Studing is what matters free essay sample

Brain drain is also known as â€Å"The human capital flight†. It can be simply defined as the mass emigration of technically skilled people from one country to another country. Brain-drain can have many reasons, for example-political instability of a nation, lack of opportunities, health risks, personal conflicts etc. Brain-drain can also be named as â€Å"human capital flight† because it resembles the case of capital flight, in which mass migration of financial capital is involved. For the balance of power and for the staggered development of the world, it is very important to stop the phenomena of brain-drain. This will help a particular country to use all local skilled citizens for development and proliferation. But to hold these skilled workers at their native places, it is also important to provide them enough work opportunities and living facilities. For this purpose, developed nations should help developing countries with necessary money and resources. So that each and every human of this planet can have good standard of living and each and every nation can introduce itself as a developed nation. We will write a custom essay sample on Studing is what matters or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page **** Brain drain (or human capital flight), is the large-scale emigration of a large group of individuals with technical skills or knowledge. The reasons usually include two aspects which respectively come from countries and individuals. In terms of countries, the reasons may be social environment (in source countries: lack of opportunities, political instability or oppression, economic depression, health risks, etc. ; in host countries: rich opportunities, political stability and freedom, developed economy, better living conditions, etc. ). In terms of individual reasons, there are family influence (overseas relatives), and personal preference: preference for exploring, ambition for an improved career, etc. Although the term originally referred to technology workers leaving a nation, the meaning has broadened into: the departure of educated or professional people from one country, economic sector, or field for another, usually for better pay or living conditions. [1] Brain drain is usually regarded as an economic cost, since emigrants usually take with them the fraction of value of their training sponsored by the government or other organizations. It is a parallel of capital flight, which refers to the same movement of financial capital. Brain drain is often associated with de-skilling of emigrants in their country of destination, while their country of emigration experiences the draining of skilled individuals. The term brain drain was coined by the Royal Society to describe the emigration of scientists and technologists to North America from post-war Europe. [2] Another source indicates that this term was first used in the United Kingdom to describe the influx of Indian scientist and engineers. [3] The converse phenomenon is brain gain, which occurs when there is a large-scale immigration of technically qualified persons. There are also relevant phrases called brain circulation and brain waste. Brain drain is common among developing nations, such as the former colonies of Africa,[4] the island nations of the Caribbean,[5] and particularly in centralized economies such as former East Germany and the Soviet Union, where marketable skills were not financially rewarded #theme :technologiE introduction: throught history technological innovations have helped humankind improve their standards of living,begining ¬ with the simple invention of bonetools of prehistorie times,continuin ¬g on to and beyond modern air conditioners,au ¬tomobilies and super computers. nowad ¬ays,when the rapideness of development and research is so imprssive ,its easy to think about the advantages of modern technology. .Nevertheless,t ¬echnology can save lives and give us a lot of comfort provided that it doesn’t fall in the wrong hands. Yet,it’s blatantly conspicuous that the deleterious effects of technology out wrigh its benefits. Teach ¬ children self confidence+lear ¬n them how to deal with certains obstacles ,how to defend him self+teach children how ti use their ineligence+faci ¬lities researches communicatin+th ¬e computer games are the best alternative to keep children safe at home ery good job also you can add this:To live, learn and work successfully in an increasingly complex and information-ric ¬h society, students must use technology to Innovate, Collaborate, Investigate and Think Critically. Benefits*techno ¬logy can save peoples lives*it shortens distances*it solves the problem of many childless parents*technol ¬ogy improves other fields*the  internet is a source on valuable information*tv makes the world look like a small village Understand that modern technology has benefited human beings by increasing production of goods and services, reducing the amount of labor needed to produce these goods and services, and providing higher living standards. Understand that technology has al so had negative effects on society—environ ¬mental pollution,deple ¬tion of natural resources, unemployment, and the creation of ethical dilemmas, among others. Disadvantages*i ¬t can teach violence*it can harm the eyes*it can cause pollution*cloni ¬ng is perceived as smoothing immoral*childre ¬n can be addicted to it*nuclear power and weapons destroy our world*machines can replace men at work characteristics of inventor ,, everyone dreams of being famous and remembered forever. some are known for their skills in inventing and designing new things to facilate humans life. in fact there ara many caracteristics required to be a seccessful inventor .  first an inventor imagines , disigns and refers many times to previous results to build on tham, second inventors are determined to work intensively and at many time to earch a result. morever an inventor is commited to his work that is he dedicates his time , his mony as well as his effort to creating a useful appliance medicament or even an item of clothes ,, in this context ,, i may mention the work of alfred nobel who devoted his wealth to sponsoring students only to show that his inve ntion was for the benifit of humanity. all in all we should encourag all the inventors and support tham. †¢Ã¢â‚¬ ¢ Advantages and disadvantages of living in the country and in the city. There is a tendency in the modern society to abandon the country and to migrate to the city. More and more people, especially young and well educated, decide to live in large metropolises rather than in small towns or villages. The main factor that influences their decision is unemployment problem which is very acute in the country. The city offers many opportunities to young people. First of all, they can attend there the best universities and use the best learning resources which will allow them to develop their knowledge