disparity is large. For this reason, performance appraisal was done on an annual or biannual basis depending on the particular entity. On the contrary, performance management focuses on the mutual objectives set by the employees and the management through a dialogue process (Management Study Guide, 2012). It is done continually and focuses on quantifiable objectives, behaviors and values (Management Study Guide, 2012). It thus leaves no room for subjectivity of the supervisor and aims at determining the points of improvements available to both the employer an employee. Performance management dates back to the early 20th century when Fredrick Taylor equated employees compensation to their output at work (Vroom, 1990). In those times, appraisal was less formal than it is today and involved the aspect of units produced per given time (Lyster, Eteoklis Arthur, 2007). ***** offers that performance appraisal is a mere step within the wider performance management paradigm. He notes that performance appraisal is an objective analysis of the facts and not the person. After getting the results of performance appraisal exercise, the wider process of performance management moves a step towards the final goal of aligning organisational and employees goals. According to ***, positive results are celebrated while negative results should prompt development of an improvement plan. Performance appraisal uses a number of methods including graphic rating, ranking, behavioral anchored rating and management by objectives (Cokins, 2009). Cokins explains that the choice of the method used for appraisal depends on the goals of the organizations. Zaffron and Steve (2009) add that regardless of the method used, regular communication and feedback from the managers is essential for success of the appraisal process. That way, work teams in an organization feel that they are working towards a common goal (Grote, 2002). 2.2.2 Purpose of Performance Evaluation. Heskett (2006) attributes the negative perception of performance appraisal among employees to the general lack of understanding about the purpose of appraisal. The Management Study Guide (2012) details out that performance management helps in defining responsibilities of both the individual and the team in the Key Result Areas. That way, coordination and control among the various departments in an organization becomes easy. The Management Study Guide notes that knowledge of responsibilities enables the employees to take initiative and work towards their set targets while improving their areas of weakness. This is as affirmed by Daniels (2006) that an objective and participative performance management process fosters learning and continuous improvement as opposed to breeding animosity. Performance management cultivates a feeling of shared mutual accountabilities within an organization (Shepard, 2005). This way, Sheppard notes that employees are able to overcome resistance to change and are ready to improve on KRAs. Leahy (2003) who offered that effective performance management anchors other operational metrics like the balanced scorecard has supported the views. Effective performance management is crucial in motivating employees (Akrani, 2011). Akrani notes that performance management starts with employees setting goals that they intend to achieve over a given period. The employee assesses what he/she has done against the set targets. Given that the employer and the supervisor mutually set the targets for performance, the employee strives to reach the set targets (Akrani, 2011). Performance below the set standard is taken as an opportunity to improve as it is within the employees capacity to achieve. Beach (2007) explains that the employees give up trying if they feel that the set targets will not be achieved. Since the performance management entails mutual goal setting, such incidences are unlikely to occur. Instead, and as Akrani points out, performance management helps organizations determine the training and capacities for each of their employees. Gamble, Strickland and Thompson (2007) explain that data obtained from performance appraisal is crucial in determining the right people to execute organizational strategy. Employees with the highest performance are easily identified and encouraged to undertake roles that are more challenging. In most cases, results from performance appraisals are used in the determination of employee compensation (Heathfield, n.d) a fact that Kirby (2005) detests. Appraisals are used to determine compensation and promotion levels that assist in linking rewards to performance among the staff (Heathfield, n.d). However, appraisals on their own should not be used as basis for promotions and rewards (Kirby, 2005). Given that the main goal of performance management process is to assist employees in setting goals and aligning them to those of the organization, it is crucial for performance and rewards framework be aligned to this process as opposed to mere performance appraisal (Lyster, Eteoklis Arthur, 2 007). Lastly, performance appraisals play a huge part in shaping behaviors and attitudes of employees (Panager, 2009). Panager notes that employees relate well with the management and are responsive to the changing demands of their workplace. This is consistent with the Conaty and Ram (2011) assertion that human resource is the strongest catalyst or inhibitor of organisational change efforts. Performance management helps an organization to gauge its human resources effectiveness in coping with change (Conaty Ram, 2011). 2.2.3 Common Performance Appraisal Practices. The most common performance appraisal practice involves ranking employees from the best to the worst (Griffin, 2007). The method is mainly subjective with the supervisors judgment being crucial in the ranking of each employee. This subjective approach exposes the process to bias and manipulation by the management. Lunenburg Ornstein (2011) offer that ranking involves the supervisor rating each employee based on employees traits and behaviors in comparison with the rest in the organisation. Despite its subjective nature, ranking gives a clear picture of employee performance relative to the rest of the employees within the organisation and offers them real models that they can follow within the organisation (Coens, Jenkins Block, 2002). However, Griffin (2007) offers that ranking method is prone to bias and can result in poor relationships within work teams. Besides, ranking stifles the opportunity for feedback within an organization and sows a feeling of inferiority among underachie vers (Coens, Jenkins Block, 2002). In the same way, Coens, Jenkins and Block note that persons who are consistently ranked on top of the rest lack an opportunity to improve on their performance as they feel they have done enough. Lastly, Beach (2007) explains that ranking creates an adversarial relationship between work teams that stifles the spirit of cooperation between employees. Paired comparison resembles ranking method only that the performance of each employee is compared to that of every other employee based on a single criterion (Mondy, 2008). If an employee receives the highest number of favorable comparisons, s/he is ranked the highest. The process is more objective compared to the ranking method but poses huge problems for organizations with large