and skills. Good educational background increases their chances to find employment in good companies which will offer them lucrative posts. People who are ambitious and want to be successful and pursue their careers find in the city many possibilities to realize their potential and to gain the best professional experience. Besides, large modern metropolises provide their inhabitants with limitless sources of entertainment. Young people can socialize in cafes, pubs, clubs or discos or take part in various cultural events, like for example concerts, art exhibitions or spectacles in the theatre. Moreover, they can enjoy shopping in large shopping centres or department stores. All these charms and attractions of the city are appealing to young people, however when they start their own families they usually start missing peacefulness and tranquillity of country life. As they become older, people are tired with the hectic and stressful city life and often decide to move outside the city. However, country life, although more quiet and peaceful, has also disadvantages. ***Where shall we live? Some may choose to live in big cities, while other like the natural and quiet surroundings in the countryside. As far as I am concerned, I would like to live in a big city because living in a big city has more advantages than living in the countryside. To begin with, the city is the symbol of human civilization and there are a many facilities for living, recreation and health care. Therefore, living there is more convenient than living in the countryside. Living in such a big city has a lot of advantages. There is a big offer how to spend free time. There are always plenty of social activities, sports events, concerts and other ways of entertainment. There are more recreational places in big cities, such as opera houses, movie theatres, clubs, and swimming pools. You will have many kinds of entertainment in big cities, and meet many people. In countryside, however, the life may be dull and quite, and you may only have a few neighbors. In a big city, people can take the chances to study and work best. There are many good University choosing in a big city. There you can express your ability to study what you like. Moreover, when you graduate, you also find it easier to find chances to get a good job with good salary, that is quite difficult in small citiesor countrysides. On the other hand, there are some disadvantages of living in a big city. Cities are very crowded. Everywhere there are crowds: on the pavements and in the buses. What is more, the traffic is heavy and citys car parks are always very full. Sometimes it is very difficult to get from a given place to another. It may take hours! And it follows to that, that the air in the city is more polluted, than in the countryside. People in the city are like ants. They are always in hurry, busy and out of time.

National Womans Rights Conventions 1850 - 1869

National Womans Rights Conventions 1850 - 1869 The 1848 Seneca Falls Womens Rights Convention, which was called on short notice and was more of a regional meeting, called for a series of conventions, embracing every part of the country. The 1848 regional event held in upstate New York was followed by other regional Womans Rights Conventions in Ohio, Indiana, and Pennsylvania.   That meetings resolutions called for woman suffrage (the right to vote), and later conventions also included this call.   But each meeting included other womens rights issues as well. The 1850 meeting was  the first to consider itself a national meeting. The meeting was planned after an Anti-Slavery Society meeting by nine women and two men. These included Lucy Stone, Abby Kelley Foster, Paulina Wright Davis and Harriot Kezia Hunt. Stone served as secretary, though she was kept from part of the preparation by a family crisis, and then contracted typhoid fever. Davis did most of the planning. Elizabeth Cady Stanton missed the convention because she was in late pregnancy at the time. First National Womans Rights Convention The 1850 Womans Rights Convention was held on October 23 and 24 in Worcester, Massachusetts. The 1848 regional event in Seneca Falls, New York, had been attended by 300, with 100 signing the Declaration of Sentiments. The 1850 National Womans Rights Convention was attended by 900 on the first day. Paulina Kellogg Wright Davis was chosen as president. Other women speakers included Harriot Kezia Hunt, Ernestine Rose, Antoinette Brown, Sojourner Truth, Abby Foster Kelley, Abby Price and Lucretia Mott. Lucy Stone only spoke on the second day. Many reporters attended and wrote of the gathering. Some wrote mockingly, but others, including Horace Greeley, took the event quite seriously. The printed proceedings were sold after the event as a way of spreading the word about womens rights. The British writers Harriet Taylor and Harriet Martineau took note of the event, Taylor responding with The Enfranchisement of Women. Further Conventions In 1851, the second National Womans Rights Convention took place on October 15 and 16, also in Worcester. Elizabeth Cady Stanton, unable to attend, sent a letter. Elizabeth Oakes Smith was among the speakers who were added to those of the previous year. The 1852 Convention was held in Syracuse, New York, on September 8-10. Elizabeth Cady Stanton again sent a letter instead of appearing in person. This occasion was notable for the first public speeches on womens rights by two women who would become leaders in the movement: Susan B. Anthony and Matilda Joslyn Gage. Lucy Stone wore a bloomer costume. A motion to form a national organization was defeated. Frances Dana Barker Gage presided over the 1853 National Womans Rights Convention in Cleveland, Ohio, on October 6-8. In the mid 19th century, the largest part of the population was still on the East Coat and in eastern states, with Ohio considered part of the west. Lucretia Mott, Martha Coffin Wright, and Amy Post were officers of the assembly. A new Declaration of Womens Rights was drafted after the convention voted to adopt the Seneca Falls Declaration of Sentiments. The new document was not adopted. Ernestine Rose presided at the 1854 National Womans Rights Convention in Philadelphia, October 18-20. The group could not pass a resolution to create a national organization, instead preferring to support local and state work. The 1855 Womans Rights Convention was held in Cincinnati on October 17 and 18, back to a 2-day event. Martha Coffin Wright presided. The 1856 Womans Rights Convention was held in New York City. Lucy Stone presided. A motion passed, inspired by a letter from Antoinette Brown Blackwell, to work in state legislatures for the vote for women. No convention was held in 1857. In 1858, May 13-14, the meeting was held again in New York City. Susan B. Anthony, now better known for her commitment to the suffrage movement, presided. In 1859, the National Womans Rights Convention was held in New York City again, with Lucretia Mott presiding. It was a one-day meeting, on May 12. At this meeting, speakers were interrupted by loud disruptions from opponents of womens rights. In 1860, Martha Coffin Wright again presided at the National Womans Rights Convention held May 10-11. More than 1,000 attended. The meeting considered a resolution in support of women being able to obtain a separation or divorce from husbands who were cruel, insane or drunk, or who deserted their wives. The resolution was controversial and did not pass. Civil War and New Challenges With the tensions between North and South increasing, and Civil War approaching, the National Womans Rights Conventions were suspended, though Susan B. Anthony attempted to call one in 1862. In 1863, some of the same women as were active in the Womans Rights Conventions earlier called the First National Loyal League Convention, which met in New York City on May 14, 1863. The result was circulation of a petition supporting the 13th Amendment, abolishing slavery and involuntary servitude except as a punishment for a crime. The organizers gathered 400,000 signatures by the next year. In 1865, what was to become the Fourteenth Amendment  to the Constitution  had been proposed by the Republicans. This amendment would extend full rights as citizens to those who had been slaves and to other African Americans. But womens rights advocates were concerned that, by introducing the word male into the Constitution in this amendment, womens rights would be set aside. Susan B. Anthony and Elizabeth Cady Stanton organized another Womans Rights Convention. Frances Ellen Watkins Harper was among the speakers, and she advocated for bringing together the two causes: equal rights for African Americans and equal rights for women. Lucy Stone and Anthony had proposed the idea at an American Anti-Slavery Society meeting in Boston in January. A few weeks after the Womans Rights Convention, on May 31, the first meeting of the American Equal Rights Association was held, advocating just that approach. In January of 1868, Stanton and Anthony began publishing The Revolution. They had become discouraged with the lack of change in the constitutional amendments proposed, which would exclude women explicitly, and were moving apart from the main AERA direction. Some participants in that convention formed the New England Woman Suffrage Association. Those who founded this organization were mainly those who supported the Republicans attempt to win the vote for African Americans and opposed the strategy of Anthony and Stanton to work only for womens rights. Among those who formed this group were Lucy Stone, Henry Blackwell, Isabella Beecher Hooker, Julia Ward Howe and T. W. Higginson.  Frederick Douglass  was among the speakers at their first convention. Douglass declared the cause of the negro was more pressing than that of womans. Stanton, Anthony, and others called another National Womans Rights Convention in 1869, to be held on January 19 in Washington, DC. After the May AERA convention, at which Stantons speech seemed to advocate for the Educated Suffrage upper-class women able to vote, but the vote withheld from the newly-freed slaves and Douglass denounced her use of the term Sambo the split was clear. Stone and others formed the  American Woman Suffrage Association  and Stanton and Anthony and their allies formed the  National Woman Suffrage Association.The suffrage movement did not hold a unified convention again until 1890 when the two organizations merged into the National American Woman Suffrage Association. Do you think you can pass this  Ã¢â‚¬â€¹Womens Suffrage Quiz?

Assignment 1 Example | Topics and Well Written Essays - 250 words - 24

1 - Assignment Example American economic growth is, hence, evident due to the rise in per capita income and increased pool for taxation. Obama applauded American troop’s mission in Iraq and Afghanistan for great success. The troops were returning home to serve and help boost Homeland security. The president remarked the growing economy, reducing debts and the nation’s success to a rise from the collapse. He challenged the citizens to commit and support the State in generating more income and creating more employment opportunities. The president explained following as the necessities of a middle-class economy. First, the economy needs to help working families to feel more secure in a transforming world in terms of healthcare provision and general welfare (The White House 1). Secondly, the economy should strive to ensure the citizens maintain earning higher wages through affordable and free education systems. Finally, the economy should generate high-wage jobs that solve the unemployment issues. The state of union, according president Obama’s speech on January 20, is strong. The White House (Office of the Press Secretary). Remarks by the President in State of the Union Address January 20, 2015.web. January 27, 2015.

Internet Galaxy by Manuel Castells Coursework Example | Topics and Well Written Essays - 750 words

Internet Galaxy by Manuel Castells - Coursework Example The Internet Galaxy by Manuel Castells provides a framework for understanding how the network society affects both oppresses and liberates individuals and global populations. The text makes suggestions regarding the impact of the internet and other digital communications media on society but falls short in providing adequate solutions that can be implemented on an individual or regional level to improve the success of society in the digital age. Digital communications have created what Castell terms a â€Å"network society†. Digital communications are libratory in that they allow the free and fair exchange of information with virtually no restrictions, a process describe in the text as â€Å"reinventing society† (Castell, 2001, p.61). Just as previous communications advances such as language and printed text, the widespread adoption of the internet as a means of communication has caused a social stratification between individuals of different ages, ethnicities, economic background, and nationality based on their proficiency and access to the internet, which is considered to be the fundamental element of the contemporary network society. Communication can be described as a human’s ability to express symbolic ideas as representations, which may be written, oral, and even tactile. Humans differ from most other animals in that they can create what is known in psychological terms as â€Å"decoupled representations†, or representations that are not bound specifically to a stimulus (Pleyer, 2010). While most animals respond with a distinct reaction only to a certain stimulus, humans can express such reactions even when that stimulus is not present. The written word, and subsequently printed text allowed representations to further be decoupled from their original stimulus, allowing ideas to exist independently of their cause and source.  