numbers of employees (Mondy, 2008). Another performance appraisal system commonly used in organizations is the graphic rating scale. Under the system, evaluators judge performance of employees on a scale of about 5-7 categories (Mondy, 2008). These categories depict the rating of the employees by use of appropriate adjectives such as needs improvement, outstanding, average, meets expectations etc. The method is good in that it can be quantified by assigning numeric values to the descriptors. It is also easy to administer and can be tailored to meet specific needs of a given organization (Mondy, 2008). Under the forced distribution method, the evaluator assigns individuals to a limited number of categories, similar to the normal frequency distribution curve. Few individuals get very high ratings while a few get very low ratings. Most of the employees rate at the center of the curve (Armstroong, 2009). Mathis and Jackson (2011) decry that this system explicitly calls for evaluators to distinguish between winners and losers even if their performance is not rightly so. For this reason, the method is unpopular among managers and employees as it stifles the concept of employee development and assumes that there must always be very good and very poor performers in the same organisation (Mathis Jackson, 2011). It also creates cutthroat competition among employees that disarrays synergy (Beach, 2007). Another employee appraisal technique is called critical incident method. Under the method, the evaluator maintains records of favorable and unfavorable performance during critical incidences (Mondy, 2008). These incident log records are maintained continually and are used as indicators of employee performance. Ostrom and Wilhelmsen (2012) explain that this method lacks intellectual merit as it is dependent on the frequency of occurrence of critical incidences. Behaviorally anchored rating scale (BARS) is an appraisal technique that aspects of critical incident method and the rating scale method (Mondy, 2008). Under the method, the performance level of each employee is described on a scale. The evaluator then compares the different performance of each employee to decide the best performing and those in need of more training. Mondy offers that this system is more objective but is hard to quantify for further analysis. One of the most common performance appraisal methods today is referred to as Management by Objective (MBO). Mathis and Jackson (2011) and Mondy (2008) define the method as a result based system under which the employees and managers set objectives together that form the basis of appraisal in the next appraisal period. The employee actual output is compared to the set performance targets and points of improvements identified (Griffin, 2007). Management by objectives arises allows management to see the wider picture of the organsaitional and the part that each employee plays in it and to remain on curse to achieving the overall strategic objectives of the firm (Drucker, 1954). Employees also conduct a self-audit of their performance potential and chart out the best course for attaining the mutually agreed goals (Pecora, Cherin Bruce, 2009). 2.3.4 Frequency of Performance Appraisals. In most organizations, employees and their supervisors deliberate on their performance over a given period typically annually, biannually or quarterly (Garber, 2004). Tripathi and Reddy (2008) list two major forms of performance appraisal namely summative and formative. They explain that a summative performance is done occasionally typically in three to six months relative to the organization in question. On the contrary, formative appraisal is done continually typically daily. Formative appraisals are important in that the employees can track their performance over time and determine their weak points for improvement. This is as opposed to summative appraisals under which employees have no trail of their past performance (Management Study Guide, 2012). Many scholars emphasis on the need to perform appraisals based on a schedule (Miller Braswell, 2010; London, 2003; Mathis Jackson, 2011). Routine performance appraisal avoids the temptation of focusing on irrelevant activities (London, 2003). That said, the management is responsible for ensuring continuous performance appraisal taking care not to forget critical incidences (Miller Braswell, 2010). Though appraisal is done continually according to the set schedule, it is important for the managers and subordinates to sustain informal communication throughout the performance period to take advantage of any opportunity to change negative trend (Edwards et.al, 2003). Edwards et al also cites the preemption of negative surprises at the end of an appraisal period as good reasons for maintenance of these informal contacts. Abbey (2007) notes that in most organizations, appraisal forms are used to capture employees accomplishment in the past year as well as some aspects such as their rela tionships with team members, their personality traits and flexibility, etc. 2.3 Challenges are faced in Performance Appraisal process Most organizations experience challenges in their appraisal processes. Deming (2000) once cited that performance appraisal is one of the most powerful inhibitor to quality and productivity. More recently, Lee (2006) offered that performance appraisals inspire hate and distrust among employees. Challenges in performance appraisal occur from the fact that the processes are based on widely held and invalid assumptions that hold back progress (Scholtes, 2008). Lee aptly described the processes as designed to measure and rate performance as opposed to improve it. Past research works (DeNisi Williams, 1988; Longenecker et al., 1987) cite subjectivity among the evaluators as well as different standards used for different employees as major problems in appraisal process. More recently, Lee (2006) cited lack of congruence with organizational objectives as well as lack of use of the results to improve performance. Lee adds that the results of performance appraisal should be used to motivate employees as opposed to instill fear and loathing as to stifle the spirit of teamwork. Hazard, (2004) and Nickols (2010) explain that performance appraisal demotivates the employees, is too subjective and unfair in application, and takes too much time and is seen as a management attempt to coerce employees to submit to management authority. 2.3.1 Employees Motivation Wilheir (2010) explains that motivation is the only effective tool for ensuring effective employee management. According to Wilheir employees, lose motivation when duties become repetitive, too difficult or too easy. The management should ensure that their employees remain motivated and productive throughout their engagement in the organization (Hazelden, 2010). Hazelden (2010) adds that the most common causes of employee demotivation include lack of information, unrealistic expectation by management, feeling of excessive control by authorities and lack of management appreciation of effort. Noone (2008) adds that to keep employees motivated, the management should develop clear goals and keep the roles interesting for the employees. That way, Noore asserts that employees are unlikely to deviate from the organisational mission. . Employee motivation is crucial to achieving the g