Financial Performance Research Paper Example | Topics and Well Written Essays - 500 words

Financial Performance - Research Paper Example In this concern, the most common source of information comes from the Financial Statements of the company. Reviewing financial information helps an investor and creditor to recognize company’s strengths and weaknesses that leads to good investment strategies and financial planning. The information found on the financial statements is important to company’s managers, stock and bonds analysts, bank loan officers and to competitors. This study will use ratio analysis as a means to gain insight into the strengths and weakness of Walgreens Company. Three types of ratios will be used by this study to get into the desired information. Data will come from the published financial report of Walgreens and its competitors. First is the trend or time series analysis ratio to evaluate Walgreens performance over time. A cross-section analysis ratios will be done to establish comparison with different companies at same point in time. Last is the industry comparative analysis ratio to c onfirm the company’s ratio against the industry where Walgreens is competing in. 1. Fig. 1.

The History Of Absenteeism Management Essay

The History Of Absenteeism Management Essay When employees intentionally make absence from work it is known as absenteeism. In todays working organisations everybody misses a day of work now and then. But when an employee misses too many days of work it can be a big problem for the organisation and this can cause serious problems when all other employees have to cover for the missing worker or in worse cases the work simply doesnt get done, which can cause low productivity or non availability of requested services, leading to bad impression on companys position and name. People often tend to have different perspectives or attach different meanings when viewing the topic of employee absenteeism. Absenteeism occurs when the employees of a company do not turn up to work due to any scheduled time off, any illness, any injury, or any other reason. If we look back the history, there is only a small written history of absenteeism in business literature, apparently because until the 20th century businesses had a clear rule, No work: no pay. Then labour unions forced the companies into agreements to allow employees to take time off from work for illness or vacations and the practice of offering paid sick days become widespread. These practices still vary among companies and union contracts and normally there is an average of four to ten sick days per year is standard. Companies have realized that human absence management policies are cost effective; even many companies were unwilling to off paid leave to their employees. In fact, there is an estimate in the current studies regarding absenteeism that those company who have effective employee absence strategies can reduce their overall payroll costs by atleast 10 percent. ABSENTEEISM COSTING THE BUSINESSES Most recent studies on absenteeism have claimed that missing employees cost companies millions of pounds in lost revenue each year. We know that absenteeism can be quite costly. It has been estimated that in the United States alone, absence causes a loss of 400 million workdays per years. Based on this estimates, several researchers have attached a dollar value to this of between $26 and $46 billion per year (Steers and Rhodes, 1978; Goodman and Atkin, 1984a). In Canada, this figure probably approaches $8 to $10 billion. The Confederation of British Industry (CBI, 1999) has carried out a survey and used its membership base to survey both private and public sector employers. This survey showed that the average number of working days lost per employee in the UK in 1998 was 8.5 days, which represented 3.7% of all working time available. Another important correlation showed that absence was positively associated with the size of the organisation, that is absence rates were higher in large organisations than in small organisations. In calculating time lost as a percentage of actual working time available, the survey was based on a 228 days working year. This figure is derived from taking out of 365 days, 104 days for weekends or rest-days, 8 public holidays and 25 days annual leave. For many organisations the figures of 228 would be reasonably proximate, but for others, a revised base would need to be used, for example within the education service. Table 1.1 Absence rates for manual and non-manual employees 1998 (1997 figures in brackets) Average Best performing quartile Employees Days lost % of working Days lost % of working time time Manual 9.4 (10.8) 4.1 (4.7) 5.5 2.4 Non-manual 7.6 (6.8) 3.3 (3.3) 3 1.4 All 8.5 (8.4) 3.7 (3.0) 4.1 1.8 Source: CBI, Focus on Absence, 1999. The other most recent survey on the common causes of absenteeism by BBC has revealed that within the UK 93% of workers cite cods and flu as their common reason for being away from their work. Recently BBC has reported that absenteeism is costing  £10.2bn a year and that is mainly through employees minor illness, stress and family responsibilities. A survey of more than 530 firms for the Confederation of British Industry estimated that 200m days were lost through sickness absence last year, an average of 8.5 days per worker. According to an annual survey report of CIPD in 2009, it is stated that the annual cost of absence, is highest in the following sectors of different organisations within UK: Average  £ per employee/year Public Sector  £784 Manufacturing and production employers  £754 Non-profit organisations  £698 Private services organisations  £666 However, the conclusions showed that there are only 41% of employers who are monitoring the cost of employee absence, a figure which has remained persistently low over the past few years.   Another company Hewitt Associates  which is based in  Lincolnshire,  Illinois  is a global  human resources  (HR)  outsourcing   and  consulting  firm which delivers a wide range of integrated services to help companies manage their total HR and employee costs and improve their workforces has confirmed that absenteeism is costing the organisations in UK more than  £1000 per employee almost every year. INTERNATIONAL COMPARISONS International comparison of absence rates is equally useful and informative. The title sick man of Europe was once given to Britain because of apparently poor industrial relations record. This title can be given to any other country now as absence rates in the UK are among the lowest of any EU member country. Table 1 illustrates this point: Country Short-term Absenteeism rate Long-term Absenteeism rate Denmark UK Austria Sweden Ireland Norway Netherlands France Germany Belgium Italy Portugal 3.5 3.6 4.1 4.4 4.5 5.0 5.5 5.6 5.6 5.8 6.9 8.0 9.1 5.5 12.7 3.0 10.4 13.3 11.1 6.5 6.6 5.5 11.2 Source: Adapted from CBI, Focus on Absence, 1989 THE MOST COMMON CAUSES OF ABSENCE There are two different classes of employees, manual and non-manual and the most common main causes of sickness absence for both of these classes have been identified as: Manual Non-Manual Minor illness (cold, flu, stomach upsets headaches) Minor illness (cold, flu, stomach upsets headaches) Back pain Stress Musculo-skeletal injuries Musculo-skeletal injuries Home/family responsibilities Back pain Stress Home/family responsibilities Recurring medical conditions Recurring medical conditions Injuries/accidents not related to work Other absences not related to ill-health The latest studies and surveys have revealed that an increase in stress related absence is continuing in number of employers these days. For both manual and non-manual workers, employers perceived that minor illness is the major cause of absence from the workplace. THEORIES RELEVANT TO ABSENTEEISM Over the past many years, there have been many studies and surveys conducted to discover what motivate people. The most recognised theories are Taylor (1856-1917), Mayo (1880-1949), Maslow (1908-1970), McGregor (1906-1964) and Herzberg (1923-2000). Because motivation is very much important not only at work but almost in all part of life too, there are so many new theories which are constantly being developed. MOTIVATION THEORY The word motivation is used to describe certain sorts of behaviour. The purpose of motivation theories is to predict behaviours. Motivation is not the behaviour itself, and it is not performance. Motivation concerns action and the internal and external forces which influence a persons choice of action (Mitchell 1987). Motivation encourages people happily to put more effort into doing something. Well-motivated employees will always feel fulfilled and happy in their respective workplace. Furthermore, the employees are to be expected to be more productive and generate work of a higher quality with lower rate of absenteeism. EXAMPLE A recent case study shows that Siemens, a well known company worldwide, believes that well motivated employees can add extra power into work in order to accomplish the necessary outcomes because they believe that their work is extraordinary. The motivated workforce is more confident to take pride in what they do and off course there is low rate of absenteeism because employees are happier to go to work. HERZBERGS TWO FACTOR THEORY Herzberg used the critical incidental method and his original study was chosen because of the growing importance in the business world and his study was consisted of interviews with 203 accountants and engineers  from different industries in the Pittsburgh area of America. The responses to these interviews were generally consistent and revealed that there were two different sets of factors affecting motivation and work. This led to the Two Factor Theory of motivation and job satisfaction. On the basis of his survey, Herzberg reported that employees tended to describe satisfying experiences in terms of factors that were intrinsic to the content of the job itself. These factors were called motivators and included such variables as: Achievement Recognition The work itself Responsibility Advancement and growth According to Herzberg theory these motivators who also can be known as satisfiers were associated with  long-term  positive effects in job performance while the hygiene factors (dissatisfiers) consistently produced only  short-term changes in job attitudes and performance, which quickly fell back to its previous level. In summary,  satisfiers describe a persons relationship with that she or he  does, many related to the tasks being performed.  On the other hand dissatisfiers have to do with a persons  relationship to the context or environment  in which she or he performs the job.  Ã‚  The satisfiers or motivators relate to what a person does while the dissatisfiers relate to the situation in which the person does what he or she does. So in summary according to Herzberg if the basic needs of an employee are being met at an organisation, the employee will always be willing to come to work and will be happy doing his job. Herzberg argued that extra compensation only work in the short term and other hygiene factors only avoid dissatisfaction and that satisfaction comes from intrinsic motivators. EXAMPLE Royal Bank of Scotland has implemented Herzberg Two Factor Theory and its working successfully at the bank. RBS has put the following few factors from Herzberg theory: The good work by employees  gets recognition The employees at RBS have a combined logic of success when the whole business does well They get extra responsibility and progress through regular performance reviews RBS rewards their employee when they do well in their work RBS also introduced flexible working for its all employees and these are adapted to suit the local needs of each RBS centre. Through its right to work flexibly theory RBS is continuously motivating its employee as if they are unable to come to the work on time due to an appointment, they always can come late and can cover their work through job sharing, home working or variable working hours. ATTRIBUTION THEORY Attribution theory suggests that we observe a persons behaviour and then try to establish whether internal or external forces caused it. If it is judged to be internal, it is seen as being under the persons control; if it is judged to be external, it is seen as a result of the situation. Attribution is said to be subjected to a number of considerations, because we judge actions in a context. For example, we judge how distinctive behaviour is and whether behaviour is unusual for a particular person. Attribution theory is very much relevant to absenteeism as for example the employee is absent from work and the circumstances are that his or her attendance record is exemplary, then the behaviour could be considered unusual and an external cause (that is, that the behaviour is outside the control of the individual) will be attributed. If the absenteeism fits in with the general pattern of behaviour, then an internal attribution will be attached (that is, it will be seen as being under the persons control). EQUITY THEORY The Adams Equity Theory is a simple theory which differentiates an employees inputs and the outputs. According to the theory, the judgment to this fair sense of balance serves to make sure that a strong and useful connection is achieved with the worker, with the overall result being satisfied and motivated workers. This theory states that optimistic outcomes and high levels of enthusiasm are likely only when employees recognize their behaviour to be fair. The thought behind Adams Equity Theory is to hit a strong balance here, with outputs on one side of the level and inputs on the other both weighing in a way that seems reasonably equal. If the balance is in favour of the employer then few employees may work to bring balance between inputs and outputs on their own, by asking for more reward or recognition. Others will be demotivated, and still others will look for substitute employment.   DOUGLAS MCGREGOR THEORY X THEORY Y According to Douglas McGregor there are two different views of human beings. He described under his Theory X, that workers come to work to do the work and raise no questions and receive their pay. While in his Theory Y he believed that workers are dedicated and want responsibility. McGregor strongly recommend that employers should treat all the workers as Theory Y because they will be more efficient. EXAMPLE Nuclear Decommissioning Authority (NDA) in UK has implemented McGregors Theory Y, as NDA wants its employees to be self-directed in their work and are always ready to accept high levels of responsibilities. NDA claims that with the help of this theory their employees absenteeism level is very low as everyone loves their work and they are more responsible to be at work on regular basis. ABSENTEEISM MEASUREMENT To measure worker absenteeism the most obvious way is to record how many days have employees not come in to work. The companies should have some sort of clock-in or accountability set-up making this step relatively simple. Once the numbers are available, surely it would be interesting to know how many of those workers were genuinely ill. Measuring absenteeism can serve as many as four purposes for organisations, which includes the following: Administering payroll and benefits programs Planning human resource requirements for production scheduling identifying absenteeism problems measuring and controlling personnel costs (Gandz and Mikalachki, 1979) Actual assessment and analyzing is a key aspect of managing absence effectively. Organisations must assess if they have complications with absenteeism, its extent and find out the best way to handle it. In the latest Chartered Institute of Personnel and Development (CIPD) absence survey, there were only a less than half of employers who monitor the cost of absence of their employee,  and there were just under  half of organisations who have set a target for reducing absenteeism and the only 38% of organisations benchmark themselves against other employers.   To analyse particular arrangement of absenteeism and underlying the basis, employers should acquire and use data, for example, the management approach of an appropriate manager or an increase in workloads. This can also provide the evidence of how absenteeism impacts on the bottom line and why it value investing in an effective absenteeism management programme. MEASURE TIME LOST To evaluate absenteeism there are a number of different measures that can be used, each of which can gives information about the different aspects of absenteeism. Some of the factors are described as under: LOST TIME RATE Lost time rate measure  articulate the percentage of the total time available which has been lost due to absence: Total absence (hours or days) in the period  x 100   Possible total (hours or days) in the period   For instance, if the total absence of the employees in the period is 155 person-hours and the total time available is 1,950 person-hours, the lost time rate will be:   155 x 100 = 7.95%   1,950   This can also be calculated separately for the individual departments of different groups of employees to uncover particular absence problems within an organisation. FREQUENCY RATE The frequency rate method shows an average number of absences per employee, which is expressed as a percentage. This does not give any indication of the length or duration of each absence period, nor any indication of employees who take more than one spell of absence and it is calculated as under:   No of spells of absence in the period  x 100   No of employees   For example, if an organisation employed on average 110 workers in one month, and during this time there were a total of 24 spells of absence, the frequency rate will be:   24  x 100 = 21.82%   110   To find out the individual frequency rate, we have to count the number of workers who take at least one interval of absence in the period, rather than to total number of intervals of absence. BRADFORD FACTOR This method expresses the persistent short-term absence for individuals, by measuring the number of spells of absence, and is therefore a useful measure of the disruption caused by this type of absence. It is calculated using the formula:   S x S x D S = number of spells of absence in 52 weeks taken by an individual   D = number of days of absence in 52 weeks taken by that individual   For example:   10 one-day absences: 10 x 10 x 10 = 1,000   1 ten-day absence: 1 x 1 x 10 = 10   5 two-day absences: 5 x 5 x 10 = 250   2 five-day absences: 2 x 2 x 10 = 40   The trigger points will differ between organisations. The underlying causes will need to be identified for all unauthorised absence. ABSENTEEISM CONTROL POLICIES The companies should have clear policies in place which support their business objectives and culture and this is the first step to managing absenteeism efficiently. Under the current legislation employers are required to provide their staff with knowledge on any terms and conditions relating to inadequacy for work due to the sickness or injury, including any arrangement for sick pay. Effective absenteeism policies must spell out clearly employees rights and responsibilities when taking time off from work due to sickness or any other reason. These policies should include: A clear idea of what absence is, how it can be defined and how it might be measured. An indication of the scope and scale of absence in the UK and elsewhere by sector, region and industry type An account of the likely causes of absence and how they relate to individuals, jobs, organisations and wider factors. Consideration of the legal environment within which absence must be managed. Examination of the equal opportunities implications of absence management, which particular regard to the Employment Relations Act 1999. Discussion of the ways in which work might be made more flexible to suit the needs of both the employer and the employee. Consideration of how a strategy for managing absence might be developed. Examination of the range of tactics that an employer might employ for the management of absence. HOW TO MANAGE ABSENTEEISM Before we discuss how to manage absenteeism we look the types of absenteeism. There are many other reasons why people take time off from work. These can be categorised as under: Non permitted absence or continuous lateness Long-term sickness absence Short-term sickness absence (uncertificated, self-certificated, or covered by a doctors fit note which replaced the sick note from April 2010) Other authorised absences:  for example,  annual leave; maternity, paternity, adoption, or parental leave; time off for public or trade union duties, or to care for dependents; compassionate leave; educational leave. Other than these above categories of absenteeism there are two main types of absenteeism, know as short term absenteeism and long term absenteeism. We discuss in detail how to manage these two main types of absenteeism: MANAGING SHORT-TERM ABSENCE Temporary absence is also known as absence interventions. The most effective interventions in managing short term absence include the followings: A proactive absence management policy Return-to-work interviews Disciplinary procedures for unacceptable absence levels Involving trained line managers in absence management Providing sickness absence information to line managers Restricting sick pay Involving occupational health professionals The most common method which is currently being adopted by many organisations is return-to-work interviews which can help identify short-term absence problems at an early stage. These return-to-work interviews provide an opportunity to managers to start a dialogue with staff over underlying issues, which might be causing the absence.   Tim Holden, the Managing Director of  FLUID, draws on more than 10 years experience as an award-winning recruiter and trainer. FLUID works with organisations to enhance their attractiveness to both current and future employees. Holden suggests that: The use of disciplinary procedures for unacceptable absence may be used to make it clear to employees that unjustified absence will not be tolerated and that absence policies will be enforced.   According to CIPDs recent survey it has been revealed that, only 12% of organisations use attendance incentives or bonuses as a tool of absence management according to our latest absence survey. MANAGING LONG-TERM ABSENCE The current studies and researches on long term absence have shown that absence of  eight days or more justify about one third  of total time lost through absence and absence of four weeks or more accounts for more than 15%. Consequently it is very vital that organisations have an approved strategy in place to help their employees to get back to work after a continuous period of sickness or injury-related absence. The knowledge of potential disability discrimination claims is also critical these days.   LINE MANAGERS ROLE To control and reduce the causes of absenteeism, line managers have a substantial role to play, either directly or indirectly. How managers behave is very important because it has a significant effect on employee health and comfort. Many recent researches show that line managers are the type of employees most likely to be reported as bullies within organisations. Management style within an organisation is also one of the top causes of stress at work.  Ã‚  The role and responsibilities of the line manager in the management of absence should be clearly defined. However, these days the role of line managers is paramount. It is the line managers responsibility to manager his or her department or unit. Therefore it is his/her responsibility to see that these resources are used as effectively as possible. This means that levels of attendance should be good and absence kept to a minimum. The line managers should follow the companys approach to management style, organisation and allocation of work, as this will be a vital part of any strategy to control absence. In addition it is his/her responsibility to follow the company absence polices and procedures to staff. In any organisations the managers need good communications skills to encourage employees so that they can feel free to discuss any problems they may have at an early stage so that they can be given support or advice by the managers before matters escalate. According to all the recent studies and surveys it is stated that despite of all the importance of line manager/supervisor involvement, there are only 50% organisations are training their line managers to get the skills needed to do this effectively. The organisations should train their line managers to get the following skills to handle the absenteeism properly and they should have a good knowledge of: Their companys absence policies and procedures What is their role in the absence management programme How to act upon any advice given by the doctor to the employee. All the related legal and disciplinary aspects of absence including potential disability discrimination issues   How to maintain absence record-keeping and understanding facts and figures on absence The role of occupational health services The proactive measures to support staff health and wellbeing Operation (where applicable) of trigger points Development of return-to-work interview skills Development of counselling skills. In addition, the line manager will be one of the main influences on an individuals view of the company attitude to absence. It is therefore important that the actions and words of line manager support the companys position. It a difference attitude is being taken on the management of absence, whether more strictly or leniently, it will cause problems for the individual manager and for the organisation. Line managers must be able to rely on the support of senior management for decision they take in line with the companys policy, their responsibilities are as under: To effectively organize and allocate work; To use an appropriate management style; To ensure that all staff are adequately trained for their role; To communicate the absence policy and procedures to all subordinates; To apply policy and procedures in a consistent and fair manner; To deal with requests for prior approved absence; To keep accurate and up-to-date records of absences; To investigate reasons for unexplained absences; To carry out return to work interviews; To instigate disciplinary procedures, when required; To provide adequate feedback to senior management; To ensure adequate personal development and training to be able to meet these responsibilities effectively. To support staff health and wellbeing by taking proactive measures for occupational health involvement To be a part of the absence management programme By restricting sick pay To changes work patterns or environment To induct rehabilitation programme There are also four typical components in the recovery of absence and return-to-work process, which are discussed as under: An up-to-date contact with sick employees   The line manager should ensure that a regular contact is maintained using both sensitive and non-intrusive approaches with the employee. This approach must be agreed with the member of staff and management and, also where appropriate, with the union or employee representative. Workplace controls or adjustments   There can be some obstacles which may cause delay, interruption or difficulties to an employees return to work. A risk appraisal can analyse measures or adjustments to assist workers return and stay in work. For example: Allowing a steady or step-by-step return-to-work, for example,  promoting an employee from part-time job to full-time job over a period of weeks To change work arrangement or management style to reduce work pressure and to give the worker more control Modifying the employees working hours, for example allowing flexible working hours to accommodate his/her family demands Co-coordinating the employees mobility. The use of professional advice and treatment   These days there are many occupational health professionals in every country, they can be consulted because they can play a major role to evaluate the reason for absenteeism, and also can carry out employees health assessments, and can assist the managers in preparation for a return to work. Return-to-work planning The management should have a return to work plan agreed by the employee and the line manager, and any other staff which is likely to be affected and this plan needs to include: The goals of the plan, alternative working hours, or a alternative job role The time period of the plan Information about the new working arrangements The reviews that will need to be made to make sure the plan is put into practice The dates when the plan will be reviewed This can be helpful if the management appoint someone who can coordinate the return-to-work process. This also can include the colleagues of the absent worker who can inform him/her of the progress, so that everyone appreciate the situation, as well as easing the alterations back to work and maintaining working relationships. TACTICS FOR CONTROLLING ABSENTEEISM There are many tools that can be used as a part of a structured plan of absenteeism. We discuss some of the tools to control absenteeism. In practice, these tools will be used in isolation but more probably several will be used in combination. PRE-EMPLOYMENT SCREENING: All reasonable steps should be taken to ensure that the employed staff is likely to be good attenders. One of the best indicators of likely future attendance rates is past attendance rates as many employers believe that pre-employment screening is a vital tool in absence management. There are number of simple steps that an employer can take to reduce the risk of employing a poor attender: Ask for information about absence on the application. For example, How many days absence have you had over the last two years? Ask about absence on reference requests. Ensure that those invited for interview are made fully aware of the expectations of the job. This would include duties, hours of work, work environment, standards of performance and conduct. Avoid the temptation to oversell the job at interview as this will result in disappointment and disillusioned employees and they will be more likely to be absent. Use pre-employment medical examinations to identify any potential problems. Note that disablement is not a reason not to employ an applicant, and employers must take great care to observe the terms o

Characterization in Oedipus the King Essay -- Oedipus the King Oedipus

Characterization in Oedipus Rex  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚        Ã‚   The dialogue, action and motivation revolve about the characters in the story (Abrams 32-33). It is the purpose of this essay to demonstrate the types of characters present in Sophocles’ tragic drama, Oedipus Rex, whether static or dynamic, whether flat or round, and whether protrayed through showing or telling.    Werner Jaeger in â€Å"Sophocles’ Mastery of Character Development† pays the dramatist the very highest compliment with regard to character development:    The ineffaceable impression which Sophocles makes on us today and his imperishable position in the literature of the world are both due to his character-drawing. If we ask which of the men and women ofGreek tragedy have an independent life in the imagination apart from the stage and from the actual plot in which they appear, we must answer, ‘those created by Sophocles, above all others’ (36).    Surely   it can be said of Sophocles’ main characters that they grow beyond the two dimensional aspect into really rounded physical presences. This is done through mostly the showing technique, though the chorus at times is involved in telling the audience various pieces of information. At the outset of Oedipus Rex the reader sees a king who comes to the door full of curiosity: â€Å"Explain your mood and purport. Is it dread /Of ill that moves you or a boon ye crave?† When the priest has responded that the people are despairing from the effects of the plague, the king shows another dimension to his character with his deep sympathy for his subjects: â€Å"Ye sicken all, well wot I, yet my pain, /How great soever yours, outtops it all.† Shortly thereafter a second round character makes his appearance on stage in the pers... ...and Creon become so later in the tragedy. Rarely does the dramatist use the chorus to convey information; most of this comes from exchanges of dialogue, which would be the showing technique.    WORKS CITED    Abrams, M. H. A Glossary of Literary Terms, 7th ed. New York: Harcourt Brace College Publishers, 1999.    Ehrenberg, Victor. â€Å"Sophoclean Rulers: Oedipus.† In Twentieth Century Interpretations of Oedipus Rex, edited by Michael J. O’Brien. Englewood Cliffs, NJ: Prentice-Hall, Inc., 1968.    Jaeger, Werner. â€Å"Sophocles’ Mastery of Character Development.† In Readings on Sophocles, edited by Don Nardo. San Diego, CA: Greenhaven Press, 1997.    Sophocles. Oedipus Rex. Transl. by F. Storr. no pag. http://etext.lib.virginia.edu/etcbin/browse-mixed new?tag=public&images=images/modeng&data=/texts/english/modeng/parsed&part=0&id=SopOedi